Build Australia January 2016 by Sage Media Group

www.buildaustralia.com.au

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provides you with a testimonial to Electrical Excellence Sydney: a national success story What it takes to be a sustainable, smart city

JANUARY 16

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build australia No 5 / 2016

CONTENTS Cover Story

14.

TES Electrical (Tailored Engineering Solutions) provides you with a testimonial to Electrical Excellence Features

18.

Sydney: a national success story 24% of Australia’s GDP originates from Sydney and the city is a vital component of the nation’s economic growth story and future.

28.

Taking control of complex projects Major projects continue to fail on a massive scale; with time and cost blowouts, misreporting, and even corruption allegations.

38.

Drug and alcohol testing now compulsory in the construction sector The construction industry is a high risk industry and the use of tools and heavy machinery make those risks even bigger with the effects of alcohol and drug use.

46.

The largest multifunctional building in the Netherlands De Rotterdam, on an area the size of just one football field, is a building that calls for superlatives.

48.

Mid-tier buildings under the energy productivity spotlight Improving building performance is one of the most cost-effective ways to reduce energy and greenhouse gas emissions.

50.

What it takes to be a sustainable, smart city Cities are the engines of the global economy but they are not always pleasant places to live in due to congestion, aging infrastructure and pollution.

Projects

32.

International Towers Sydney: Barangaroo reaches new heights

34.

Wynyard Walk: New link to Sydney’s biggest development

36.

Jemena offices: Three elements for a successful interior fitout

Industry focus

Regular Features

Industry leaders

6 News

38 Safety

Safety barriers

16 Events

Grand designs

Erosion control

28 Perspective

Mega structures

32 Projects

48 Sustainability

62 Roads and Infrastructure Victoria

Sydney’s growth success 2015 has been a year with a lot of focus on realising a more innovative, sustainable and productive Australia to keep up with our global competitors, and the built environment has been a leader in this field. Even though 2015 was hit by a persistent fluctuating market, the construction sector didn’t restrain the use of innovative and sustainable features in new structures, and many companies were deservingly recognised for their efforts on a global scale. Sydney, the building capital of Australia, has been at the forefront in terms of activity in 2015 and there are no signs of slowing down according to reliable forecasts. As such, it is very fitting that the leading construction expo will be held in Sydney in 2016. Being a proud media partner of Sydney Build 2016, we would like to encourage our readers to attend this major event to grasp what is next to come in New South Wales and Australia as a whole. 2015 has been an inspiring year and we are humbled by all the support we have received from our readers and clients. We look forward to a positive start to the year of 2016.

Build Australia Volume 2, Issue 5, January 2016 Director/CEO Noman Kabir Director/Publisher Cordelia D’Souza Group Editor Annelie Wressmark Contributors Ben Hart Andrew Chew Jay Andrews Mark Heath Research and Development Shah Talukder Business International Art Director Karolina Larsson Communications Manager Peter Harris Group Sales Manager Joel Prentice Business Development Manager Chris Le Messurier IT Manager Zayd Bhyat Accountant M.H.Morshed Subscription Manager and Administration Amber Arnold

Annelie Wressmark Editor

Cover image courtesy of JCY Architects & Urban Designers. Photo by Damien Hatton. Published by: Sage Media Group Pty Ltd ABN 56 155 835 555 8/4 Queen Street Bentley WA 6102 P: 08 6336 6430 F: 08 9458 1136 www.buildaustralia.com.au info@sagemedia.com.au editor@sagemedia.com.au

We would like to wish our readers a

M E D I A

G R O U P

Cert no. L2/0011.2010

Disclaimer: Build Australia is subject to copyright and cannot be reproduced in whole or part in any print or electronic form without the consent of the Editor. Although every effort has been made to ensure that the information is correct, no responsibility is accepted by the Publisher for any entry supplied by individuals, organisations or companies.

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The 7th Annual WA Major Projects Conference continues to be the premier infrastructure event in the State providing a platform to discuss the progress, challenges and share best practice solutions for WA’s infrastructure sector. Perth Convention and Exhibition Centre waconference.com.au

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NEWS

New leader to steer UDIA through next phase of growth

Michael Corcoran says now is the time for forward thinking and innovation.

ichael Corcoran is the new National President of Australia’s peak development industry body, the Urban Development Institute of Australia (UDIA). Mr Corcoran believes that the UDIA continues to be uniquely positioned as Australia’s leading urban advocacy group. “With a specific focus on servicing the urban development sector of the Australian property industry, the UDIA is working more effectively than ever on behalf of the industry and also for the benefit of the communities its members create,” he said. Mr Corcoran said he is honoured to take the helm during this exciting time in both UDIA’s and Australia’s urban growth history.

“We have a federal government and opposition that are both embracing the idea of taking a strategic approach to future urban growth. They understand the need to supply new housing, workplaces and retail development for our growing population, and they appreciate the key role of cities as an economic and lifestyle driver. There is also an increased appreciation of the importance of addressing the nation’s infrastructure backlog to cater for the growing population, and changing work practices and lifestyles,” he said. “The development industry is a massive contributor to the Australian economy and community, directly accounting for more than 7% of Australia’s GDP, generating in excess of $29 billion in federal, state and local government taxes, and employing more than 9% of Australia’s workforce.” “Now is a period for forward thinking and innovation, including thoughtful and sustainable urban design and infrastructure planning.” He said that the Institute has a number of key policy and industry objectives over the next year, including: • Advocating for responsible state and

• •

•

federal tax reforms that stimulate supply and address the worsening affordability of new urban housing and development Advocating for a strategic approach to city growth and urban policy Advocating for the linking of federal government infrastructure funding to responsible state based infrastructure planning and development productivity. Increasing industry networking and knowledge sharing both nationally and globally. Better communicating the positive contribution that the urban development industry makes to Australia’s community and economy.

Throughout his career, Mr Corcoran has held senior executive roles at market leading development companies such as Stockland, Delfin, AV Jennings and Mirvac. Currently, he leads the development advisory company, MC3 Advisory, which consults to major companies in the development, funds management and investment banking industries. He is also a non-executive director and chairperson on several major development project boards.

Victorian construction industry shows strong growth

he Victorian building and construction industry is going strong, creating jobs and driving the state’s economy according to Australian Bureau of Statistics (ABS) data which shows that the total value of building approved increased by 26.8% to $2.83 billion in October 2015, up 28.7% over the year. In trend terms, the total value of building work approved lifted to $2.35 billion, up from $2.33 billion in September 2015. Over the 12 months to October 2015, Victoria had the highest value of residential

building approvals and the highest number of dwelling unit approvals, contributing 30% of Australia’s total dwelling unit approvals. This follows other ABS data which showed that construction work in Victoria increased by 14% over the year, compared with a fall of 3.7% nationally. This compares with national falls of 3.6% in the quarter and 3.7% over the year. Over the year, the Victorian percentage increase was the highest of any state. The

quarterly result was driven by residential and non-residential construction activity. The Government is also reviewing planning regulations for the inner city to make apartments more liveable and reduce shadowing and wind tunnels between towers.

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NEWS

Room for improvement in hotel development approvals P

lanning hurdles are raising the cost of new hotel developments vital to Australia’s surging tourism sector, according to a report by the Trade and Investment Minister Andrew Robb and new Tourism and International Education Minister Senator Richard Colbeck. Commissioned by Austrade from planning consultancy Urbis, the report Hotel Development Regulations in Australia identifies opportunities to improve planning and environmental approval processes across all states and territories, including in regional areas. The report finds overly complex planning regulations cause significant delays and uncertainty for hotel developments, and recommends

that federal, state, territory and local governments work together to promote simplicity, transparency and predictability in all state and territory jurisdictions. Mr Robb said the sector was crucial to jobs and growth and that delivering on new investment opportunities was needed to boost the quality and supply of hotel rooms. “The Australian, state and territory governments have been successful in attracting a healthy pipeline of hotel investment commitments in our capital cities. Now it is time for us to deliver on that pipeline,” Mr Robb said. Senator Colbeck said he is excited to take charge of tourism at a time when Australia is experiencing significant

growth in visitor arrivals that is helping support new investment in tourism infrastructure. “Tourism is one of our major growth sectors, with international visitor arrivals reaching a new record of seven million in the year to March 2015,” Senator Colbeck said. “We need new hotels to accommodate an ever increasing number of visitors but too often such developments are slowed by unnecessary red tape.” “Working across all levels of government to make our regulatory environment more investment-friendly will have broader benefits outside tourism. I am confident our ongoing reform process can achieve this,” he said. Tourism employs approximately one million people throughout Australia and is one of Australia’s most important services exports, responsible for an injection of $107 billion dollars into the visitor economy in the year ending March 2015. Nine specific report recommendations focus on measures aimed at reducing undue cost and risk, providing stronger coordination within government and creating more responsive conditions for investment. Recommendations include providing better guidance information for new and international investors, adopting a flexible approach to design requirements, making ‘fast tracked’ DA processes available for low risk projects and putting greater emphasis on pre-approval engagement and case management.

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NEWS

Construction set for a recovery lift in 2016

he nation’s leading construction companies are bracing for a further contraction in major project work through the financial year 2015/16. However, a recovery is expected in 2016/17 as a bigger pipeline of infrastructure activity helps to soften the impact of the downturn in mining and heavy industry investment. The latest Australian Industry Group/ Australian Constructors Association Construction Outlook survey reveals that following a fall of 4.1%.in financial year 2014/15 (current prices), the value of turnover from major project work is projected to decline by a further 2.4% in 2015/16, before recovering to rise by 4.7% in 2016/17. The outlook also points to a gradual recovery in commercial construction over the next two years, largely on the back of stronger private sector building activity. Total employment in non-residential construction is also forecast to recover during the first half of 2016 as rising infrastructure work leads to an increase in labour demand.

Engineering construction is expected to fall by 5.2% in 2015/16 following a 5.3% decline in 2014/15. This mainly reflects continued falls in mining related engineering construction. The outlook is also negative across the heavy industrial sectors. In particular, the oil and gas processing sector is expected to significantly reduce its demand for major construction activity in 2015/16 and 2016/17 as current projects move to completion and prospects for new investment in the sector weaken. A key positive for the industry in 2016/17 is the boost expected from non-resources engineering work. The value of road and rail projects is forecast to grow strongly in 2016/17 in line with the emerging growth cycle in major urban transport infrastructure. Other notable increases are expected in telecommunications infrastructure work and ‘other’ civil projects in 2016/17. Commercial construction activity (e.g. offices, retail and industrial premises)

is expected to recover over the outlook period. Following a contraction in 2014/15, the total value of commercial construction work is expected to increase by 2.3% through 2015/16 and then accelerate to +4.3% in 2016/17. Private sector building work will be the main driver of growth in both years. For multi-level apartment developments, solid growth of 13.7% is expected in 2015/16, followed by a further 8.1% rise in 2016/17. This reflects the continuation of high numbers of apartment building approvals in recent months, particularly in Sydney, Melbourne and Brisbane, which will support further activity in this sector.

Australia’s largest contractors share growth ideas I n a recent Construction Leaders Forum hosted by the Faculty of the Built Environment at the University of New South Wales, 25 leaders from Australia’s largest contractors came together to share ideas around increasing innovation and productivity in the construction industry. Three broad propositions were put forward for debate:

Construction productivity can be improved. The evidence available indicates that productivity increases evident in the industry have been eroded by cost increases and that our competitive advantage has declined over the last decade. Construction productivity is determined by a wide

range of factors and Australia needs a multi-dimensional strategy to improve it. The smart way to build ‘long-term’ competitive advantages and remain at the top of the international value chain is not to seek a low-wage industry but to increase productivity and increase innovation. This will take leadership, collective vision and a strategy to get the industry to where it needs to be.

More of the same is not an option. Australia has to be innovative and think differently. New players will enter the market and bring new ideas. The question we should be addressing is: what innovation is required to make the industry more productive and efficient in changing

times? Other countries have found that improving construction efficiency and performance is dependent on a whole range of innovations around procurement, supply chain integration, technology, skills development, collaboration, and design.

While industrial relations is an important ingredient in the productivity debate, it is one of many. Those who do not accept the challenge to innovate and collaborate will be left behind. Good productivity is driven by an educated, skilled and engaged workforce, an efficient work environment, innovation, efficient procurement models and ultimately trust between industry stakeholders.

build australia No 5 / 2016

From fat and happy to lean and keen

lacing entrepreneurs at the engine room of Australia’s innovation policy is a shrewd decision, according to the Australian Chamber of Commerce. However, CEO of the Australian Chamber, Kate Carnell, AO, said for Australia to realise its full innovative potential, it was crucial to ensure “the best bang for our buck, in both research and investment.” “If we want the Australia of tomorrow to deliver more opportunities than the Australia of today, we desperately need to become more innovative and productive,” Ms Carnell said. “Australia’s innovation challenge means we need to move from fat and happy, to lean and keen.” “Most innovation is about finding the

best ideas and implementing them – and ensuring that the best value for money is extracted - rather than inventing something new and the Government’s decision to prioritise support for entrepreneurs is a well thought out and welcome proposal,” Ms Carnell said. “While figures show Australia’s ranking for innovation as a lowly 23rd among the OECD countries, we are ranked eighth for research,” Ms Carnell said. “This clearly shows we need to extract the maximum value out of the investment dollar and that currently we are not achieving this.” “The Government has put forward some innovative proposals and we want to make sure that success is measured early

and often, to ensure that any failure in policy is fast and cheap.” “With the opposition releasing its own innovation package, we hope that having both parties thinking about innovation will result in genuine cooperation rather than arbitrary partisan arguments,” Ms Carnell said. “Unfortunately, even the mostly cleverly crafted innovation policy won’t turn Sydney into Silicone Valley,” Ms Carnell said. “The truth is that to become a more competitive place to innovate, Australia must become a more competitive place to do business, which includes having a competitive tax system and strong industrial relations.” “We look forward to future Government commitments in these areas.” The Australian Chamber anticipates participating in ongoing discussions to realise the nation’s full innovative potential.

NEWS

Building resilient infrastructure in NSW M inister for Transport and Infrastructure Andrew Constance has announced Projects NSW – a specialist unit within Infrastructure NSW to manage the procurement and delivery of the state’s infrastructure priorities. “With the unprecedented breadth and magnitude of investment, the level of risk increases and we need a renewed approach to make sure we deliver projects on time and on budget,” Mr Constance said. “To help us rise to the challenge, we are establishing Projects NSW as a specialist unit within Infrastructure NSW to manage the procurement and delivery of nominated priority infrastructure projects.” By being based within Infrastructure NSW, Projects NSW will be able to leverage the wealth of experience built up through

its remarkable transformation of Darling Harbour and the skill of the Infrastructure NSW Board. The first projects to be managed by Projects NSW are a new correctional centre at Grafton (being delivered as a public private partnership), the redevelopment of the Walsh Bay Arts Precinct, the upgrade of the Anzac Memorial at Hyde Park (on behalf of the Anzac Memorial Trustees), and the completion of Darling Harbour’s transformation. To ensure assurance efforts target the areas of greatest importance, a tiered, risk-based approach has been developed so that while projects of all sizes are being monitored, high profile and high risk projects will be subject to the greatest scrutiny.

“These assurance processes will be centralised and expanded within Infrastructure NSW to ensure there is better oversight of the government’s delivery program,” Mr Constance said. “How we plan and deliver infrastructure is key to a productive state economy and integral to the liveability of our urban and regional centres, and we are determined to get it right.” “If we want smart, connected and resilient infrastructure now and into the future, we need to raise the bar now – and that’s exactly what we are doing.”

Adelaide to become the world’s first carbon neutral city

remier Jay Weatherill and Lord Mayor of the City of Adelaide Martin Haese have signed an agreement to make Adelaide the world’s first carbon neutral city. Mr Weatherill said the partnership aims to reap the economic opportunities likely to flow from moving first. “We want to encourage investors to our forward-thinking State, and in turn create jobs and opportunities for South Australians.” Lord Mayor of the City of Adelaide Martin Haese said it was an exciting time,

with Council recently endorsing its Carbon Neutral Strategy 2015-2025 which includes carbon neutrality for the city. “Our strong partnership will focus on increasing demand for renewable energy, building green industries, increasing resource efficiency, improving waste management and moving to cleaner modes of transport,” Mr Haese said. “By working together we can capitalise on the multitude of opportunities that can come from a low-carbon economy.” Minister for Climate Change Ian Hunter said the City of Adelaide is estimated to generate more than one million tonnes of greenhouse gas emissions a year, with commercial buildings and transport sectors the largest contributors, adding 43% and 35% respectively to the emissions total. “We already have a strong base to start

from with carbon emissions reducing in the city by 20% since 2007,” Mr Hunter said. “We invite businesses which want to innovate for a carbon neutral future to come to Adelaide and work with us to achieve our ambitious goals.” Premier Jay Weatherill said at the centre of the Climate Change Strategy 2015-2050 is a bold and ambitious target for the State to achieve net zero emissions by 2050. “The world is acting to limit carbon pollution and preparing for a low-carbon economy,” he said. “Our greenhouse gas emissions are down 9% on 1990 levels as the economy has grown 60% – showing the world it’s possible to reduce emissions and grow the economy – and since 2003 there has been a $6.6 billion investment in renewable energy.”

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COVER STORY

TES Electrical (Tailored Engineering Solutions)

provides you with a testimonial to Electrical Excellence F

rom humble beginnings in electrical contracting more than 20 years ago, Tailored Engineering Solutions (TES Electrical) has matured to becoming the preferred contractor for some of Western Australia’s most respectable builders. The company’s expertise has given TES an enviable portfolio of a number of high profile projects, such as the Queens Riverside Hotel & Residences by Frasers, Murdoch University, Perth International Airport, Ocean Keys Shopping Centre, Water Corporation, Ronald McDonald House Perth, Sarich Neuroscience Research Institute, the city of Armadale Landmark Building, Mount Hospital and Sunday Times House, to name only a few. Managing Director Ernie Eolini says that although TES has completed projects for many of Western Australia’s leading companies and institutions, it has only been achieved by exceeding client expectations and to optimise client budgets, installations and timelines, complying with Government health, environment and quality control. “As the business grows we continue to perform and expand the scale and complexity of projects handled by keeping the standards high,” says Mr Eolini. With three major divisions in the business, including commercial, industrial and building maintenance, TES Electrical provide a full suite of services from initial tendering and consultation, to costing, design, installation and on completion an ongoing Building Maintenance Program. All projects involve TES’s fleet of specialist vehicles, plant, equipment and their qualified, designated team is able to provide cost effective and reliable services to a wide range of electrical projects – of any size and complexity.

With a determination to comply with the company ethos of high quality, craftsmanship and safety standards, Mr Eolini has a robust belief in investing in highly qualified staff, new technology, equipment and training to meet the demands of a range of commercial and industrial projects. “At TES we know how important it is to employ only qualified tradespersons and train apprentices. All our staff undergo intensive training to meet the quality and safety standards of the company, the ‘key’ for the future to survive at a competitive level in this difficult market is to train your staff, without expecting them to know,” says Mr Eolini. “Only by employing the best people and utilising the best methods, can we ensure a quality installation and by having personnel project managing the project, can we ensure client expectations are met. TES also believes it is critical to assure the quality of products and services, to solve clients problems and exceed project expectations. “All activities performed by TES are carried out in accordance with a comprehensive suite of management systems. By doing this we can keep building on the confidence our clients have in us.”

Safety is key TES strives to attain the highest standards of Occupational Health and Safety, laying a strong emphasis on providing a safe working

Quality People = Quality Services As the building industry keeps raising the bar in the delivery of services, TES has stayed one step ahead by continuously improving in all functions of the business, including design installation, commissioning, service and communication with clients.

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build australia No 5 / 2016

Water Corporation. environment, managing risk and developing and maintaining safe work practices. The TES Safety Program instills a strong preventative safety culture for all personnel in which workplace risks are quickly identified and eliminated. All staff are made fully aware of the company’s health and safety policies, including the need for adherence to risk management. The safety achievements of the business were rewarded in 2007 when TES was presented with the NECA ‘Western Power Safety Achievement’ Award – the industry’s highest.

With the community in mind As a trusted local WA company, TES also supports the community through donations, sponsorships and the encouragement of its staff in community projects and more importantly, in helping those

Queens Riverside. organisations and groups endeavouring to aid the less fortunate in the community. “It is very important to TES that we give back to the community, we don’t want to let our achievements overlook those in need,” says Mr Eolini. Perhaps this is where the family philosophy that drives the company gives TES a personal and friendly community face.

Case study: Queens Riverside Precinct The Queens Riverside development in East Perth consists of a Hotel & three Residential buildings it overlooks the Swan River and the surrounding areas and is one of Perth’s most prestigious inner city developments, featuring luxury apartments and executive penthouses. TES started the project in June 2013 & completed the Electrical works in Dec 2015 to the Residential complex which was made up of a 27 story tower & two eight story buildings, totalling 500 apartments. The Electrical content included four new High Voltage substations, over fifty LV distribution switchboards, CCTV, Intercoms, MATV, Fire Detection, Automated Meter reading system, Lightning Protection, Access Control, Security & extensive light & power throughout. The challenging aspect of this project was the installation of the HV cabling infrastructure as one of the substations were located on L24 of the tower. Two large HV cables were installed from the basement up a dedicated riser 80m above, this entailed a very detailed & precise installation method with safety being of utmost importance. For more information contact TES Electrical, 18 Hammond Road, Cockburn Central WA 6164 Phone: +61 8 9434 1514 Email: admin@teseelectrical.com.au Website: www.teselectrical.com.au

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EC No 007256

EVENTS - WA MAJOR PROJECTS CONFERENCE 2016

Securing a prosperous future for WA

n the last decade Western Australia has seen a massive population growth, driven predominantly by dramatic growth in demand for the State’s resources. Western Australia is now home to some of Australia’s and the world’s leading consulting firms in the built and natural environment, with approximately 3,500 firms consulting in the sector. Many larger national and international firms have established bases in Perth alongside home grown, West Australian firms. In response to and supporting this growth, the West Australian Government has embarked on an ambitious infrastructure program designed to make Perth a more vibrant and connected city supported by thriving regional centres. This includes Perth City Link, Elizabeth Quay redevelopment and Perth Stadium alongside the planning for increased regional development across Western Australia, in particular, the Pilbara Cities program, the responsible development of the Kimberly region for mining and trade and the land release program in the southern regions. According to a new report by Consult Australia, continued infrastructure investment, longer-term strategic planning and a supportive business environment will help drive productivity across Western Australia and diversify the economy. However, the report says, after many years of sustained and growing opportunities for firms, supported by record infrastructure investment, Western Australia now faces some new challenges as the Government seeks to reduce spending and maintain a budget surplus. “In this environment it is critical that we, as a State, capitalise on the investment already made, support local industry and invest in productivity for the medium and long-term,” the report says. With targeted policy intervention, there is opportunity for the Western Australian Government to build productivity and moderate the extremes of the boom/bust cycle. In short, Consult Australia recommends: • Planning and developing a stronger, longer term and more coordinated infrastructure strategy and schedule of projects; • Raising new funds for infrastructure investment; • Supporting best practice procurement in Western Australia; and • Creating a better business environment

Who benefits? According to Consult Australia these initiatives will help secure a more productive, prosperous future for Western Australia through the creation and support of more competitive businesses, new jobs and a better built environment: • Western Australia will be stronger for these initiatives as a consequence of greater efficiencies in project delivery, better value for money for the tax-payer, and increased productivity secured for the long-term through a robust pipeline of strategic economic infrastructure.

• Local industry will generate jobs and be more competitive both internationally and nationally through new export opportunities and a better business operating environment. • Western Australia will demonstrate it is open for business through ongoing investment in the built environment and infrastructure that supports the productivity, liveability and sustainability of Western Australia’s urban and regional centres.

Realising Western Australia’s potential Consult Australia’s recommendations provide the basis for a new conversation with all spheres of government; supporting a better future for the wider industry, government and the broader community alike. “More collaborative relationships between business and government will realise wide-spread benefits. With these reforms, government will build on our strengths, boost productivity and keep businesses, jobs and skills in Western Australia.” “More collaborative relationships between business and government will realise wide-spread benefits. With these reforms, government will build on our strengths, boost productivity and keep businesses, jobs and skills in Western Australia.”

Want to know more about the future of WA? The WA Major Projects Conference – “Rebuilding after the Mining Boom”, will take place on 6 & 7 April 2016 at the Perth Convention and Exhibition Centre. The mining downturn although affecting the State’s economy, is bringing with it an enormous opportunity for economic reform and investment in productive infrastructure. Key projects that will be discussed at the Conference include the Forrestfield Airport Link, the Perth Freight Link, Perth Stadium and Sports Precinct, Riverside Redevelopment Project, Progressing Infrastructure for Regional WA, The Agricultural White Paper - Impact and Opportunities for WA along with projects across sectors such as health, education, housing, ports, water and energy.

EVENTS - SYDNEY BUILD 2016

Sydney: A

ustralia is famously settled on a wide, vast, brown land, yet it is one of the most urbanised country on earth. However, in the most recent decades, our cities have increasingly created a vast majority of Australia’s wealth and therefore a vast majority of our jobs within a small radius of our largest CBD’s; 80% of Australia’s GDP is derived from the cities. At a recent CEDA keynote address, Minister for Cities and the Built Environment Jamie Briggs said the strong growth is set to continue and projections suggest that Australia will have two cities the size of New York City by 2060, yet the overall population will only be a fraction of the United States. “The reality is as time goes on, Australia will be more urbanised not less. For example, an additional four million people are expected to live in Sydney over the coming decades.” “This will present enormous opportunities, but also create significant challenges, especially for our transport networks.”

a national success story “We can make it an even stronger economic asset by thinking strategically, thinking longer term and investing in the right decisions for the future.” In its recent audit, Infrastructure Australia found that congestion on the Sydney-Newcastle-Wollongong road network is already costing the New South Wales economy $5.5 billion and could increase to $15 billion by 2031 if the right investments are not made. “We must measure to see where we can improve. At the moment, we don’t measure well in Australia and we don’t govern our cities well. There is much to do in this area, but there is much reward if we get it right,” Mr Briggs said. As a vital economic instrument and asset, global cities have grown stronger over the last 20 years and arguably more powerful than they’ve ever been before. “With the growth in South East Asia about to explode with billions of people moving between the rural poor to the urban

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middle class wanting the resources that we have, the knowledge and the know-how we’ve got to help that growth.” “However, to make the most of that opportunity we’ve got to get our cities right. They must be liveable, they must be productive and they must be accessible.” Mr Briggs said the new generation doesn’t necessarily want big houses - they want big lifestyles. Therefore Australia’s cities have got to be vibrant places to attract and retain the best talent. “If we don’t reform, we don’t take an overall holistic approach to this we will fall behind quickly, because the world moves quicker than it ever has before.”

Sydney vital to Australia’s economy 24% of Australia’s GDP originates from Sydney and the city is a vital component of the nation’s economic growth story and future. “Often we talk about housing affordability in Sydney. But it’s actually not affordability which is really the big issues - it’s accessibility. Because you can choose to find affordable housing, it may be an hour and a half away, but that doesn’t really do much for your life, your family, for the lifestyle that you want to choose.” “We need to address the accessibility of that housing and follow the global trend: that people are moving towards our cities.” Mr Briggs said Australia needs to focus on creating cities that are sustainable and attractive to live in with open space, good transport systems and places where people can communicate. “We need to think through a master plan in a strategic way and address the lack of project plans which are available to service the growth. Too often we’re caught behind with the idea of an infrastructure project, but it takes two or three years to get off the ground. We need to address that pipeline issue, so we’ve got more options for the private sector to invest in.” Mr Briggs nominated three major places in Sydney with great potential to grow: the CBD, Parramatta and Western Sydney. “I think the discussion about the airport in Western Sydney is a really important one. This Government will ensure that there’s an airport delivered in Western Sydney. We’ve invested

$3.5 billion with the New South Wales Government on the road infrastructure around the Western Sydney Airport before a plane will even take off.” “We need to have the discussion about how we service the airport with mass transit. We need to work with the New South Wales Government with Andrew Constance, the Infrastructure Minister on what is the need for mass transit from the Western Sydney airport.”

Government collaboration Mr Briggs said there hasn’t been a distinct focus from the Federal Government on the built environment before, something he believes needs to be changed. “What needs to be done is leveraging what role we already play in a disjointed fashion into a much more coordinated and collaborative approach to get the outcomes that we need to make our cities those liveable places, those accessible places, and those

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EVENTS - SYDNEY BUILD 2016

productive places Australia needs them to be to continue growing.” He said now is the time for a dedicated national cities policy to address the increasing challenges facing the major urban centres and therefore the economy. As the first Minister for Cities and the Built Environment, Mr Briggs said his portfolio is fundamentally an economic portfolio created to work in close collaboration with state and local governments. However, to achieve success, the Australian Government will need to work in a collaborative fashion with all levels of government. “This means the cities taskforce that I have created in my Department will have expertise and input from across the government, including from the treasury, infrastructure, social services and potentially expert advice from the private sector.” Mr Briggs said their early work and directions are focussed around three key policy pillars.

Long term integrated planning for more sustainable cities

PROFILE

“We are confident we can make a real difference through the use of multiple policy levers and in particular by using our

powerful leadership position as the national government.” A key element for success of Australia’s cities in the future is more integrated and coordinated planning systems said Mr Briggs. “Already this government has taken steps in this direction by asking Infrastructure Australia to conduct the first ever comprehensive audit of Australian infrastructure, a report that was released in May, informing the first ever 15 year plan due to be released early next year.”

The infrastructure planning and funding for better functioning cities

Alongside the Minister for Major Projects Paul Fletcher, Mr Briggs will be working on exploring new ways for the Commonwealth Government to use alternative sources of funding to deliver more infrastructure projects, but also to encourage greater involvement in these greenfield projects from the private sector. The Government over the past two years has indeed been able to do some of this. Firstly, with the first ever concessional loan for a road project,

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delivering the WestConnex stage two nearly 18 months earlier than originally planned. “Secondly, we have introduced the asset recycling initiative that is helping deliver significant new infrastructure projects, particularly in Sydney with a very sizeable contribution to the new mass transit tunnel under the harbour.” These are examples of new innovation in funding of public infrastructure projects. In addition, each state now has frameworks for dealing with unsolicited bids from the private sector, a framework that has seen the NorthConnex project in Sydney be delivered and finally addressing Australia’s worst infrastructure bottle neck.

Greening our cities for a more livable environment

Mr Briggs said the Minister for the Environment Greg Hunt has done a significant amount of work on improving the liveability of cities from an environmental perspective. “He has been working with the states on a clean air agreement and we are hopeful of an outcome in the coming months. He has long argued the importance of improving urban water systems,

including pursuing potentially exciting new options of ocean outfall projects that offer promising developments in the sustainability of our cities.” “Finally, he and I intend to work closely together on pursuing innovation in powering our cities, working with the full resources of government to make our cities as efficient as possible.” Mr Briggs said Australia is in the growth centre of the earth, with the resources to power this growth and the lifestyle to attract the best talent to drive the nation into the new age of prosperity. “But unless our cities are places this talent wants to live and work, we will fall behind our global competitors. Keeping and attracting the best global talent is absolutely essential and to do that, we need the best cities in the globe to live and work.”

Learn about the future of Sydney’s built environment The Sydney Build Expo will be held from the 10-11 March 2016 at the Australian Technology Center in Sydney. The event will feature two days of CPD accredited conferences, workshops and an exhibition, featuring leading contractors and suppliers to the Sydney construction industry.

EVENTS - SYDNEY BUILD 2016

Bendigo: W

PROFILE

ith three major projects worth more than $60 million planned for the next couple of years, Bendigo is a booming regional city, teaming with opportunities for small construction businesses and larger contractors. The City of Bendigo has been working with Industry Capability Network’s (ICN) Industry Adviser Noel Morton to maximise local involvement in the three projects – an airport redevelopment; a new indoor aquatic, leisure and wellbeing centre; and Bendigo Stadium expansion. As Stan Liacos, Director of City Futures at the council puts it: “we are a city in the process of renewal and re-invention”. “A regional city that stops investing goes backward,” Stan said. “We need to take control of our own destiny.” The council approached ICN for assistance on the project and Stan says both had similar aims: – to strengthen the local economy and keep jobs in the district for the benefit of the community, and to be an attractive option for new residents According to Noel, who is based in Bendigo, the council is “aware they can’t just sit back and wait for connections to be made,

A city teaming with new construction

so they engage with us and we have a good relationship.” Tenders for the lead contractor on the airport expansion closed early December and the tender was expected to be awarded before Christmas. And although none of these bidders are locally-based, both Stan and Noel expect Bendigo companies will be strong contenders for subcontracting packages. The airport redevelopment has a total budget of $15 million from both State and Federal Governments, as well as the local council. The general scope of the upgrade includes: • A new 17/35 Runway (600m by 30m) with increased pavement strength to cater for Code 3C runway operations with a Maximum Take-Off Weight (MTOW) of 25,000 kilogram • The redevelopment will also include the partial upgrade of the existing 05/23 Runway • New taxiways • Installation of a new runway edge lighting system • Installation of a Precision Approach Path Indicator system (PAPI) • Installation of new Movement Area Guidance Signs (MAGs) • Installation of new Illuminated Wind Direction Indicators (IWDI) • Installation of a new Airport Lighting Electrical Control Cubicle and Shelter • Line marking. It is expected the airport will be completed by the end of 2016. The stadium expansion – worth $18 million – and the new aquatic centre – worth $30 million – are both in the expression of interest stage for the lead contractor and according to Stan, there are local companies in the mix for the EOIs. Council expects to be calling for tenders early in the new year,

Step into another dimension at Sydney Build

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to day functions. By partnering with world leaders in integrated systems, building automation and business process management, ineni is providing cutting edge operations management solutions for some of the largest and most complex developments in Asia. By being on the edge of the latest software technology developments, ineni has been fortunate enough to be able to take advantage of the rapid growth in the virtual reality (VR) space. Come see us at our stand for a chat about the future of computer interfaces and what it could mean for you, and you may even get to experience what is arguably the most immersive interface ever produced.

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with completion of both slated for mid-2017. The stadium project will include upgrading and expanding the existing sporting facilities to cater for the growing recreational needs of the community, as well as provide new opportunities to attract sporting and cultural events to the city. The general scope is: • Construction of a new indoor show court (able to be converted into three international sized courts) and catering for 4,000 spectators (approx.) • Construction of twelve new netball courts • Construction of change rooms and court facilities as well as a kiosk/kitchen • Expanded retail and administrative areas; • Improvements to public access to amenities throughout the site and car parking. This work also includes an expansion of the existing stadium’s main structure to the order of 5700m2. As for the aquatic centre, the end result will be a state-of the-art facility providing year round access to a variety of aquatic facilities, as well as and health and wellbeing services. The project broadly consists of: • Construction of a 51.5m x 8 lane competition pool (2m wide) • Construction of a leisure pool with learn-to-swim pool and toddlers’ pool • Construction of a splash pad and water play unit • Construction of a warm water (hydrotherapy) pool • Construction of two spa pools • Construction of a sauna • Construction of a gymnasium • Construction of multi-purpose activity rooms • Construction of wellness and health services activity and consulting rooms • Construction of a cafe and retail merchandise sales area • Construction of shared change areas and amenities • Construction of back-of-house office, storage and plant rooms • External landscaping and a car park. The expectation is that the labour and subcontracting work – from HVAC to electrical work, plumbing, landscaping and more – on all three projects will be primarily locally-sourced. “We have had the fastest economic growth in regional Victoria over the past decade or so,” Stan said, “with a proactive community and council.” “As a bigger regional city, we have critical mass, coming off the back of 10 strong years of growth.”

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PROFILE

Don’t leave your profit in the dirt I

nfrastructure project costs in Australia have escalated over the past decade and the nation’s construction cost performance has come to be considered poor by international standards. In order to sustain long term profitability in an increasingly competitive market, construction managers are being forced to sharpen their focus on productivity. They must look closely at how to maximise the potential of their equipment to drive inefficiency out of their business at every given opportunity. Managing a mixed fleet of vehicles and specialist machinery is one of the biggest costs to any construction firm. Another challenge is managing staff across each operation, from experienced project managers and skilled certified operators, to maintenance staff and supervisors. Given the comprehensive fleet of vehicles and demanding conditions that construction work sites often present, managers need to understand how their equipment is being used to be sure it is working optimally at all times. This is where fleet management technology comes in, providing in-depth jobsite analysis on processes such as asset utilisation, preventative maintenance schedules and work tracking. For example, a fleet manager might challenge the size of the fleet based on usage and reduce costs. If a vehicle is only being used once or twice a month, is it really needed? It is also important to avoid bringing unnecessary assets in. If a project manager hires an excavator for a site, when they have one idling elsewhere, they’re paying twice as much and only getting 50% asset utilisation. Telematics offer insights into financial metrics so managers can see fleet operating costs and how they’re tracking to budget. In addition, managing these assets is very complex, with maintenance schedules varying from one manufacturer to the next and pieces of equipment at different stages of their product lifecycle. Through tracking vehicle wear and tear, managers are able to better predict and plan for servicing requirements, as well as monitor and track vehicles in the case of unexpected breakdown. Managing workflows is another challenge for fleet operators, with technicians and installers traditionally spending a lot of time travelling to and from remote worksites to service vehicles. Idle staff cost money and relying on machine operators and fleet drivers to manually relay information about servicing and maintenance requirements is often inaccurate. Telematics deliver reliable data to help manage those processes and ensure assets

are being completely utilised. For example, each staff member can log in at the beginning of a day’s work and the manager can track their productivity and hours spent on the job. With many different jobs on the go at once, efficiently and effectively managing work plans and rosters is crucial to driving efficiency for any construction business. When markets are tough in any industry, reducing inefficiencies and costs is crucially important to your business. In order to gain added insights to vehicles and machinery, and drive productivity gains, telematics has to be part of your strategy. With the right tools at your disposal it’s never been easier to measure asset performance to help drive new efficiencies and profitability.

About the author Jim French is the Australasian Solution Specialist for Construction Equipment at Navman Wireless, responsible for the delivery of internal and channel construction product training and assisting with new business development opportunities in the construction vertical.

PERSPECTIVE

Taking control of complex projects

By Mark Heath, UniPhi Managing Director

espite vast advances in technology, materials and equipment, major projects continue to fail on a massive scale; with time and cost blowouts, misreporting, and even corruption allegations. It’s clear that managing complex construction projects requires more flexibility and adaptability than the traditional, manual methods of Gantt charts and spreadsheets that many companies, large and small, still persevere with. In today’s diverse work environment, collaboration and transparency are essential to optimise performance and efficiency. A system that provides adaptive solutions to complex problems can bridge the gap between on-the-job effort and project value. There are many things that influence the success or failure of a project that are beyond the control of project managers and even senior leaders in an organisation. The key is to find the right balance of control; enough control so the system isn’t chaotic, but enough freedom to be creative. One of the most high-profile construction fiascos of the past few years – Wembley Stadium in the United Kingdom – involved Australian company Multiplex running almost a year behind schedule and leading to losses in excess of £150 million. Originally, Multiplex blamed the rising cost of steel and arguments with sub-contractors for its situation. However in 2005, the Australian contractor admitted it didn’t actually know how bad the situation was. Poor communication within and between teams is often a major contributor to project failure. This can come from leaders’ and managers’ siloed approach, which leads to a distinct lack of transparency – particularly around costs and time. Silos are present when certain sectors in an organisation are unwilling or unable to share information with others in the same company. Silos reduce efficiency and morale, and may ultimately contribute to a project’s demise. Former Davis Langdon Australia and New Zealand Managing Director, Mark Beattie, says transparency in an organisation is critical to project success. Davis Langdon Australia and New Zealand – now part of AECOM – provides consulting services across the infrastructure, property and construction sectors.

The company has worked on iconic and challenging projects in Australia and New Zealand, including delivering cost and project management services for the Hardened and Networked Army Defence Precinct in South Australia, infrastructure services for the Port Botany expansion in New South Wales, and project and cost management services for the Hutt Hospital in New Zealand. Beattie says disparate or siloed systems come with an inherent corporate risk.

build australia No 5 / 2016

“Transparency enables sustained and viable growth. Without that you’ve got a series of fiefdoms that may be operating effectively, but probably aren’t,” he says. “Fundamentally, project managers are individuals who have their own plans and systems. The challenge is for organisations to join those together and make the reporting and cost processes clear across an organisation instead of holding onto their silos.”

Identifying opportunity and risk in complex projects In addition to the reporting and cash flow issues that influence a project’s success and productivity, complex projects often involve things beyond our control. Author of Leading Complex Projects, Dr Kaye Remington says a key issue with managing complex projects is that project managers don’t realise they’re complex until it’s too late. “Project managers don’t lobby for the right resources or get the right support. They think, ‘I’ve done this before, of course I can cope’. Then things happen that are absolutely out of left field and they compound in complex ways to become something out of control.” The secret to managing complex projects is to analyse the project deeply and early – find out where the complexity might emerge, where it might come from, and how the project needs to be resourced to address these high level risk patterns. “Connecting information is critical. You need to have the knowledge in realtime in order to adapt the project before it’s too late. If we don’t connect the issues as they arise, it can cause a snowball effect, which can be unstoppable,” Remington says. The Queensland

Flood Road Recovery, led by Jacobs Engineering Group (formerly Sinclair Knight Merz) is an example of a huge logistical and administrative project with multiple high-profile stakeholders. Between 2011 and 2014, Jacobs managed nearly $1.5 billion worth of reconstruction work divided into more than 200 contracts. Up to 20 contract administration teams were operating across the state at any one time. Jacobs principal engineer, Robin Vogrincic, says having multiple teams delivering contract administration services to a consistent standard across such a vast geographic area can only be achieved using a web-based program and project management system. “Senior managers needed real-time access to all project data, program-wide metrics and reports from any computer, via the internet,” he says. “This meant system audits could be carried out from head office without the need to interrogate the contents of ringbinders, filing cabinets or a myriad of bespoke Excel spread sheets in remote site offices.”

A new way of thinking To manage things beyond our control, we need to foster complex adaptive systems that offer flexibility; to adapt in response to the environment and thrive in new situations. Complex adaptive systems are made up of many autonomous, interconnected parts that behave as a unified whole – learning from experience and adjusting, not just reacting, to changes in the environment. The key ingredient to having the right level of control in a system, with enough freedom to develop as a complex adaptive one, is transparency of information; and technology is the driver that can provide this. Project management software that can enhance and automate processes will drive productivity, performance and profit for businesses. Systems must automatically gather information from various sources at various sites; then consolidate, integrate and aggregate that information into various views – showing people what they need to see. Each member of the project team contributes to the overall status of the project, meaning the status can be seen in real time without the manual compilation of reports. Technology systems that have functions designed to integrate business activity and encourage people to communicate provide powerful insights into how management’s direction, values and strategy, are perceived across the broader organisation. Too many projects can drift into darkness, but the right technology keeps the spotlight focused on the important things.

PERSPECTIVE

Big changes to come

he latest industry forecasts show the crucial role the building and construction sector is playing in rebalancing the Australian economy, as it transitions from mining and housing booms towards moderation in a services based economy. The latest Australian Construction Industry Forum (ACIF) forecast outline the changes in demand for the next decade for residential and non-residential building and engineering construction - and therefore the employment prospects of the one million Australians working in the industry. “The November 2015 ACIF Forecasts highlight the quick pace of change in our economy, with major changes in our outlook for building and construction across Australia since our last forecast,” said Adrian Harrington, Head of Funds Management for Folkestone and Chair of ACIF’s Construction Forecasting Council. Mr Harrington said the latest data shaves off between $2-4 billion per year for the next three years in anticipated work demand. “This is a substantial change in the prospects for businesses large and small, from designers and constructors to individual tradespeople as well as young people seeking to enter the workforce.” “It will also have significant implications for the Australian economy as it continues to transition away from mining.” “The big shift in the outlook largely reflects the dip we are experiencing from a recent peak in spending in Residential Building, plus the continuing decline from the peak in Engineering Construction we enjoyed with the mining and resources boom,” said Kerry Barwise, head forecaster for ACIF. “Australia’s macro story is changing, and this affects

requirements in building and construction. Population growth rates have been revised downwards, reflecting falls in immigration from recent peaks. The reduction in growth in the working age population also has profound implications for future employment, unemployment and economic growth.”

The highs and lows in construction Despite the large contraction in work done last year, employment in construction activities increased by 1.4% to 1,043,000 jobs. It appears that growth in labour intensive Residential Building has more than offset the decline in more capital-intensive Engineering Construction. Non-Residential Building Non-Residential Building fell by 0.3% last year – a loss of $122 million in work done – with further reductions to come. However three sub-sectors in particular, Health and Aged Care, Offices and Retail and Wholesale Trade, will reverse the trend due to nonmining business investment, and will grow in 2015-16. Engineering Construction Engineering Construction activity surged over the last few years peaking at $129 billion in 2012-13, driven by investment in mining and heavy industry as well as an expansion in related infrastructure. The investment phase of the mining boom has come to an end and the levels of engineering construction activity are now falling. However infrastructure investment across Australia is projected to be sustained at current levels or grow.

build australia No 5 / 2016

What is to come - state by state ACT Residential Building is tapering off, but a further increase in work done is predicted in 2015-16, furthering the 7% uptick experienced in 2014-15. An increase in Non-Residential Building last year ended three years of contraction in this category. A jump is foreshadowed in 2015-16 for Engineering Construction, reflecting spending on infrastructure projects announced and funded in the recent Australian Capital Territory budget. NSW New South Wales is at the forefront of rebalancing its economy and making adjustments in construction activity and growth in Residential and Non-Residential Building is exceeding declines in Engineering Construction. A net increase in construction activity is expected to put New South Wales into the leadership position in the state construction stakes over the next two years. NT Construction activity in the Northern Territory surged over recent years to reach a total of $9 billion in 2014-15. The Territory achieved 86% growth last year. After growth of 26% in Residential Building in 2013-14, the Territory was the only state to miss on growth in this sector last year however growth is coming in two Residential Building sub-sectors for the next two years. As projects reach completion over the next two years, Non-Residential Building will hover at around $1 billion per year. SA Building and construction activity contracted in South Australia to $11 billion in 2014-15. Engineering Construction, which had been the driver of growth in construction activity in South Australia for some years, is now on a downslide. Looking into the medium to longer term, South Australia’s Non-Residential Building will grow broadly in line with general economic activity. A growth blip this year, reversing a downturn since this sector’s peak in 2008-09, reflects expectations that South Australia will receive a share of the ongoing nationwide recovery in activities such as Accommodation, reflecting increased service provision in areas such as tourism and education. QLD Construction activity is on a downslide in Queensland. Total activity fell by $13 billion last year and three more years of contraction are ahead. The decline is being driven by a downturn in Engineering Construction. This has spread from sharp falls in Heavy Industry, to include falls in related infrastructure including in Electricity and pipelines, Bridges, railways and harbours. The end of the mining boom also seems to be suppressing nonresidential building work with further contractions in Office and

Other commercial building in prospect. An upturn in Residential building has defied the end of the mining development boom. There is still more Residential Building work in the pipeline, although growth will be at a slower pace. TAS Residential Building in Tasmania had been on a downtrend since 2008-09, however last year saw an uptick of $2.8 billion, reflecting increases in New Houses and New Other Residential. A fall in Engineering Construction is in prospect over the medium term as current projects are completed, mainly in Electricity and Pipelines construction and Roads. Growth in Non-Residential Building activity will be volatile reflecting changes in the mix and the arrival and departure of a relatively small number of projects, but the trend is expected to come out at around the same rate of growth in the economy at large as economic activity is ‘rebalanced’ with less dependence on mining and resources and more investment follows emerging opportunities in tourism, education, health and aged care and innovative manufacturing and commerce. VIC Total construction spending in Victoria has been on a steady uptrend over recent years to arrive at $42 billion in 2014-15. Residential Building activity dominates the picture in Victoria, and has been growing steadily since 2006-07, defying the downturn that came with the GFC, to amount to $23 billion by 2014-15. There have been concerns about saturation of the market for apartments and townhouses and leading indicators suggest that growth has peaked. Engineering Construction activity in Victoria peaked in 2011-12 and continued its downtrend with a 5% contraction in 2014-15. This reflects a sustained downtrend in Water and Sewerage, and Electricity and Pipelines and in Heavy Industry including Mining. Further falls in these areas are in prospect over this year (2015-16). WA Declines have spilled over into supporting infrastructure including construction of Bridges, railways and harbours, electricity and pipelines and Water and sewerage. Overall, Engineering Construction activity fell by 10% last year and a further deeper fall of 19% is expected this year. Non-Residential Building activity has grown from around $2 billion in 2003-04 to peak at $6 billion in 2011-12 and Residential Building in Western Australia has shown an upturn over the last two years. Western Australia has seen particularly strong increases in New Other Residential building over recent years and a more recent uptick in New Houses. The leading indicators suggest that growth rates have peaked and New Other Residential may even be on the decline with the net effect resulting in continued growth in Residential Building this year, albeit at a lower level of growth than last year.

PROJECTS

Images courtesy of Barangaroo South/ Lendlease.

Barangaroo reaches new heights

n Sydney’s harbour foreshore, Australia’s premier commercial hub is becoming a reality with the recent topping out of Tower Three as part of the International Towers Sydney. Standing tall at the heart of Barangaroo’s commercial precinct, International Towers Sydney and its future-focused workplace will become a renowned financial and professional services address. The buildings will demonstrate the latest thinking in workplace design and sustainability. After 23 months of construction and 1.3 million worker hours, the New South Wales (NSW) Premier, the Hon. Mike Baird MP joined Lendlease Group Chief Executive Officer and Managing Director Steve McCann, to celebrate the completion of the 39 storey, 79,281m2 building’s central core. NSW Premier Mike Baird said the International Towers Sydney is one of the key projects fuelling the multi-billion dollar construction boom currently underway across the city and state. “We are seeing a dramatic transformation at Barangaroo South which will strengthen Sydney’s competitive position in the Asia Pacific region as both a major financial services hub and Australia’s leading tourism destination.” From mid-2016, approximately 5,500 employees will move into Tower Three, which was designed in collaboration with Londonbased architectural firm, Rogers Stirk Harbour + Partners. Barangaroo will be one of the greenest residential, leisure and commercial precincts in the world – a place for forward-thinking organisations looking for the right environment for their people. Like its sibling buildings Towers One and Two, Tower Three is one of the largest high rise office buildings in Australia to receive a 6 Star Green Star Office Design v3 rating from the Green Building Council of Australia (GBCA). Mr McCann said Lendlease have designed and delivered more sustainable buildings in Australia than any other developer, and

International Towers Sydney will continue this legacy as the most sustainable, iconic and desirable office address in Sydney. Tarun Gupta, Lendlease’s Chief Executive Officer, Property, said sustainability is an integral part of their business, and the green building movement and work of the GBCA is a part of a revolution that will transform the way we live. “By 2030, almost 60% of the world’s population will live in urban areas and we are planning for this by creating the next generation of sustainable property and infrastructure solutions.” Barangaroo is targeted to become Australia’s first large scale carbon neutral community. It is also one of the first projects to be registered under the GBCA’s Green Star – Communities PILOT rating tool that assesses green solutions on a precinct scale, rather than individual buildings. As the highest honour on the internationally-recognised sustainability rating system, the 6 Star Green Star - Office Design v3 rating certifies world leading developments and underpins Lendlease’s vision to create the best - and most sustainable - places. GBCA’s Chief Executive Officer, Romilly Madew, said International Towers Sydney is set to be an extraordinary project that demonstrates the latest thinking in the future of sustainable workplaces. “Lendlease secured enough points for a 6 Star Green Star rating in its first round submission - this is a rare feat.” “Typically, building projects require more than one round of assessment to achieve a Green Star rating. Lendlease could rest on its laurels, but instead chose to proceed to round two to secure maximum points and demonstrate its enduring commitment to sustainability,” she said. When completed in mid-next year, the lobby and podium of Tower Three will have a range of retailers including David Jones and Campos Coffee, as well as a medical centre, a pharmacy, a noodle bar and a fresh food providore.

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Project: Barangaroo - Lend Lease

PROJECTS

New link to Sydney’s biggest development B

arangaroo is a new development of Sydney’s central business district (CBD) which will create a bold new place to live, work and visit. The development will generate approximately $2 billion per annum to the New South Wales economy and provide over 11 hectares of newly accessible public domain for the 23,000 permanent workers and 33,000 visitors that are expected to access the area. With such a remarkable increase in population to the area, public access to the precinct had to be addressed by the city. “There was a big need to increase the pedestrian access and the ease of use of the new development,” says Peter Church, Project Director, Precincts and Infrastructure, for Transport for NSW. “The previous Kent Street access had a capacity of 8,000 people per hour and would not be able to handle the expected increase in pedestrian traffic. And with heavily trafficked streets surrounding the area we had to come up with a solution.” The Wynyard Walk project is currently under construction and will be a fully accessible pedestrian link between Wynyard Station and the CBD’s developing western corridor and Barangaroo. The project will increase the entry and exit capacity of Wynyard Station to meet current and future demands for the new Barangaroo waterfront development. Mr Church says almost 70% of the project is now complete and it is on track for completion by mid-2016, just in time for the three Barangaroo office towers to be populated. “Wynyard Walk will be a world class pedestrian link between one of Sydney’s busiest train stations and the new Barangaroo development. This project will deliver significant change and improvement to public transport and access for people living and working in the CBD.” When complete in 2016, Wynyard Walk will allow pedestrians to easily get from the Wynyard transport hub to the Barangaroo waterfront in approximately six minutes, avoiding steep inclines and road crossings, meaning a safer way to travel by foot. The project includes a new pedestrian bridge over Sussex Street, a new public plaza at Napoleon Street, a new western entrance to Wynyard Station at Clarence Street, and a 110 metre underground tunnel connecting the new public plaza and the new western entrance to Wynyard Station. “Keeping Sydney moving is a massive job – Wynyard Walk will provide capacity for 20,000 pedestrians per hour during the morning peak,” says Mr Church.

The new Clarence Street entrance to Wynyard Station required the demolition of two buildings on Clarence Street and excavation of an 18 metre deep portal which will provide direct underground access to the station and Wynyard Walk. “Constructing the Clarence Street Portal has been one of the most difficult parts of the project. Working in the CBD is never straight forward. Completing major structural work underneath occupied buildings, some of them heritage listed, has provided unique challenges for the team.” The Clarence Street portal is a structure surrounded by glass which creates an open and airy environment. It is the western entry point to the Wynyard station which also gives access to the Wynyard Walk Tunnel. “The Clarence Street Portal is a very complex structure and has had many challenges. It is essentially a box with holes cut out of it. It is approximately five storeys high with three of the storeys below ground. The result is a structure that was difficult to design – and difficult to construct.” The Wynyard Walk Tunnel is a three and a half metre high

build australia No 5 / 2016

Key features Key features of the project include:

by nine metre wide underground pedestrian link, which leads to the Napoleon Plaza. The pedestrian tunnel is constructed some seven metres beneath Margaret Street, a massive engineering and construction challenge in the middle of Australia’s biggest and busiest city. “The tunnel was also a challenge,” says Mr Church. Prior to any other work, 20,000 tonnes of clay rock was excavated to make way for the tunnel. In early 2014, construction was put on hold to allow archaeologists to work on the site to preserve significant European and indigenous artefacts unearthed during the excavation. Because of the tunnel’s location and its proximity to other buildings there were many restrictions and requirements that had to be followed. “During the tunneling there were many things to consider including the noise and vibration restriction due to nearby businesses and schools. Balancing the needs of all our neighbours required the team to find a great solution – an acoustic shed was built to mitigate the noise disturbance, allowing work to be carried out without causing disruption for our neighbours.” Since the tunnel passes adjacent to the 1 Margaret Street building the additional loads imposed by this structure had to be accounted for within the tunnel design, creating another challenge for the team. Enabling works involved the construction of a new underpinning structure for the building carpark. This included building new post tension transfer walls within the carpark to ensure the structure was adequately supported both during and after construction of the Wynyard Walk tunnel. In April the tunnel reached a milestone with the end to end breakthrough. It is currently undergoing the final concreting and

• a new western entrance to Wynyard Station (Clarence Street portal) to provide direct access to Wynyard Walk, the Kent Street tunnel and the station concourse •

(approximately 180 metres long)

• a new paved pedestrian plaza at the intersection of Kent and Napoleon Streets that will include landscaping, street furniture and lighting • a pedestrian bridge over Sussex Street, with lifts and escalators connecting to the Barangaroo development.

Benefits The project will: • accommodate the increase in demand for pedestrians travelling from Wynyard Station to the Barangaroo development • provide a safe and quick route for pedestrians to get from Wynyard Station to the city’s western waterfront • provide relief to the congested western corridor by separating pedestrian movements from bus, road and cycle routes • provide improved access for people with a disability, those who are older and people with strollers and luggage. lining work and is fast approaching completion. Moving on from the tunnel, pedestrians and commuters will enter the Napoleon Plaza, a paved public area with a glass canopy over the entrance to the tunnel, as well as landscaping, street furniture and lighting. The plaza will provide a welcoming and safe meeting place and connect the underground walkway with a new Sussex Street pedestrian bridge. The bridge stretches over a heavily trafficked road and is the final link from the Wynyard Walk to the foreshore. It was the first part of the project to be opened in October 2015.

PROJECTS

Gas, electricity and water; not the ingredients one would typically mix. But Jemena understands this utilities blend, and the importance of safe and reliable supply to millions of households and businesses every day.

Three elements

for a successful interior fitout

build australia No 5 / 2016

ith more than $9 billion worth of major utility infrastructure, Jemena owns and operates a diverse portfolio of energy and water transportation assets across the east coast of Australia. So it’s appropriate that the company’s tagline is ‘Bringing energy to life’. Jemena are walking the talk and living this tagline with an energetic refurbishment of their Sydney headquarters. “Jemena have redesigned their Sydney workplace to bring vibrancy and energy into their working environment,” says NDY senior associate Laurent Laberibe. NDY collaborated with Jemena and the project team to design and construct the fitout across seven floors of Jemena’s new Walker Street location. “Jemena has taken the opportunity to co-locate the business into one office to promote collaboration between teams and assist the business with becoming a world class owner and manager of energy delivery assets,” says Jemena’s General Manager of Property and Construction, Karen Ward. The project involved the fitout of seven levels of offices with works including two intertenancy feature stairs joining levels 11 and 12 and levels 14 and 15. “The fitout was spread across 5,500m2 and included open plan working areas, collaboration rooms, meeting and training rooms, kitchens and breakout areas and the installation of a 24 hour dedicated control room for Jemena including install of a backup generator craned onto the roof of the building,” adds Laberibe. According to Laberibe, understanding and translating Jemena’s complex and critical business requirements into the engineering design was critical to the final outcome. “We have completed other projects for Jemena including offices, workshops and warehouses both in Sydney and Melbourne, so we intimately understand their business imperatives.”

But this fitout had unique challenges. “Working on a live ‘business-as-usual’ site is always challenging,” adds Laberibe. NDY provided building services including mechanical, electrical, fire and hydraulics, but Laberibe says it was the specialist consulting which particularly benefited the project. “There was significant consideration required for the design of the mechanical and electrical services to serve the Jemena Control Room, which is occupied 24/7 and requires a high level of redundancy,” he says. NDY also faced great challenges in incorporating these systems within the existing building infrastructure, including an appropriate location for a new generator. “There was also a high level of design coordination required for bespoke features, including the internal staircases,” says Laberibe. “Due to structural complications, large steel beams had to span across the existing columns and structural walls which put significant pressure on the mechanical services design. So collaboration was key.” Jemena created a strong collaborative environment amongst all project partners and stakeholders, which resulted in a fully immersive and cross-functional operating environment. “NDY collaborated with Jemena and the project team to achieve a workplace that helps Jemena operate safely and productively, while occupying a healthy and fully functional environment,” says Laberibe. According to Ward, it was this collaborative approach that has underpinned the overall success of the project and the quality of the refurbishment. “Jemena is responsible for managing critical infrastructure, so it was important the team were able to work together closely to ensure the project was delivered on time, on budget and without issue,” says Ward. “Although the team faced many challenges, Laurent and the team always ensured progress was being made, we were kept abreast of all issues and most importantly he ensured an open and honest relationship between client and consultant was maintained. This was a major contributing factor to the success of this project.” On its website, Jemena says that “Being a good neighbour means we want to enrich the welfare and amenity our customers and communities enjoy.” With this fitout, Jemena also highlights that looking inwards and ensuring staff are happy, engaged and fulfilled is key to a successful business. The team Norman Disney & Young “It’s about getting (Engineers) the right mix,” Woods Bagot (Interiors Designers) says Laberibe. “Just like architecture, FDC (Builder) engineering and Montlaur (Project Managers) construction; or water, MBM (Cost Consultants) gas and electricity.”

SAFETY

Drug and alcohol testing now compulsory in the construction sector T

he construction industry is a high risk industry where the risks associated with the use of heavy machinery, mobile equipment, working in congested areas and working from heights, are accentuated by the effects of alcohol and drug use. In 2012 a survey by the Sustainable Built Environment National Research Centre at the Queensland University of Technology found that a number of construction workers in Australia were risking safety by drinking or consuming drugs. The research team spoke to 500 labourers, managers and also office staff that work in the construction industry and concluded that 58% were ingesting alcohol at what is considered a hazardous level, and 15% were risk health issues. More than a third of those surveyed had consumed ecstasy or amphetamine substances in the previous 12 months and 16% had admitted to using marijuana, levels that are higher than the Australian population in general. Researcher Professor Herbert Biggs said at the time that of those interviewed the majority was male, over 35 years of age and they did not have a comprehensive understanding regarding the effects of alcohol and drugs and the impairment they cause for work performance. Since the 2012 data was released, there have been many recommendations, frameworks and guidelines released to help combat this growing problem. However, it was not until October this year the Australian Government took real action and introduced amendments to the Building Code to ensure highaer standards of workplace safety for construction sites. The Building Code will now require contractors on taxpayerfunded construction sites to have a comprehensive policy for mandatory drug and alcohol testing to drug and alcohol testing on construction sites. All building industry participants involved in Commonwealth funded building work must ensure that a zero tolerance for drugs and alcohol is enforced. Announcing the changes, former Employment Minister Eric Abetz said, “Safety is a paramount consideration on construction sites. It is simply an unacceptable risk to the health and safety of employees and the public to have workers affected by drugs or alcohol on construction sites.”

“It is essential that workers on construction sites do not present a risk to themselves, their co-workers, and the public by having drugs and alcohol in their systems,” Minister Abetz said. “The Government is committed to the Building Code to ensure taxpayer funded sites operate safely and efficiently, and projects are delivered on time and on budget,” he concluded.

What the new fitness for work policy must include In addition to the requirements they already have under the Building Code, building contractors or building industry participants subject to the Building Code 2013 undertaking building work for which: • the value of the Commonwealth’s contribution to the project that includes the building work is at least $5,000,000 and represents at least 50% of the total construction project value; or • the Commonwealth’s contribution to the project that includes the building work is at least $10,000,000 (irrespective of its proportion of the total construction project value), • must include in its management plan for Work Health Safety & Rehabilitation a fitness for work policy to manage alcohol and other drugs in the workplace that applies to all persons engaged to perform building work on a project. The fitness for work policy must include, as a minimum, the following: • how those on site will be required to comply with the policy; • the use of an objective medical testing method to detect the presence of drugs or alcohol; • the requirement that certain substances are tested for (as a minimum); • that a person returning a positive result will be deemed not fit for work (zero tolerance); • that a person returning a positive result will be prevented from working until they can prove they are fit to return to work; • minimum frequent and periodic testing;

build australia No 5 / 2016

While the amendments do not apply to all building works, it would be considered best practice to adopt these requirements in any building works subject to the Building Code, irrespective of the level of the Commonwealth funding.

What are the minimum standards? The fitness for work policy of the principal contractor must require the use of an objective medical testing method to detect the presence of drugs or alcohol in a worker’s system. It must also outline which detection method is to be used on the project and outline the processes in place when a positive test is returned. There is no mandatory form of testing. Urine testing and saliva testing are both permitted.

What substances should be tested for?

• procedures for selection of personnel to be tested (staged selection or random); • procedures for targeted testing; and • counselling and assistance provided to workers attending work affected by drugs or alcohol.

How will the changes to the Building Code be enforced? Fair Work Building and Construction will be responsible for auditing building contractors to ensure those subject to the Building Code have in place a compliant fitness for work policy. Under the Building Code, Inspectors may generally exercise any of their compliance powers under the Fair Work Act to ensure compliance with the Building Code such as commencing litigation or imposing sanctions. Sanctions that may be imposed against companies for breaching the Building Code include: • a formal warning. • exclusion from tendering opportunities for a fixed period of time. • a reduction of tendering opportunities for a fixed period of time for projects over a certain value or in a specified area or region.

All of the following substances must be tested for by the principal contractor: • Alcohol • Opiates • THC • Cocaine • Benzodiazepines • Amphetamines • Methamphetamines

Who is to be tested? Principal contractors must outline in their fitness for work policy the procedures in place for the selection of personnel to be tested, including staged selection across a worksite or random selection for testing if the entire workforce is not to be tested in a testing round. As a minimum, frequent and periodic drug and alcohol testing of both construction workers and site office workers (who are also undertaking building work) should be conducted as follows: • where there are less than 30 workers on site – at least 10% of the workforce; • where there are 30 to 100 workers on site – a minimum of 5 workers per month; and • where there are greater than 100 workers on site – a minimum of 10 workers per month.

Getting your drugs and alcohol testing policy in place

How frequently is testing required?

The new requirements under the Building Code 2013 to test for the presence of alcohol and drugs have been modelled on those that previously applied under the former Victorian Construction Code, so many contractors will already be familiar with them, or indeed have a near-compliant policy in place.

The minimum frequency for random drug and alcohol testing by principal contractors is at least once per month. Principal contractors must also outline their procedure for targeted testing of higher risk activities, voluntary testing and for-cause testing.

PROFILE

SAFETY

New testing requirements for building sites

he recent changes in mandatory drug and alcohol testing in the construction industry mean businesses subject to the Building Code may be required to institute a drug and alcohol program that covers testing all staff including onsite subcontractors and office workers. These changes more closely align civil construction projects with other hazardous industries, including rail transport and aviation. While some businesses may resist this change, worker safety is one of the most important aspects of business, and drugs and alcohol can have a serious impact. The 2013 National Drug Strategy Household Survey identified that workers of all ages, genders, occupations and backgrounds use or misuse substances, but the most at risk group are younger, non-university-educated males – a significant portion of the construction workforce. Immediate feedback from the Building Code changes has been mixed, but some businesses have welcomed the opportunity to address drugs and alcohol on the work site, seeing a number of key benefits:

Safety Workers under the influence may have less physical or mental capacity, and when there are vehicles, plant and machinery, and power tools on site, this can make an extremely hazardous building project. Studies have found over 30% of injured drivers could have impairing substances in their system.

Productivity Workers using drugs and alcohol during or shortly before work are less productive, experience higher absenteeism and have faster turnover. Alcohol has even been associated with higher levels of work stress.

Morale Lower levels of job satisfaction have been reported by workers where a permissive culture of drug and alcohol use exists – even in those that don’t partake. As a leading national workplace health and safety firm, Medvet provides a number of recommendations about how to run an effective drug and alcohol program to help keep your business safe:

Drug and Alcohol Policy The first hurdle is putting in place an effective drug and alcohol

policy. Your policy should address all the unique areas of your expectations, including: • where, when, and to whom it applies, • the specific, measurable expectations such as breath alcohol levels, • if testing, how many people, how they’re selected, what is tested (oral fluid vs urine), and how often, • and what happens if workers breach the policy, including leading in to your Employee Assistance Program. It’s important when writing your policy you make it as clear-cut as possible. If you get specific about what you expect from your team and communicate those expectations sufficiently, you will have a strong foundation for a drug and alcohol safe worksite.

Education From both a practical and enforcement point of view, there is no point having a rigorous policy if your team aren’t properly informed. Introducing your staff to the risks involved with the use of drugs and alcohol highlights why you’re implementing a program, then let them know your specific expectations.

Testing When your policy is ready and your team know what to expect, you can test. When selecting a provider, there are a few things to look for: • Quality and consistency – are they independently accredited (e.g. NATA), and do they meet the Australian Standards? • Experience and expertise – when the safety of your workers is at stake, experience in delivering a reliable service counts • Coverage and suitability – do they have 24 hour availability on-site after an accident, or deliver the kind of testing you require? There are many aspects to implementing an effective drug and alcohol policy and procedure, but the main objective is to ensure a safe worksite for all. Source: AIHW (2014) National Drug Strategy Household Survey detailed report: 2013 Drummer, OH, Gerostamoulos, J, Batziris, H, Chu, M, Caplehorn, JRM, Robertson, MD & Swann P (2003) The incidence of drugs in drivers killed in Australian road traffic crashes; Forensic Science International Vol. 134; pp154–162 Gates, P, Grove, R, & Copeland, J (2014) Substance use in the Australian workforce: Findings from two national surveys; Australian & New Zealand Journal of Health, Safety and Environment,Vo. 30, Iss. 1; pp 1-15 Frone, MR (2009) Does a Permissive Workplace Substance Use Climate Affect Employees Who Do Not Use Alcohol and Drugs at Work? A U.S.National Study; Psychology of Addictive Behaviours;Vol. 23, Iss. 2; pp 386–390

Drugs & Alcohol: Is your construction site at risk? Medvet can help you implement a complete drug and alcohol program incorporating: • Policy Development: A clear, comprehensive, and enforceable policy to meet your obligations and the challenges of site safety • Training & Education: Educating your workforce on the impacts and implications of unsafe drug & alcohol use on construction sites • On-site & Laboratory Testing: NATA-accredited, reliable, and quality drug & alcohol testing services, on-site where and when you need

Medvet can help you meet your Drug & Alcohol testing requirements under the Building Code. Medvet is a Registered Training Organisation (40379) and NATA accredited (Section 2 AS 4760 & AS/NZS 4308 including Appendix A) drug and alcohol testing company using Australian Standard compliant urine and oral fluid drug test devices and assessed and certified Collectors nationally.

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SAFETY

PROFILE

Taking action on drug use R

ecent amendments to the Building Code dictate contractors on Commonwealth building sites must actively ensure their workers are not impaired by illicit/prescription drugs or alcohol. Further, building and construction companies must have a comprehensive policy for managing drug and alcohol issues. This comes about as the Construction, Forestry, Mining & Energy Union (CFMEU) is concerned about the increased use of Methylamphetamine (‘ice’) by its workers. Use of the drug ‘ice’ more than doubled during the period 2010 to 2013 according to the National Drug Survey and the building and construction industry is behind other industries (such as mining, transport and defence) when it comes to drug testing. An industry that ‘undertests’ is an industry that attracts drug users, according to Gavin Holland of Royal Medical Supplies, one of the largest suppliers of drug testing devices in Australia. “What we see and hear regularly is prospective employees migrating to a workplace where there is no drug testing in order to maintain their drug-use lifestyle. These people are putting themselves, their work colleagues and their employers at risk and such risks could inexpensively be avoided.”

Effective from October 16, 2015 contractors must amend their workplace health and management system to include drug and alcohol management. These amendments are outlined in Schedule 3 of the new Fitness For Work document which can be obtained from the Australian Government’s Fair Work Building and Construction website. It covers: • the need for an updated drug and alcohol policy and systems in place enabling compliance; • the requirement to test for Alcohol, Opiates, THC, Cocaine, Benzodiazepines Amphetamines and Methamphetamines; • the frequency of testing based on the number of workers on site; • random, targeted and return to work testing, and • methods for handling ‘non-negative’ results. Companies contracted to the Commonwealth and Territories need to take notice of these amendments to the Building Code and seek professional advice in order to maintain compliance.

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DiD you know? Recent amendments to the Building Code dictates that contractors on Commonwealth building sites must actively ensure their workers are not impaired by drugs or alcohol and building and construction companies must have a comprehensive policy for managing drug and alcohol issues after october 16, 2015.

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GRAND DESIGNS

Architecture at all scales celebrated at National Awards

Commercial Architecture - Harry Seidler Award - JPW Johnson Pilton Walker - 50 Martin Place - Image by Peter Bennetts.

Commercial Architecture - National Award - HDR Rice Daubney - The GPT Group’s Wollongong Centre - Image by Brett Boardman.

Interior Architecture - Emil Sodersten Award -Francis Jones Morehen Thorp -BankstownLibrary and Knowledge Centre Image by Christian Mushenko.

Residential Architecture Multiple Housing Frederick Romberg Award - Jackson Clements Burrows Architects - Upper House - Image by John Gollings.

(LEFT) Sustainable Architecture- David Oppenheim Award - HASSELL -The University of Queensland - Image by Peter Bennetts. (RIGHT) Public Architecture - Sir Zelman Cowen Award -ARM Architecture Shrine of Remembrance Gallery - Image by John Gollings.

he 2015 winners of the Australian Institute of Architects’ National Architecture Awards were announced at a special ceremony in Brisbane on Thursday 5 November. 42 projects shared a total of 46 national honours in the coveted Awards program spanning 14 diverse categories. ARM Architecture’s Shrine of Remembrance – Galleries of Remembrance, the culmination of a masterplan for the Melbourne monument that was established 15 years ago, won the 2015 Sir Zelman Cowen Award for Public Architecture. The sought-after distinction was presented by the jury for the ‘masterstroke’ of cutting courtyards into the historic grassed mound, resolving ‘the programmatic challenges of turning a landmark monument into a major museum and gallery building while keeping intact the original urban design concept’. “This outstanding final stage reinstates the symmetry of the four quadrants of the Shrine’s original 1927 layout. What is remarkable about these latest additions is that they enhance the appreciation of the existing monument while confidently creating a new and intriguing visitor experience,” the jury said. The National Architecture Awards program has been held annually since 1981 and is one of the largest of its kind in the world. In 2015, there were 861 entries (753 projects) from around the country and abroad for the 14 national categories. Entries progress through Regional and Chapter Awards, with projects receiving awards and Named Awards at Chapter level being eligible for the National Awards.

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MEGA STRUCTURES

The largest multifunctional building in the Netherlands

De Rotterdam is an unmissable feature of Rotterdamâ&#x20AC;&#x2122;s skyline.

build australia No 5 / 2016

he largest multifunctional building in the Netherlands has been completed. In less than four years after starting construction, MAB Development and OVG Real Estate have turned over De Rotterdam to its future users. Mischa Molsbergen, Project Director of De Rotterdam C.V. said, “This is a really unique achievement, made possible by the professionalism and enormous commitment of all parties involved in the realisation of this project. Aside from the fact that De Rotterdam is a beautiful new icon of the city, superlatives apply to every part of this building. To list but a few numbers: it’s a building with more than 7,500 spaces, based on around 40,000 drawings, with, on a daily basis, up to 800 construction workers on site at the same time. For this reason, as developers, we proudly turn over this building to the city and the new users and we are confident that this vertical city will function successfully”. De Rotterdam, in total 160,000 m2 of floor space on an area the size of just one football field, will on average hold around 5,000 people on a daily basis. Aside from being the most densely built-up piece of land in the Netherlands, this will make it the most densely populated area too. De Rotterdam, with its 60,000 m2 of office space, hospitality and catering covering around 1,500 m2, a four-star lifestyle hotel with conference and event facilities and 280 rooms, a car park with space for 670 vehicles, 240 apartments and leisure facilities is a vertical city on the Wilhelmina Pier. The building at the foot of the Erasmus Bridge is already an unmissable feature of Rotterdam’s skyline.

New icon in the centre of Rotterdam The signature of OMA/Rem Koolhaas can be found in every detail, for instance in the 8.5 metre high, light central hall that spans the entire width of the building with travertine wall coverings and natural stone flooring, an impressive atrium, brass wall coverings in the lift area and the reception. De Rotterdam consists of a six-storey base approximately 30 metres high. On top of that there are three transparent towers with around seven metres of space between each of them. The glass façade of the building means that there are floor to ceiling windows on all floors, which opens up the building to its environment.

Involved parties De Rotterdam is a development by De Rotterdam C.V., a joint venture made up of MAB Development from The Hague and OVG Projectontwikkeling from Rotterdam. The design of De Rotterdam is by OMA. In total seven different contractors were involved in the realisation of De Rotterdam: Züblin Nederland (construction), Roodenburgh Installatie Bedrijf (installations), TGM and Scheldebouw (façade), Kone (lifts), Eneco (heating/cooling), and SBB (hotel finishing).

Sustainability

Mid-tier buildings under the energy productivity spotlight I

mproving energy productivity has been identified as one of three key themes in the Australian Government’s Energy White Paper, which sets out Australia’s policy approach to energy over the coming years. Improving building performance is widely regarded as one of the most cost-effective opportunities to deliver energy and greenhouse gas emissions reductions. The Australian Government’s Department of Industry Innovation and Science recently commissioned the Green Building Council of Australia (GBCA) to undertake a research project, Mid-tier commercial office buildings in Australia: A national pathway to improving energy productivity, with support from Sustainability Victoria, City of Melbourne and EY. The report has resulted in a new pathway for mid-tier commercial office buildings which aims to tackle the energy productivity of up to 80,000 buildings around Australia. Mid-tier office buildings are generally under 10,000 square metres, with a diverse ownership profile. They have a lower level of energy efficiency than premium or A-grade assets often due in part to being older buildings with original HVAC systems, minimal controls and outdated lighting. It is rare for these buildings to have an on-site dedicated team for facilities management. Vacancy rates are typically higher and lease terms are typically shorter than those of premium or A-grade assets.

Next to no stars here Many premium and A-grade buildings have already undertaken energy efficiency upgrades and either have, or are moving towards, Green Star certification and high (4 star+) NABERS Energy ratings. “23% of our CBD office stock is now Green Star-rated, and the industry has been extremely effective at tackling the energy efficiency of premium and A-grade building stock,” says the GBCA’s Chief Executive Officer, Romilly Madew. The uptake of energy efficiency improvements has been slow in the mid-tier sector due to barriers such as lack of awareness, difficulty in accessing capital and information, lack of networking among mid-tier owners and tenants, split incentives, lack of skills and expertise amongst industry professionals. The City of Sydney has found that mid-tier buildings that have completed a NABERS Energy rating have an average rating

of 2.4 stars, compared to an average of 3.5 stars from the larger institutionally-owned buildings. This data would be skewed by the fact that this set of buildings was taken from a large capital city. Buildings outside of this area would potentially have an even lower level of energy efficiency. Over in Western Australia, Y Research looked at buildings within the Perth metropolitan region. All of the premium grade buildings in 2014 had NABERS ratings, with A-grade rated buildings at just over 80% (some of this missing 20% may be due to the NABERS rating having lapsed). The figure drops dramatically with only 26.4% of B-grade properties having a rating, 11.7% of C-grade properties and 6.8% of D-grade properties have a NABERS rating. It might be a reasonable estimation to conclude that the rest of the Australian market is of a similar scale, perhaps a little higher on the East coast. The 2012 Baseline Energy Consumption and Greenhouse Gas Emissions in Commercial Buildings in Australia report shows that smaller sized office buildings (which show a correlation to PCA grade) have a higher likelihood of being more energy intensive than the larger assets (2,000m2 and above). “A large portion of the market has lagged behind due to a range of barriers, split incentives, lack of skills and expertise. While pathways had been identified in the past – such as changes to regulation and innovation in green building – this

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can be an exemplar for energy efficiency and greenhouse gas emissions reduction around the world.” Improving energy productivity in commercial buildings can not only reduce operational costs and negative environmental impacts, but can also drive improvements in other areas such as capital and labour productivity, as well as improve occupant health and wellbeing, help encourage economic growth and local employment and the creation of more liveable, sustainable spaces in our cities. All of this can be achieved using cost effective technologies that are well known in the market today and which are able to create savings even after the upfront costs have been factored in such as HVAC upgrades and tuning, employing economy cycles, efficient lighting upgrades with controls, use of more efficient appliances, and rationalisation. According to the 2015 PCA Office Market Report, the commercial office stock captured has an average age of around 27 years, with more than 80% being over 10 years old. Investment to upgrade these buildings to lower their energy consumption and improve their sustainability would yield significant energy productivity gains and financial benefit.

pathway document outlines the challenges and opportunities, and charts a new course for the industry,” Ms Madew said.

Building a case for energy efficiency The building sector in Australia accounts for approximately 19% of total energy consumption and 23% of overall GHG emissions. Commercial office buildings make up about 25% of the GHG emissions in the building sector and half of the energy use. Commercial buildings account for about 10% of the nation’s overall energy consumption. As a large consumer of electricity and producer of greenhouse gas emissions, the commercial building sector is well-positioned to contribute significantly to energy savings from efficiency upgrades, with commercial office buildings representing the largest opportunity at 3.8 million tonnes of CO2-equivalent or 5,142 GWh by 2020. Whilst these figures aren’t calculated for the mid-tier sector alone, it gives an indication of the savings that could be achieved overall. The GBCA’s Director of Advocacy Katy Dean says improving the energy efficiency of buildings is widely regarded as one of the most cost-effective opportunities to cut greenhouse gas emissions. “Australia has up to 52 million m2 of mid-tier building stock and the sector presents huge opportunities. Our industry

Enviro

Sustainability

Creating more liveable, green and healthy communities with Gardens By The Bay in Singapore. Image by TILT Photography.

What it takes to be a sustainable, smart city:

Urban innovation Urbanisation is one of the megatrends of our time. While less than a third of the world’s people lived in cities in 1950, now more than half of us call a city ‘home’. By 2050, urban dwellers will make up 70% of all people on the planet. By Andrew Chew and Jay Andrews, Corrs Chambers Westgarth

ities are the engines of the global economy. But they are not always pleasant places to live in. Congestion, aging infrastructure and pollution are common issues. Finding solutions to these problems has been the focus of intense research across industrialised nations. Now, innovations in sustainable energy and multi-modal transport networks are setting the foundation for more sustainable and liveable cities.

The energy-smart city Solar panels on rooftops have been a highly visible, and successful, energy-saving innovation. Now Smart Grid electricity networks can integrate existing and new infrastructure (renewable, storage, heat pumps etc) to improve overall network efficiency.

THE DISRUPTOR Terry Leckie is founder and Managing Director of Flow Systems, Australia’s first sustainable multi-utility. With 25 years experience in the water industry, Terry is the sector’s lead disruptor driving alternate solutions and world’s best water innovations. Now with the Brookfield partnership, he is extending this approach to disruptive innovation and infrastructure including solar, trigen, microgrids, EV charging stations, embedded heating and cooling networks and telecommunications to challenge old thinking and help build cities of the future.

Disruption now! A

t last, the vision urban planners, governments and developers have been working to realise for more than a decade has materialised. A new global direction for infrastructure is enabling us to use sustainable innovations, that have in the past been too costly, to create more liveable, green, healthy communities. Modern infrastructure including recycled water, low carbon energy and heating networks, solar, microgrids, EV charging stations and green architecture are in combination reducing infrastructure costs to developers and lowering customer utility bills. While we have had the proven technology and in many cases the enabling master-planning and regulation, what we have needed is the right economic model. Now at last we have tackled that barrier and as a result are able to provide exciting new innovative infrastructure opportunities to the market

Global green connected and local Alternative energy, water, mobility and digital utility options are a response to community and city aspirations for more sustainable, liveable urban environments. Cities around the world are working hard to deliver this by boosting metropolitan vibrancy, managing growth and building the foundations of smart cities. Cities need to be globally relevant to attract social capital. To attract and retain the best people and encourage enterprise and investment including start-up companies, cities need to be more liveable and green, they need greater physical and virtual connectedness and open data. Business as usual approaches to infrastructure and utility services will not enable these outcomes. Disruptive local utility infrastructure models such as recycled water and low carbon energy networks future proof through innovation and provide communities with new

opportunities such as: community ownership models and smart metering that give people greater control over their local water and energy; green walls; local market gardens; water features; electric vehicle charging stations, more aesthetic and liveable spaces.

Now or never Given the lead times for infrastructure investment are between 30 to 100 years – it is essential industry and government begin the shift to low carbon infrastructure today. This is the only way to future proof utilities and deliver resilient innovative infrastructure for families, businesses and communities. Innovations in water use and treatment have led to the preservation of precious resources such as oceans, lakes and waterways. The outdated method of transporting wastewater across cities to dump the barely treated sewerage into our oceans, right beside our most valuable tourist and community assets like Bondi Beach, Coogee and Manly, should now be a thing of the past. Local recycled water centres that reuse 100 per cent of wastewater purifying every drop to the highest Australian standards are commercially viable, superior and available solutions to governments and developers. There’s really no excuse. The benefits of bringing sustainable energy and water together are also impossible to ignore. New technology, new thinking and financing solutions are providing cost effective alternatives for energy heating and cooling. This means generating local energy from solar, trigen, and creating embedded heating and cooling networks with electric vehicle (EV) charging stations makes strong commercial sense. Transporting dirty coal fired power across long distances, wasting energy in transmission and driving up augmentation costs will not be business as usual for much longer.

PROFILE

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Sustainability

In Amsterdam’s New West district, a Smart Grid network uses sensors and meters to monitor and control power delivery. The system integrates network-provided electricity with consumerproduced electricity from solar panels, discharging additional power back to the grid. The latest green energy efficient buildings integrate renewable energy with smart meters to monitor energy use and energy management technologies. With energy being provided by the private sector, there is a fresh need to provide a new risk allocation framework that strikes a balance between encouraging innovation and expansion of new initiatives while managing compensation claims of consumers for power outages. At ground level, mobile internet services can now communicate with road management to predict traffic conditions and relay information directly to drivers. This will improve traffic congestion and help reduce the millions of litres of fuel wasted each year due to people sitting in traffic jams. Further reductions in fuel consumption can be achieved when road systems are combined with mass transport modes such as driverless trains. The promise of electric cars with accompanying charging stations is also close to becoming a reality.

Mobility and transport infrastructure City dwellers are wasting more time sitting in traffic than ever before. In the US, city commuters spend 42 ‘unnecessary’ hours sitting in traffic every year. The Mobility Opportunity report which studied the transport systems in 35 major cities around the world concluded that cities which invest in developing an efficient public transport network can generate economic value of up to US$28 billion annually by 2030. Public transport is often a difficult issue for city leaders. The upfront investment is substantial and experience shows that a piecemeal approach to transport planning and investment usually fails to encourage commuters to use public transport more. One of the issues is the need for seamless multimodal urban transport options. The ultimate goal is a fully integrated mobility platform and transport infrastructure using smart cards, multimodal trip planning tools and real time information for door-to-door multimodal transport. This applies to both the movement of people as well as urban freight logistics and distribution. How can rush-hour traffic be better managed? Cities like Singapore and Tel Aviv are using road pricing to manage congestion with electronic toll charging that adjusts prices according to toll volumes, vehicle types, time and location. This has reduced both traffic in the charging zones and pollution.

A simple and sustainable way to solve the road congestion problem. The right investment and planning mix for public transport is essential. Options include allowing transport operators and property developers to develop retail and commercial buildings at rail and bus interchanges and associated residential development over rail corridors. The result is easier access to transport hubs and better customer experience in using urban transport modes. Halting the traditional car-based urban sprawl is a focus for many cities. Dense mixed-use development patterns in urban areas which are well connected to public transport is an important option (eg building over rail corridors).

Policy and regulation Real progress toward sustainability requires smart policy-making and legislation. Late last year, the NSW Government released its A Plan for Growing Sydney, which articulates the vision and plan for the Sydney Metropolitan Area over the next 20 years. The Plan is an excellent guide for Sydney’s future productivity, environmental management, and livability – but making it a reality will require innovative thinking and new funding approaches. Options for delivering on the city’s infrastructure include the public private partnership (PPP) model, unsolicited proposals, bundling smaller infrastructure packages together into a PPP and/or private sector development of new commercial and residential hubs over railway corridors, etc. The European Commission has released a draft Strategic Implementation Plan for Smart Cities and Communities. Australia needs its own strategic plan for our cities to make them smarter and liveable for this century.

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PERSPECTIVE

Environmental leaders recognised 21 winners have received a Green Globe award for environmental excellence, leadership and innovation.

University of Technology Sydney - Faculty of Science and Graduate School of Health building.

udging chair, Robin Mellon, on behalf of the judges said it’s remarkable to see the sustained effort from not only NSW’s largest corporates but also councils, SMEs and community groups in the Green Globe Award nominations this year. “Nominees are now addressing sustainability across more areas of their business than ever before, with many looking at long-term visions, social and shared value, and holistic initiatives, rather than simply their short-term goals.”

Built environment sustainability commercial properties Winner: University of Technology Sydney - Faculty of Science and Graduate School of Health Part of the university’s City campus, this visually stunning building is a hub for innovative applied research and practice-oriented education in health and science. It is only the second university building in NSW to be awarded a 6-star Green Star Design rating. As well as its teaching spaces and specialist research facilities, the building has been designed to operate as a ‘living lab’ where the building and its technology, such as air-quality sensors and utility meters, can be used for teaching and research. Sustainability features include: • innovative day-lighting solutions • building cladding made from more than 75% glass, of which the outer layer is 97% recycled • energy-efficient heating, ventilation and air-conditioning supplied by the UTS tower’s central thermal plant • low-energy cooling techniques • recycling of construction waste

• water-efficient fixtures, stormwater recycling, solar hot water, sustainable material selection and improved indoor air quality. Highly Commended: Frasers Property Australia - The Ponds Shopping Centre Built by leading property developer Frasers Property Australia (formerly Australand), the Ponds Shopping Centre in Sydney’s northwest is Australia’s only 6-star Green Star Design retail shopping centre. The centre’s key sustainability features include: • a rooftop solar photovoltaic system • high-efficiency LED lighting • sustainable materials using recycled content with low embodied emissions • a design that maximises energy from the sun in winter and minimises it in summer through building orientation, layout and materials • natural ventilation with the collection and reuse of rainwater • efficient water fixtures and fittings • bicycle facilities for staff and customers • electricity and water sub-metering (e.g. meters which allow retail tenants to measure their individual water/electricity usage) to improve environmental monitoring and management

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• best-practice on-site waste segregation to promote easy recycling. The whole-of-building, whole of life Life Cycle Assessment (LCA) indicated a 34% reduction in the centre’s contribution to global warming compared to a typical centre of the same size. Finalist: The GPT Group - Wollongong Central Expansion The $200-million expansion by developer the GPT Group of Wollongong Central, a major shopping centre in the city’s CBD, was a significant project for the Illawarra region. It brings together bestpractice sustainability, urban art and social improvement. Environmental and social sustainability were core to the development and design plan, aiming to reduce the centre’s ecological footprint by 30% compared with a standard regional shopping centre. The sustainability strategy took a holistic approach covering materials, construction, construction waste, operational waste, transportation of staff and visitors, and energy and water. GPT also worked with tenants at the centre to ensure they met minimum sustainability requirements for energy and water consumption, materials and on-going consumables. The mall and food court precincts promote a sustainability message and their design, with large skylights and mixed mode ventilation, mirrors the natural form of the surrounding Wollongong environment.

Built environment sustainability infrastructure Winner: Bankstown City Council - Bankstown Library and Knowledge Centre This development, part of the city’s drive to renew its CBD through improvements in public infrastructure, has brought life back to an outdated and rundown site. The existing town hall building was sensitively modified with its high-quality materials salvaged and reused in the new development. Key sustainability initiatives include: • use of materials and finishes with low levels of volatile organic compounds and other hazardous chemicals • low-energy cooling techniques • maximised use of natural ventilation • solar power system • skylights and louvres • energy and water efficient fittings and fixtures. Current energy use per square metre is some 42% less than that of the average Sydney public building. Upon entry, school classes and community groups visiting the library are introduced to the interactive kiosk and offered a tour of the building’s sustainability features including a three story green wall which is integral to the building’s air quality.

Frasers Property Australia with The Ponds Shopping Centre. The GPT Group’s Wollongong Central Expansion Food Court.

Through the promotion of sustainable design, the centre has become a catalyst for environmentally sustainable neighbourhoods. Highly Commended: City of Sydney Council - Green Roofs and Walls The city’s green roofs and walls policy is in its infancy but is already seeing results. It recognises the substantial benefits of green roofs and walls including the slowing and cleaning of stormwater, reduced urban heat impacts, improved comfort and liveability of the city and improved heating, cooling and sound insulation. The city has: • installed and maintained 12 green roofs and walls on its own properties including the award-winning meadowland green roof in Prince Alfred Park • developed and adopted Australia’s first green roofs and walls policy • developed the first technical guide for green roofs and walls in Australia • employed a specialist green roofs and walls staff member to provide advice and ongoing support • developed a green roofs and walls guide to waterproofing to address this key industry concern • conducted workshops and presentations for residents, stakeholders, academics and students. The project shows the council’s commitment to increasing the sustainability of the urban built environment through its own projects and promoting the concept to the wider community.

Industry Leaders

Industry leaders are made, not born T

he construction industry is Australia’s third largest industry, behind only mining and finance, and produces around 8% of our Gross Domestic Product (GDP). It comprises over 330,000 businesses nationwide and directly employs over one million people. The industry and the major companies are facing major changes as they move towards green and sustainable construction, adopt new technologies and take advantage of global and digital opportunities. Effective leadership is critical for achieving sustained performance, growth and competitiveness in the face of uncertainty, complexity and change.

Leadership, engagement and talent – the key drivers Research shows that the main people challenges construction companies currently face are around developing appropriate leadership and management styles and employee engagement and morale, followed closely by retaining talent, succession planning, performance management and managing change. Despite some positive indicators on the quality of leadership, given the investment in leadership development of the last decade, there is considerable room for improvement and some questions remain unanswered about what makes for effective leadership development. Based on recent research by renowned leadership institute Roffey Park, adopting the following leadership development principles will help construction companies to meet current challenges and drive sustainable performance and change.

Strengthen leadership capability Leadership development activities should specifically focus on strategic thinking, commercial judgment, problem solving and results, alongside collaboration and influence to ensure effective management of projects, staff, stakeholders and other third parties.

Give leaders time and space to think strategically Providing managers with the investment, time and space to develop their strategic and creative thinking will equip them to think ‘outside of the box’, away from the constraints of working to fixed technical policies and procedures.

Focus on developing existing talent Focusing on developing strategic talent solutions to develop and retain key skills will ensure sufficient resources to deliver projects and reduce the risk of losing talent to the competition. A structured talent management programme, comprising group coaching and non-directive coaching for individuals, will ensure development and retention of current and future talent.

Improve line manager skills Construction companies need to equip managers with the skills required to lead and manage internal teams and external parties effectively, alongside developing technical excellence. Management development in construction companies should particularly focus on effective communication, collaboration, influencing, coaching, employee engagement, performance management, delegation and managing multiple teams and external stakeholders.

Increase collaboration Effective collaboration between all parties involved in the supply chain of construction and infrastructure projects is essential for control, efficiency and successful project delivery. Strengthening leadership skills, especially around collaboration and managing stakeholders effectively, is a key enabler for successful project outcomes and will help to improve the performance of the construction sector as a whole.

Drive innovation Innovation is essential for an organisation’s competitiveness, survival and growth. However, the construction sector is perceived to have lower levels of innovation and R&D compared with other sectors, with the exception of construction-related professional services, research, design and technology. Ensuring a culture of innovation and a focus on innovation within people development programmes, competency frameworks and reward and recognition practices, will help to drive new ideas, ways of working and create competitive advantage.

Lester Franks: Capturing our world in 3D

Lester Franks worked closely with our Architectural client to develop a comprehensive Scan to BIM solution for Rod Laver Arena.

s one of Australia’s most innovative suppliers of spatial information consulting services, Lester Franks uniquely combines a wide range of sophisticated surveying, engineering and urban planning capabilities. Lester Franks leads Australia in use of 3D laser scanning and Building Information Models (BIM).

A Market leader in Reality Capture In 2002, Lester Franks was one of the first firms in Australia to adopt 3D laser scanning and has led the field ever since. Lester Franks revolutionised what was then a fledgling technology, giving it wideranging applications, firstly to aid the AFP in its forensic examination of the Bali bombing aftermath and continuing over the past decade to provide specialist 3D laser scanning services on hundreds of projects throughout Australia and internationally. From remote mine sites and large civil construction projects to heritage documentation and box office movie sets, Lester Franks operates a fleet of 3D laser scanners each with differing capabilities, range, speed, durability and accuracy to ensure only the best tool is used for the job. These are all aspects that must be carefully considered when planning for any project. As a resourceful and forward-thinking practice, Lester Franks applies its extensive, expert knowledge and technology to a wide range of applications and industries to provide faster, safer, cost efficient, more accurate and innovative alternatives to traditional methods.

Connecting the Dots: Scan to BIM Lester Franks uses increasingly efficient methods for transforming highly detailed 3D laser scanned datasets into intelligent models to provide the Architectural, Engineering and Construction (AEC) industry with a complete start-to-finish Scan to BIM solution of the highest calibre. We understand the complexities required to successfully execute as-built BIMs that integrate tightly with our client workflows. Our team incorporates disciplinary specialists at all stages of the Scan to BIM process ensuring every project solution is managed by experts from inception through to delivery. Our robust in-house methods ensure fully compliant BIM deliverables and a level of development that is fit for purpose. If fully intelligent models are not required (for example, detailed heritage facades) Lester Franks’ in-house 3D CAD and visualisation

Using a fusion of street level mobile lidar and aerial imagery, Lester Franks delivered a highly detailed virtual city model of the Launceston city centre.

Lester Franks scanned and modelled the historic façade of Melbourne Town Hall to assist in a spectacular Christmas light display. team excel at extracting highly detailed models from 3D scan data for heritage documentation and visualisation purposes. Lester Franks’ Scan to BIM and 3D modelling services include: • Simple mass model development • Full Revit family development • Industry compliant BIM deliverables to specified Level of Detail (LOD) • Intricate modelling of heritage facades • As-built 2D floor plans and elevations • Autodesk RECAP deliverables, and • Leica Truview virtual site visits Lester Franks has 11 offices throughout Australia. Established in 1964, Lester Franks employs more than 50 specialist engineering, surveying and IT professionals Find out more about Lester Franks BIM services at lesterfranks.com.au

PROFILE

Safety Barriers

Managing the risk of non-compliant bridge barriers By Ben Hart, Senior Bridge Engineer, pitt&sherry

bridge inspection data, this information can be obtained as part of future bridge inspection work.

2 Collect data for risk assessment Once those bridges with non-compliant barriers are identified, data is required to be collected prior to undertaking a risk assessment. Much of this data is often accessible by the authority, and the remaining data is most easily collected during bridge inspections.

he requirements for bridge barriers have changed significantly over the past few decades. As a result, many older bridges, particularly in regional areas, have substantially non-compliant bridge barriers when assessed against current standards. This issue provides an increased safety risk to bridge users, as well as an increased risk of litigation to bridge owners. A number of regional authorities have become more aware of this risk, particularly since the introduction of more stringent barrier requirements in AS 5100:2004. The general public interact with bridge barriers more than almost any other bridge component. As such, the primary purpose of a bridge barrier is to improve the safety of the public using the bridge.

3 Undertake risk assessment This step is best undertaken by a bridge engineer with experience in barrier assessments, in conjunction with the road authorityâ&#x20AC;&#x2122;s asset manager. The risk assessment process must demonstrate that a logical, evidence-based approach has been followed to determine the highest risk bridge barrier sites.

4 Undertake concept design and determine upgrade costs

Practical steps to reducing bridge barrier risk

The asset manager should choose a workable number of the highest risk barriers to progress the design concept for upgrade work. A bridge engineer will then provide a concept design required to upgrade the barrier to meet current standards. Guidance on retrofitted barrier design is provided in the Austroads Research Report â&#x20AC;&#x2DC;Standardised bridge barrier designâ&#x20AC;&#x2122;. This concept design should be kept simple, but with sufficient detail for a budget cost estimate to be produced.

There are a number of straightforward, practical steps that can be taken to reduce the risk of non-compliant bridge barriers.

5 Select barriers to upgrade

1 Identify the non-compliant barriers Most road authorities undertake inspections of their current bridge stock, with the inspection normally including details on the current condition of the bridge barriers. However, the inspections may not include details on the current compliance of the barrier arrangement to AS 5100. If barrier compliance details are not provided in the

The asset manager now has the necessary information to make an informed decision about what barrier upgrade works (if any) should be undertaken within the available budget, and which bridge barriers should be selected to be upgraded first. Once the decision to allocate funds is made, the concept design for the selected bridges can be progressed to detailed design, and upgrade works undertaken.

PROFILE

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Albert ‘Tibby’ Cotter Pedestrian Bridge T

he Webnet mesh used on the Albert ‘Tibby’ Cotter pedestrian bridge provides the ultimate in fall protection systems. Find out more about the design and features. The structurally stunning Albert ‘Tibby’ Cotter Pedestrian Bridge is a shared pedestrian and cycle pathway in Moore Park, Sydney. It provides a safe and secure way for people to cross one of Sydney’s widest and busiest arterial roads, Anzac Parade, and travel from Central Station to the popular sporting and entertainment precinct at Moore Park. The bridge is named after Albert ‘Tibby’ Cotter, an Australian test cricketer and war hero killed in action during WWI. As a tribute to Tibby, the bridge was to be opened in time for the first match of the 2015 ICC Cricket World Cup, which meant the construction needed to be completed in just 14 months. This tight deadline posed a challenge for the whole team to design and construct the bridge in a relatively short space of time. Tensile was involved in the building of the bridge, and was responsible for the design and construction of the mesh throw screens on the side of the bridge that offer a fall protection system that is strong, practical and beautiful. “Whilst the bridge is elaborate and striking in its design, the safety barriers appear subtle and almost transparent in comparison. This is the beauty of our Webnet mesh; it provides incredible strength and safety without obstructing views or being an eyesore to the environment,” says Tensile.

Design The intricately planned bridge needed to encompass urban design, engineering and construction that minimised any environmental

impact, and this has certainly been achieved. The generous six metre wide walkway encourages pedestrian and cycling activity, yet fits in with the landscape with minimal disturbance to the surrounding Moreton Bay Fig trees.

“The safety barriers we designed and created feature a unique pattern that represents the local parklands and the surrounding fig trees. We undertook some extensive modelling to complete the mesh shapes, and whilst the bridge appears simplistic in its design, there is a lot of complexity that went into creating something so dynamic.” “One of the key features of our Webnet mesh is the ability to sculpt the mesh to conform to just about any complex geometrical pattern. This design is functional and beautiful at the same time, and is the perfect material for fall protection systems and safety applications. Whilst the mesh appears to be light and sheer, it is in fact incredibly strong.

Construction Anzac Parade is a busy major road in Sydney, so installing the mesh with minimal interruption to the public posed some challenges. Tensile came up with a construction method that enabled 80-90% of the mesh to be built and installed off-site and then lifted into position. The bridge’s complex geometrical design is a product of collaboration between the talented architect HASSELL Studio and renowned engineer Arup. The bridge features sharp curves and spirals with sloping ramps that suit the topography of the build site. The result is a bridge that is spectacular in its appearance, functional, incredibly strong and above all, safe for pedestrians. To find out more about the fall protection systems used on this bridge, or any of the Tensile products, please call their team on 02 9999 3668.

Erosion control

The costly impacts of erosion

ffsite damage from sediment and erosion is the most critical problem facing construction sites and may cause major environmental problems for waterways and aquatic life. Soil erosion and sedimentation from construction sites can be significant in quantity and in the impact on off-site resources such as streams. Erosion, which produces sediment, is accelerated when soil is disturbed, left bare, and exposed to rainfall. Sediments washed to waterways impact heavily on aquatic flora and fauna and their habitat. Sediments also block stormwater drains, cause waterways to silt up and increase the risk of flooding. Although erosion on construction sites often affects only a relatively small acreage of land in a watershed, it is a major source of sediment because the potential for erosion on highly disturbed land is commonly 100 times greater than on agricultural land. Construction activities, such as grading and filling, reduce soil quality on construction sites. Left unprotected, sites can be further degraded by erosion and also begin to adversely affect the surrounding environment. Goals of soil quality management on construction sites should include revegetating the area to protect against off-site damage and

to increase soil organic matter levels to remedy the on-site damage caused by site preparation. The loss of topsoil, either by actual removal with heavy equipment or by erosion, is the worst on-site damage in urban areas. This layer of soil has the highest biological activity, organic matter, and plant nutrients—all key components of healthy soil. The on-site damage of this layer of soil reduces the soil’s natural ability to provide nutrients, regulate water flow, and combat pests and disease.

Off-Site Impacts Construction site erosion has off-site environmental and economic impacts. Two major water quality problems in surface waters and drainage can occur as a result of erosion: excess nutrients and excess sediment. Adversely, these problems can impact the health and biological diversity of water bodies. Also, financial burden can occur as a result from the cleanup of sediment-damaged areas. Other costs of erosion include degraded soils, a polluted environment, more runoff, greater need for irrigation and aesthetically unpleasing sites.

“Covering New Ground Everyday” Grassing for Erosion Control, Commercial & Industrial Developments, Sports Grounds, Infrastructure Projects. • Hydromulching & Hydroseeding • Straw Mulching • Bonded Fibre Matrix & Erosion Control Matting

Turf Management including Parks, Schools, Sports and Recreation Areas • Oval Construction and Renovations • Final preparation, laser leveling, herbicide, fungicide and fertilizer application, cultivation, topdressing, scarifying, aeration, oversowing, street tree planting.

BWD Group Pty. Ltd. 110B Denhams Rd (P.O. Box 238), Koo Wee Rup VIC 3981 Andrew Herrington • Ph: 03 5997 1988 • Mob: 0419 106 443

Web: www.bwdgroup.com.au • Email: bwd@bwdgroup.com.au

Established 1971

Successful erosion and sediment control

GG Wrightson Turf is part of PGG Wrightson Seeds Ltd, Australasia’s largest proprietary seed business. We base our knowledge on a team with decades of experience, on science from independent testing data, being research focused and delivering a strong quality assurance process. DuraVegTM, our research driven revegetation brand, is designed to deliver cost effective, environmentally friendly revegetation solutions to meet the demanding characteristics of Australasian environments. PGG Wrightson Turf’s range of revegetation solutions and native seeds compliments what is regarded as the cornerstone of the DuraVegTM brand - a highly valued partnership with US based wood fibre mulch manufacturer Profile Products. A world leader in hydraulic erosion control products such as: ProGanicsTM - a hydraulically applied biotic soil media, with highly concentrated organic material to replace depleted topsoil’s or substrates with poor soil biology. Flexterra® High Performance-Flexible Growth Medium™ - via independent testing, Flexterra is rated the number one performing

hydro-mulch, delivering proven lowest C factors, the greatest longevity and the highest water holding capacity. GreenArmor SystemTM - using the technology of Flexterra (hydraulically sprayed into a specifically designed Turf Reinforcement Mat), GreenArmor provides a reinforced grassed solution for concentrated waterways and drains. Successful restoration of disturbed sites requires integration of a number of properly planned and supported considerations i.e. the Five Fundamentals for Successful Restoration of Disturbed Lands: • Testing; creative methods to develop suitable growing media. • Plant Species; an assessment of mutually agreed suitable plant species for a geographical location. • Site Conditions: analyse site conditions, slope length and gradients to assess erosion control measures. • Correct Installation; proper supervised installation practices. • Routine Inspection; all active sites should be routinely inspected and maintained.

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Successful erosion and sediment control is dependent upon these fundamentals being integrated on projects worldwide. To aid this, a novel software programme called PS3 has been developed to integrate execution and implementation of these fundamentals.

At the forefront of innovation delivering complete environment rehabilitation and erosion control solutions to meet the demanding characteristics of the Australian environment. Our research and development driven approach will help deliver cost effective, environmentally friendly revegetation solutions.

For further information contact your PGG Wrightson Turf Representative facebook.com/pggwrightsonturf or call 1800 38728873

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Roads and Infrastructure Victoria

Record investment in Victoria’s infrastructure M

any of the world’s nations are facing the challenges of rapid, large-scale urbanisation. These challenges include the provision of more efficient infrastructure such as road networks. Victoria has responded proactively to the needs of a changing economy, and the Government has funded a once in a generation program of infrastructure projects, which will drive jobs, productivity and support investment in Victoria. The current total value of Victoria’s public infrastructure projects under way, including public private partnerships (PPP), is a record $72 billion. The Government has committed to major new rail and road projects, as part of a 10-year program of integrated transport solutions. A package of four key projects will ensure better integration of the State’s rail, road and freight networks. These include: • Melbourne Rail Link (incorporating the Airport Rail Link); • Cranbourne-Pakenham Rail Corridor project; • East West Link – Western Section; and • the CityLink – Tulla widening. These projects will relieve bottlenecks, create capacity and improve reliability and resilience across the entire transport network, dramatically changing the way people, goods and services move right throughout Victoria. These and other major new infrastructure projects announced in the 2014-15 Budget, with an investment of up to $27 billion, will support the development of new precincts, build new links to better connect the State’s transport networks, and significantly improve reliability, journey times and reduce congestion. The Victorian Government is also working with the Commonwealth Government to develop and fund new infrastructure projects that support economic growth. Commonwealth funding will directly support delivery of the East West Link project and facilitate a range of other key transport projects across the State.

Current Victoria road projects Monash Freeway Upgrade The Monash Freeway Upgrade will improve safety and reliability along the 44 kilometres between Chadstone and Pakenham, extending what is already Australia’s longest stretch of managed motorway. The $400 million upgrade includes 30 kilometres of extra traffic lanes along with major improvements to the managed motorway system.

Key features include: • Widening the freeway from four to five lanes each way between the EastLink interchange and South Gippsland Freeway • Widening the freeway from two to three lanes each way between the South Gippsland Freeway and Clyde Road in Berwick • New and upgraded freeway ramp signals

CityLink Tulla Widening Upgrading CityLink from the West Gate Freeway to Melbourne Airport on the Tullamarine Freeway will increase the road’s capacity by up to 30%. The CityLink Tulla Widening project involves adding new lanes and other measures to improve traffic flow across 24 kilometres of freeway between the CityLink tunnels and Melbourne Airport. The project will provide significant travel time savings between Melbourne Airport and Power Street during peak periods. A freeway management system will also be introduced, and will include: • Lane use management signs to manage which lanes are open • Variable speed limit signs above all lanes • Ramp signalling – stop and go traffic lights to improve traffic flow and reduce congestion as traffic enters the freeway from on-ramps • CCTV cameras – to monitor for incidents, help response times and minimise disruptions • Travel time information signs so people can plan their journey • Electronic message signs – to notify road users of planned changes or disruptions • Automatic incident detection system – to alert us to incidents in real time.

build australia No 5 / 2016

Provide high quality services in Civil, Pit+Pipe installation and Trenching. 18 Years’ Experience ISGM – Telstra approved Asbestos Accredited Fully Equipped, maintained vehicles Qualified, Experienced Employees No Job Too Big or Too Small

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Qualified, Experienced Employees all trained in First Aid and CPr Qualified Spotters available Provide high quality services We maintain the highest safety for our clients, road users and public Providing planned Traffic Management as well as emergency traffic control, 24/7 Ensuring someone WILL answer the phone Same day invoicing for clients that rely on having that specific requirement ISGM – Telstra Approved Vicroads Prequalified Traffic Guidance Schemes – Traffic Management Plans road Authorities: MoA Vicroads – MoC council permits. Specializing in the needs of: • utilities • Events • Construction • roads

For ALL Your BookING rEQuIrEMENTS LoCATIoN: 38 Albert Street, Moolap VIC 3221 MoBILE: 0433 331 698 EMAIL: di.jengland06@gmail.com

Roads and Infrastructure Victoria

M80 Ring Road upgrade

PROFILE

The M80 is a $2.25 billion project, jointly funded by the Australian and Victorian governments. The M80 Ring Road carries up to 142,000 vehicles per day, including more than 22,000 trucks. The freeway exceeds its capacity in peak periods, causing traffic disruption and delays along the entire route. There have been 13 fatal accidents and 715 casualty crashes along the M80 Ring Road in the five years between 2006 and 2010. These crashes mainly occur at freeway merges where existing traffic lanes increase or decrease. The M80 Ring Road Upgrade will improve safety for drivers and local communities by adding lanes between some interchanges reducing merging movements by traffic entering and exiting the freeway. The M80 Ring Road Upgrade will add more lanes and install electronic systems to manage traffic flow across the entire route, leading to more consistent travel times and a safer journey.

Traffic Management from slow to go

ou only need to witness the chaos around construction sites where traffic management is given token attention to appreciate the value of professional, planned and executed traffic management. Adequate site access and egress is essential to the efficiency of the build and a major factor where site safety is concerned. There is also consideration of the community, of pedestrians, residences and businesses that may be affected to take into account and the need to maintain harmony between them all. None of this was lost to Peter and Wendy DeFrancesco, owners of Geelong based DeFran Trenching and, as a result they decided to launch a new venture, DeFran Traffic Management. The business has now matured to become one of the leading

Traffic Management companies operating in Victoria. It is largely a people business, a team of professionals each with specialized backgrounds in traffic management across road works, utilities, civil construction and events. The company has undertaken all of the necessary approvals and pre-qualifications plus first aid and CPR tickets. The team is headed by Dianne England, a hands on committed professional driving a team culture that delivers safe and superior service to all clients. “We maintain the highest standards in the provision of planned as well as emergency traffic control” she said. “And in normal work situations as well as emergencies when you call you can be sure that someone will answer the phone” she added.

Safety, an entrenched position S afety is an important factor when considering a trenching contractor. Safe work practices are also linked to overall competency which in turn flows on in commercial terms to work efficiencies and the ability to complete the work on time and within budget. Experience is also critical and in large part is key to the mitigation of risk. DeFran Trenching can rightly claim to be one of the more capable and experienced companies operating in Victoria. The company, established by Peter and Wendy

DeFrancesco has been in operation for eighteen years and in that time has developed capability to provide quality services in Civil, Pit and Pipe Installation and Trenching. The company has secured ISGM, Telstra approval and asbestos accreditation and continues to invest not only in the fully equipped and maintained vehicle fleet but also in it’s people. The operational flexibility that this brings allows the company to undertake any job, large or small and to deliver equally professional service and outcomes.

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