APRIL 2013 || ISSUE NUMBER 60

APRIL 2013 || ISSUE NUMBER 60

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CONTENTS & MESSAGE FROM THE CEO >> JOE BARR

01_Message From the CEO

Joe Barr talks about the upcoming business planning process for 2013 and the results from the recent client surveys.

02_Health & Safety Update

Not quite the Tower of Babel - HY personnel have held meetings on an almost weekly basis in order to identify, define and refine a comprehensive set of inclusions for the management of Tower Cranes on our Projects.

03_National HY Building Solutions Update

HY Sydney and Newcastle Building Solutions are presently busy on seven projects with a total contract value in the order of $26.4m.

04_Collaboration for Innovation Development Director for the new Royal Adelaide Hospital, Chris Pratt takes time out to discuss the project and its collaborative achievements to date.

Production & Content CoordintationSarah Groenewald, Victoria & Bridget Staker, Adelaide

Cover Image: Bendigo Ambulance Project, Victoria

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05_Recently Completed Projects

Our project teams have been working tirelessly to complete significant projects across Australia; and the achievements are outstanding.

06_In Construction

Gain insight into the accomplishments, challenges and how our teams are building value on our current projects across Australia.

07_Building Value Awards

The State Building Value Awards for 2013 have now been awarded across all regions.

Welcome to the April edition of Hylights. It’s time once again to commence the business planning process for this year. A key input to the formulation of the

strategy for 2013/14 are insights from the client survey that we conducted at the end of last year when we engaged an external consultant to interview our clients and ask them to tell us about our strengths and areas we needed to develop. This was done for a number of clients in each state giving us a good spread of feedback.

It was pleasing to hear that our clients place us in high regard and value our culture, financial strength and the way we go about our work. Clients told us that building value to them meant delivering on our promises and having a no-surprises culture.

What was particularly valuable for us was feedback about innovation. Clients told us they were interested in seeing us use innovation on sites in ways that give them confidence in the delivery process. By this they meant being smart in the way we controlled cost, time, quality and safety, and using technology to support delivering on our processes. To this end we are now actively trialling mobile technology on our sites with some promising early results. I look forward to elaborating on those results in a future edition of Hylights.

As you can see from this edition of Hylights we are delivering great work around the country. Each state is approaching the judging of team and individual awards for the annual building value awards. Congratulations to the individuals and teams featured in this edition; it is a great reflection on the business that the quality of submissions were so high. State Building Value Award winners will be travelling to Melbourne in June for the announcement of the national awards.

Hylights also includes some sports and adventure stories this month. It’s great to see so many HY individuals and teams getting out there and enjoying the great outdoors – well done on getting into it!

Take care and, as always, I welcome your feedback.

Joe Barr CEO

08_Staff News & Events

The latest on births, marriages and engagement news from our staff in addition to welcomes, farewells and years of service.

hy-lights april 2013

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April 2013 >> issue 1

NOT quiTE THE TOwER OF BABEl Following the catastrophic tower crane failure in Sydney late last year, and witnessed globally through all manner of social and mainstream media, our industry as a whole took a very deep breath. With most players in the market uttering words to the effect of ‘there but for the grace of God, go I’, we each have set about ensuring such a catastrophe could not be visited upon us.

Here in HY Victoria, with two tower cranes up and running at the time, an independent 3rd party review was immediately undertaken. The task was a little easier as both cranes were at the Deakin University Project. The review of the electric and diesel powered cranes covered the documentation, physical operation, maintenance regimes. As with any review, the intent is to identify and rectify any deficiencies in the process that could allow a repeat of the Sydney incident, or any other incident for that matter. While the review discovered some minor gaps in the paper trail, what was more apparent was the lack of an Industry wide standard for what is required to be provided by Crane supply and operation companies, similar to the Green Sticker used to ensure the safety of mobile cranes.

With similar reviews underway Nationally within HY, Chris Bulmer asked me to chair a national review group to gather the best of what we’d learned across the board. The group, comprised of HY personnel across disciplines have held meetings on an almost weekly basis in order to identify, define and refine a comprehensive set of inclusions for the management of Tower Cranes on our Projects. Although not yet fully finalised, the draft HYway process and pro-forma documents will allow Project Teams to manage their Tower Cranes from the Planning stage, through Pre-Erection, Post-Erection/Commissioning, On-going maintenance and Demobilisation/Retrieval, safe in the knowledge that they’ve not missed something along the way. This is a complicated high risk process and one that deserves the highest level of control. In the coming weeks, a National roll-out will hit the road in the form of members of the National HSE Committee presenting the new HYway Process throughout HY.

So, unlike the Tower of Babel where the survivors of The Great Flood gathered as a united humanity and spoke a single language, we can at least ensure that with our Towers, we will be singing from the same hymn sheet.

Ross MurphyHSE Manager, VIC

02_NATiONAl HEAlTH & SAFETY uPDATE 54

If it is true that we learn from our mistakes, and in this industry our mistakes are easily found in the form of LTIFR’s, then early engagement is our prime opportunity to have a positive influence after the fact. It is our intention that, where a worker has been injured in the course of our works, their return to pre-injury duties as soon a recovery permits, is in the best interest of the injured party. A look back over previous records indicated that many injuries which have been recorded as Lost Time, need not have been had we ‘owned’ our intention.

In recent months, there have been a number of occurrences, some of a very serious nature have only come to light at a later date. Through failings in our own internal communications and those between ourselves and our contractors, not only do we let ourselves down, but ultimately we fail to protect the best interest of those negatively impacted by our activities. In some cases, it has felt that the reinforcement of communication protocols has been like ‘teaching your grandmother how to suck eggs’, but clearly it is a message that needs to be reasserted.

Very recently here in Victoria, we have had three instances where early engagement in the medical referral process have brought about a positive result and delivered on our objective of returning injured workers to their pre-injury duties as soon as recovery permits by ensuring that the treating physician was made fully aware of the extent of alternative duties.

The statistical impact of a reduction in LTI’s aside, it is important to remember that each and every statistic is a person. A person that came to work and eventually got home poorer for the experience of being to one of our sites.

Easy steps to remember, and reinforce

• 1st Responder to immediately notify the injured workers Employers Representative once an injured worker is referred for medical attention beyond 1st Aid

• Employer Representative MUST accompany injured worker and advise staff at treating physician of the availability of modified or alternative duties

• 1st responder to notify Site/Project Manager as soon as an injured worker is referred for treatment beyond 1st Aid

• SM/PM MUST liaise with Employer Representative to ascertain extent of injuries

• SM/PM MUST report ALL MTI/LTI’s to State HSE Manager and Construction Manager as soon as they become aware

So, without wishing to run an exercise on ‘teaching Grandmothers to suck eggs’, our recent performance indicates we need to.

q1 DOwN, AND NOT AN EGG iN THE HOuSE SuCkED!

Injury Management – Early engagement yields positive results *3 Vic Projects: LIA Puckapunyal, Building C, Goodman Ferntree Business Park & East Kilmore Room – Well done for doing the right thing.

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03_NATiONAl HY BuilDiNG SOluTiONS >> 2013 uPDATE

NSWHY Sydney and Newcastle Building Solutions are presently busy on seven projects with a total contract value in the order of $26.4m. The projects consist of Endeavour Energy Rydalmere & Port Kembla, Ausgrid Potts Hill, Training Ship Tobruk Newcastle Foreshore, RAAF Williamtown GSE Facility, Maitland Mental Health and University of Newcastle NIER.

The Endeavour Energy projects involve the demolition and upgrading of two existing substations in Port Kembla and Rydalmere. The existing substations are to remain operational throughout the duration of the works which has increased the complexity of the project and provided some challenging programming. Once the new structures are complete Endeavour Energy will install and commission their new upgraded electrical transformers and switch gear. Thereafter we will return to site to carry out the demolition of the existing structures and complete the associated external works. Both projects are progressing well and are due for initial handover in mid-2013.

The Ausgrid Potts Hill project mainly involves civil works and the installation of 5000m2 of external concrete hardstands and 200m of palisade fencing. This project is due for completion in July 2013.

The Training Ship Tobruk project for the Department of Defence construction phase is well underway. The project consists of ensuring adaptive re-use of existing buildings 1 and 2 with the key components of the project including increased amenities, a new auditorium, training rooms, offices, accommodation, commercial kitchen and a boat shed. A number of latent conditions have been encountered on the project to date relating to the existing structure and ground conditions. The additional work which has resulted from these conditions will lengthen the construction period with PC anticipated mid July 2013.The RAAF Williamtown GSE project comprises the design and construction of a 60m x 8m storage facility with 1,500 square metres of surrounding hardstand. The design is complete and approved. Erection of the structural steel and cladding was scheduled to commence prior to Easter with project completion anticipated early May 2013.

The Maitland Mental Health Unit refurbishment and building extension works are progressing well with the stage one client inspections being completed and the area handed over to the hospital for occupation a week ahead of schedule. Stage one works comprised the refurbishment of several existing staff areas and the construction of a new patient room, ensuite, visitor and family carer lounge, the timely completion of which being a key milestone for the hospital operations to enable access to the much needed additional beds.

The University of Newcastle NIER project originally consisted of a three milestone contract. However, the project team successfully negotiated a fourth milestone including a MSB replacement and network room upgrades. The design for the MSB has been approved by the client and submitted to Ausgrid with approval pending. The onsite works are scheduled to commence in mid June 2013.

VictoriaHY Building Solutions in Melbourne have recently been awarded the lump sum contract ($1.1m) for fit out works to the Brain Centre located at the main Austin Hospital campus in Heidelberg. The Melbourne Brain Centre (MBC) was built in 2011 and caters for up to 200 scientific staff from the Florey Institute and University of Melbourne. MBC collaborates with Austin Health clinicians to translate research into treatment of patients. The MBC facilities are pivotal to future understanding of brain function, mental health and mental health disorders. The works are in preparation of the installation of a new MRI machine. Trades included in the project are: Minor demolition, electrical, mechanical, hydraulics, fire, shielding, flooring, partitioning, ceilings, metalwork, joinery and painting.

Other current projects include: • 360 Degree Meat & Poultry – Fit out of a warehouse that

will become one large cool room• NBN Co Docklands – Extension of existing data room• MBC Austin – Animal MRI fit out• Royal Talbot Rehabilitation Centre – Demolition of existing

building making way for new ward extension comprising of 19 rooms with 42 beds

• Malmsbury Juvenile Justice Centre, Early Works – Upgrade of services for future larger project

South AustraliaThe Building Solutions team have been awarded the $3m Design & Construction contract for the Mark Oliphant College Additional Accommodation Building 20 as part of the recently completed Education Works New Schools PPP project. The building is currently on programme and near completion. The development involves the construction of one single new educational building in the south eastern corner of the school site. The building will be used by year’s 10 to 12 students and contains a range of classrooms, learning years, seminar rooms and a laboratory. The project will also include the addition of 14 car parking spaces and the relocation of a bike shelter.

HY Building Solutions have also been awarded a managing contractor project for a new laboratory fit out for the University of Adelaide. The project comprises tutorial rooms with high acoustic requirements and state of the art audio visual

equipment, breakout spaces, meeting rooms, offices, open plan workstations and an impressive kitchen/dining facility for students and staff. Central to the fit out are two simulation rooms complete with patient beds, medical service panels and patient lifters. This allows for the training of students in an environment that replicates the inpatient rooms currently being built for the Lyell McEwin Hospital by HY’s major project division.

Another current project, the Henry Waymouth Centre, involves sealing the façade of a 12 storey building at 100 Waymouth Street, Adelaide. The façade is an early glazed curtain wall originally installed during construction which over time has failed. The same system was used on the Riverside Building which HY successfully sealed many years ago. Access is via a newly refurbished Building Management Unit. This building was constructed in the late 1980s and had numerous façade ‘defects’ covered up by the builder. Hansen Yuncken has carried out work to the value of over $5m on this building during the last 16 years in conjunction with three different progressive owners. We continue to maintain a good relationship with the current owner, Cromwell.

Moving on to completions, HY Building Solutions was successful in being appointed the fit out contractors for the six final tenancies within the Rundle Place retail complex. Tenancies consisted of; Best & Less, Novo Shoes, Kids Who, Blow Hairdressing, Cross Roads and Step Shoes. These fit outs were presented as a cold shell tenancy which was fitted out to the client’s requirements. Congratulations to Goran Colovic who worked long hours to get these tenancies across the line with a tight time frame meeting handover on 26 March 2013. His commitment is to be commended.

Following on from completion of GP Plus Noarlunga by HY’s major project division, HY Building Solutions were requested by the client to install a traffic calming device and make modifications to pedestrian access. These works included modification to lighting, landscaping alterations to footpaths and wheel chair access car parks. This project presented unique challenges as the road works are a major thoroughfare for TAFE staff and students as well as ambulance emergency vehicles to the adjacent hospital.

Thank you to all the teams who are working diligently to deliver these projects to our important and valued clients.

Matthew Bandy, National HY Building Solutions Manager

GP Plus Wombat Crossing, SA

Rundle Place Retail Fitout, SA

Mark Oliphant College Building 20, SA

HY BuilDiNG SOluTiONS PROJECT uPDATE

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04_FEATuRE ARTiClE

Development director, Chris Pratt takes time out to discuss the new RAH project and its collaborative achievements to date.

Two influential industry players, Hansen Yuncken and Leighton contractors are working on a world-leading development that will transform the physical, social and environmental landscape of Adelaide’s cbd.

The joint venture, has been in the construction industry for 32 years and has played a vital role in bringing together a team of companies to deliver this ground-breaking project.

“I became aware of the project a long time ago and was involved in the business case for Hansen Yuncken to pursue the project,” he says. “As one of the founding people in our consortium, I managed the bid for the design and construction element. I’ve been on the project now for around five years.

“This is my home town and I do believe that when we put our minds to it, South Australians do a pretty good job and we do it in our own way. I think it’s important for South Australian organisations to run what is the biggest social infrastructure project in our state’s history. It is also an opportunity that doesn’t come along often any ones career.”

When working on such a large-scale project, Chris says he tries to use all the experience and expertise that the joint venture offers.

“We started forming the joint venture in 2009,” he explains. “In terms of the design-and-construct contract, we have a 50–50 arrangement between Hansen Yuncken and Leighton Contractors. We have a joint venture board which has been on the job now for three years, and comprises two senior executives from Hansen Yuncken and two from Leighton Contractors.

“Our staff team is also fully integrated, with 50 per cent from Hansen Yuncken and 50 per cent from Leighton Contractors. We identify what the strengths of the two businesses’ management systems are, and we adopt and integrate those strengths to create our own systems within the venture.

There are common internal reports and it’s set up so nothing gets done twice. We attend to the culture and the business needs of both companies and our own joint venture team as a whole. We do things procedurally, structurally and culturally to ensure the success of the joint venture.”According to Chris, a collaborative, supportive team environment is the key to the joint venture’s capacity and overall success of the project.

“The amount of integration across all design disciplines is just extraordinary. The engineering and ICT (information and communication technologies) systems on the project are second to none, and in many cases they’re the first of their type to be deployed anywhere in the world. We are producing something that is world’s best practice, and our benchmarking against other sites around the world confirms this.”

A crucial component for this industry-leading standard is the subcontractors and partners who work with the HYLC team.“Some subcontractors have been with us on this journey for over three years,” Chris says. “They were in the foundation team along with all of our principal consultants, so we’ve all been working with each other for a long time.

“Our consultants and subcontractors are key partners and they are accepted as equal members in our team. They contribute to around 45 per cent of the project’s direct costs. They’re involved in both design and construction, so they’re fundamental to the way we’ve built up the story of the project and how we’re delivering it. Others are being progressively brought onto the project and inducted to the way we do business on it.”This induction involves bringing new subcontractors up to speed on the culture and operations of HYLC.

“We have fairly stringent subcontracts and we expect everybody to accept that,” Chris says. “Having said that, we’re quite a flat organisation and it’s important we respect the roles being played by everyone involved in this project, and work together in an efficient and effective manner.

“Our subcontractors know that we’re working for them as much as we’re working for ourselves. If we have any problems during the project, I know they’ll all be part of finding the solution.”While the HYLC team experiences their fair share of difficulties and concerns, Chris argues that they rectify these through hard work and a focus on solutions.

“There is a range of areas where you do have challenges. In design, we look for evidence-based solutions and have an aversion to making decisions for convenience. We like to benchmark ourselves and make sure our standards are being upheld. We’re always searching for the best results.

“In terms of people, our extensive induction program overcomes any issues and keeps everyone focused. The level of integration across the job can cause difficulties in teaming environments. We have a large number of very collaborative teams working together, and they’re put together from a range of disciplines in order to overcome any issues and make sure there is no ‘us and them’ mentality in the project. There’s a whole range of complex areas but we deal with solutions, not problems.”

One complex area that HYLC has tackled confidently is the integration of the surrounding environment into the design of the hospital.

“The biggest environmental aspect of this project is that we have remediated a contaminated old industrial rail-yard site to its original state and it is now fit for a health facility,” says Chris. “That’s been a fairly big achievement.

“The overall design of the building fits nicely with the parkland surrounds. We have a number of large courtyards and green

COllABORATiON FOR iNNOvATiON

We are producing something that

is world’s best practice, and our

benchmarking against other sites

around the world confirms this.

spaces through the building. Our design philosophy is a hospital in the park and a park in the hospital.”

Chris concludes that these and other innovative features will change the industry.

“Each time you build new facilities, you set higher benchmarks to reach and hurdles to jump, and they soon become an industry expectation. That’s what’s happening with the new Royal Adelaide Hospital. Both businesses will be able to meet marketplace demands a lot better as a result of this project.”In January this year, Chris was acknowledged and awarded for his contribution to the industry and his superior commitment to supply chain strategies, purchasing best practice and collaborative approach.

Chris received the Official Australian Construction Magazine Gold Award of Excellence. Written by the Official Australian Construction Magazine

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Hansen Yuncken was able to construct the challenging 3 dimensional curved design of the Aerial Apartments by the use of mast climbers, swing stages and scissor lifts to paint the exposed slab edges and install the balcony balustrades. This eliminated the need for complicated scaffolding which would have slowed the construction sequence. Hansen Yuncken engaged in an intensive design process to accommodate the curved façade, curved and detailed balcony balustrades and façade access system to enable complete façade maintenance after hand-over.

Hansen Yuncken also went to enormous lengths to ensure acoustic performance of the project; the rooftop suspended swimming pool on acoustic mounts and buffer restraints, an exacting acoustic curtain wall façade with incorporated feature timber fins to the Level 2 double height apartments that are exposed to the noisy trams on the junction of Riversdale and

Hansen Yuncken was engaged to deliver the iconic ‘Aerial Apartments’ complex, located at Camberwell junction in Melbourne. The projects involved the construction of 144 luxury apartments and 9 retail tenancies across 2 towers, at 14 and 9 levels in height.

The project team managed a challenging construction period & site precinct. The site operated in a busy 6 way intersection in the heart of an inner Melbourne commercial area. The site perimeter was surrounded by a heritage listed bank building, three commercial office towers built to their boundaries and an 100 year old active church and kindergarten. Using careful planning & consultation, Hansen Yuncken was able to engage with its neighbours to enable placement of the site accommodation, materials deliveries in such a way that complemented neighbourhood concerns in the face of vigorous local opposition to the project.

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AERiAl APARTMENTS PROJECT

Burke Rds and the spectacular cinema room on the Level 10 rooftop. The design process also included re-designing the structure to carve out large sections of the podium to enable construction deliveries and plant & equipment in this tight site location. These sections were then in-filled once the apartment towers were completed. Material deliveries could consistently flow into the project without delays on the public trams and roads in the busy Camberwell junction intersection.

There are numerous unique, feature items on the project that are worth highlighting; the striking timber fins that follow the podium façade, the bronze curtain wall podium façade itself with the voluminous Level 2 apartments with soaring 4 metre ceilings, the nightclub-like main foyer with the specialist green mirrors, green anodized aluminium wall panelling and floating polished stainless steel discs and starkly contrasting heritage bank building and its expansive timber deck.

The Aerial Apartment project represents an extraordinarily complex architectural building with a definitively modern design theme surrounded by intricate curves internally & externally.

Project TeamKevin Zammit/Heath Price – Project Manager Chris Sheers – Construction Manager Mark Rosenboom – Operations ManagerContract Administrator – Yves Abdurahman Facade Coordinator – Aaron GrootServices Coordinator – Jarryd Alexander Landscape & Lobby Coordinator – Keegan EmmonsAdministrator – Jesse Biazzo Site Manager - Lewis CapraroFinishes Site Manager – Peter JensenForeman – Tony NesterovskiForeman – Stuart VoightForeman – Phil GordonDefects – Lee Carroll

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THE SuRGERYCENTRE

I was impressed by the way issues were routinely resolved in a timely

and professional manner. The company understood the hospital’s

need to continue to deliver uninterrupted services during the

construction period and went to great lengths to ensure the impact on

the surgical service was minimised.

Janette Ahmling Austin Health

After bidding for the project in a competitive tender, HY was awarded TSC in December 2011. Excited by the award of this health project, the HY team was quick to work and commenced the project in January 2012. TSC presented many challenges for the HY team. The most notable of these challenges included:

the coordination of services and structural systems within the ceiling space for the operating theatres; accommodating the redesign of services to suit the introduction of equipment packages, and the delivery of mechanical service infrastructure upgrade works within an operational nursing ward.

The TSC project exists as an example of a unique refurbishment and fitout project. Traditional fitout and construction methodologies were not suited to the brief, requiring HY to undertake high levels of planning, programming and coordination to develop ways for delivering of the enhancement works within the hospital environment. The tireless efforts and innovation by the project team ensured a successful project delivered on time.

The HY project team are proud of the manner in which The Surgery Centre was delivered to the client, and the standard of quality achieved. The project was delivered in a challenging environment and under sometimes challenging circumstances. Hospitals never sleep, and the health, safety and comfort of its patients could not be compromised. To HY, there were no exceptions to achieving this fundamental requirement, and the project team went to great lengths to minimise any disruption to the hospitals operation.

BUdGETThe original budget for the project was just shy of $7m. The final cost of the project falls just short of $8.2m. In short, the difference between the original contract budget and the final completion cost was largely the result of the consultants and client increasing the scope for services (mainly electrical and mechanical services). During construction, the consultants and client identified a number of opportunities to enhance the project, future proof, and upgrade existing infrastructure. As a result, HY priced and completed a number of variations to the services scope which ultimately improved the quality of the new facilities delivered. Further, HY completed variation works to improve existing hospital infrastructure. These improvement works included the significant upgrade of the mechanical services supporting the Wards which were completed to a value of almost $750k (refer section 2.1 Project Difficulties and Innovations).

TIMEThe original date for Practical Completion was October 23rd 2012. During the course of the project, HY was approved 25 days Extension of Time and successfully handed the project over on the revised date for Practical Completion of November 30th 2012.

Considering the large increases in scope, some latent conditions, and other delays experienced during construction, the HY project team is pleased with this result. The project team allocated a great deal of time and effort to mitigating any delays to programme, and through careful planning were able to reduce the impact of lost time considerably.

The Surgery Centre (TSC) project required the delivery of refurbishment works to four (4) main areas within an existing and operational hospital environment. These main areas included the fitout of a new Central Sterile Supply Department (CSSD), four operating theatres, a recovery ward, and enhancement to existing admissions and day surgery facilities (the Wards).

Situated at the Heidelberg Repatriation Hospital (HRH), The Surgery Centre project is a major enhancement project for the campus first built in 1941. The HRH site is rich with history, and was largely established for the treatment and care of War Veterans and Widows. Today, the HRH continues this legacy whilst also providing health services to the wider community.

Understandably, TSC required Hansen Yuncken (HY) to be particularly sensitive to the operational hospital environment. Infection control, dust and noise management, safe delivery and removal of waste and materials from site, and careful coordination of daily activities were paramount to the success of the project. In response to the hospital environment, the HY project team implemented a series of initiatives which ultimately ensured safe delivery of the works with minimal disruption. The team conducted thorough risk assessments for all site activities, and carefully planned for the management of construction works within a live hospital.

PM - Marcus CurranCA - Jack Lodge

FF - Rob Di CamilloPC - Derek LeePC - Josh Kennedy

Project Team

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223 williAMSTREET

We would like

to thank ALL for your

effort in helping to deliver

such a tight project

The challenging scope

and Procurement time

frames added some

interesting discussions

around our weekly

Tuesday meetings. Russell Bates

director, Johnstaff

Project TeamPM - Jason DeanPC - Meg HerrmannPC- Nicole DuncanFF - Ian Robson

On the 28th February the East Kilmore Courtroom was officially opened by the Chief Justice of Victoria and Attorney General. The courtroom is a first for Victoria providing revolutionary court technology and providing an accommodating area for Victoria’s largest ever Supreme Court class action. The facility is not only specifically built for the class action, but is designed to be future proof for further Supreme or County Court cases.

Architecturally featuring detailed timber panelling and coffer ceilings, the Department of Justice required an extremely high quality finish from HY Building Solutions. The team delivered the job early utilizing the holiday period and every working hour possible. Site management proved challenging with various trades in what would normally be considered a small working environment. Daily and sometimes hourly visits from the Client who also worked in the building proved time consuming but valuable in getting immediate answers and also building a very strong relationship. The working space was tight with coordination of trades tricky given most were working on top of each other over what would normally be their Christmas break. Trade letting proved critical to engage contractors who were proactive and flexible with their works given the gradual design development. With this in mind, the team had great success in selecting all subcontractors who showed great resilience and patience. All trade contractors performed brilliantly under the guidance of HY management in delivering a high quality (despite a somewhat ever changing design).

The design of the courtroom was developed daily relying on the team to respond to changes quickly and also greatly assist in buildability and lead time restrictions. This required an open communication system between the Client, consultants, subcontractors and the HY team. Twice weekly project meetings turned into design workshops with vital contributions from the HY team resulting in key design changes to enable the project completing on time. This practical completion deadline for the 28th of February was the most critical completion date for any project the team had previously done. Not meeting this date would result in serious repercussions to not only the class action’s judicial staff and claimants, but also the Department of Justice’s reputation and valuable tax payer dollars!

The final result has been applauded as one of the best courtrooms in Australia. The facilities and functionality of the courtroom has never been seen before with the predicted 8 month court case currently running well. The class action can be viewed by the public by one of three options; either viewing in the courtroom, in the public gallery on another level in the building via infrared technology or on-line via live web-streaming on the Supreme Court webpage.

The HY Building Solutions team has formed a very strong relationship with the Department of Justice as a result of their performance in building the East Kilmore courtroom. In what was a very challenging and sensitive project, all parties could not be happier in what the team hope to be the start of a long relationship with the Department of Justice.

Meg HermanContracts Administrator

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BENDiGO AMBulANCE PROJECT

Project Team PM - Bill RobinsonCA - Gabby Robinett SM - Graeme Spence SM - Chris Limosani SM - Sean Fitzpatrick

The original tender required the five sites to be constructed within a 12 month period, however procurement delays in the purchase of the CBD and Strathdale sites resulted in a 12 month delay to the project. Ultimately our team constructed three projects and then completed the remaining two projects in an eight month period after completing the initial three projects.

Our project team managed to successfully construct the five projects across individual sites whilst encountering significant latent conditions (soil contamination, rock) and client delays (procurement of additional sites/nominated contractors). We had to continually re-programme works across the individual sites to co-ordinate trades from one site to the other, and maintain strict compliance with the National Code of Practice and the Federal Safety Commission.

Our team assisted in the management of the client’s budget when alternate sites were being considered, and we re-negotiated a number of trade packages to minimise the impact of cost escalation when the remaining two projects encountered a 12 month. Through all of this, our relationship with the Project Management Team, the Client (Ambulance Victoria), Bendigo Health, and the project Consultants remained strong and ensured a successful outcome for the client.

Congratulations to all the staff involved, thank you for your dedication and support to make this project a success!

In May 2010 the Victorian Government announced $473 million towards the $528 million Bendigo Hospital project. The Victorian Government had previously committed $55 million for the first stage of redevelopment of the Bendigo Hospital, in advance of the planned longer-term redevelopment. The first stage of the $55m relocation budget was to relocate the existing ambulance station, and allow demolition of existing buildings, making way for the redevelopment stages to follow.

The Bendigo Ambulance scope of works included:

1. Construction of four (4) new purpose built Type A, 24 hour ambulance stations in Bendigo;

2. Construction of a new purpose-built facility containing Regional Office and Training Facilities and Vehicle Fleet Workshop

The projects were undertaken across five separate sites within Bendigo, and at the time of tender, only three sites had been procured by the client. The locations of the sites are:

• 2a Market Street, Eaglehawk;

• 203 Midland Highway, Epsom;

• 107-125 Holdsworth Road, California Gully;

• Uley Street, Bendigo (CBD);

• Edwards Road, Kennington (Strathdale)

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various locations along the route enabling future projects to connect into these systems without the need for shudowns. This project provides an annual operating cost saving of approximately $480,000 pa over the business as usual approach by a flat power demand profile and high efficiency chiller plant compared against the existing. The life cycle cost savings to JCU over 25 years is in the order of $35M.

I wish to recognise the considerable efforts of the Craig Strongman, Victor Bustos, Derek Collins and Chris Perry in delivering the project, the guys worked closely as a team guiding and supporting both each other and the trade contractors on site. The team remained focused and committed to the quality of the finished project, this attitude with their combined energy, enthusiasm and effort ensured a positive result for the project from the outset. Thanks guys it was a pleasure to deliver this interesting project with you all.

Our Cairns team have successfully completed the Central Energy Plant at James Cook University with Practical Completion being granted in November.

The “Central Energy Plant” building houses three chillers which produce the complete cooling requirements to the site in a unique way. The chillers operate at night time periods to charge a large thermal energy storage tank. During the day, the chillers are turned off and cooling to the site is maintained by the chilled water stored in the 9 million litre storage tank.

The site infrastructure works included a common services trench which houses a ring main chilled water network, communications conduits, a second high voltage supply, high voltage conduit network, town water and recycled water. The infrastructure trench design incorporated tap in points for chilled water, High Voltage power and communications conduits at

JAMES COOk uNivERSiTY CENTRAl ENERGY PlANT

The project has been described as the new bench mark for JCU projects with respect to quality and finish, this is a reflection of the fine effort put into quality by the project team and trade contractors. The JCU Smithfield Campus District Cooling Plant is the second largest of its type in the southern hemisphere and can provide the cooling needs to over 160,000 sqm of air conditioning building area (allowing chillers to run during the day). It’s not often we get to build a mechanical plant of this scale, for a building services tragic like myself it was an exciting and motivating project from start to finish.

It’s not often we get to build

a mechanical plant of this

scale, for a building services

tragic like myself it was an

exciting and motivating

project from start to finish.

20 21


On 14 February 2013 Hansen Yuncken achieved practical completion of the new corporate head office for the Bradken Corporation.

The decision by Bradken to develop this new modern corporate facility as its international flagship office, which will receive client representatives and senior staff from all around the world, has been a significant decision in the life of the company. Bradken have traditionally maintained administration offices and management facilities in and around an industrial environment.HY was awarded the project worth $15.4m and took site possession and commenced work in late April 2012. With only four days of approved extension of time through the life of the project the HY team achieved practical completion on 14 February 2013. This was on time and on the amended contract date for PC.

The project consisted of the main two storey building totalling 7000m2, a separate workshop building of 600m2 and a dedicated car park for staff and visitors of 175 car spaces. The site is extensively landscaped to comply with council requirements and included 2.4m high fencing with automatic entry and exit gates.

The building structure consists of waffle pod slabs on ground with 650mm deep beams, suspended post tensioned slabs supporting a structural steel frame and a Kingspan roof. The walls are precast concrete panels with aluminium framed glazing. The windows facing north and west are fitted with sun louvres and shade structures.

The main building is designed to accommodate over 200 staff and will be home to the Design and Development departments for the Bradken mining and rail groups, the corporate IT Department, corporate administration and the corporate executives. It has facilities for design and development, wet laboratory work and has a workshop with an overhead gantry crane. It has a glass walled lift as a centre piece to an extensive foyer and lobby space which extends over the two levels. This space has 10m high ceilings, tiled floors with carpet inserts and casual lounge areas.

The upper level lobby has polished hardwood timber floors and the void between levels is framed by a continuous cast in 250m high universal beam which supports stainless steel and glass balustrades and handrails. It also includes a fully fitted out commercial kitchen and café with external breakout areas. Each wing to the building has a specific colour scheme and its own staff amenities including kitchen facilities. The carpet patterns and colour schemes were specifically designed for this project. The separate workshop building is fitted out with a 10T overhead gantry crane. It has two offices and its own amenities. This space will be used as a testing facility and storage facility for various Bradken products.

The building was formally opened on 19 March 2013 by the Chairman of the Bradken Board of Directors and former NSW Premier, The Honourable Mr Nick Greiner. In speeches by the Bradken CEO and Managing Director Mr Brian Hodges and Mr Greiner, the professional approach and excellent work by the Hansen Yuncken team was recognised and applauded.

Ron Payne, Senior Project Manager, Newcastle.

BRADkEN MulTi-FuNCTiON FACiliTY

05_RECENTlY COMPlETED >> NEwCASTlE

Project Team - The Hansen Yuncken team for this successful project was Ron Payne (Senior Project Manager), Andrew Holliday (Site Manager), Louise Morrison (Project Administrator), Michael Pratt (Site Engineer), Allan Robbs (Project Administrator-procurement), Stephen Barnes (Supervisor), Brian Sutton (Services Manager) and Jake Rigelsford (Site Safety Officer).

22 23


05_RECENTlY COMPlETED >> SOuTH AuSTRAliAThe Queen Elizabeth Hospital is a $139.7M (incl GST) project that has been sustained over a 7 year period. The project is multifaceted and included some 21 stages of work including:

• Inpatient Building including 70 ward rooms, 20 day chairs with specialist departments including renal, haematology and cytotoxic preparation

• Childcare Building

• Multi-Deck Car park

• Research Building, inclusive of administration and laboratory areas

• Several infrastructure and refurbishment projects.

• Rehabilitation & Allied Therapy Building

• Older Persons Mental Health Unit (20 Bed facility)

quEEN EliZABETH HOSPiTAl

The project has been a very unique one. The multi-facetted construction phasing has enabled a demonstration of skill by the project team members in multi stage construction planning and management.

At any one time there were several stages of works in planning, construction and maintenance. This required a management set that was able to control multiple elements of work, whilst at the same time enabling senior management skills to be implemented to communicate, plan, coordinate and report to the wider project group.

During the course of the 7 year project and the dozens of critical infrastructure service shutdowns, cut-ins and improvements there was bound to be an occasion where things did not go as planned. Often latent conditions placed the team in a position of crisis management. Ben Tolley, Project Manager played a major role in developing the Critical Works Plan that provided a process where high risk activities were managed and where contingencies are put into place. The use of the Critical Work Plan enabled the micro management of risks. Each party was able to buy into every detail of a service cut-over and provide advice on the risk management of these works. This was essential in planning high risk works that could have involved loss of service to reliant patients. Ben Tolley has been nominated for a State Building Value Award for his development and management of the Critical Work Plan.

A great challenge to the project was the location of the maternity ward demolition in relation to the users and also occupied areas. Noise and vibration was monitored and reported against. This alleviated the concerns over noise in occupied areas (we had excavators and rock breakers, demolishing a building that was above them). An independent acoustics engineer was engaged to assess the level of predicted noise. It was assessed that the levels were to be lower than any risk level. This indeed turned out to be the case, but never the less, noise monitoring proved that our preplanning of this risk was well justified.

Further to this, were multiple staged fit outs. All were undertaken adjacent to occupied areas. This involved careful planning with the onsite client representative. Weekly briefings were undertaken to advise of any upcoming works and to discuss the difficulties and impacts. This ensured that all parties were aware of what was going to happen and that they were able to communicate this to the users.

The continual communications, willingness to take a step back and refresh the approach of team members throughout the project has enabled a clear and enthusiastic approach to the project. This project has enabled the development of not only the site but also the individuals on the project throughout its duration. It been yet another practical demonstration of Hansen Yuncken’s philosophy of “Building Value” and consistently pursuing innovation.

Ben TolleyProject Manager

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05_RECENTlY COMPlETED >> SOuTH AuSTRAliA

RuNDlE PlACE

The Pacific Group’s Rundle Place Retail Development is a landmark project, set to become Adelaide's fashion, food and style destination. Designed by The Buchan Group (Australia) and RTKL (International), the completed retail project will consist of 22,500 square metres of retail space, 65 retail stores over four floors, a food court seating for 500 and casual car parking for 500.

For the Hansen Yuncken team, this project has involved many technical challenges. The site is a 7,200-square-metre footprint in the city centre bound by Rundle Mall to the north and by narrow laneways to the east and west. The new development occupies the former Harris Scarfe building site where the store traded for nearly 100 years. The project involved the demolition of the old Harris Scarfe building and various other shops. A unique demolition methodology, to mitigate damage to adjacent buildings, included treatment of six existing wells ranging from five to 35 metres deep and the removal of approximately 2500 tonnes of contaminated soil. Following demolition, a basement retention system was installed prior to any construction works commencing.

Adjoining the Rundle Place Retail Centre is Adelaide's newest generation land mark office tower, 80 Grenfell Street being developed by EPC Pacific. Hansen Yuncken are also constructing the tower concurrently with the retail centre with teams specialising in each component of the project.

The new 24,000 sqm building (set for completion in October 2013) will be the home of Bendigo and Adelaide Bank and will comprise new generation workspace accommodation that boasts spectacular vistas and natural light with the lowest office level situated 20 m approximately above ground. Hansen Yuncken has been awarded the contract for both the base build and office fitout. A complex construction methodology and staging of the project was required to accommodate the construction of the office tower simultaneously to the construction of the retail development.

Handling materials with three tower cranes as well as access for deliveries only from Grenfell Street, created a major issue for the project. To overcome this restriction, the Hansen Yuncken team formulated procedures and processes to book all loads with a minimal of 24 hours notice. This was adhered to throughout the project, as allocating crane time became a reward to each trade that could not be jeopardised or disrespected.

The two Hansen Yuncken teams, comprising approximately 30 staff in total, worked collaboratively to coordinate the two builds, maintaining tight construction programs and dealing with conflicting conditions. The team redesigned the suspended slabs to allow for heavy loading zones within the retail building to facilitate the construction of the office tower. They also adopted a different approach to the use of cranes to allow early commencement of work on the office tower.

Key features of the retail development include state-of-the-art skylights allowing daylight to flood into all levels, a glazed transparent facade and two open atriums incorporating the escalators and glass lift within one of the atriums. The project team and the client’s representatives are very proud of the achievements on this demanding project, especially when considering the location of the build. The team took part in the festivities for the grand opening on Tuesday 26 March 2013 and are looking forward to the office tower completion in October to justifiably celebrate their significant achievements.

Andrew AndreouConstruction Manager

26 27


05_RECENTlY COMPlETED >> TASMANiA HY successfully completed the Blueline Laundry Extension project in January 2013. On the strength of our previous performance on an earlier stage of the project, HY were able to negotiate the extension works.

The project involved extending the first floor to accommodate new dryer equipment, construction of a machine platform and a double width loading dock to cater for an increased number of truck movements to and from the facility.

The HY team well managed the tight program associated with the project along with the challenges associated with keeping the the existing dock operational throughout the works.

Project Team: Edwin Alcazar; Colin Curlewis; Rob Carlisle; Brendan Gordon; Greg Clark; Wayne Allen; Todd Armstrong; Danny Blight; Michael Cassidy; Brodie Daley; Nick Davis; Geoff Davis; Health Jackson-Smith; Stuart Meaghan; Scott O’Halloran; Mykel Porter; Jason Dare; Glenn Sutton; Julian Proud.

BluEliNE lAuNDRY ExTENSiON

28 29


THE CAiRNS iNSTiTuTEAN iCONiC BuilDiNG

The Cairns Institute building is currently under construction on the James Cook University Campus in Cairns. James Cook University established a group of over 20 academic disciplines for the advance study of social sciences and humanities known as the “The Cairns Institute”.

A design competition was held in order to find a designer for the new iconic building. The competition was won by a RPA/Woods Bagot consortium.

The buildings shape is quite unique, with the floor area being made up of rectangular office space and two pods joined by a large foyer. One pod contains a large lecture theatre, while the other is two levels of multi-media rooms. The foyer contains a walkway bridge and stairwell.Notable design elements include:

• The external Corten wall sheet cladding- Corten is a proprietary name for steel sheet product that is design to oxidise and form a protective patina to prevent further oxidisation. The external façade of the two pods are wrapped in 777 Corten panels, of these 777 panels 600 of them are unique in size and shape. Each Corten panel had to be shop drawn twice- once on the building and the second time for the cutting and folding program.

• The steel trellis that weaves around the building- the trellis is made up of RHS and PFC for the main structure and flat bar for the “straps”. The trellis hot dipped galvanised and contains over 4 kilometres of strapping

• The structural knowledge wall which runs through the centre of the building supporting “floating” offices.

• Internal finishes- there are over 52 different wall types that the Project team has had to monitor and ensure the level of finish is as per the client’s expectations.

• Coloured concrete- there is 6 different colours of concrete specified for the project which makes up a lot of the external access roads and pathways.

Due to the non-conventional design of the building, the project team were required to implement innovative construction techniques and procedural advancements in order to construct the building to the design brief. The team won the QLD State Building Value Team Award for these construction techniques and procedural advancements.

Cairns has had an unusual “dry” wet season, this has allowed the external works to progress well in the new year. The Corten and Trellis have been completed and the external concrete roadways and footpaths are well progressed. Internally the project is also tracking well- with floor coverings and joinery being installed.

Over the coming weeks the project team is targeting to have the commissioning of the building underway, the landscaping progressed and rooms finished so that the FFE can start to be installed.

Christopher PerrySite Engineer

06_iN CONSTRuCTiON >> qlD

30 31


06_iN CONSTRuCTiON >> qlDSaibai Island is located 8kms from mainland Papua New Guinea with a low lying topography (highest point being an elevation of 1.7m high) and some 21 kilometers by 6 kilometers in size. Being a fairly large and predominately flat island, Saibai is prone to flooding during the wet season which coincides with King Tides.

The Saibai Island Health Care Centre Project was initiated as part of the Torres Strait Health Protection Strategy to enhance Australia’s capacity to protect the area from incursions of communicable diseases that may occur through the cross-border movement of people in the Torres Strait Protected Zone.

The project scope includes the renovation of an existing building for use as a temporary health care facility (SP1), the demolition of the existing facility and construction of a new primary health care facility (SP2 & 3) on the original site. The team will also undertake civil works for a separately procured staff accommodation building (SP4).

With the first barge of construction materials landing at the Saibai slipway on the 10th October 2012, the site team wasted no time establishing the site camp (HY Hilton), and renovating the existing health care center to complete SP1 on the 12th November 2012, 8 days ahead of schedule. Our site manager Steve Hay was responsible for orchestrating the faultless relocation of QLD Health staff into their newly renovated space and received special thanks from the client for a job well done.

The project is now well into SP2 with a roof on the brand new New Health Care Centre, services rough-in underway as well as of ground preparation works to SP4.

A PQC audit was undertaken during February with zero nonconformance’s on documentation and 5 NC’s raised and closed out that same day (none of which were associated with Steve’s cooking), an excellent result especially for a remote project.

Throughout the project the team has focused on value management and actively sources local materials where possible, reducing the need for expensive barging and allowing for substantial savings to be passed on to QLD Health. Local workers have been employed to assist with various roles and the team has been proactively encouraging subcontractors to do the same. This has enabled the project to meet and exceed its indigenous employment obligations to date.

Despite the delivery challenges associated with remote works such as logistics management of materials and personnel, establishment and operation of remote camp facilities, and temperamental weather conditions, the project team has continued to prove HY’s capability of undertaking remote projects efficiently and safely.

Ryan EckContracts Administrator

SABAi iSlAND

Steve, I would also like to pass on my gratitude for

not only your hospitality during our stay but also your

substantial hard work and dedication on the Saibai Project.

It was evident from the time I spent on the island that you

are dedicated, well organized and committed to delivering

the best job possible. Teresa McClean

Project Manager - QLd Health

32 33


06_iN CONSTRuCTiON >> viC REGiONAl Hansen Yuncken’s Hume (Alburty) Office was awarded the Macfab office and workshop project in late October 2012 from a local Albury steel fabrication company, which had outgrown its current facility and was looking to construct a new 2400m2 facility to meet their current and future demands. Interestingly during a time when most local companies are struggling for work Macfab are bucking the trend.

The Office and Workshop buildings combined are valued at around $3m and involve the use of recycled structural steel and cladding from an existing building which was dissembled, modified and reassembled on site.

Prior to the Christmas break the site was cleared, levelled and the ground services were installed and the concrete slab for the office was poured. Since the Christmas break our lone Site Manager Sean Fitzpatrick has been busy coordinating the structural steel erection, timber framing, wall and roof cladding, services rough-in and plastering. This has led to some late nights for our site manager but he has managed to keep program on schedule for an early May finish, by working some trades ahead of schedule to compensate for the fact the other trades were slow to mobilise after the Christmas break.

As of mid-March the office has reached the crucial lockup stage with the plasterboard installed and only the finishing trades remaining. The Workshop walls are currently being clad and the plasterboard is being installed in the workshop office area.One of the major issues on site is the presence of highly reactive clay, which becomes exacerbated when the all the ground slabs are exposed polished concrete, which will highlight any cracks. To combat this problem the entire site was excavated and the uncontrolled fill was replaced with an engineering fill, in addition extra reinforced steel was installed around all edges and penetrations of the concrete slabs.

One of the key advantages of this project is being able to work directly with the client whose current facility is right next door. This enables all issues to be sorted out quickly and efficiently when they arise, allowing the approval process to be simplified. Although this project is small in comparison to some of the larger projects that Hansen Yuncken currently has in its portfolio, it is certainly just as important to the Hume region to maintain a local presence and keep the ball rolling to best position Hansen Yuncken for future local projects.

Trent Hutchings Project Administrator

MACFAB uPDATE

34 35


06_iN CONSTRuCTiON >> NSwThe Wollongong Central West Keira Retail Development for the GPT Group is well underway with the majority of the massive excavation now complete. The construction of the six story retail centre has so far consisted of demolition of existing buildings, extensive asbestos excavation and removal (approximately 110,000m^3) and archaeological investigations. In addition, substantial temporary shotcrete shoring, upgrades and diversions to surrounding infrastructure and excavation of a pedestrian tunnel have also been necessary.

The demolition and excavation phase has been a long, hard slog - bashing away at Australia’s hardest rock with an unconfined compressive strength of 250MPa. The extremely hard rock has minimal faults and fractures and took quite a toll on the large machinery, resulting in high breakdown rates and maintenance requirements. As a result, several excavating techniques outside of pneumatic hammering were explored to increase efficiency

including rock sawing, quarrying, drilling and bedrock fracturing.After many months of what seemed to be endless boulders and rubble being loaded out, the West Keira team were excited to get underway with erecting the structure. This began in October 2012 with the installation of the first tower crane completed over two days. For this erection, closure of an arterial state road and use of a 500 tonne mobile crane with a fly attachment, as well as an 80 tonne mobile crane and a franna crane, was necessary. Since then much of the 200+ concrete pad footings have been poured, several levels of post tensioned slabs have been completed, with the installation of a second tower crane now underway. The structure of the West Keira development has been designed to accommodate two multi-storey mixed use towers as well as another level of car park and podium slab, as a potential future development.

wOllONGONG CENTRAl RETAil DEvElOPMENT

The excavation of a pedestrian tunnel commenced earlier this year under a major state road, its purpose is to seamlessly connect to the new development with the existing Wollongong Central Retail Centre. The 40m wide tunnel will be completed in two halves to allow contraflow traffic on the opposite side of the road while construction is in progress. The works involve excavating around a live 33kVA high voltage (HV) cable while supporting it with a 50m crane jib that will be spanning across the 40m excavation. The HV cable will then be incorporated into the upper structure of the tunnel.

Modifications to the original design and layout have introduced an additional ramp into the basement car park entering the northern side of the retail centre. The construction of this driveway started in mid-January 2013. The works include the demolition of an old house used as office space, further excavation and construction of the ramp which will have a precast glass reinforced concrete (GRC) panel façade with a uniquely designed pattern. This façade will correspond with that of the main frontage on the eastern side. The excavation abuts right up to the boundary of two adjacent buildings, requiring close monitoring from a geotechnical and structural aspect.With just over one year until the opening of the new shopping centre there’s a mountain of challenges and work ahead for the West Keira project team. These include upgrades and connection into the existing shopping centre, construction of a challenging façade, installation of a pedestrian bridge over an operating state road, linking the existing centre to the new development, coordinating tenancies and their fit out, all the while achieving several ESD initiatives including a 5 star Green Star rating, making the project the first 5 star retail centre in Australia.

Jason AustinBuilding Cadet, West Keira Retail development, Wollongong NSW

36 37


06_iN CONSTRuCTiON >> NSwFollowing project commencement on 14 January 2013, Hansen Yuncken Newcastle office has recently completed the Concept Phase of the $21m Ourimbah Regional Depot Project for Ausgrid. This represents an important milestone for the project, with the concept layout and cost plan receiving endorsement by the client, enabling submission of the Development Application. Hansen Yuncken will now proceed to Detailed Design Phase.

During the Concept Phase the design team was required to validate and test the client’s brief, undertake site investigation and detailed stakeholder management with a wide variety of Ausgrid and external stakeholders. A key success of the project so far has been strong collaboration with the client user groups and the design team’s ability to work through conceptual challenges with these stakeholders in an open and transparent fashion.

Further enhancing the project was our prior track record with Ausgrid. Several team members and consultants have undertaken a number of projects with Ausgrid, which enabled many experiences and improvements to be considered early in the project development. An example of this was a lessons learnt workshop held specifically for Ausgrid’s facilities maintenance personnel, gaining valuable client “buy in” to the project at an early stage.

During the concept phase a series of design, risk and value management workshops have been convened to enable a high level of client involvement in the design process. This has enabled a prompt endorsement by Ausgrid of the submitted concept.

Key challenges for the team at this stage have been to achieve the functional requirements of the site and facilities within the spatial constraints whilst adhering to a stringent client budget. The site, although almost 40,000m2 in area, is constrained by a high voltage easement through the centre of the site and has negligible spare capacity. The HY team and Schreiber Hamilton Architects have tested a number of alternative options and concepts, resulting in a concept with high user group satisfaction whilst addressing a number of safety, spatial and traffic management challenges.

The project will consolidate three existing Ausgrid facilities and provide modern and efficient premises for over 200 staff with enhanced workflows, security and safety. The new depot will include administration buildings, warehousing, workshops, vehicle maintenance facilities and amenities.

The project has now entered the Design Phase, with design completion and agreement of a Guaranteed Maximum Price scheduled for early July 2013. Construction is anticipated May 2013.

Simon Toal, Project Manager, Newcastle

AuSGRiD OuRiMBAH DEPOT

38 39


38

06_iN CONSTRuCTiON >> TAS/qlD

PROJECTS iN CONSTRuCTiON

DEAKIN UNIVERSITYBURWOOD HIGHWAY FRONTAGE BUILDING

During February 2013, HY commenced the Enabling Works component of the Risdon Prison Infrastructure Redevelopment Program. The project includes both new works and alterations to the existing buildings, predominantly within a ‘live’ prison environment. The Enabling Works comprise of a new secondary Sally Port and extensions to Exercise Yards for the Maximum Security accommodation buildings.

The Main Works which remain subject to negotiation of a Guaranteed Construction Sum (GCS) incorporate a new 30 Bed Maximum Security Accommodation building, a new Activities

RiSdoN PRiSoN iNfRASTRuCTuRE REdEVEloPMENT PRogRAM, TAS

and Education building, extension to the Industries building and miscellaneous works to the Medium Education and Gatehouse Buildings. There is also some internal alterations to the existing Maximum and Medium Security buildings and development of a new premises for the Tactical Response Group in the subfloor space of an existing building. The project is due for completion mid-2014.

Libby Wallace Project Administrator

In January 2013, HY secured Stage 6 of the Cat and Fiddle Arcade Refurbishment. Known as Elizabeth Plaza, this is the final stage of the arcade upgrade and is located in the heart of the Hobart CBD. The project includes demolition and alterations to the existing building(s) as well as a new façade which will give the building a much needed facelift. Waste removal and carrying out works in close proximity to the operating arcade and busy Elizabeth Street Mall have created a number of challenges for the team and have necessitated some works to be undertaken outside normal operating hours. The project is due for completion in late 2013.

Gerard Vandenberg Project Administrator

CAT ANd fiddlE ARCAdE REfuRBiSHMENT STAgE 6 – ElizABETH PlAzA, TAS

Over the past 2 years Hansen Yuncken has built a strong relationship with the Cairns RSL Club while investigating various development opportunities for the existing RSL Club site.

Through ongoing commitment to this relationship and the necessity to upgrade outdated club facilities, Hansen Yuncken, in conjunction and consultation with CA Architects, were invited, in June 2012, to develop a design solution and provide preliminary costings to undertake proposed RSL Club Renovations. Hansen Yuncken were successful in it’s proposal and continued to work with the client and consultants in building a project brief and

CAiRNS RSl CluB REfuRBiSHMENT, Qld

key project scope, resulting in the design work to be developed to a point that the Club could make a number of key decisions regarding the final product.

In October 2012, Hansen Yuncken submitted a Guaranteed Contract Sum for the agreed proposed refurbishment works based on a Design and Construct Contract. One of the main goals of the refurbishment is to provide modern and improved club facilities for the benefit of club members and the RSL community. The contract was signed and agreed in December 2012. The cost of the refurbishment works, including design and construction management, is $1.3M. With the construction works to have staged completion, the majority of the refurbishment works are anticipated to be complete in time for, and in respect of, ANZAC Day Commemorative Services.

Thanks to the efforts of Richard Lawrence and Flavio Yamauti in securing the project.

Greg Baumann, State Manager

40 41


06_iN CONSTRuCTiON >> qlD PROGRAM

We are very proud to have successfully initiated the first QLD Undergraduate Internship program at JCU Clinical Practice Building project, Townsville.

This Summer Undergraduate Internship Program gave an excellent opportunity for James Cook University Engineering students to gain invaluable hands on experience, during their third year of study.

David Chung and Jarod Laskazeski were the students selected by our interview panel in November 2012, with the program running from 3 December 2012 to 22 February 2013.Throughout the internship, David and Jarod were given several tasks and duties to perform, to assist them in better understanding an Engineer’s role on a project.

• These responsibilities included:

• Issuing Non-Conformance Reports (NCR’s);

• Controlling Inspection Test Plans (ITP’s);

• Evaluating Civil works;

• Document Control;

• Quality Assurance;

• Managing Furniture, Fittings and Equipment (FF&E); and

• Tendering, price comparisons and minor works contracts.

These duties and responsibilities permitted David and Jarod to gain a stronger knowledge of systems and procedures, used not only within Hansen Yuncken, but within any construction project. This is the kind of experience you would not be able to gain within a classroom environment, and will be vital to the students futures as construction Engineers.

A $3,000 Education Scholarship was to be awarded to the student that excelled during the program, however, as David and Jarod both applied themselves so enthusiastically during the 10 week Internship, we couldn’t separate them and they were both awarded $1,500 Education Scholarships.With such success in delivering our first internship program, we hope to be in a position to offer these again on future projects not only in Townsville, but across Queensland.

Rebecca HolthuisenOffice Manager, Townsville

qlD uNDERGRADuATE

iNTERNSHiP PROGRAM

42 43


07_BuilDiNG vAluE AwARDS

After many outstanding nominations we are proud to announce that the 2012 Building Value State Award Winners are:

individual Award: Areanda SoemardiOutstanding performance in the development and implementation of HR, QA and HSE procedures for QLD. Areanda’s efforts have improved the efficiency, knowledge and communication within the QLD team. Ari’s enthusiasm and proactive attitude shines through in everything she does.

Team: The Cairns institute (JCu)For Building Value through innovative construction on this iconic building for James Cook University and the Cairns Region. This project has required numerous innovative construction techniques and procedural advancements

Areanda Soemardi (Individual Winner) and Greg Baumann (QLD State Manager)

Congratulations to the winners of the 2012 Building Value Awards, announced on 14th March 2013 at the Rundle Place project site.

The Individual Award was won by Ben Tolley for his work on critical services management as Project Manager on the recently completed Queen Elizabeth Hospital. The High Commendation was won by Pam Brennan, Project Administrator for her work during the completion of the GP Plus Super Clinic.

The Team Award was won by The Builders and Engineers Workgroup and received on behalf of the group by Executive Officer Jessica Coleman (Project Coordinator at the Lyell McEwin Hospital). The High Commendation was won by the Glenside Campus Health Facilities project team and received on behalf of the team by Ronan

Ben Tolley, Individual Winner

Pam Brennan, Individual High Commendation

Jessica Coleman for Builder’s & Engineers Workgroup, Team Winner

Ronan Brereton for Glenside Health Facilities, Team High Commendation

The Cairns Institute Project

to meet the clients expectations and the design brief. Examples include: Use of Form liner, Installation of Corten Sheeting, Fire Rated Steel System, Emergency Response plan enhancement, Tilt Up Panels, EWP Training, Concrete Recycling, Cyclone Tie Down Blocks and use of a Marquee to allow works to proceed through the wet season. The project team performed exceptionally in the delivery of these innovative techniques and procedures, building value for our client and the Hansen Yuncken business.

Congratulations to our winners and you are now all in the running for the National Building Value Awards.

qlD BuilDiNG vAluE AwARDS

SA BuilDiNG vAluE AwARDS

Brereton for efforts in resolving issues associated with site remediation.

Congratulations to all of the nominees and award winners for continuing to build value on our projects.

44 45


07_BuilDiNG vAluE

viC BuilDiNG vAluE AwARDS

The Glenside Project Team responsible for managing the $110m, 129-bed new mental health and substance abuse facilities are planning to leave a tangible and lasting legacy for the new development.

Notwithstanding the fact that there will be a new state-of-the-art health facility surrounded by usable landscaped areas, it was felt that a commemorative donation by the team to enhance the use of the shared garden would be appropriate and appreciated by all.

The overwhelming preference from the team and Glenside staff was to provide some form of structure within the Shared Garden which is not currently in scope or able to be funded directly by the project; most likely a gazebo/shelter and associated paving/landscaping. The location for the shelter is proposed in an area alongside an electric BBQ and close to the basketball and play area adjoining the Shared Activities Building. The project team members were asked to nominate themselves to be a part of a Steering Group to deliver the shelter. The initiative soon became a team based collaborative activity to design and construct the shelter and the final design has now been finalised.

The Hansen Yuncken team have begun canvassing suppliers and skilled trades to support this venture with materials and labour provided by “in kind” donations. The names of the organisations, suppliers and subcontractor companies involved in the design and construction will be engraved on the timber frames as a permanent recognition of support.

The Glenside Project is scheduled for completion in June 2013 and this shared garden shelter will be appropriately integrated with the balance of the overall construction process during the coming months.

Fred AriasProject Manager, South Australia

GlENSiDE PROJECT TEAM BuilDiNG vAluE

Congratulations to the winners of the 2012 Building Value Awards announced at the Vic Christmas Break up on the 21 December 2012.

The decision was difficult, so there were 2 Individual Award Winners – Graham Dean for the practice of using FIBC’s (Flexible Intermediate Bulk Containers, aka Hessian Bags) for delivery of reo accessories, and Sam Bramston for searching for alternatives and solutions for feature timber strip panelling to reduce their budget. Both work on the Deakin University Burwood Highway Frontage Building project.

Dick Oliver Graham Dean Ian Robson Vargha Zare

Shane Gunn Sam Bramston Danny Gray

The Team Award didn’t go to a high profile project, but to the team who worked tirelessly to resolve the state’s defect projects. Vargha Zare, Shane Gunn, Dick Oliver, Ian Robson and Danny Gray worked to address the significant backlog of aged / historic defects and the outstanding work issues on a number of old completed projects.

Well done and congratulations to all the Award Winners for continuing to Build Value.

46 47


Three UniSA students and a lecturer have proudly represented themselves and the University at an international competition in the United States for the first time.

I am in my final year of studying Construction Management and Economics, and have been working for Hansen Yuncken in SA since late 2011 in the role of Graduate Builder. After spending time working alongside the estimators in head office, I have fulfilled the role on the $170m Rundle Place Redevelopment.

As one of three team members, I was chosen to travel to Oklahoma University to participate in the competition which involved the teams being presented with a brief at 8am on a Saturday morning and having until midnight to submit a written proposal to a design and construct project. Two days later we presented our brief to a panel of industry experts.Adding to the overall team win, I won the overall best presenter award out the 42 competitors.

The UniSA/Oklahoma University team competed against six other teams. I saw the competition as a unique opportunity to be able to immerse myself in the student life of another country while interacting with students from different American and international universities. Knowing that the competition was based on a real life project meant that the experience would be relevant to what is really happening today in the building industry.

It was so rewarding to know we were able to combine our skills and knowledge from Australia with that of our team mates from Oklahoma, and produce something that we all felt incredibly proud of in such a short period of time. It was even more rewarding to be overall winners of the design and construct category with the added bonus of personally winning best presenter out of the 42 competitors.

08_STAFF NEwS & EvENTS >> YOuR NEwS

ACADEMiC ACHiEvEMENT

As one of three team members, I was chosen to travel to

Oklahoma University to participate in the competition..... Knowing

that the competition was based on a real life project meant that

the experience would be relevant to what is really happening

today in the building industry.

Winning the award for best presenter was quite a surprise. I really wanted the judges to share in the excitement I felt about our design and methodology; and saw it as our only opportunity to verbally translate our perception of what we thought was important to the client.

It was the overall win for the project team though that was the highlight.

I feel I have returned home from this trip with new ideas and perspectives about myself and others, I’ve expanded my international network and developed some borderless friendships. I’ve also become more informed about the world that lies beyond the borders of Australia and gained skills that are transferable to other aspects of my life, both personal and professional.

The Associated Schools of Construction Regional Competitions are held throughout the United States. UniSA’s partnership with Oklahoma University means it can compete in the international section of the Region Five competition which is held in Dallas. UniSA has been establishing a relationship with Oklahoma University for several years, culminating in the University’s teaming up for the first time for this annual competition.

Sarah Kimbel Graduate BuilderHansen Yuncken

48 49


08_STAFF NEwS & EvENTS >> YOuR NEwS

STAFFNEWS

RECOGNITION OF SERVICE

NAME YEARS of SERViCE

SouTH AuSTRAliA

Anthony Dusek 5

Brad Taylor 5

Matt Minarelli 5

David Lynch 5

Steve Kyte 5

Lino Nuzzo 5

Leo Maria 5

Andrew Boiwko 5

Michael Mappas 10

Danny Douglas 10

Andy Shearer 20

Brenton Knowles 25

Ross Norton (nRAH) 25

Graham Hodson 25

QuEENSlANd

Andrew Cecolini 5

Sarah Wiffen 5

NSW

Lawrence Jacobson 5

Tim Colless 5

Peter Friend 5

Sam Hinton 5

John Dover 10

Andrew Baker 10

TASMANiA

Brodie Daley 5

Geoff Davis 10

ViC

David Bodon 5

Barry Kemp 5

Meg Herrmann 5

Ian Robson 5

Matthew Ledger 5

Brodie Daley 5

John Dover 10

Damien Penfold 10

Paul Stiglich 35

NEW STAff fAREWEll

SouTH AuSTRAliA SouTH AuSTRAliA

Christopher Ashby Gosha Haley

Greg Eldridge Greg Shubin

Virgil Tanhohau Oliver Moss

Nick Angelakis QuEENSlANd

Frederick Schott Louise Wacker

Glen Metcalfe Thomas Jungnitsch

Jarred Price Greg Eldridge (transfer to SA)

Keven Hansen Keith Wilson

Phil Ruddock David Hwang

Matt Hourigan Jarod Laskazeski

Alastair Oliver David Chung

Tom Kipas Brian Kerlin

Kevin Schofield TASMANiA

Lesley Roberts Allan Wood

Pius Carey Wayne Allen

Doug Tilley ViCToRiA

QuEENSlANd Peter Jensen

Jonathan Moore Andrew Lumby

Steve McGree Glenn Fogarty

Korrie Sigvart Colin Maccreadie

NSW Bill Blaswick

Nerida Moore Rex Perham

Matthew Johnson Sam Crtichley

Gerard Coyle Aaron Groot

Matthew Te Hira Barry Worthington

Jeremy Ell Sash Petrovski

Lorcan Browne Jesse Biazzo

Darren Cook Afran Alsous

ViCToRiA Steve McVicar

Jason Cooke Tony Grillo

John Biggin Vanessa Lee

Les Scott Jeremy Harris

Sebastian Campbell Suzanne Barcan

James Chartres Brett Malesza

Daniel Cleavely

Karina Themis (back from Maternity leave)

Sarah Groenewald

John Biggin

Tim Hellyer

Annalise Stanway

Scott Humphrey

David Franklin

John Dover

Nicole Duncan

TASMANiA

Jeff Reynolds

Emily Boulter

WEddINGS

BIRTHS

ENGAGEMENTS

Meg H

errmann &

Jarrad (VIC

)A

nderson

Oanh H

arding & Justin (V

IC)

- Sophie Lu

Peter Burdon &

Heather (V

IC)

- Maisy G

race

Chris Lim

osani & H

elen Keat (V

IC()

Suiki Lenna Proud (TA

S)

Saviour &

Stephanie X

uereb (V

IC)

Heath Price &

Aeisha R

eynolds (SA

) - Willow

Grace

Jon Davy &

Sarah (SA

)

Chris Partoon &

Catherine

(SA) - E

lsie Louise

Matt M

inarelli & C

orri (SA)

Chase E

merson

Janine and Ryan E

ck (QLD

)- E

mily E

ck

Jonathan & Leah M

oore (QLD

)

Justeen and Michael Jasper

(NS

W) - A

va

Allan and N

tina Robbs

(New

castle)

Michael Pratt &

Tegan Cree

(New

castle)

NEW STAFF / FAREWELLS

Anthony M

unro (SA) and

Carlie - Finn Peter

50 51


08_STAFF NEwS & EvENTS >> SwiM, BikE, RuN, REST

SwiM BikERuN REST

Participants includedMick Nunn, Yves Abdurahman, Mike Fuller, Richard Hansen, Ben Cunningham, Josh Kennedy, Matthew Keen, kes Balaji, Jack Lodge, Meg Herman, Trent Hutchings and Sam Scott.

VIC CORPORATE TRIATHLON

As the sun rose over the (unusually) clear waters of Port Phillip Bay 12 intrepid Hansen Yuncken staff gathered once more for the 8th consecutive year to endure the gruelling Nissan / BRW Triathlon. Many of the usual suspects returned to showcase their sporting prowess, Richard Hansen stood misty eyed like an ageing footy player, his experience there to steady the nerves of the younger protagonists.

Lachie offered some unusual temptations in order not to participate this year; Yves Abduraman stepped in to save the honour of the Puckapunyal site team.

Injury abounded, with strained calf muscles, pulled backs, and self-imposed alcohol detoxifications the HY team were not looking as strong as previous years. Leading the chase Matt Keen, Meg Herrmann, Richard Hansen and Mick Nunn led the first wave, diving bravely into the warmish bay waters for the 400m swim. Posting three of the fastest Hansen Yuncken swim legs among them, they moved swiftly onto the 10K bike ride. Space- age alloys and ultra-light materials were strangely absent from Mick Nunn’s mountain bike, however with a healthy mid-range time he soldiered on to the running leg. Matt and Richard vanished into the horizon and passed the baton to their next intrepid victims. Meg, pleased with her ability to retain her composure, and her lunch during the event, held the baton for all HY Vic female staff. Almost 18 minutes covered the range of the first leg HY athletes as they handed the electronic tags to their respective teammates.

Ben Cunningham emerged from the water a full minute ahead of his nearest rival Trent Hutchings (Hume office), however the regional ring-in was fighting hard over the next two legs to catch up. Yves regretted not accepting Lachie’s incentive as he faded quickly in the swim, later stating his back muscles had not stitched together properly after last season’s surgery…… Kes also failed to make his power to weight ratio work in his favour during the swim. Ben sailed into the lead during the next two stages posting a respectable total time of 54.13. Trent, Kes and Yves sadly landed the wrong side of the hour; as they all traded places with the final players.

As the temperature had headed north of 33 degrees, the intrepid final four took on the harsh environment, the cooling waters of Port Phillip could not dull the sapping heat. Sam Scott landed the quickest swim time of the four and maintained this emotional lead into the run. Josh had other ideas and took the fastest run from Sam by less than 50 seconds. Jack Lodge suffering from the excesses of the previous night, faded throughout the challenge to post the second slowest time of the whole group. He vowed to regain his honour next year….

Mike Fuller managed to find the correct part of the beach to exit the water this year, but could not overcome his prior leg injury over the next two stages, even with his ‘super-bike’ his time remained decidedly mid-range. The 4k run offered his only hope at redemption but again his mid-range time of 21.53 did not translate into a winning formula.

Overall bragging rights went to the State Manager, posting a time of 49.05. It seems the young guns need to take another lesson from the boss.

Mick Nunndesign Manager

52 53


08_STAFF NEwS & EvENTS >> SwiM, BikE, RuN, REST2013 saw HY enter two teams in the group event and a solo Luke Carroll fly the flag in the individual category of the Sparke Helmore Triathlon held on Newcastle Foreshore.

Fierce competition between the two teams entered had been visible in the office in the weeks leading up to the big event. With team NIER consisting of Adam House (Swim leg), Rhys Cowell (Bike Leg) and Josh Crilley (Run leg) and team Bradken consisting of James McHale (Swim leg), Louise Morrison (Bike leg) and Allan Robbs (Run leg).

Following heavy rain in the lead up to the triathlon, the swim leg was going to be murky to say the least. As luck would have it, the event organisers opted to cancel the swim leg and change it into a shortened run leg.

In the Olympic distance event, Luke had to take on a 2.8km run in lieu of the swim and the team swimmers Adam, (who on the day needed to borrow some runners) and James had to take on a 1km sprint.

Conditions were very windy however the rain held off and the sun was shining. The cyclists had the toughest challenge, facing an enormous head wind on the cycling leg which was impossible to escape and at times meant people had trouble not crashing into other competitors when gusts of wind came from nowhere. The final standings had Luke Carroll finish with a fantastic time of 02:44:39, which included a tyre change over on the King Edward Park hill leg of the cycle.

Team NIER topped the category of Mixed Corporate with an impressive time of 00:51:06, unfortunately Team Bradken’s time is unknown at this stage due to technical difficulties with the timing chip. However team Bradken believe they were not far behind Team NIER and until next year when the gauntlet is thrown down again that’s our story and we are sticking to it!

louise Morrison. Project Administrator, Newcastle.

The annual newcasTle sparke helmore TriaThlon

annual vicwater ski weekend

\Well a great time was held by those who attended the water ski weekend from 22 to 25 February. The weather was fantastic with highs ranging from 32 to 35 degrees. It was a real family affair with 3 year olds to retirees attending. Roy Cross arrived up there on the Thursday to ensure we had the best site. Everyone that attended was in the water to cool off and spent time on the water in one form or other.

Max brought along his latest acquisition which he brought the weekend earlier, so the “Senator” had a good workout and is a very comfortable boat. It certainly was a different sight watching Max’s bus backing down the boat ramp to pull out the boat on Monday afternoon.

As is often the case the water was like glass on the river late on Saturday afternoon and we went out for a “foot”. Paul W’s boat got a little overheated, as a result of a good workout barefooting and needed a jump start from another boat as the battery was a bit low. It saved a long paddle up the river as no one took a phone!! Some videos and photos were captured as proof of a great weekend.

The only normal event we didn’t have for the weekend was the campfire as it was a bit too hot on Saturday night, so this didn’t provide the ambience to keep us up late. There is a wonderful peacefulness camping on the river bank especially in the morning at dawn, that is only being disturbed by your snoring neighbour!!

Apart from a few bruises, aches and pains from not normally used muscles, every one made it home safely, keen to do it again next year. There was plenty of room and boat time available, so think about coming in future.

Paul StiglichProject Management

54 55


SA staff ended another busy year with a Christmas break-up lunch at the Kensington Gardens Bowling Club. We started the day with a few friendly games on the bowling greens and judging by the high standard of talent there are some promising futures in retirement. Once again we enjoyed a delicious lunch provided by Boss catering and fantastic bar service from the Club members. The Christmas party committee were especially proud of their table decorations and our Christmas raffle raised almost $700 for the Women’s & Children’s Hospital Cancer Unit.

SA Christmas Family Picnic On Sunday 25th November 2012, staff and their families enjoyed the movie Madagascar 3 followed by a BBQ picnic in the sun.

Santa made an appearance and gave out presents to all of the children. Most children were delighted that he had travelled so far from the North Pole to see them, others were just sceptical of his sneakers as they were probably not the most appropriate attire for riding the sleigh and climbing down chimney’s.

08_STAFF NEwS & EvENTS >> CHRiSTMAS BREAk-uP 2012

viC CHRiSTMAS BREAk-uP & FAMilY DAY

SA CHRiSTMAS BREAk-uP

NEW SOUTH WALES & ACTState Manager: Adam TownerSydney & ACT OfficeLevel 6, 15 Bourke RoadMascot, NSW, 2020T 02 9770 7600F 02 9770 [email protected]@hansenyuncken.com.au

Central Western NSW OfficePO Box 8627 Orange NSW 2800 T 02 6337 3004 [email protected]

Regional Manager: Trevor NyeNewcastle Office50 Honeysuckle DriveNewcastle NSW 2300PO Box 2200, Dangar NSW 2309T 02 4908 6300F 02 4908 [email protected]

QUEENSLAND & NORTHERN TERRITORYState Manager: Greg BaumannBrisbane OfficeGround Floor, 15 Malt StreetFortitude Valley QLD 4006PO Box 160, Fortitude Valley QLD 4006T 07 3254 1700F 07 3254 [email protected]

Cairns OfficeLevel 1, 140 Mulgrave RoadWestcourt, Cairns, QLD, 4870T 07 4037 5500F 07 4037 [email protected]

Regional Manager: Dale SteeleTownsville Office1 Jones Street,Townsville Qld 4810PO Box 3108, Hermit Park QLD 4812T 07 4726 2900F 07 4726 [email protected]

SOUTH AUSTRALIAState Manager: Peter SalvesonAdelaide OfficeLevel 1, 191 Fullarton RoadDulwich, SA, 5065T 08 8229 7300F 08 8229 [email protected]

TASMANIAState Manager: Bruce MaherHobart Office39 Patrick StreetHobart, TAS, 7000T 03 6215 4600F 03 6215 [email protected]

VICTORIAState Manager: Richard HansenMelbourne OfficeLevel 3, 479 St Kilda RoadMelbourne VIC 3004T 03 9831 6500F 03 9831 [email protected]

Regional Manager: Jason CoxAlbury/Wodonga Office1 / 639B Dean StreetPO Box 3605Albury NSW 2640T 02 6009 5500F 02 6009 [email protected]

Documents

APRIL 2013 || ISSUE NUMBER 60