BoadView Issue Seventeen

Push the boundaries... anything is possible.

Issue17/ Summer 2012

Monash University Student AccommodationWorks have completed in Victoria

VIEWmagazine

All seven South East Queensland PPP Schools are

now open

2 BroadVIEW _ ISSuE 17

Contents4/ New Projects

5/ An insight into RIHP, Beagle Bay

6/ Monash University Student Accommodation

10/ Aspire Schools Consortium

14/ BroadQuality

16/ Safety and Health

18/ Project Snapshots

BroadVIEW MaGaZINEISSuE 17 - SuMMEr 2012

Printed using environmentally safe vegetable based inks.

Published by Broad Group Holdings Pty LimitedLevel 1, 18-32 Parliament Place West Perth, WA

No part of this publication may be reproduced or copied in any form without written permission from Broad Group Holdings Pty Limited.

DISCLAIMERThe opinions expressed in this publication do not necessarily represent the views of Broad Group Holdings Pty Limited or its related companies. We make no representation or warranty as to the reliability, accuracy or completeness of the information contained in this publication which should not be relied upon for commercial purposes.

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BroadVIEW _ ISSuE 17 3

After a very eventful 12 months

within the building and construction

industry, I hope you were able to

take some time out and unwind over

the Christmas and New Year break.

Peter McMorrow Executive Chairman

I would like to take this opportunity to thank clients, subcontractors and consultants for their ongoing support. I look forward to continuing our associations and forging new client relationships as we seek, win and construct major projects across the country.

To ensure Broad’s long term vision and to position the company for greater success, there has been some organisational changes within the company which have taken effect as of 1 January 2012. As Executive Chairman for Broad for ten years, I have permanently stepped into the role of Managing Director for Broad Group Holdings. Chief Financial Officer, Roger Lee will take on the additional responsibilities of Deputy Managing Director.

Broad will now comprise of four national operating divisions in Building, Civil, Resources and Property, plus Strategic Projects and Corporate Services. The National Building division is led by Nick Cater who has assumed the role of National General Manager, supported by state General Managers, Peter Moore (WA), John McCann (QLD) and Andrew Merriel (NSW). The National divisions of Civil, Resources and Property are led by National General Managers, Khanh Nguyen (Civil), John McCann (Resources) and John Campbell (Property).

Under the guidance of John Campbell a new Strategic Projects initiative has also taken effect at a national level. Within Corporate Services, Gavin Cruse has moved into the role of Deputy Chief Financial Officer and Ian Counsell, General Manager Health, Safety, Environment and Quality (HSEQ) now directly reports to Roger Lee.

As we move forward, I am confident

that the organisational restructure will

boost Broad’s current success across the

country and will open doors to many

new and exciting opportunities.

As we move forward, I am confident that the organisational restructure will boost Broad’s current success across the country and will open doors to many new and exciting opportunities.

Since the last edition of BroadView, Broad has delivered some exceptional, high quality projects. As part of the Aspire Schools Consortium, Broad Queensland delivered stage one of Murrumba Downs Secondary School and Brightwater State School as well as stages two

for BayView and Peregian Springs State Schools. In Victoria the Joint Venture BroadAPM delivered the commendable Monash University Student Accommodation project. These projects are featured in this edition and give an excellent

insight into the depth of Broad’s capabilities in green building practices and quality.


The Mulba Mia, Leighton Contractors

and Broad Joint Venture (JV) are

pleased to announce two new

Remote Indigenous Housing Program

projects in the Ardyaloon and

Djarindjin communities on the

Dampier Peninsula.

The Remote Indigenous Housing Program for Ardyaloon was awarded to the JV in January 2012. The Ardyaloon Programme consists of 16 new houses and 24 refurbishments. As part of the JV’s efforts to give back to the communities, an old workshop has been refurbished into a site office for the JV team. At completion this space will be used by the community as office and training facilities.

Also awarded in January 2012 were works in the Djarindjin Community. The programme includes six new houses and 36 refurbishments.

Workers will take up residence in a newly constructed permanent 24 person camp within the Djarindjin community until all works are completed and handed over in June 2012

New Projects work gets underwayReporting on what’s new and happening across the nation at Broad.

Dampier Peninsula, WA

remote Indigenous

Housing Program (rIHP)

Ardyaloon and Djarindjin

Beagle Bay Completed

November 2011

Ardyaloon and Djarindjin

Commenced January 2012

Broome, WA

Concrete slab poured for one of the 16 new houses in Ardyaloon.


The Mulba Mia, Leighton Contractors

and Broad Joint Venture team

was initially formed early 2010 to

refurbish and develop new homes

as part of the Remote Indigenous

Housing Program (RIHP), in the

Indigenous community of Beagle Bay,

on the Dampier Peninsula.

In June 2010 the first package commenced and in November 2011 the sixth and final package for Beagle Bay was completed. The works on the RIHP project ranged from relatively minor and extensive refurbishments to new construction.

Works complete

in the remote

community of

Beagle BayConstruction Manager North West

Building, Chris Owen has been

involved in the project since its

tender back in February 2010.

Chris gives an insight into the

project and how the project

team has delivered beyond all

expectations.

What has been your involvement in the six RIHP packages for Beagle Bay?

My involvement has been to ensure we deliver a quality project safely, on time and within the client’s budget. A key component has been engaging with the local community and ensuring we have a project team that can integrate within the communities and have respect of their culture.

What has been a key aspect to RIHP’s success?

The key success has been our project team’s willingness to go the extra mile and ensure they engage with the community and understand what matters to the community members. We have had great success in both Indigenous employment and providing the community with quality housing. Many friendships have been made along the way and a trusting relationship has been established.

How has the community benefited from the project works?

The community has welcomed us with open arms. To date we have employed a Building Cadet and are in the process of employing a Leading Hand and Carpentry Apprentice from the local area as a direct result of the project. Many of the participants of the project have been up skilled in how a Tier 1 contractor operates.

The community itself has benefitted with in excess of 60 refurbished homes delivered to a high quality standard.

What were the biggest challenges on this project and how did you overcome them?

The key challenges were ensuring we had the right people for the job from the outset. Our project team consists of personnel that understand and want to deliver a successful project to these communities and are prepared to work in some of the most remote locations of Australia.

Further challenges have been finding suitable accommodation and up skilling the workforce in terms of our safety and quality expectations. The weather and remote travel have also presented many challenges along the way, it is not uncommon during the wet season for 200 mm plus of rain to fall in a day and the only access road (which is unsealed) to be closed for days at a time.

Has the project been successful in engaging Indigenous employment?

The statistics for Indigenous employment so far has been great. With a contractual KPI of 20 per cent Indigenous employment, we have achieved an average of 40 per cent over a 20 month period. As mentioned earlier, we have also committed to three direct employee roles from the start of this year that will move onto other projects within our business over the coming months.

Anything else worth noting?

Our truly dedicated project team have delivered beyond all expectations, from our Site Management of Norman Baker, Paul McMahon, Craig Calder and Jake Richards, through to the office support of Jamie Van Aalst, Nathan Hawkins, Alan Driver and Sam Lucanas. I have now handed the reigns over to Nathan Hawkins to project manage an exciting time ahead. The project team have relocated to two new communities (Ardyaloon and Djarindjin) which will see a significant increase in volume of works

Chris owen North West Building Manager


Broad Construction Services (NSW/

VIC) Pty Ltd teamed up with

Melbourne based APM Group (Aust)

Pty Ltd in November 2010, to form

Joint Venture (JV), BroadAPM.

The JV combines a track record in commercial construction of nearly 40 years offering a competitive mid-tier construction cost alternative in Victoria, South Australia and Tasmania.

The design and construction of the 600 bed student accommodation facility for Monash University, Clayton Campus was attained by BroadAPM in 2010, marking the first project for JV. The 23,000 sqm development included two, five storey buildings each containing 300 residential studio apartments with shared facilities and amenities.

Monash University Student accommodation

Monash, VIC


FAR LEFT: Looking east over the courtyard located between the two residences.

TOP RIGHT: A communal student kitchen located within the residences.

LEFT: Standard facilities in a single occupancy room located in the residences.



FAR LEFT: Student activity room.

MAIN: One of several student breakout rooms located within the residences.

LEFT: External view of Main Common Room timber screens.

‘The Monash Project team had a

fantastic working relationship with

the client and were committed to

and focused on the completion of

works to the highest of quality and

safety standards.’

The facility was architecturally designed by BVN Architecture, with services and environmentally sustainable design conducted by Norman Disney & Young, and structural design by Bonacci. The project is the first National Rental Affordability Scheme (NRAS) funded project for student accommodation and is also the first project in Australia to be awarded a 5 Star Green Star Multi-Unit Residential V1 rating for design by the Green Building Council of Australia. The project is now in the processes to obtain a 5 Star Green Star As-Built rating.

Chief Executive from the Green Building Council of Australia, Romilly Madew said, “Universities around Australia have shown strong leadership in the green building arena. We are delighted with Monash University’s commitment to achieve a Green Star rating for this project which will set the bench mark for future campus accommodation projects.”

BroadAPM received a glowing report from the client. Peter Cook from Capital Works Branch, Monash University wrote, “The project will be delivered under defect free criteria, demonstrating BroadAPM’s ability to manage quality requirements throughout the construction process. The design response and quality of construction has surpassed all expectations from the University and user groups, which bares testament to BroadAPM’s ability to manage the full design and construction process.”

The Monash Project team had a fantastic working relationship with the client and were committed to and focused on the completion of works to the highest of quality and safety standards.

Construction of Monash University reached Practical Completion ahead of schedule in November 2011


Peregian Springs Opened Jan 2010

Woodlinks and Augusta

Opened Jan 2011

Coomera Rivers Opened Jan 2011

BayViewOpened Jan 2010

Murrumba Downs Opened Jan 2012

BrightwaterOpened Jan 2012

Noosa Heads

Nambour

Maroochydore

Caloundra

Caboolture

Redcliffe

Strathpine

BrISBaNE

Beenleigh

Nerang

OPEnaspire Schools Consortium All Seven Schools

Stage one works of the South

East Queensland Public Private

Partnership (PPP) with the

Queensland Government, known as

the Aspire Schools Consortium, have

all been delivered and are open for

learning.

The PPP is a significant milestone for Broad which has seen the delivery of six primary schools and one secondary school, with a number of the schools already undergone stage two of the project.

Murrumba Downs Secondary School was the final school to be completed under stage one of the works. Murrumba was handed over early January 2012, enabling enrolments to get underway and for staff to prepare for the new school year.

With the majority of construction now completed, the remaining works left on the

program includes stage two for Coomera

Rivers, Augusta and Woodlinks. These works

will commence this year and are set to be

completed early 2013. Stage two of Murrumba

and Brightwater will commence mid 2013 with a

final delivery date of early 2014. This will see the

completion of works in its entirety for the Aspire

Schools Consortium.

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BayView

Peregian Springs

augusta

Woodlinks

Coomera rivers

Brightwater

Murrumba downs

Stage 1 construction

Stage 2 construction

Construction programme overview


What has been your involvement in the Aspire Schools project?

I have been involved with this project from tender and was appointed Project Manager on one of the first schools (BayView Primary School Stage One). After completion of this school, I was appointed Construction Manager PPP Schools to manage the co-ordination between the design team and construction teams for the remaining projects, which also involved working closely with Leighton’s Facilities Management team who will provide the day to day operation and maintenance of the schools.

Do you think the PPP is a successful delivery method for a project of this calibre?

It has been extremely successful project for all parties involved. Perhaps one of the best outcomes will be for the children attending these schools as staff can concentrate on teaching rather than spending their time on maintenance issues. Principals have commented to me that not

By the end of this contract we

will have completed 14 Green Star

submissions to cover all the schools;

seven for ‘Design’ and seven for ‘As

Built’, there is a lot of knowledge in

that alone.

having to deal with maintenance issues is very helpful.

What key capabilities has Broad gained throughout the delivery of this PPP project so far?

PPP delivery is different from normal contracts and has aspects that can be challenging however very rewarding. Broad has gained a lot of

experience by being involved in this style of contract.

By the end of this contract we will have completed 14 Green Star submissions to cover all the schools; seven for ‘Design’ and seven for ‘As Built’, there is a lot of

knowledge in that alone. Another key learning area is understanding the needs of a Facilities Management company which starts from design all the way through to hand over and beyond.

The experience of packaging and delivering this project adds a further dimension to Broad’s capabilities. At the end of the project’s completion in 2014, Broad’s work will provide new facilities for approximately 6000 students, adding in excess of 53,200 sqm of educational buildings.

Jonathan Back has been involved

in the Aspire project from tender

stage. Jonathan gives us his insight

into the project’s success and his

role as Construction Manager PPP

Schools.

Jonathan Back Construction Manager PPP Schools, Building (QLd)

Murrumba Downs, QLD


Murrumba Downs Secondary School - Stage One

Stage one of Murrumba Downs Secondary School commenced in July 2010 and reached formal practical completion on 1 January 2012. The school is now ready for new enrolments and staff are busy preparing for the 2012 school year. Murrumba Downs received 4 Star Green Star Education Design v1.

On Tuesday, 23 January, Queensland Premier Anna Bligh toured Murrumba Downs Secondary School and hosted the Premier’s first Cabinet meeting of the year.

Murrumba Downs Secondary School will make history as it opens its doors to the first group of Year 7 students to study within a high school.

BayView State School - Stage Two

The second stage of the construction program involved returning to BayView in mid-July 2011 to construct additional learning areas to meet anticipated increased student enrolments. Practical Completion of stage two was reached early January 2012.

Brightwater State School - Stage One

Brightwater State School was completed earlier than anticipated. Stage 1a was handed over early to allow the Department of Education to complete fit out of client equipment. This project proved to be a successful and smooth running build due to the previous knowledge gained by the team on other school projects. Brightwater is registered for a Green Star Education Design v1 rating.

Peregian Springs State School - Stage Two

To accommodate the schools needs for extra classroom space, Stage Two of Peregian Springs commenced in mid July 2011 and reached formal practical completion on 1 January 2012. Peregian has received a 4 Star Green Star- Education Design v1 and 4 Star Green Star – Education As Built v1 rating

Murrumba Downs

Murrumba Downs

BayView

Aspire Schools Consortium All Seven Schools


Making a difference through sustainable practiceLike all schools in the Aspire Schools Consortium, every construction detail has been looked at with an environmental mindset. This was very much the case for Augusta State School.

Augusta’s site was situated on a tree covered sloping area and all environmental concerns relating to flora and fauna needed to be addressed. Broad decided to look at this from an environmental and teaching perspective and engaged Groundworks, a company associated with the University of Queensland to help resolve the problem. A trademarked

product called Ecoblanket®, using compost produced from the green waste generated from the Augusta site, applied by blower trucks containing a mixture of native tree seeds and grasses, was used. Augusta State School was one of the first participants in the UQ SMART Sustainability and Carbon Lab project.

Under the guidance of Dr Paul Dargusch, The

University of Queensland has committed to

conducting a study of the Ecoblanket®, along with the students of Augusta State School, to log and monitor the growth of the native seeds and plants. They have also designated the area as a mini carbon lab with the hope of turning the school into a carbon neutral site.

Over 13000 sqm of Groundworks Ecoblanket® was applied to various areas around the school. After less than 18 months natives have germinated and in some areas have reached a height of up to two metres tall.

Over the next 30 years this Groundworks

Ecoblanket® will sequester more than 1000 tonnes of carbon. The larger areas of

Groundworks Ecoblanket® will provide many teaching opportunities for both the students enrolled at Augusta State School and those undertaking tertiary studies under Dr Paul Dargusch

green building council australia

Education Design v1 2011

green building council australia

Education Design v1 2011

Murrumba Downs

Murrumba Downs

BayView

August 2010

January 2012


In the last edition of BroadView,

I reiterated the importance of

customer satisfaction, our passion

for quality to achieve the best

possible results for our clients and

Broad’s Value ’Quality for Life’.

In the last few months, I have visited Broad workplaces across WA, NT, QLD and NSW to engage with Broad employees on the importance of quality. It is encouraging to witness employees taking a more active role in continuous improvement.

Two examples from my recent site visits include:

• At the WesTrac project in WA, I met with Broad Civil employees Matthew Jewell (Senior Project Engineer) and Peter McCurry (Site Suspervisor). They shared with me suggestions for strengthening the quality management system which would provide greater traceability to show how client requirements for earthworks, formation, drainage and stormwater activities have been satisfied.

Committed to delivering

Quality Excellence

What does quality mean to me?

I believe quality is everyone’s concern within a

project team. As a Site Manager, I am responsible

along with other senior team members for being

the driving force behind the focus on quality

objectives. It is imporatant that we provide

a mentoring role to the younger members by

sharing our knowledge and past experiences.

Industry guidelines, reference manuals and

Australian Standards should all be used as a guide

to ensure the required outcome.

Why is quality necessary?

To maintain a high level of quality throughout a

project, the early identification of defects will

reduce the need for defect rectification post

project.

Andrew Gordon, Site Manager, Broad Building (nSW)

• At Gracewood Kellyville Community Living Units in NSW, David Last (Project Manager) shared with me how the team has embraced quality and provided feedback to the Client Representative with recommendations to the design to avoid potential quality problems.

These examples demonstrate our employees heightened focus on quality and value-adding. Suggestions for improvement provide the catalyst for leveraging system improvements nationally.

As a Chartered Quality Professional, I recognise that quality is achieved by galvanizing the collective thinking power of our employees and empowering them to make a difference in their day-to-day activities.

Looking ahead, in March 2012, I will be going back to grass roots and undertaking a quality system audit of the New Domestic Terminal project in WA. In August the second annual BroadQuality Day is planned and in September, our next external third party certification audit will take place across Group operations. I will keep you updated on quality matters as we move through 2012.

Ian Counsell General Manager HSEQ

How do you change quality behaviours in your project team?

In pursuit of reducing and eventually eliminating defects and achieving an overall high quality product for the client, a quality culture must be shared within the project team. This culture can be created and nurtured through quality workshops, inductions, ITP’s, prototypes, quality discussions and meetings, management plans and procedures, and the early identification and rectification of defects.

What are the benefits of quality?

Achieving a high level of quality is a key indicator of the success of the project, a sense of personal accomplishment and satisfaction is also gained through the knowledge that the completed project will last beyond one’s lifetime

The standard you expect must be the standard you accept


‘What does Quality mean to me?’


To me quality means that elements of work are produced to a level that achieve or better the standards that are required. These standards should be acceptable by all parties and stakeholders.


Quality is necessary in order to produce a finished product, that it is correctly constructed, to the correct standards and satisfies the requirements of all parties. This ultimately promotes good relationships with subcontractors, clients and consultants, building on Broad’s quality reputation and professionalism.


The Quality ethos needs to be instilled into the project teams right from the tender stage through to project completion. Quality issues

need to be addressed during the procurement and early discussions with subcontractors. Inspection and test plans (ITP’s) and site standard samples need to be set up early on site, regularly checked and monitored and any issues addressed early. As with safety a “don’t walk by” attitude should be adopted by all employees and subconractors.

How do you promote the BroadQuality Guidelines and Behaviours?

Quality is promoted on a daily basis throughout all disciplines. It is instigated during the pre-contract and procurement meetings with subcontractors and suppliers questioned about quality issues, quality plans and their approach to quality. This is further emphasised in the agreements that are placed with subcontractors agreeing to the inspection and test plans and quality procedures. It is also important that we heighten peoples expectations early so that they are aware that the bar has been raised and second class is not acceptable


Quality is more than just meeting technical specification requirements; it is also about orderly and organised works to demonstrate a professional approach.


I believe that the delivery of quality in our works is important to create and maintain client trust and confidence in our ability. The creation of a trusting relationship will hopefully lead to a solid foundation from which we can gain repeat business.


It is best placed to establish quality behaviours at the beginning of the project and then focus on maintaining them.

How do you promote the BroadQuality Guiding Behaviours?

I promote the Broad Quality Guidelines and Behaviours through ensuring that everything that I do is in keeping with the Broad Guidelines and Behaviours and that others do the same.

What are the causes of poor quality?

Poor quality is created as a result of having a project team culture that accepts poor performance. If poor quality is accepted then that is what will be delivered

Andy Lakin, Senior Contract Administrator, Broad Building (WA)

Chris Groom, Construction Manager, Broad Civil


A core value at Broad is our

commitment to Safety and Well-

being. We applaud the efforts of

Broad employees and Subcontractor

workers who share the passion for

maintaining a safe workplace and

working together to ensure workers

go home safe at the end of each

working day.

Below are some highlights achieved across Broad Group operations during 2011:

• No fatalities or permanent disabilities.

• Continued positive reduction in the number of medical treatments.

• 30 per cent of all reported incidents were near-misses. This level of reporting shows a maturity in the reporting of incidents allowing Broad to learn from these and avoid a repeat.

• Broad QLD, NSW and WA achieved re-accreditation to the Federal Safety Accreditation Scheme.

• Broad Group maintained third party certification to AS4801 and achieved certification to the international system specification OHSAS 18001:2007.

• Senior management conducted 180 leadership visits to workplaces nationally promoting the importance of safety and health to Broad employees and subcontractor workers.

• 30 internal audits were completed nationally, promoting education and measuring compliance.

• Supported employees to complete specialist training to manage high-risk work activities.

• Promoted BroadSafe Day during October with a focus on the actions of the individual and the choices they make to look after their safety and their work mates.

• Assisted over 200 Subcontractors to improve their safe work method statements.

• Shared safety alerts and lessons learned.

• Embraced harmonisation and ensured preparedness for new workplace health and safety laws commencing 1 January 2012 in

NSW, QLD and NT operations.

• Strengthened Broad OHS Management System as a result of employee feedback, meeting legislative changes and embracing learnings from incidents, audits and customer feedback.

• Trained all employees in the Broad Construction Safety Essentials and promoted the safety essentials to our suppliers and subcontractors involved in high-risk construction work.

• Continued with the safety recognition and reward programme for sustained safe work practices and behaviours.

our continuous commitment to Safety and Well-being

Ian Counsell and Dave McNichol supervising the activities on site during BroadSafe Day.

Paul Rayner presenting a Safety Recognition Award to Matt Legerroth.

Staff undertaking safety harness training to learn the correct method of wearing a harness.


1. Look after our workmates as if they

are family Lend a hand if you see unusual or out of

•character behaviour

Be supportive, caring and proactive• If you find a hazard, do something about it

•

2. Take action when we see a safety risk

Never be scared to speak up• Don’t leave it to others - fix it now• Everyone has the power to stop work and take

•corrective action

3. Not compromising safety for profit

Never put yourself or others at risk by •

cutting corners

Take the time to get it right• Money spent on safety is money well spent

•

Guiding behaviours underpin the value of

‘Safety and Well-being’

and the way we work at Broad.

Make them part of your everyday working life.

Our Safety Value and

Guiding Behaviours

In 2012, focus will be directed to achieve greater improvements in four priority areas, namely:

• People and culture

• Leadership and accountability

• Safe systems of work

• Workplaces

Broad has a strong safety culture. Our focus is on continuous improvement and we are committed to working with our clients and industry partners to create and sustain an industry where no one is harmed

In January 2011, Broad published a new Construction Safety Essentials booklet. The Essentials are designed to provide clear direction for the management of our known critical risks and set the standard for how safety is managed at Broad. The core objectives being:

• To ensure the Safety Essentials are used to help better identify and mitigate critical risks in every workplace.

• For every Broad employee to be aware of, understand and live by the Safety Essentials.

• That no activity under the control of Broad is undertaken without critical risks covered by the Safety Essentials being identified

your ACTIONyour CONSEQUENCE

CHOOSE

EliminateGet rid of

SubstituteChange

IsolateSeparate

Engineering Engineered controls

Administrative controlsInstructions and signs

Personal protective equipment

Working above the line

When considering risk treatment options the

first consideration must be to eliminate the risk.

Where the risk cannot be eliminated the hierarchy of controls

must be applied with a focus on engineering or

above controls.Broad promote ‘Working above the line’.

Don’t jeopardise your reputation,

choose to start at the top with elimination.

The right actions taken will make you renowned,

for a great safety record all around town.

Please don’t ever cut your safety fine;

and choose to work above the line.

Your reputation can help you land large scale projects...

...or could leave you with the small projects.

your ACTION

your CONSEQUENCECHOOSE

Eliminate

Get rid of

Substitute

Change

Isolate

Separate

Engineering

Engineered

controls

Administrative controls

Instructions

and signs

Personal

protective

equipment

Working above the line

When considering risk

treatment options the

first consideration must

be to eliminate the risk.

Where the risk cannot

be eliminated the

hierarchy of controls

must be applied with a

focus on engineering or

above controls.

Broad promote ‘Working above the line’.

To them you are their superhero;

it’s your choice to keep the risk at zero.

A wrong action and you may let them down,

their hero could walk away with a frown.

Please don’t ever cut your safety fine;

and choose to work above the line.

Control your

risk and

stay their

superhero...

...don’t

dissapoint

them.

our continuous commitment to Safety and Well-being

Key Focus areasand treated in accordance with the

requirements of those Essentials; and

• To eliminate the potential for fatalities and permanent disabilities

Push the boundaries... anything is possible.

Construction

Safety Essentials

2012


Sydney Children’s Hospital, nSW

Broad have recently commenced works at the new Clinical Wing for The Sydney Children’s Hospital, Randwick.

Broad have been carrying out enabling works such as relocation of services, demolition work, site levelling, piling and foundation works.

The project has recently installed a time lapse static camera mounted on top of the adjoining Prince of Wales Hospital. For those interested we encourage you to view the progress via webcam; http://broadconstructioncams.com/view/

Dumas House, WA

The transformation of the old Dumas House is well underway and is emerging as a contemporary building, with state of the art technology whilst persevering the dignity of the old building. As of early January, 16 of the 38 separable portions have been completed

PrOJECtSnAPSHOtSriverside Waterbank Forward Works, WA

Works have recommenced after being suspended

due to continual inundation with river water.

Due to the school closing down for the school

holidays, completion of the work across the

entrance to Trinity College was simplified.

Tie-in to the existing manhole under the road

in the middle of an intersection which required

traffic control 24 hours per day, has now been

completed

Gracewood Kellyville Community Living Units, nSW

Since the project commenced in September 2011 the site team have experienced 23 rain days. Despite the wet weather conditions works have advanced with all bored piers (138) installed, all

eight lift pits have been poured and all in ground services to basement one and two have been completed along with the basement slabs on ground.

The tower crane has now been installed to assist in the formwork to the suspended slabs, which commenced in November. The first ground floor transfer deck was poured on 14 December 2011

Work//Zone, WA

Installation of basement retention system has commenced on site with the CFA component complete. The sheet pile installation is complete along the Pier Street elevation and is continuing along the northern boundary of the site. Major Milestones achieved to date include the issuing of dewatering license and Forward Works Building License.

The bulk earthworks have commenced on site and the first area is being prepared for the installation of the PT design raft slab. The foundations were prepared for the first tower crane which was erected early in the New Year

Westrac, WA

Works have commenced on the WesTrac Distribution Centre with screening of the entire site continuing. Excavation for footings has commenced along with the placement of reinforcement and concrete. Structural steel erection commenced mid December

Sydney Children’s HospitalWesTrac


SIHIP, nt

With the two latest NFA packages of work programmed to be completed on or ahead of time before June 2012, NFA has been requested to work on pricing and methodology for three new packages in the Arnhem Land area.

The new works involve creation of approximately 140 new houses and the refurbishment of a further 180 houses in four communities around the coast.These communities are Numbulwar, Gapuwiyak, Milingimbi and Ramingining

new Domestic terminal, WA

The New Domestic Terminal at Perth Airport saw construction works commence on site early September 2011.

Site works are complete, as is the majority of the in ground works, footing and slab works across the site. Pre-cast erection commenced in January, followed by the major steel construction works in February. Works on the airside walkways (which are some 800m long) have also commenced with the walkway works to be performed on the existing airport apron.

Civil works are progressing well and 50 per cent of the road works along Sugarbird Lady Road are complete.

The project, which is due for completion late 2012, includes many unique features including, bomb proof facades, a tri-generation facility, and a specialist baggage handling facility

narngulu East, Civil Works, WAAll original contract works for Narngalu East Civil works have been completed. Broad was given additional variation works which were equivalent to the original contract. All works have been completed in the timeframe of the original contract works

Woolworths reedy Creek, QLDThe Reedy Creek project commenced on site in February 2011, reaching final Practical Completion on 29 November 2011.

The centre consists of a 2800 sqm Woolworths supermarket, six speciality tenancy stores and public car parking. At the front of the complex is an open roof canopy, which provides the main entry point to the Woolworths and three of the speciality stores.

The centre opened its doors on 30 November 2011 along with Zaraffas coffee shop and BWS.

Woolworths advised that the store had the best result for an opening on the first day of trading. The complex is bustling and is very well received by the community of Reedy Creek

Mount Sheridan Plaza, QLD

The basement slab is 99 per cent complete, the

ground floor 80 per cent complete and the Kmart

roof is installed. The Woolworths structural steel

is in progress and the roof is scheduled to be

installed before “The Wet” (tropical rainy season)

sets in

Woolworths Gladstone, QLDWith good weather continuing through into early

December 2011 the majority of the carpark

was asphalted prior to Christmas in time for

the Woolworths store to be handed over early

February 2012 for fit out. The remaining external

works and tenancies are well advanced for the

competition date late March 2012

Woolworths Reedy Creek

SIHIP

WesTrac


www.broad.com.au

Western Australia

T: (08) 9228 7777

new South Wales / Victoria

T: (02) 9414 6300

Queensland

T: (07) 3514 6100

Date post:	09-Mar-2016
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