Buildcorp Contracting is the foundation division of the Buildcorp Group. Established in 1990, Buildcorp Contracting delivers specialist new

Transcription

1 Contracting

2 2 Buildcorp Contracting is the foundation division of the Buildcorp Group. Established in 1990, Buildcorp Contracting delivers specialist new construction services in the health, industrial, commercial, Government, community and tertiary education markets.

3 GENERAL MANAGER S MESSAGE Delivering specialty new construction services in the health, industrial, commercial, Government, community and tertiary education markets. Buildcorp Contracting is the foundation division of the Buildcorp Group. Established in 1990, Buildcorp Contracting delivers specialist new construction services in the health, industrial, commercial, Government, community and tertiary education markets. Over the past 25 years we have won numerous MBA awards and have delivered buildings for some of the nation s most well known organisations including: ING, Investa, Goodman, GPT and the Australian Red Cross Blood Service. Throughout our projects, we are committed to delivering our clients best value by building a better way. Over the past 20 years, we have repeatedly applied this commitment and delivered clients cost savings, time savings, increased space and greater performance from their facilities than was initially specified. We believe that, as a builder of 20 years, we offer our clients a special set of skills and experience. On a personnel level, we employ specialist managers in the areas of services design, sustainability and safety to ensure the best outcome in each of these areas. Our experience and capability is reflected in our accreditations including ISO/ANZS accreditations for safety, quality and environmental management, as well as the Federal Safety Commissioner accreditation required for Federally funded projects. BRAD BENNETT GENERAL MANAGER 3

4 OUR SERVICES Buildcorp offers six essential services to give you a best value better way construction solution. The backbone to our recent successes is the long term relationships we hold with our partners aligned with our team of motivated, experienced professionals willing to challenge the norm in creating award winning solutions. Buildcorp offers alternatives to reduce cost, suggesting innovative materials to exceed sustainability targets or finding smarter ways to build it faster. We facilitate workshops with stakeholders to increase understanding of the critical drivers of a project to enable us to offer best value to our clients and deliver it by building a better way. We call this process Buildcorp s Best value Better way approach. DESIGN & CONSTRUCTION SOLUTIONS SUSTAINABLE CONSTRUCTION PROCUREMENT MANAGEMENT Design & Construction Solutions make sure your project ultimately works as it was designed to. We ensure the pieces of the puzzle: fit together; are documented correctly; communicated accurately to subcontractors and suppliers to minimise variations; and can be built in an effective manner. Sustainable Construction adopts a common sense approach to NABERS and Green Star targets, while ensuring the actions of everyone involved during the project are sustainable. Procurement Management finds the balance between quality and value from our extensive database of subcontractors and suppliers. INTEGRATION MANAGEMENT TIME MANAGEMENT SITE MANAGEMENT Integration Management minimises the impact of live environment construction for the community and stakeholders, while maintaining safe construction practices. Time Management that develops accurate forecasts and identifies critical path elements to ensure the project is delivered on time. Site Management ensures work is completed safely, sensitively to environmental considerations and to the quality expectations of everyone involved. 4

5 OUR EXPERTISE We are a partner in the construction process, providing advice, value adding alternatives and delivering best value by building it a better way. Specialising in complex projects for owner occupiers and commercial developers, delivering projects between $10m and $100m. Health After 45 health projects over 18 years, we understand how different they are. Commercial Maximising the building but minimising the cost gets your commercial project over the line. Education Masters in multi purpose, multi facility, multi discipline, education campuses. Industrial 1,000,000m2 under roof has given us the know-how to optimise your facility from the ground up. Special Use Never been done before - no problem. Buildcorp loves the challenge of complex, one off solutions for projects that have a truly special purpose. Government Buildcorp understands that the construction of council and government projects are often the last step in what as been a long and involved process 05

6 EARLY CONTRACTOR INVOLVEMENT Buildcorp understands there is a significant difference between a cost planning exercise and an effective ECI. Throughout the Early Contractor Involvement period Buildcorp will work hand in hand with the Client to reduce the project risk profile and optimise key areas of the project and development feasibility. The ECI process will consider both internal and external demands and ensure the base building design can accommodate the latest evolution of the Client s product at the most economical capital investment. Early Involvement allows Buildcorp to test the feasibility of various design solutions and methodology options for each key building element, to ensure we can offer the best outcome for the the project. To do this, the ECI process will focus in on five key areas of design development: 1. Floor layout & room configuration Buildcorp has undertaken numerous ECI projects leading to an open-book GMP and has developed a proven methodology of mitigating project risk and cost controls during the ECI period. Buildcorp s ability to translate design and project specifications into individual subcontractor packages, is a critical component in securing best value. Buildcorp s in house QS team provide a rated bill of quantities supported by an accurate scope of works making it as easy as possible for a subcontractor to understand exactly what is required upfront. The outcome is a GMP that includes the best prices from market, including internationally procured supply items and value engineered solutions where they are proven to make a difference. 2. Structure & façade 3. Building services 4. Fitout & finishes 5. Approvals, methodology & program 86

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8 ECI DESIGN DEVELOPMENT Buildcorp has developed a design management system specifically tailored to maximise the potential of ECI engagement: { Buildcorp breaks the project into not only its stages but it major components ie structure and footings, façade, services, layout etc { Each component goes through a design development process with the relevant parties { As the design of each major component progresses Buildcorp validates decisions or potential decisions for their budget, methodology, compliance, quality and program effect before agreeing to a specific direction { This process of focused development, validated decision making ensures an efficient and optimised process Throughout the Early Contractor Involvement period Buildcorp will work hand in hand with the client to reduce the project risk profile and optimise key areas of the project and development feasibility. Early Involvement allows Buildcorp to test the feasibility of various design solutions and methodology options for each key building element, to ensure we can offer the best outcome for the client. 10 8

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10 12 DA concept design The process begins with an analysis of the design intent of the original DA design RISK PROFILING FAÇADE SYSTEMS - URBANEST HAYMARKET FAÇADE SYSTEM NON LOAD BEARING CLIP-ON PRECAST + SCAFFOLD NON LOAD BEARING CLIP-ON PRECAST + SCREENS LOAD BEARING PRECAST + SCREENS UNITISED CURTAIN WALL + SCREENS METHODOLOGY CHARACTERISTICS Concrete Frame Structure Jumpform Core Nth, Wst, Sth Elevations Scaffold East Elevation - Perimeter 11m High (Natform) Concrete Frame Structure Jumpform Core Full Perimeter 11m High (Natform) Complete Façade From Swing Stage - Top Down Concrete Frame Structure Jumpform Core Full Perimeter 11m High (Natform) Complete Façade From Swing Stage - Top Down Concrete Frame Structure Jumpform Core All Elevations - Full Perimeter 11m High (Natform) External Access Only Required For Cleaning Risk of Construction Methodology Approval HIGH MEDIUM MEDIUM LOW Risk Rating (1-5) Comment: This façade system presents a high level of risk for gaining construction 1) This construction methodology requires establishment of scaffold over the boundary line and into the Rail Corridor which we now know RailCorp are not likely to entertain. 2) The facade panel installation requires aerial operations over the rail corridor, and with heavy crane lift loads on the boundary of the rail corridor to position the facade panels on the facade line again which we now know RailCorp are not likely to entertain. This façade system presents a high level of risk for gaining construction 1) The facade panel installation requires aerial operations over the rail corridor, and with heavy crane lift loads on the boundary of the rail corridor to position the facade panels on the facade line again which we now know RailCorp are not likely to entertain. This façade system presents a high level of risk for gaining construction 1) The facade panel installation requires aerial operations over the rail corridor, and with heavy crane lift loads on the boundary of the rail corridor to position the facade panels on the facade line again which we now know RailCorp are not likely to entertain. This façade system presents a low level of risk for gaining construction 1) This construction methodology allows for use of a static screen at Ground Level to separate the site from the Rail Corridor, whilst jump screens can be used internally of the static screen to precede the construction of the structure. Use of the screens would enable the construction of this facade system without necessitating access into the Rail Corridor, or erection of any temporary works within the Rail Corridor. 2) The facade system is loaded onto floor plates via landing platforms which could be located on the Eastern side of the building. Panels are subsequently installed into their final position via crawler crane located within the consent approved building parameter zone. This enables facade installation without requiring aerial operations over the rail corridor, and without heavy crane lift loads on the boundary of the rail corridor. Time Risk for Methodology Approval HIGH MEDIUM MEDIUM LOW Risk Rating (1-5) Comment: This façade system presents a high level of risk for gaining construction 1) This construction methodology requires establishment of scaffold over the boundary line and into the Rail Corridor which we now know requires concession approval. Minimum of 6 weeks. 2) The facade panel installation requires aerial operations over the rail corridor which we now know requires concession approval. Minimum of 6 weeks. This façade system presents a high level of risk for gaining construction 1) Although the facade system does not require scaffold concession, the facade panel installation requires aerial operations over the rail corridor which we now know requires concession approval. Minimum of 6 weeks. This façade system presents a high level of risk for gaining construction 1) Although the facade system does not require scaffold concession, the facade panel installation requires aerial operations over the rail corridor which we now know requires concession approval. Minimum of 6 weeks. This façade system presents a low level of risk for gaining construction 1) This façade system and methodology will not require concession approval as can be made to be compliant with the heavy Rail Standards Risk of Maintenance Methodology Approval MEDIUM MEDIUM MEDIUM LOW Risk Rating (1-5) Comment: This façade system presents a medium level of risk for gaining maintenance 1) The facade system would require maintenance at regular intervals for jointing, flashings and painting therefore a risk assessment associated with a greater level of Facade maintenance works would present a higher risk profile to that compared with a facade system requiring no painting or joint sealing works. This façade system presents a medium level of risk for gaining maintenance 1) The facade system would require maintenance at regular intervals for jointing, flashings and painting therefore a risk assessment associated with a greater level of Facade maintenance works would present a higher risk profile to that compared with a facade system requiring no painting or joint sealing works. This façade system presents a medium level of risk for gaining maintenance 1) The facade system would require maintenance at regular intervals for jointing, flashings and painting therefore a risk assessment associated with a greater level of Facade maintenance works would present a higher risk profile to that compared with a facade system requiring no painting or joint sealing works. This façade system presents a low level of risk for gaining maintenance 1) The facade system would be a complete and prefinished system consisting glass and a composite aluminium or similar. Maintenance therefore is limited to cleaning only at intervals as required by Urbanest. A risk assessment associated with Facade cleaning would present a lower risk profile to that compared with a facade system requiring painting and joint sealing works in addition to cleaning as with precast concrete. Requirement to Amend Consent LOW HIGH HIGH LOW Risk Rating (1-5) Comment: This façade system presents a low level of risk of requiring amendment to the approved consent. 1) The facade system can be fabricated to comply with the design intent of the facade approved under the development consent. Minor risk of amendment exists given opening windows are also required by the consent, however these require mullion sections within the glazing zone of windows which are currently not reflected on DA consent documents. This façade concept presents a High level of risk for amending the Development Consent. 1) The facade concept design does not allow for the use of Perimeter Screens in it's current layout. To effectively combine perimeter screens and precast walls, openings in walls need to be full height (slab-to-slab) and at a width that allows coordination of screen needles to be connected to the floor slabs through openings. To enable this change in facade design, a revised DA submission would be required. This façade concept presents a High level of risk for amending the Development Consent. 1) The facade concept design does not allow for the use of Perimeter Screens in it's current layout. To effectively combine perimeter screens and precast walls, openings in walls need to be full height (slab-to-slab) and at a width that allows coordination of screen needles to be connected to the floor slabs through openings. To enable this change in facade design, a revised DA submission would be required. This façade system presents a low level of risk of requiring amendment to the approved consent. 1) The facade system can be fabricated to comply with the design intent of the facade approved under the development consent. Minor risk of amendment exists given opening windows are also required by the consent, however these require mullion sections within the glazing zone of windows which are currently not reflected on DA consent documents. Delivery to Site Risk - Overall LOW LOW LOW MEDIUM Risk Rating (1-5) Buildcorp risk analysis Whilst reviewing the original concept four options were assessed, across a number of project risk items, developed in partnership with the client. This process aimed to verify the most appropriate solution for this element on this project. These included time, cost, quality and approval criteria along with a whole of life performance assessment. ate Hospital Sydney Redevelopment 1 November 2014 Y esign management le outlines the analysis or an upcoming project N Architect Project Drawing Title Scale Drawing No. Issue Proj. No. 79 Myrtle Street Chippendale NSW 2008 AUSTRALIA pl fx ABN e or transmitt in any form, or by any means without the express permission of Allen Jack + Cottier Architects. Nominated Architects: Michael Heenan 5264, Peter Ireland 6661, Reginald Smith 3312 PLOT DATE & TIME: PLOTTED & CHECKED BY: REF: 4 19/02/2014 6:57:44 PM C:\Users\mariotti\Documents\12023_Master_mariotti.rvt PERSPECTIVE - VIEW FROM PIER STREET (NORTH EAST) DA0003 NOT FOR CONSTRUCTION URBANEST HAYMARKET NEW STUDENT ACCOMMODATION Author THE HAYMARKET, SYDNEY, NSW COST COMPARISON OF FAÇADE SYSTEMS - URBANEST HAYMARKET FAÇADE SYSTEM NON LOAD BEARING CLIP-ON PRECAST + SWING STAGE NON LOAD BEARING CLIP-ON PRECAST + SCREENS LOAD BEARING PRECAST + SCREENS UNITISED CURTAIN WALL + SCREENS NON LOAD BEARING CLIP-ON PRECAST INTERNAL WALL WITH WINDWS IN PRECAST. LIGHT WEIGHT EXTERNAL FRAMING + CLADDING FULLY SCAFFOLDED LIGHT WEIGHT INTERNAL WALL FRAMING LIGHT WEIGHT EXTERNAL FRAMING + CLADDING FULLY SCAFFOLDED SYSTEM & METHODOLOGY CHARACTERISTICS PT Concrete Frame Structure Jumpform Core Nth, Wst, Sth - Leading Edge Precast East Elevation - Perimeter Screens Complete From Swing Stage - Top Down Concrete Frame Structure Jumpform Core Full Perimeter Screens Complete From Swing Stage - Top Down Concrete Frame Structure Jumpform Core Full Perimeter Screens Complete From Swing Stage - Top Down Concrete Frame Structure Jumpform Core Full Perimeter Screens External Access Only For Cleaning Concrete Frame Structure Jumpform Core Full Perimeter Scaffold Concrete Frame Structure Jumpform Core Full Perimeter Scaffold Façade + Internal Wall Framing Material Cost System Cost - Comparative Scope $ 6,845, $ 6,845, $ 7,306, $ 6,931, $ 8,141, $ 6,904, Preliminary Related Costs; Screens $ 70, $ 190, $ 190, $ 190, $ - $ - Scaffold N/A N/A N/A N/A $ 400, $ 400, Craneage Included Included $ 50, $ 50, Included -$ 50, Mast Climbers/Swing Stage $ 180, $ 180, $ 180, N/A N/A N/A Cost Adjustments to suit façade Type; Slab Edge Position Adjustment - For Comparison From Grids A, 1, 8 $ 130, $ 130, $ 120, $ - $ - $ 130, Slab Construction E/O to suit Façade (change to conventional reinforcement) N/A N/A $ 263, N/A N/A N/A Deletion Of Internal Columns N/A N/A -$ 240, N/A N/A N/A Add Back Lightweight Wall where columns deleted N/A N/A $ 50, N/A N/A N/A Adjustment to Size of Level 2 Transfer Ring Beam N/A N/A $ 30, $ 25, N/A -$ 25, Fire rating details between SOU's and façade N/A N/A N/A $ 150, N/A $ 90, Subtotal 7,225, $ 7,345, $ 7,949, $ 7,196, $ 8,541, $ 7,449, $ Development Consent related costs New DA submission if applicable N/A $ 30, $ 30, N/A N/A N/A Architectural costs to document revised façade concept N/A $ 120, $ 120, N/A N/A N/A Total 7,225, $ 7,495, $ 8,099, $ 7,196, $ 8,541, $ 7,449, $ FAÇADE SYSTEM - SUMMARY NON LOAD BEARING CLIP-ON PRECAST + SWING STAGE NON LOAD BEARING CLIP-ON PRECAST + SCREENS LOAD BEARING PRECAST + SCREENS UNITISED CURTAIN WALL + SCREENS NON LOAD BEARING CLIP-ON PRECAST INTERNAL WALL WITH WINDWS IN PRECAST. LIGHT WEIGHT EXTERNAL FRAMING + CLADDING FULLY SCAFFOLDED LIGHT WEIGHT INTERNAL WALL FRAMING LIGHT WEIGHT EXTERNAL FRAMING + CLADDING FULLY SCAFFOLDED Summary: Represents the current 'Base Case' cost plan. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Approximate Costs only for revised consent. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Approximate Costs only for revised consent. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Presents most feasible solution for façade system for this project. Rates assume use of a composite cladding material to the non glazed areas. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. RISK PROFILING FAÇADE SYSTEMS - URBANEST HAYMARKET FAÇADE SYSTEM NON LOAD BEARING CLIP-ON PRECAST + SCAFFOLD NON LOAD BEARING CLIP-ON PRECAST + SCREENS LOAD BEARING PRECAST + SCREENS UNITISED CURTAIN WALL + SCREENS METHODOLOGY CHARACTERISTICS Concrete Frame Structure Jumpform Core Nth, Wst, Sth Elevations Scaffold East Elevation - Perimeter 11m High (Natform) Concrete Frame Structure Jumpform Core Full Perimeter 11m High (Natform) Complete Façade From Swing Stage - Top Down Concrete Frame Structure Jumpform Core Full Perimeter 11m High (Natform) Complete Façade From Swing Stage - Top Down Concrete Frame Structure Jumpform Core All Elevations - Full Perimeter 11m High (Natform) External Access Only Required For Cleaning Risk of Construction Methodology Approval HIGH MEDIUM MEDIUM LOW Risk Rating (1-5) Comment: This façade system presents a high level of risk for gaining construction 1) This construction methodology requires establishment of scaffold over the boundary line and into the Rail Corridor which we now know RailCorp are not likely to entertain. 2) The facade panel installation requires aerial operations over the rail corridor, and with heavy crane lift loads on the boundary of the rail corridor to position the facade panels on the facade line again which we now know RailCorp are not likely to entertain. This façade system presents a high level of risk for gaining construction 1) The facade panel installation requires aerial operations over the rail corridor, and with heavy crane lift loads on the boundary of the rail corridor to position the facade panels on the facade line again which we now know RailCorp are not likely to entertain. This façade system presents a high level of risk for gaining construction 1) The facade panel installation requires aerial operations over the rail corridor, and with heavy crane lift loads on the boundary of the rail corridor to position the facade panels on the facade line again which we now know RailCorp are not likely to entertain. This façade system presents a low level of risk for gaining construction 1) This construction methodology allows for use of a static screen at Ground Level to separate the site from the Rail Corridor, whilst jump screens can be used internally of the static screen to precede the construction of the structure. Use of the screens would enable the construction of this facade system without necessitating access into the Rail Corridor, or erection of any temporary works within the Rail Corridor. 2) The facade system is loaded onto floor plates via landing platforms which could be located on the Eastern side of the building. Panels are subsequently installed into their final position via crawler crane located within the consent approved building parameter zone. This enables facade installation without requiring aerial operations over the rail corridor, and without heavy crane lift loads on the boundary of the rail corridor. Time Risk for Methodology Approval HIGH MEDIUM MEDIUM LOW Risk Rating (1-5) Comment: This façade system presents a high level of risk for gaining construction 1) This construction methodology requires establishment of scaffold over the boundary line and into the Rail Corridor which we now know requires concession approval. Minimum of 6 weeks. 2) The facade panel installation requires aerial operations over the rail corridor which we now know requires concession approval. Minimum of 6 weeks. This façade system presents a high level of risk for gaining construction 1) Although the facade system does not require scaffold concession, the facade panel installation requires aerial operations over the rail corridor which we now know requires concession approval. Minimum of 6 weeks. This façade system presents a high level of risk for gaining construction 1) Although the facade system does not require scaffold concession, the facade panel installation requires aerial operations over the rail corridor which we now know requires concession approval. Minimum of 6 weeks. This façade system presents a low level of risk for gaining construction 1) This façade system and methodology will not require concession approval as can be made to be compliant with the heavy Rail Standards Risk of Maintenance Methodology Approval MEDIUM MEDIUM MEDIUM LOW Risk Rating (1-5) Comment: This façade system presents a medium level of risk for gaining maintenance 1) The facade system would require maintenance at regular intervals for jointing, flashings and painting therefore a risk assessment associated with a greater level of Facade maintenance works would present a higher risk profile to that compared with a facade system requiring no painting or joint sealing works. This façade system presents a medium level of risk for gaining maintenance 1) The facade system would require maintenance at regular intervals for jointing, flashings and painting therefore a risk assessment associated with a greater level of Facade maintenance works would present a higher risk profile to that compared with a facade system requiring no painting or joint sealing works. This façade system presents a medium level of risk for gaining maintenance 1) The facade system would require maintenance at regular intervals for jointing, flashings and painting therefore a risk assessment associated with a greater level of Facade maintenance works would present a higher risk profile to that compared with a facade system requiring no painting or joint sealing works. This façade system presents a low level of risk for gaining maintenance 1) The facade system would be a complete and prefinished system consisting glass and a composite aluminium or similar. Maintenance therefore is limited to cleaning only at intervals as required by Urbanest. A risk assessment associated with Facade cleaning would present a lower risk profile to that compared with a facade system requiring painting and joint sealing works in addition to cleaning as with precast concrete. Requirement to Amend Consent LOW HIGH HIGH LOW Risk Rating (1-5) Comment: This façade system presents a low level of risk of requiring amendment to the approved consent. 1) The facade system can be fabricated to comply with the design intent of the facade approved under the development consent. Minor risk of amendment exists given opening windows are also required by the consent, however these require mullion sections within the glazing zone of windows which are currently not reflected on DA consent documents. This façade concept presents a High level of risk for amending the Development Consent. 1) The facade concept design does not allow for the use of Perimeter Screens in it's current layout. To effectively combine perimeter screens and precast walls, openings in walls need to be full height (slab-to-slab) and at a width that allows coordination of screen needles to be connected to the floor slabs through openings. To enable this change in facade design, a revised DA submission would be required. This façade concept presents a High level of risk for amending the Development Consent. 1) The facade concept design does not allow for the use of Perimeter Screens in it's current layout. To effectively combine perimeter screens and precast walls, openings in walls need to be full height (slab-to-slab) and at a width that allows coordination of screen needles to be connected to the floor slabs through openings. To enable this change in facade design, a revised DA submission would be required. This façade system presents a low level of risk of requiring amendment to the approved consent. 1) The facade system can be fabricated to comply with the design intent of the facade approved under the development consent. Minor risk of amendment exists given opening windows are also required by the consent, however these require mullion sections within the glazing zone of windows which are currently not reflected on DA consent documents. Delivery to Site Risk - Overall LOW LOW LOW MEDIUM Risk Rating (1-5) of the design intent of the Original execution concept in precast concrete The team began exploring the potential of achieving the design in pre cast concrete panels as recommended by the architect for the DA Buildcorp risk analysis Whilst reviewing the original concept four options were assessed, across a number of project risk items, developed in partnership with the client. This process aimed to verify the most appropriate solution for this element on this project. These included time, cost, quality and approval criteria along with a whole of life performance assessment. Buildcorp cost comparison Market tested cost analysis identified the real value of the potential options. In this case the spread varied from $7.1M to $8.5M highlighting the importance of design decisions made during this phase of the project. Importantly design decision cannot be made in isolation so this analysis included the methodology and programming implications of each option. ign management utlines the analysis n upcoming project N Architect Project Drawing Title Scale Drawing No. Issue Proj. No. E: PLOTTED & CHECKED BY: REF: 4 19/02/2014 6:57:44 PM C:\Users\mariotti\Documents\12023_Master_mariotti.rvt PERSPECTIVE - VIEW FROM PIER STREET (NORTH EAST) DA0003 URBANEST HAYMARKET NEW STUDENT ACCOMMODATION Author THE HAYMARKET, SYDNEY, NSW COST COMPARISON OF FAÇADE SYSTEMS - URBANEST HAYMARKET FAÇADE SYSTEM NON LOAD BEARING CLIP-ON PRECAST + SWING STAGE NON LOAD BEARING CLIP-ON PRECAST + SCREENS LOAD BEARING PRECAST + SCREENS UNITISED CURTAIN WALL + SCREENS NON LOAD BEARING CLIP-ON PRECAST INTERNAL WALL WITH WINDWS IN PRECAST. LIGHT WEIGHT EXTERNAL FRAMING + CLADDING FULLY SCAFFOLDED LIGHT WEIGHT INTERNAL WALL FRAMING LIGHT WEIGHT EXTERNAL FRAMING + CLADDING FULLY SCAFFOLDED SYSTEM & METHODOLOGY CHARACTERISTICS PT Concrete Frame Structure Jumpform Core Nth, Wst, Sth - Leading Edge Precast East Elevation - Perimeter Screens Complete From Swing Stage - Top Down Concrete Frame Structure Jumpform Core Full Perimeter Screens Complete From Swing Stage - Top Down Concrete Frame Structure Jumpform Core Full Perimeter Screens Complete From Swing Stage - Top Down Concrete Frame Structure Jumpform Core Full Perimeter Screens External Access Only For Cleaning Concrete Frame Structure Jumpform Core Full Perimeter Scaffold Concrete Frame Structure Jumpform Core Full Perimeter Scaffold Façade + Internal Wall Framing Material Cost System Cost - Comparative Scope $ 6,845, $ 6,845, $ 7,306, $ 6,931, $ 8,141, $ 6,904, Preliminary Related Costs; Screens $ 70, $ 190, $ 190, $ 190, $ - $ - Scaffold N/A N/A N/A N/A $ 400, $ 400, Craneage Included Included $ 50, $ 50, Included -$ 50, Mast Climbers/Swing Stage $ 180, $ 180, $ 180, N/A N/A N/A Cost Adjustments to suit façade Type; Slab Edge Position Adjustment - For Comparison From Grids A, 1, 8 $ 130, $ 130, $ 120, $ - $ - $ 130, Slab Construction E/O to suit Façade (change to conventional reinforcement) N/A N/A $ 263, N/A N/A N/A Deletion Of Internal Columns N/A N/A -$ 240, N/A N/A N/A Add Back Lightweight Wall where columns deleted N/A N/A $ 50, N/A N/A N/A Adjustment to Size of Level 2 Transfer Ring Beam N/A N/A $ 30, $ 25, N/A -$ 25, Fire rating details between SOU's and façade N/A N/A N/A $ 150, N/A $ 90, Subtotal 7,225, $ 7,345, $ 7,949, $ 7,196, $ 8,541, $ 7,449, $ Development Consent related costs New DA submission if applicable N/A $ 30, $ 30, N/A N/A N/A Architectural costs to document revised façade concept N/A $ 120, $ 120, N/A N/A N/A Total 7,225, $ 7,495, $ 8,099, $ 7,196, $ 8,541, $ 7,449, $ FAÇADE SYSTEM - SUMMARY NON LOAD BEARING CLIP-ON PRECAST + SWING STAGE NON LOAD BEARING CLIP-ON PRECAST + SCREENS LOAD BEARING PRECAST + SCREENS UNITISED CURTAIN WALL + SCREENS NON LOAD BEARING CLIP-ON PRECAST INTERNAL WALL WITH WINDWS IN PRECAST. LIGHT WEIGHT EXTERNAL FRAMING + CLADDING FULLY SCAFFOLDED LIGHT WEIGHT INTERNAL WALL FRAMING LIGHT WEIGHT EXTERNAL FRAMING + CLADDING FULLY SCAFFOLDED Summary: Represents the current 'Base Case' cost plan. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Approximate Costs only for revised consent. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Approximate Costs only for revised consent. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Presents most feasible solution for façade system for this project. Rates assume use of a composite cladding material to the non glazed areas. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. Notes: *Includes allowances for unresolved detailing. *Includes allowances for unresolved fire engineering strategy of façade/boundary interface. RISK PROFILING FAÇADE SYSTEMS - URBANEST HAYMARKET FAÇADE SYSTEM NON LOAD BEARING CLIP-ON PRECAST + SCAFFOLD NON LOAD BEARING CLIP-ON PRECAST + SCREENS LOAD BEARING PRECAST + SCREENS UNITISED CURTAIN WALL + SCREENS METHODOLOGY CHARACTERISTICS Concrete Frame Structure Jumpform Core Nth, Wst, Sth Elevations Scaffold East Elevation - Perimeter 11m High (Natform) Concrete Frame Structure Jumpform Core Full Perimeter 11m High (Natform) Complete Façade From Swing Stage - Top Down Concrete Frame Structure Jumpform Core Full Perimeter 11m High (Natform) Complete Façade From Swing Stage - Top Down Concrete Frame Structure Jumpform Core All Elevations - Full Perimeter 11m High (Natform) External Access Only Required For Cleaning Risk of Construction Methodology Approval HIGH MEDIUM MEDIUM LOW Risk Rating (1-5) Comment: This façade system presents a high level of risk for gaining construction 1) This construction methodology requires establishment of scaffold over the boundary line and into the Rail Corridor which we now know RailCorp are not likely to entertain. 2) The facade panel installation requires aerial operations over the rail corridor, and with heavy crane lift loads on the boundary of the rail corridor to position the facade panels on the facade line again which we now know RailCorp are not likely to entertain. This façade system presents a high level of risk for gaining construction 1) The facade panel installation requires aerial operations over the rail corridor, and with heavy crane lift loads on the boundary of the rail corridor to position the facade panels on the facade line again which we now know RailCorp are not likely to entertain. This façade system presents a high level of risk for gaining construction 1) The facade panel installation requires aerial operations over the rail corridor, and with heavy crane lift loads on the boundary of the rail corridor to position the facade panels on the facade line again which we now know RailCorp are not likely to entertain. This façade system presents a low level of risk for gaining construction 1) This construction methodology allows for use of a static screen at Ground Level to separate the site from the Rail Corridor, whilst jump screens can be used internally of the static screen to precede the construction of the structure. Use of the screens would enable the construction of this facade system without necessitating access into the Rail Corridor, or erection of any temporary works within the Rail Corridor. 2) The facade system is loaded onto floor plates via landing platforms which could be located on the Eastern side of the building. Panels are subsequently installed into their final position via crawler crane located within the consent approved building parameter zone. This enables facade installation without requiring aerial operations over the rail corridor, and without heavy crane lift loads on the boundary of the rail corridor. Time Risk for Methodology Approval HIGH MEDIUM MEDIUM LOW Risk Rating (1-5) Comment: This façade system presents a high level of risk for gaining construction 1) This construction methodology requires establishment of scaffold over the boundary line and into the Rail Corridor which we now know requires concession approval. Minimum of 6 weeks. 2) The facade panel installation requires aerial operations over the rail corridor which we now know requires concession approval. Minimum of 6 weeks. This façade system presents a high level of risk for gaining construction 1) Although the facade system does not require scaffold concession, the facade panel installation requires aerial operations over the rail corridor which we now know requires concession approval. Minimum of 6 weeks. This façade system presents a high level of risk for gaining construction 1) Although the facade system does not require scaffold concession, the facade panel installation requires aerial operations over the rail corridor which we now know requires concession approval. Minimum of 6 weeks. This façade system presents a low level of risk for gaining construction 1) This façade system and methodology will not require concession approval as can be made to be compliant with the heavy Rail Standards Risk of Maintenance Methodology Approval MEDIUM MEDIUM MEDIUM LOW Risk Rating (1-5) Comment: This façade system presents a medium level of risk for gaining maintenance 1) The facade system would require maintenance at regular intervals for jointing, flashings and painting therefore a risk assessment associated with a greater level of Facade maintenance works would present a higher risk profile to that compared with a facade system requiring no painting or joint sealing works. This façade system presents a medium level of risk for gaining maintenance 1) The facade system would require maintenance at regular intervals for jointing, flashings and painting therefore a risk assessment associated with a greater level of Facade maintenance works would present a higher risk profile to that compared with a facade system requiring no painting or joint sealing works. This façade system presents a medium level of risk for gaining maintenance 1) The facade system would require maintenance at regular intervals for jointing, flashings and painting therefore a risk assessment associated with a greater level of Facade maintenance works would present a higher risk profile to that compared with a facade system requiring no painting or joint sealing works. This façade system presents a low level of risk for gaining maintenance 1) The facade system would be a complete and prefinished system consisting glass and a composite aluminium or similar. Maintenance therefore is limited to cleaning only at intervals as required by Urbanest. A risk assessment associated with Facade cleaning would present a lower risk profile to that compared with a facade system requiring painting and joint sealing works in addition to cleaning as with precast concrete. Requirement to Amend Consent LOW HIGH HIGH LOW Risk Rating (1-5) Comment: This façade system presents a low level of risk of requiring amendment to the approved consent. 1) The facade system can be fabricated to comply with the design intent of the facade approved under the development consent. Minor risk of amendment exists given opening windows are also required by the consent, however these require mullion sections within the glazing zone of windows which are currently not reflected on DA consent documents. This façade concept presents a High level of risk for amending the Development Consent. 1) The facade concept design does not allow for the use of Perimeter Screens in it's current layout. To effectively combine perimeter screens and precast walls, openings in walls need to be full height (slab-to-slab) and at a width that allows coordination of screen needles to be connected to the floor slabs through openings. To enable this change in facade design, a revised DA submission would be required. This façade concept presents a High level of risk for amending the Development Consent. 1) The facade concept design does not allow for the use of Perimeter Screens in it's current layout. To effectively combine perimeter screens and precast walls, openings in walls need to be full height (slab-to-slab) and at a width that allows coordination of screen needles to be connected to the floor slabs through openings. To enable this change in facade design, a revised DA submission would be required. This façade system presents a low level of risk of requiring amendment to the approved consent. 1) The facade system can be fabricated to comply with the design intent of the facade approved under the development consent. Minor risk of amendment exists given opening windows are also required by the consent, however these require mullion sections within the glazing zone of windows which are currently not reflected on DA consent documents. Delivery to Site Risk - Overall LOW LOW LOW MEDIUM Risk Rating (1-5) e design intent of the Original execution concept in precast concrete The team began exploring the potential of achieving the design in pre cast concrete panels as recommended by the architect for the DA Buildcorp risk analysis Whilst reviewing the original concept four options were assessed, across a number of project risk items, developed in partnership with the client. This process aimed to verify the most appropriate solution for this element on this project. These included time, cost, quality and approval criteria along with a whole of life performance assessment. Buildcorp cost comparison Market tested cost analysis identified the real value of the potential options. In this case the spread varied from $7.1M to $8.5M highlighting the importance of design decisions made during this phase of the project. Importantly design decision cannot be made in isolation so this analysis included the methodology and programming implications of each option. To demonstrate Buildcorp s design management process the following example outlines the analysis and evolution of the façade for an upcoming project for Urbanest

11 7.0 PROPOSED methodology 4 5 Curtain Curtain wall wall selection and and functionality options The The client client chose chose to to proceed with with the the development of a of curtain a curtain wall wall system. system. Buildcorp then then worked worked with with a long a long term term subcontractor to add to add functionality to the to the façade façade system, system, assessing options options for for their their value value for for money. money. The The DA DA conditions requested the the inclusion of of operable windows. The The above above sketch sketch shows shows the the cost cost implications of of addressing this this requirement. The The difference between the the two two is is $300,000. Importantly the the fixed fixed panel panel option option increases the the functionality for for a project a project featuring variable variable room room configurations. This This was was cross cross checked for for its its implication to the to the mechanical requirement and and environmental performance of the of the building and and the the informed decision was was made made to to proceed. Early Contractor Involvement for St Vincent s Private Hospital Sydney Redevelopment Buildcorp Group Pty Ltd - Tender Submission - 21 November 2014 Buildability review The façade then went into detailed installation and the proposed concept was assessed for its buildability, safety risk profile and materials handling requirements. Buildcorp made a slight detail modification adding a hook connection to the slab edge fixing. This addition halved the craneage requirements for panel installation. VIEW FROM HAY ST PROPOSED 6 Current status of design The outcome is a facade d that has been assessed fo DA requirements have bee process has been optimise URBANEST HAYMARKET STUDEN ACCOMMODATION C:\Users\mariotti\Documents\12023_Master_mariotti.rv lity e Buildability review The façade then went into detailed installation and the proposed concept was assessed for its buildability, safety risk profile and materials handling requirements. Buildcorp made a slight detail modification adding a hook connection to the slab edge fixing. This addition halved the craneage requirements for panel installation. s e d. ney Redevelopment Current status of design The outcome is a facade design representative of the original DA concept, that has been assessed for its potential risk and market tested, the additional DA requirements have been cost effectively incorporated and the installation process has been optimised. URBANEST HAYMARKET STUDENT ACCOMMODATION C:\Users\mariotti\Documents\12023_Master_mariotti.rvt 13 11

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13 HEALTH After 45 health projects over 18 years, we understand how different they are. After 45 health projects over 18 years, we understand how different they are In a world where mistakes mean life or death, you simply can t afford to interrupt the flow of activity to knock down a wall or lay some concrete. Traditional construction is often about creating something new, turning a patch of dirt or a dilapidated building into a state of the art manufacturing plant, a new office or a new home. By contract, the majority of health projects are about growing, expanding, maximising or updating an existing facility, without even being noticed. Buildcorp has learnt from its extensive experience in this ultimate live environment that any construction activity needs to be adapted to this world, not the other way around. Historically, health projects have represented over 23% of the Buildcorp business, working with industry leaders such as Sydney Adventist Hospital, St Vincent s and Mater Health, GE and Ramsay Health Care. Buildcorp s health experience includes: { New hospital construction { Hospital car parks { Ward and Operating Theatre refurbishment and upgrades { Hospital patient care alterations and additions { Cancer care facilities { Imaging facilities including CT scans and MRI s { Health Specialist consulting suites { Hydrotherapy pools { Construction and refurbishment of hospital support services { Pathology laboratories { Angio theatres { Day surgery centres We have appreciated Buildcorp s flexibility which has enabled our management team to assess the best options available and make the right choices for our business. We have worked hard together to deliver the best result for the hospital. We look forward to the finished physical product being delivered in a most efficient and cost effective manner and reflecting our business objectives clearly in its design and operation. DR LEON CLARK, CHIEF EXECUTIVE OFFICER, SYDNEY ADVENTIST HOSPITAL 13 15

14 HEALTH DELIVERY MODEL To deal with the complexity of health construction Buildcorp has developed a three tiered structure that maintains the culture of a privately owned business with open access and project involvement of senior management. Senior Management Buildcorp is a privately owned and managed business with a long held open and collaborative culture. Senior management are all long term employees that have grown from within the business and remain activity involved in each project. Buildcorp Senior Management provides that second experienced opinion and audits each project monthly to our ISO accredited systems ensuring consistency of delivery. Perhaps most importantly, Senior Management monitor the success of the relationship and will regularly make contact with everyone involved to ensure your project objectives are being met. Project Delivery Health projects range from interior fit-outs, refurbishment and extensions performed side by side with live hospital operations, to new building construction. The skill sets required to execute such projects vary enormously. Clearly, some core construction management capabilities span every job, but different projects often require very different skills and approaches. Ultimately Buildcorp is about people and pooling the right mix of people from over 200 construction professionals enables us to deliver health projects from $1m to over $200m. Health Team At any given time, Buildcorp has multiple health projects running at the same time. To ensure each project is delivered with consistent expertise Buildcorp has created an overarching health team headed by Ron Sorich. Ron is supported by a cost planner, design/project manager and services manager who each play a vital role in managing the design and more importantly the buildability, integration and commissioning of a project either as a standalone building or into an existing facility. 14

15 Buildcorp Health Delivery Model Senior Managemet Construction Manager Brendan Dunkin Managing Director Tony Sukkar General Manager Brad Bennett BD Manager Matt Armstrong Health Team Cost Planner Health Manager Ron Sorich Services Manager Project Delivery Project team 1 Project team 2 Project team 3 Project team 4 15

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17 SYDNEY ADVENTIST HOSPITAL In 2010, Buildcorp was engaged as Managing Contractor for the SAH Master plan redevelopment Stage 1 works. The SAH campus is testament to our health delivery model where a centralised health planning team called the campus delivery team over see the design finalisation and campus integration and specific dedicated project teams deliver individual projects. This project involves multiple workfaces within a live hospital and adds 29,500m2 of hospital floor space. The project includes: A twelve storey clinical services building including a comprehensive cancer centre, eight operating theatres and 180 beds { A five storey multi deck car park for 900 vehicles { Entry building providing connectivity between the multi deck car park and main hospital lobby { Infrastructure amplification and upgrade across all critical services { Education centre { Extensive road reconfiguration and temporary car parking solution Client Australasian Conference Association (Sydney Adventist Hospital) Project Manager Johnstaff Projects Project Size SAH Campus Contract Type Managing Contractor Architect MBMO & Hassel Cost $225.0m Time Ongoing Completion Date Ongoing 17

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19 SAH CLINICAL SERVICES BUILDING Sydney Adventist Hospital s Clinical Services Building, encompassing multiple stakeholders and clients in a new state-of-the-art 29,500m2, 12 storey building. The LW Clark Tower includes a new maternity unit, new operating theatres, new wards, other clinical areas, and a new Integrated Cancer Centre across over 12 levels. These new wards and units include: { 180 single bed wards { 8 operating theaters { Integrated cancer centre { DOSAC { Operating theater staff room and change room { 32 bay day infusion centre { Imaging expansion including 2 MRI s and 3 CT s { Women s Health and pediatric wards { Maternity - 10 LDR s, Special care nursery and 40 single bed ward maternity rooms { Central energy plant Client Australasian Conference Association (Sydney Adventist Hospital) Project Manager Johnstaff Projects Architect MBMO & Hassel Cost $155.0m Project Size Time 29,500m weeks Contract Type Managing Contractor Completion Date Aug

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21 SAH - CLINICAL EDUCATION CENTRE The Sydney Adventist Hospital Education Centre provides opportunities for unique side by side training of doctors, nurses and other health professionals.a collaborative project with the Commonwealth and NSW State Governments, Sydney University and the Avondale College of Higher Education. Home to the first fully-fledged private hospital clinical school in NSW, the Sydney Adventist Hospital Clinical School of The University of Sydney (SAHCS) was officially opened in 2013 by NSW Governor General Marie Bashir. The Centre also houses the Avondale College of Higher Education s School of Nursing, one of the oldest continuing nursing schools in Australia on site at the San since the early 1900 s. Stage 1 of the centre covers 3,500m 2 over three levels and includes: { a state-of-the-art learning equipment, purpose built furniture and technology maximising efficiency and learning, { two auditoriums, library, a student common room, administration areas, { tutorial, clinical skills and problem based learning rooms and a simulation centre including an operating theatre, multi-purpose critical care area, anaesthetic bay, control, debrief and meeting rooms Client Sydney Adventist Hospital and Sydney University Project Manager Johnstaff Architect MBMO Cost $15.0m Project Size Time 3,500m 2 58 weeks Contract Type Lump Sum D&C Completion Date Nov

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23 RADIATION ONCOLOGY INSTITUTE Buildcorp relocated the ROI into the new Sydney Adventist Hospital Central services building on Level 2 with associated plant room directly above on Level 3. Radiation Oncology Institute in Wahroonga is located within the grounds of the Sydney Adventist Hospital on Sydney s Upper North Shore. ROI offers radiotherapy services to residents throughout all of Sydney. The site includes 4 radiotherapy bunkers, consulting rooms, offices, physics laboratory, reception / waiting area, clean & dirty utilities, treatment bays staff amenities. Buildcorp provided Design Development & Construction services for the fit out and Installation and reticulation of new plant and systems to support the new tenancy without affecting the business continuity of the SAH and any surrounding residents/ facilities. Client Radiation Oncology Institute Project Manager John Staff Project Size level2 1450m 2 level3 300m 2 Contract Type D&C Architect MBMO Cost $3.6m Time 18 weeks Completion Date Dec

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25 SAH MULTI DECK CARPARK A five storey multi deck car park for 900 vehicles and new entry building providing greater connectivity between the multi deck car park and main hospital lobby. Built adjoining and between three operating health facilities the project required the use of a number of noise and vibration minimisation techniques along with constant stakeholder communication and management. Due to the sites proximity to a bushfire corridor special consideration was needed in regard to protecting the carpark from heat generated in a bushfire event. This was addressed by using precast concrete radiation shields along the building façade. The precast fixings were designed to withstand high temperatures as well as allowing movement of the structure during seasonal temperature fluctuations. The consultant involved in the design of the heat shielding also incorporated stainless steel wire mesh screening along the facades to eliminate any fire risk from burning embers. The clever use of precast concrete has added another element to the architectural impact of the structure as well as eliminating the need for costly sprinkler installations. Client Australasian Conference Association (Sydney Adventist Hospital) Project Manager Johnstaff Projects Project Size m 2 Contract Type Managing Contractor Architect MBMO Cost $34.5m Time 75 weeks Completion Date Jun

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27 ST GEORGE PRIVATE HOSPITAL EXPANSION Buildcorp has been engaged by Ramsay Health to undertake the planning, design and construction / refurbishment of the existing Ground Floor and Level 1 of St George Private Hospital. The project includes the construction of: { Three new Theatres and one shelled Theatre for future expansion { New Oncology Ward including 20 beds { New Surgical Ward including 16 beds { Relocation / consolidation of existing CSSU { New Administration & Executive Offices As part of the project, Buildcorp will undertake the expansion and rearrangement of the existing Day Surgery facilities which will include the construction of an additional Procedure Room. Existing staff amenities will also be optimised and existing Stores, Sterile Stock & Staff Tea Room will be relocated. Client Ramsay Health Care Limited Project Manager Ramsay Health Care Limited Project Size tbc Contract Type Construction Management Architect Health Projects International Cost $19.0m Time 85 weeks Completion Date June

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29 ST VINCENT S PRIVATE HOSPITAL REDEVELOPMENT St Vincent s Healthcare Limited appointed Buildcorp in January 2015 under a Early Contractor Involvement agreement in order to better manage the design phases, to plan the construction and commissioning phases in detail and to identify, remove or mitigate project risks. The proposed Redevelopmernt of St Vincent s Private Hospital Sydney (SVPHS) has two distinct components being: { A new east wing located between the Aikenhead building and the Sister Bernice wing and the existing SVPHS ward block. The new wing will comprise of a 14 storey building accommodating two new theatres, 48 new inpatient beds, cafeteria, rehabilitation gym, hydrotherapy pool, consulting suites and an ambulatory care area { A new lift core will be located on the north corner of the new building providing new fire escape stairs, a large clinical lift and 3 additional lifts. The lobby to these lifts is a glazed link that can be used a future connection point should a new building be erected in the forecourt to the public hospital. The redevelopment will also include refurbishment of the existing SVPHS ward block including works to Level 4, 6, 7, 8, 9 and 10 to provide more contemporary inpatient accommodation. A new CSSD will be built over the existing operating room plant on Level 7 and an additional theatre and recovery bays will be added to the Day Surgery Unit on Level 3 of St Vincent s Clinic. Client St Vincent s Healthcare Limited Project Manager St Vincent s Healthcare Limited Project Size tbc Contract Type ECI Architect Hassell Cost $75m+ Time ECI 36 weeks Construction 132 weeks Completion Date May

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31 THE SAN CLINIC Construction of a new seven storey specialist medical centre which included three levels of car-parking and four levels of specialist medical consulting suites. Located adjacent to the Sydney Adventist Hospital, the San Clinic provides convenient access to a range of over 100 specialists across many different medical and surgical areas, including: { Breast & Endocrine Surgery { Cardiothoracic Surgery/Cardiology { Colorectal Surgery { Endocrinology { Gastroenterology/Gastrointestinal Surgery { General Medicine/General Surgery { Medical Oncology { Nuclear Medicine { Neurology/Neurosurgery { Obstetrics & Gynaecology { Ophthalmic Surgery/Orthopaedics { Paediatric Medicine & Surgery { Plastic Surgery { Radiation Oncolog { Sports Medicine & Physiotherapy { Surgical Oncology { Urology { Vascular Surgery Client Australasian Conference Association Project Manager Incoll Project Management Project Size m 2 Contract Type Lump Sum Architect Zone Architects Cost $13.0m Time 58 weeks Completion Date Jul

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33 THE MATER CLINIC Our relationship with the Mater highlights the flexibility of our health offer and the success that comes from our collaborative delivery style. Lessons from previous projects are applied to each new challenge and the entire team benefits from the efficiencies of our collective experience. The Mater Clinic is a new six storey specialist medical centre linked to the existing Mater Hospital. The facility consists of four split-levels of car parking and two levels of medical facilities. The building provides an additional 140 car spaces, a day surgery complex consisting of three operating theatres and recovery beds, specialist medical consulting suites, pathology collection centre and café. This six storey new specialist building provides: { an additional 140 car spaces, { a day surgery complex consisting of three operating theatres, recovery beds, specialist medical consulting suites, a pathology collection centre and a café. Client St Vincent s & Mater Health, Sydney Project Manager Capital Insight Architect Zone Architects Cost $17.1m Project Size Time 3,533m 2 70 weeks Contract Type Lump Sum Completion Date Jul

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35 AUSTRALIAN RED CROSS BLOOD SERVICE This $72M purpose-built facility represents a significant investment in the processing of blood and blood products, distribution, blood testing and tissue typing, and will provide research laboratories, warehousing, ancillary office/administration and staff amenities for the NSW branch of the Blood Service. Across four levels and 13,577m 2, the building incorporates 5,830m 2 of PC2 labs and process areas, 600m2 clean storage, open plan office accommodation and a 97 bay basement car park. The basis of the design was to ensure the building would be stable and fit for use for up to 4 days in a level 4 event on a 42 deg ambient temperature day with high humidity, and with a year 2031 population. Complex by its function this project has added complexity of the fit out being designed as the base building was being constructed to satisfy the accelerated programme. Contaminants including dust were avoided where possible. In selection of materials, the VOC values were considered on all products prior to them coming to site; dust was controlled on site by using cutting booths and prefabrication where possible. The collaboration required to successfully complete this task was only possible by creating a collaborative contractual arrangement. Buildcorp had 20 staff onsite, and the majority of the time 235 or more in the subcontractor workforce, with 2,250 trades people inducted overall. Client Goodman Property Services Project Manager Goodman Development Management Architect BVN Architects Cost $72.0m Project Size Time 13,577m 2 85 weeks Contract Type Design and Construct Completion Date Jan

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37 HEALTH CARE OF AUSTRALIA Buildcorp was contracted by Health Care of Australia as a strategic partner to upgrade existing private hospitals, and to construct 11 new private hospitals in Queensland and New South Wales. Projects including Private Hospitals, Theatres, Radiology, Day Surgery, Specialist Suites and Hampson Sugarman Pathology Laboratories. Our team delivered project in multiple health center including: { Caboolture Private Hospital { Logan Private Hospital { Sunnybank Private Hospital { Sunnybank Medical Centre { Kareena Private Hospital { The Hills Private Hospital { Macquarie Hospital { Strathfield Private Hospital { Nepean Private Hospital { Nepean Medical Centre { Hampson Sugerman Pathology { Brain Injury Rehabilitation Unit { Mater Private Hospital { Dudley Private Hospital { Northwest Brisbane Private Hospital { St Andrews Private Hospital { Hurstville Community Private Hospital Client Health Care of Australia Project Manager - Project Size - Contract Type - Architect - Total value In excess of $150 million Time # weeks Work period

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39 MATER PRIVATE HOSPITAL A multi site renovation and refurbishment of the Mater Hospital facilities in North Sydney. The works included refurbishment of the hospital to include a new Cancer Cottage, Intensive Care Unit and Theatre, MRI Facility, Bracotherapy, Angio Lab, several private bed upgrades and a physiotherapy house. Some of the completed projects to date include: { ICU Ward refurbishment { Mater MRI { Mater IBU Description { Angiography Theatre { Eden St { Mater consulting rooms { Maternity { Imaging { Sydney Dialysis Clinic { 14 bed wward { Bed conversions { Coffeeshop { Foyer conversion Client Mater Private Hospital Project Manager - Project Size - Contract Type Lump sum Architect Zone Architects Total value $11.2m Time - Date

40 CLIENT TESTIMONIALS In our business, if the developer, the builder and the subcontractors aren t working together as partners, we can anticipate problems. We like to work with Buildcorp because of their commitment to partnership and teamwork. ROB MACKAY, HEAD OF INDUSTRIAL DEVELOPMENT ING I was impressed at how profoundly Buildcorp adopted the principles of the Council to achieve Corporate Green Star Accreditation. They were prepared to provide the opportunity for all of their staff, their consultants and even their clients to become Green Star Professionals by facilitating the necessary courses and examination. At all times the Buildcorp team were easy to deal with, openly communicative and pro-active in their problem solving. I have no doubt that the culture of your project team was instrumental to the successful completion of this project. ROB THOMAS, SENIOR DEVELOPMENT MANAGER INVESTA COMMERCIAL DEVELOPMENTS ROMILY MADEW, GM GREEN BUILDING COUNCIL OF AUSTRALIA 40

41 Buildcorp have been exceptional in relation to the quality of their work and finished product. Equally important however has been their excellent communication and relationship skills. The internal Hospital redevelopment work has required the ability to manage all aspects of the building work, whilst still allowing a very busy hospital to maintain optimal services. Buildcorp were outstanding in this regard. Buildcorp was able to effectively mobilise the required resources in order complete the project, whilst ensuring communication in a full and frank manner throughout the course of the works. Through this endeavour, they have demonstrated an expertise in the construction of complex tertiary buildings. NEIL HOGAN, SENIOR MANAGER, MAJOR PROJECTS THE UNIVERSITY OF WESTERN SYDNEY Our new sports facility has received great support from our school community, as well as winning the prestigious MBA Excellence in Construction Award. We are enormously proud of the building and we are grateful to Buildcorp for their eye for quality and attention to detail. DR TIMOTHY HAWKES HEADMASTER THE KING S SCHOOL ROBERT CUSACK EXECUTIVE DIRECTOR ST VINCENT S PRIVATE & MATER HOSPITALS 41

42 GREEN BUILDING CAPABILITIES Buildcorp consistently goes beyond legislative and regulatory environmental standards to minimise any negative impacts on the environment that might result from our workplace activities and projects. Environmental achievements Buildcorp has developed a number of commercially viable sustainable solutions. Buildcorp understands the design and approval process of sustainable projects and can help any project to achieve its green goals. Buildcorp has achieved Silver Partner recognition through the Sustainability Advantage program in acknowledgement of its significant environmental achievements. Buildcorp is leading the way and are the first company in the property and infrastructure cluster to be awarded the silver status. In December 2012 we were also awarded CitySwitch Green Office Signatory of the Year for our own tenancy achievements in energy efficiency achieving 4.5 Star NABERS Tenancy Energy rating. We walk the talk Buildcorp use an Environmental Management System (EMS) in accordance with global best practice guidelines: ISO 14001:2004. Our EMS is applied across our business. Through ongoing review, training and auditing we ensure that it is both well understood and adopted throughout our day-to-day operations. In our head office we minimise our reliance on non renewable resources by using solar power, sensor lighting, efficient water systems and recycling programs that both reduce our environmental footprint and operational costs. Education is the key We believe that staff education is an integral part of delivering green buildings. We have over 30 employees that are Green Star Accredited Associates or Professionals. Our employee experience in Green Star and NABERs accredited projects have been the key to the delivery of Buildcorp s many high quality projects. Environment ISO

43 WORKPLACE 6, DARLING ISLAND Workplace6 is the first 6 Star Green Star as-built rated building in NSW. The design and construct project was won through a competitive design and tender process, requiring the Buildcorp team to develop the best method of delivering something that had never been built before. The final value of the project was $56m featuring trigeneration and uses water from Sydney Harbour for cooling. NAB HOUSE CENTRAL PLANT AND BUILDING UPGRADE The NAB House project, with a construction cost in excess of $40m, is one of the largest green building upgrades in the Sydney CBD. Targeting a 4.5 star NABERS rating, the building works included 19 floors of base building service upgrade, a major upgrade of the central plant and a full refurbishment of the building s foyer. THE GPT GROUP FIT-OUT AND BASE BUILDING REFURBISHMENT Buildcorp was commissioned to develop a design and construct solution for the fit-out works, which were integrated with a base building upgrade. The development incorporated extensive demolition works to create openings for two new structural steel stair cases installed between the three tenanted floors and cutting through the core wall to create new plant rooms and work areas. Awarded 6 Star Green Star Interiors which is the first time this rating has been achieved within a building that has not undergone a complete refurbishment. GOLDMAN SACHS REFURBISHMENT AND CONSOLIDATION This project was a three floor refurbishment and consolidation of the Goldman Sachs tenancy in Governor Phillip Tower Sydney. The scope of the works include lift lobby upgrades, open plan workstations installations, client bathrooms and showers, meeting rooms, executive offices upgrades, installation of energy efficient lighting throughout and upgraded services and systems across all floors. The project is targeting LEED Gold Certification for Commercial Interiors

44 Naming rights sponsor of the 2014 Buildcorp NRC Australian Rugby unleashed

45 SPORT SPONSORSHIPS Buildcorp provide grassroots support including sponsorship, mentoring of players, provision of cadetships and a Buildcorp Rugby Scholarship for the clubs that we sponsor. Since 1992, Buildcorp has sponsored rugby, beginning with Sydney University Football (Rugby) Club and growing in line with our business sponsoring Queensland University Rugby Club, University of Newcastle Rugby Union Club and Melbourne University Rugby Football Club as our footprint expanded. A proud equal opportunity employer we are very proud to also sponsor the Sydney University Women s Rugby Club. In 2011 we introduced the Buildcorp Rugby Scholarship, which supports a young rugby player playing at Sydney University Football Club, undertaking study that might be relevant to work at Buildcorp. Our commitment as naming rights sponsor for the Buildcorp National Rugby Championship a third tier platform for the development of Australian rugby is an extension of our grass roots support to a national scale reflective of our broader business footprint. SYDNEY UNIVERSITY CRICKET CLUB

46 TIM & JUDY SHARP RAISING AWARENESS FOR AUSTISM AT THE PARTY 2014 CHEQUE PRESENTATION FOR LIFESTART - THE PARTY 2014 CHEQUE PRESENTATION FOR AEIOU FOUNDATION - THE PARTY

47 BUILDCORP CHARITABLE FUND At Buildcorp, we make a concerted effort to provide long-term support to issues affecting our staff, our community and industry. In 2012, Buildcorp launched the Buildcorp Charitable Fund as a sub-fund of The Trust Company Foundation. This is a charitable structure through which staff financially support our community. We fundraise, donate and have a workplace-giving program, where staff contributions are matched dollar-for-dollar by Buildcorp. The mission of the Buildcorp Charitable Fund is to provide a common vehicle to maximise the impact of the collective giving spirit of our team and business partners, to those initiatives and organisations dear to the Buildcorp community. Together giving more Autism directly affects members of our Buildcorp team, so it goes without saying that we are is delighted that over the past 12 months The Buildcorp Charitable Fund has fundraised over $200,000 and as a result we were able to make two significant donations to two charities working with children with autism. We purchased two scholarships for two children to attend AEIOU in Brisbane, a school that works with early intervention programs for kids. We also sponsored a full Hanen Parent Program, which is a program run by Lifestart NSW for the parents and carers of 8 families living with a child with autism

48 48 At Buildcorp we accurately capture our reported health and safety data, measure it, manage it and ultimately improve our health and safety in order to ensure that everyone on every Buildcorp site goes home safe every day.

49 SAFE. SUSTAINABLE. SUCCESSFUL. Buildcorp has built a strong and sustainable company, based on five foundational principles: safety as a first priority; an unwavering commitment to quality; environmental responsibility; strong financial capabilities; and employing the best people. Safety At Buildcorp, safety is our first priority. Nothing is more important than ensuring a safe working environment for our subcontractors, project team, clients and the public as reflected by our MBA safety awards. To maintain our excellent safety record, Buildcorp uses a comprehensive health safety and environment (HSE) management system, which links with HSE site management plans, risk assessment registers and safe work method statements implemented across all business units and across all projects. Our HSE management system completely satisfies all legislative and WorkCover requirements and complies with all national and industry codes of practice. We also deliver every project under an AS/ NZS 4801:2001 accredited system, which includes a site-specific HSE plan prepared by the project manager. This plan outlines and highlights specific procedures for each trade, during each construction phase, and must be adhered to by all Buildcorp and subcontractor employees. Quality When it comes to quality, Buildcorp strives to surpass client expectations and industry standards by: leveraging advanced quality management technologies; using disciplined project review processes; and instilling a strong quality culture, led by the active involvement of senior management in every project. Our quality management processes are supported by a $2 million, internally developed, integrated management system called intrabuild. The management systems housed within intrabuild include our certified systems for ISO 9001:2008, ISO 14001:2004 and AS/ NZS 4801:2001. intrabuild provides a platform across the Group that ensures consistent processes and quality outcomes for all projects We also believe repeat business is a clear indicator of a strong quality culture. In 2010 financial year, 52% of annual revenue across the Buildcorp group was generated through repeat business. 49

50 Buildcorp believe that staff education is an integral part of delivering green buildings. Environmental management Buildcorp consistently goes beyond legislative and regulatory environmental standards to minimise any negative impacts on the environment that might result from our workplace activities and projects. We use an Environmental Management System (EMS) in accordance with global best practice guidelines: ISO 14001:2004. Our EMS is applied across our business. Through ongoing review, training and auditing we ensure that it is both well understood and adopted throughout our day-to-day operations. Buildcorp is committed to protecting the environment. In our head office, we minimise our reliance on nonrenewable resources, by using solar power, sensor lighting, efficient water systems and recycling programs, which both reduce our environmental footprint and operational costs. However, our head office is only a tiny proportion of our total environmental footprint, which we view as extending to every project site. It is here that environmental management is most critical, requiring rigorous assessment, planning and management as well as mitigation strategies. Since 2005, we have had fewer than five environmental incidents over the 730+ projects completed in that period. Our people At the heart of Buildcorp s success is our ability to attract and retain the best people. Buildcorp employs approximately 220 people who contribute to our competitive advantage through their passion, talent, and capability. Buildcorp strives to provide interesting, challenging work and the potential for career progression. We have a succession and talent management program to develop our future leaders and ensure Buildcorp s sustainability. At the start of a project, we work hard to assemble the right team for the right job. We match the skills, experience and personalities of the team to best fit the client s requirements. This is a key plank in our project quality, where both our employees and clients share in our achievements. We aim to treat our people fairly and equitably and be an employer of choice. We value a diverse workforce and focus on motivating and developing our people. Importantly, we actively encourage employee feedback and suggestions for improving our business. Above all, we believe that working at Buildcorp should be a safe, mutually rewarding and enjoyable experience. Quality ISO 9001 Environment ISO

51 We have over 30 employees that are Green Star Accredited Associates or Professionals. 51