COLONIAL FIRST STATE PROPERTY | 367 COLLINS ST, BBW REFURBISHMENT (L4-17) &

INTEGRATED OPTUS FITOUT (L4-12) | JULY 2009

 Contents

1.0 CURRENT ISSUE STATUS 4

2.0 INTRODUCTION 6
2.1 Purpose of this Manual 6
2.2 Revisions 7
2.3 Project Objectives 7

3.0 PROJECT TEAM, REPORTING STRUCTURE AND RESPONSIBILITIES 8

3.1 Project Team 8
3.2 Communication Protocols 9
3.3 Project Team Responsibilities 12
3.4 Project Directory 19
3.5 After Hours Contact List 21

4.0 PROJECT REPORTING STRUCTURE 22

4.1 Introduction 22
4.2 Typical Report Contents 22

5.0 PROJECT MEETINGS 26

5.1 Meeting Hierarchy 26
5.2 Proposed Meeting Agendas 27

6.0 COST CONTROL 28

6.1 Cost Management Procedures 28
6.2 Variations 28
6.3 Contractor Cash Flow, Progress Claims and Payment Procedure 29

7.0 TIME CONTROL 32

7.1 Programmes 32
7.2 Extension of Time (EOT) 32

8.0 INSTRUCTIONS 34
9.0 QUALITY CONTROL 36
9.1 Inspection and Test Plans 36
9.2 Contractors Environmental Management Plan 37
9.3 Contractors Quality Management Plan 37

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9.4 Audits by the Fitout or BBW Project Manager 37
9.5 Auditing of Project Management Plan and Systems 38

10.0 Site Procedures 39

10.1 Booking the Goods Lift 39
10.2 Occupied Premises 40
10.3 Existing Services 42

11.0 OCCUPATIONAL HEALTH & SAFETY 44

11.1 Contractor’s Site Occupational Health and Safety Plan 44
11.2 Contractor’s Site Security Plan 45
11.3 Contractors Site Establishment Plan 45
11.4 Contractors Site Storage Plan 45

Attachment A - Roles and Responsibility Matrix - Common Superintendent / BBW Project Manager /
Fitout Project Manager

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1.0 CURRENT ISSUE STATUS

DOCUMENT CONTROL REGISTER

PROJECT: 367 Collins Street Melbourne

Levels 4-17 & Level 1

DOCUMENT TITLE: Project Procedures Manual (PPM)

ISSUE DATE: 7 July 2009

DESCRIPTION OF CHANGE: Draft Issue

ISSUED TO:

REVISION
Company Name Role

Commonwealth Managed Kel O’Connor Building Owner A

Investments Limited

Colonial First State Kel O’connor Client A

Property
Eastview Commercial Pty Cris Van Haren Owners Representative A
Limited
Jones Lang LaSalle Claire Henderson Property Manager A
Paul O’Reily A
Michael Browne A
Thinc Projects Siobhan Geraghty CMIL Representative & A
Richard Yeo BBW Project Manager A
Optus Andrew Princi Optus Representative A
(Levels 4-12)
DTZ Paul Kennedy Fitout Project Manager A
Shanaz Janmohammed A
PlanCost Australia Pty Steve Grimes Common A
Limited Superintendent
Gray Puksand Heidi Stowers CMIL Lead Designer / A
Firdaus Kartika Architect A

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 Umow Lai and Associates John Buckley CMIL Services A
Manus Freeman Consultant A

Hassell Vicky Murphie Optus Architect A

Trevor Coolledge
VOS Sean Treweek Optus Services A
Consultant
Currie & Brown Steven Martindale CMIL Quantity Surveyor A

ISIS Projects Pty Limited Andrew Henderson Contractor (BBW & A

Adam Head Fitout) A

Reviewed by ________________ Authorised by ________________

Date ________________ Date ________________

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2.0 INTRODUCTION

2.1 Purpose of this Manual

This Project Procedures Manual (PPM) sets out guidelines to be followed by the Project Team,
including the Principal and Contractor, for the management and administrative procedures necessary
for the delivery of the base building upgrade works (Levels 4-17 & Level 1) and integrated Optus fit-out
works (Levels 4-12) at 367 Collins Street, Melbourne. The purpose of this PPM is to ensure that:

• The roles and responsibilities of the various stakeholders are defined;

• The completed project meets the objectives of Commonwealth Managed Investments Limited
(CMIL) and that CMIL is provided with documented evidence of this compliance;

• Quality Assurance requirements are defined and procedures put in place to ensure
compliance – including issue of contractors Project Management Plan (PMP);

• Communications protocols on the project are clear;

• Specific arrangements in regard to risk management, industrial relations management,

procurement and site management to be established, adopted and understood;

• Administrative procedures and systems for the management of cost, time and quality of the
project are established and followed; and

• Specific management responsibilities and procedures in respect of user groups and

stakeholders are established and adopted by all members of the project team.

The Contractor and all members of the project team shall follow the procedures detailed in this Project
Procedures Manual. Where appropriate, these procedures will also apply to all sub-contractors
engaged by the Contractor.

This manual shall be read in conjunction with the ‘Refurbishment Works Contract’ and all of the
documents that make up that Contract as executed by CMIL and ISIS Projects Pty Limited on 30 June
2009.

The details herein do not supersede or over-ride the requirements of the ‘Refurbishment Works
Contract’ or the current consultant agreements and scope of works.

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2.2 Revisions

Any member of the project team, through Thinc Projects, may initiate revisions to the PPM at any
stage throughout the project.

2.3 Project Objectives

Throughout the refurbishment of Levels 4-17, the main goals for this project are to:

• Assist in the development of the desired market positioning to retain existing high profile
tenants, and to attract new tenants.
• Enable the building to be highly competitive in the Melbourne market over the next 15 years
with both existing and new buildings.
• Create an image of social and environmental awareness for the building via the
implementation of Sustainable Design (SD) strategies.
• Transform 367 Collins Street from the current “A” grade standard office building into a high “A”
grade status building.

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3.0 PROJECT TEAM, REPORTING STRUCTURE AND
RESPONSIBILITIES

3.1 Project Team

The project team organisation and reporting structure is shown in Figure 1. The chart generally
illustrates the flow of communication between the following parties:

Company Contact Role

Commonwealth Managed Kel O’Connor Building Owner (CMIL)
Investments Pty Limited – (CMIL)

Colonial First State Property – Kel O’Connor Client

(CFSP)
Eastview Commercial Pty Limited Cris Van Haren Owners Representative

Jones Lang LaSalle (JLL) Claire Henderson Property Manager

Thinc Projects (TPA) Siobhan Geraghty CMIL Representative &

Richard Yeo BBW Project Manager
Optus (Optus) Andrew Princi Optus Representative
(Levels 4-12)
DTZ (DTZ) Paul Kennedy Fitout Project Manager
Shanaz Janmohammed
PlanCost Australia Pty Limited Steve Grimes Common Superintendent
(PC)
Gray Puksand (GP) Heidi Stowers CMIL Lead Designer /
Firdaus Kartika Architect
Umow Lai and Associates (ULA) John Buckley CMIL Services Consultant
Manus Freeman
McKenzie Group Consulting Stans Tsantis CMIL Building Surveyor
(MGC)
Currie & Brown (C&B) Steven Martindale CMIL Quantity Surveyor

Waterman AHW (AHW) Lindsey Patone CMIL / Optus Structural

Engineer
Hassell (HA) Vicky Murphie Optus Architect
Trevor Coolledge

VOS (VOS) Sean Treweek Optus Services Consultant

ISIS Projects Pty Limited (ISIS) Adam Head Contractor (BBW & Fitout)
Peter Conlon

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3.2 Communication Protocols

3.2.1 Communication Hierarchy

The communication hierarchy between Project Team members is generally as per the project
organisation structure is illustrated in Figure 1.

3.2.2 Communication Guidelines

Client (CFSP)
Generally liaises with the Building Owner, Property Manager, Owners Representative and CMIL
Representative / BBW Project Manager.

Owners Representative (Eastview Commercial)

Generally liases with the Building Owner, Client, Property Manager, CMIL Representative / BBW
Project Manager and Fitout Project Manager.

Property Manager (Jones Lang LaSalle)

Generally liaises with Client, Tenants and CMIL Representative / BBW Project Manager.

Optus Representative – Levels 4 to 12

Generally liaises with the Fitout Project Manager.

CMIL Representative / BBW Project Manager (Thinc Projects)

Generally liaises with Property Manager, Base Building Consultants, Fitout Project Manager,
Common Superintendent, Contractor and Tenants (where required).

Common Superintendent (PlanCost)

Generally liases with the CMIL Representative / BBW Project Manager, Fitout Project Manager,
Owners Representative and the Contractor.

Fitout Project Manager (DTZ)

Generally liases with the Optus Representative, Fitout Design Team, Common Superintendent and
CMIL Representative / BBW Project Manager (where required).

Contractor (ISIS Projects)

Generally liaises with the Property Manager (as required), Common Superintendent, CMIL
Representative / BBW Project Manager and Fitout Project Manager.

CMIL Lead Designer / Architect (Gray Puksand)

Generally communicates with the BBW Project Manager and other base building (CMIL) Design
Consultants.

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CMIL Services Consultant (Umow Lai & Associates)
Generally communicates with the BBW Project Manager and other base building (CMIL) Design
Consultants.

CMIL Quantity Surveyor (Currie & Brown)

Generally communicates with the CMIL Representative / BBW Project Manager, Common
Superintendent and the CMIL design consultants.

Building Surveyor (McKenzie Group Consulting)

Generally liases with the CMIL Representative / BBW Project Manager and the Fitout Project
Manager.

Structural Engineer (Waterman AHW)

Generally communicates with the CMIL Representative / BBW Project Manager and Fitout Project
Manager.

Optus Architect (Hassell)

Generally communicates with the Optus Representative, Fitout Project Manager and other Optus
Design Consultants.

Optus Services Consultant (VOS)

Generally communicates with the Optus Representative, Fitout Project Manager and other Optus
Design Consultants.

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 Figure 1: Organisational Structure

Building Owner: Owners Representative:

Commonwealth Managed Eastview Commercial
Investments Limited (CMIL) ‐ Cris Van Haren
Base Building Works Fitout Works

Fund Manager: Tenant (Levels 4‐12):

Colonial First State Property (CFSP) OPTUS
‐ Kel O'Connor ‐Andrew Princi

Project Control Group (PCG):

‐ CFSP
‐ JLL
Property Manager: ‐ Optus
JLL Maintenance
Jones Lang LaSalle (JLL) ‐ TP
Engineer:
‐ Claire Henderson ‐ DTZ
‐ Martin Stalder
‐ Paul O'Reily ‐ PC

Fitout Project Manager:

CMIL Representative / BBW Project DTZ
Manager: ‐ Paul Kennedy
Thinc Projects (TPA) ‐ Shanaz Janmohammad
‐ Siobhan Geraghty COMMON CONSULTANT's:
‐ Richard Yeo McKenzie Group (MCG)
‐Stan Stantis
Waterman AHW (AHW)
‐ Lindsay Patone

COMMON SUPERINTENDENT:
CFSP Project Design Team PlanCost Fitout Design Team
‐ Steve Grimes

Architectural: Architectural:
Gray Puksand (GP) Hassell
Base Building Contractor / Fit Out Contractor:
‐ Heidi Stowers ‐ Vicky Murphie
ISIS Projects Pty Limited
‐ Firdaus Kartika ‐ Trevor Coolledge
‐ Adam Head
‐ Peter Conlon
Services Engineer:
Services Engineer:
Umow Lai (ULA)
VOS
‐ John Buckley
‐ Sean Treweek
‐ Manus Freeman Selected Sub‐Contractors
Trade
(Refer Contract Attachment 4)
Contractors
‐ Electrical
Quantity Surveyor: ‐ Mechanical Quantity Surveyor
Currie & Brown (C&B) ‐ Hydraulics Page Kirckland
‐ Steven Martindale ‐ Fire ‐ TBA

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3.3 Project Team Responsibilities

3.3.1 Client – Colonial First State Property (CFSP)

The Client, CFSP, manages the investment (367 Collins Street) on behalf of the owner (CMIL) and
is responsible for the following:

• Approving project Scope including scope changes;

• Approving budgets including changes to the project budget;
• Awarding of all contracts & approval of all variations;
• Approves all expenditure on the project making payments against the project budget; and
• Approval of tender and contract documentation prior to issue.

3.3.2 Owners Representative – Eastview Commercial (EVC)

Eastview Commercial have been appointed by CMIL as the Owners Representative and are
responsible for:

• Ensuring that the lease commitments to Optus are fulfilled and that the project remains on
track and that represent CMIL on all project issues;
• Undertaking a high level role of making sure that project procedures and processes are
being followed;
• Lead role in reviewing and recommending to CMIL and the Property Manager any project
changes (i.e. cost, time, scope);
• Chair and attend the monthly Optus / CMIL PCG’s between Optus and CMIL and act as
CMIL’s Representative at these Optus / CMIL PCG meetings.

3.3.3 Property Manager – Jones Lang LaSalle (JLL)

Jones Lang LaSalle reports directly to CFSP and:

• Provides direction to the project team through the CMIL Representative / BBW Project
Manager;
• Conveys and clarifies (where required) CMIL / CFSP decisions and approvals to the CMIL
Representative / BBW Project Manager;
• Manages costs in conjunction with the CMIL Representative / BBW Project Manager and
client;
• Approves and amends where required documentation prepared by the CMIL
Representative / BBW Project Manager and other team members, and seeks CFSP’s
approval on behalf of CMIL where required.
• Tenants liaison with the building tenants.

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3.3.4 CMIL Representative / BBW Project Manager – Thinc Projects (TPA)

Thinc Projects have been engaged by CMIL to undertake the role of Project Manager for the Base
Building Works. Thinc Projects has been nominated by Eastview Commercial as the CMIL
Representative for the Refurbishment Works Contract between ISIS and CMIL and the Fitout
Contract between ISIS and Optus. TPA is responsible for management of all aspects of the BBW
project including design and construction activities. TPA reporting responsibilities include acting as
the client representative, reporting to the Client (CFSP) and the Property Manager (JLL), the
Owner’s Representative (EVC) and the Common Superintendent (PC).

The primary tasks of the BBW Project Manager are:

• Contract Administration of the base building works via the Common Superintendent;
• Management of all base building design and other base building consultants activities;
• Preparation of written documentation in close consultation with the Property Manager and
Client (including Monthly Report);
• Written and verbal reporting to the Client and Property Manager including the provision of
a monthly written report to EVC as CMIL’s lease representative;
• Liaison with tenants in conjunction with Property Manager;
• The focal point of all communications on the project between consultants, Property
Manager and the Client; and
• Certification of all payments relating to the base building refurbishment works.

3.3.5 Fitout Project Manager – DTZ (DTZ)

DTZ is generally responsible for the following activities:

• Contract Administration of the fitout works via the Common Superintendent;

• Management of all fitout design and other fitout consultants activities;
• Preparation of written documentation in close consultation with the Property Manager and
Client (including Monthly Report);
• Written and verbal reporting to Optus and CMIL including the provision of a monthly written
report to EVC;
• The focal point of all communications on the project between the fitout consultants, CMIL
Representative / BBW Project Manager and Optus; and
• Certification of all payments relating to the fitout refurbishment works.

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3.3.6 Common Superintendent – PlanCost Australia Pty Limited (PC)

PlanCost Australia is generally responsible for the following activities:

• Review and confirmation on status of monthly report prepared by CMIL’s Representative

for the CMIL-Optus Project Control Group;
• Preparation of Monthly Common Superintendent Report;
• Attendance at CMIL-Optus Project Control Group Meetings when required;
• Issue of all Site Instructions (“Contractor Directions” as defined in the contract)
• Determine all interface issues between the Works and the Fitout Works in consultation with
CMIL’s Representative / BBW Project Manager;
• Issue Variations to the Contractor as directed by CMIL’s Representative;
• Receive progress claims from the Contractor for sending to CMIL’s Representative and
request and certify tax invoices received from the Contractor;
• Issue commissioning plans received from both the CMIL and Optus Representatives and
all Directions to the Contractor;
• Issue notice of Defects received from the CMIL and Optus Representatives and confirm
Defects status to the Contractor and determine any dispute as to Defects and rectification
of Defects; and
• Issue Preliminary Certificate of Practical Completion to the Parties.

3.3.7 BBW Services Consultant – Umow Lai & Associates (ULA)

Umow Lai is responsible for design of the mechanical, electrical, fire and hydraulic works with
implications to the base building services including preparation of engineering drawings and
technical specifications.

For the construction phase of the project, the ULA is responsible for liasing with the CMIL
Representative / BBW Project Manager on matters relating to project engineering and technical
matters on their relevant disciplines. Communications between ULA and the Contractor (ISIS)
should be directed through the Common Superintendent (PC) via the CMIL Representative / BBW
Project Manager.

3.3.8 Building Surveyor – McKenzie Group Consulting (MG)

McKenzie Group is responsible for all inspections, permits and approvals in relation to the BCA
certificates and compliances of the project.

3.3.9 BBW Lead Designer (Architect) – Gray Puksand (GP)

Gray Puksand is responsible for design queries relating to the base building works including, but
not limited to, the following items:

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 • Ceiling Grid and Tile;
• Ceiling Perimeter Margin (Window Side);
• Perimeter;
• Perimeter Window Furnishings;
• Carpet;
• Base Building Painting;
• Lift Lobbies;
• Lift Call Lights and Buttons;
• Walls;
• Signage, Door Signage and Hardware;
• Amenities; and
• Inspections, sign-off etc.

3.3.10 BBW Quantity Surveyor – Currie & Brown (C&B)

Currie & Brown are responsible for assisting the BBW Project Manager in the management of cost
and quality in the following areas:

• Attendance at value management workshops – during schematic, design development,

contract documentation and tender stages;
• Preparations of interim cost plans/estimates;
• Initial tender assessment report and negations with tenders;
• Review and negotiations on all base building variations; and
• Review and assessment of base building Contractor Progress Claims.

3.3.11 Fitout Services Consultant – VOS (VOS)

VOS is responsible for the fitout design relating to mechanical, electrical, fire and hydraulic works
including the preparation of engineering drawings and technical specifications.

For the construction phase of the project, VOS is responsible for liasing with the Fitout Project
Manager (DTZ) on matters relating to project engineering and technical matters on their relevant
disciplines. Communications between VOS and the Contractor (ISIS) should be directed through
the Common Superintendent (PC) via the Fitout Project Manager (DTZ).

3.3.12 Fitout Architect – Hassell (HA)

Hassell is responsible for all design queries relating to the fitout works on Levels 4-12. For the
construction phase of the project, Hassell is responsible for liasing with the Fitout Project Manager
(DTZ) on matters relating to any fitout design issues. Communications between Hassell and the

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Contractor (ISIS) should be directed through the Common Superintendent (PC) via the Fitout
Project Manager (DTZ).

3.3.13 Fitout Quantity Surveyor – Page Kirkland (PK)

Page Kirkland are responsible for assisting the Fitout Project Manager in the management of cost
and quality for the fitout component of the works on Levels 4-12.

3.3.14 The Contractor – ISIS Projects Pty Limited (ISIS)

The following section is a guideline of the anticipated expectations of the services and personnel to
be provided by the Contractor to carry out the works for the project. The Contractor should ensure
that all its obligations and requirements as set out in the Contract is fully complied with. The
Contractor’s personnel will generally consist of the following (as a minimum):

• Project Manager;
• Site Manager;
• Services Co-ordinator; and
• Others as required (Administrator, Site Foremen, Tenancy Co-ordinator, Labourers, etc).

The general role and responsibilities include, but are not necessarily limited to the following areas.

3.3.15 Project Manager (Contractor)

• Manage and deliver the overall project;

• Ensuring that the construction team carry out their duties in accordance with the Contract;
• To act as the key point of contact for the BBW Project Manager, Fitout Project Manager
and Common Superintendent;
• Set up, monitor and maintain a cost management system;
• Convene and chair site meetings;
• Convene and chair consultant meetings;
• Convene and participate in value management sessions;
• Attend PCG Meetings as required;
• Ensure that the adopted Quality Assurance system is being used and adhered to;
• Edit, collate and issue the monthly Contractor's reporting requirements;
• Ensure that all documentation, warranties and all requirements of the Contract are
provided to achieve Practical Completion;
• Ensure that all responsibilities in respect to the Defects Liability Period are carried out and
completed in accordance with the Contract;
• Programming, co-ordinating and staging the works (with the Site Manager);

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 • Liaison with the Property Manager and Building Tenants with respect to the works and
their programming, co-ordination and staging (with the Site Manager); and
• Prepare and submit Progress Claims and Tax Invoices.

3.3.16 Site Manager (contractor)

• Manage the construction of the project;

• Convene, chair and minute subcontractor and union meetings;
• Supervise and handle all negotiations with subcontractors and Separate Contractors;
• Convene, chair and minute on-site staff meetings to review all issues relating to
construction;
• Manage the preparation and issue of all shop drawings;
• Manage the preparation of all ‘as built’ drawings and Operation and Maintenance Manuals;
• Obtain all authority approvals (other than those expressly required to be obtained by the
Owner);
• Commission and handover all plant and equipment including preparation of commissioning
programmes, etc.;
• Manage all industrial relations and OH&S issues;
• Manage the preparation of defects lists and the defects rectification process;
• Monthly construction reporting to the Contractor's Project Manager for the purposes of the
PCG Meeting;
• Attend all site meetings, design and technical meetings, project meetings and meetings
with any relevant authority;
• Advise on the availability of materials and equipment to be incorporated into the Works,
investigate and make recommendations on the purchase of all materials and equipment
particularly where a long lead time for procurement is necessary and expedite and
coordinate delivery of all purchases;
• Become fully conversant with the conditions in and near the Site including roads, lanes,
rights of way, the business and occupiers of buildings in the vicinity, traffic flows, and
tenants in the building and, having regard to those conditions, advise and make
recommendations and carry out the most efficient method of staging the delivery of men
and materials and executing the works;
• Advise on the division of the works into trade packages for the purposes of calling tenders
for those trade packages as individual subcontracts including making recommendations as
to the desirability of letting various trade packages in stages and the sequence in which
tenders for those trade packages (or parts of them) should be called;
• Assist the building surveyor as necessary in relation to approvals and consents for the
Works.

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 • Establish to the satisfaction of the BBW Project Manager, Fitout Project Manager and
Common Superintendent a procedures document specifically for site control and
administration, which will be adopted in the Management Plan;
• Prepare subcontract packages, checking the financial capacity of potential tenderers,
despatching of all tender documents, review, evaluating and awarding of tenders for
subcontract packages in accordance with procedures approved by the BBW Project
Manager, Fitout Project Manager and Common Superintendent;
• Provide all direction, procedures, coordination, administration, review and communication
with subcontractors necessary to complete the Works in a timely, economical and
acceptable manner;
• Supervise the subcontractors, and procure compliance by the subcontractors with the
terms of their respective subcontracts, by coordinating the performance of their obligations
under the subcontracts and ensure that the subcontractors cause no disturbance or
inconvenience to the tenants;
• Procure the preparation by subcontractors of shop drawings and as constructed plans,
drawings and specifications, warranties and the like;
• In association with the relevant subcontractors, assist in the commissioning of all plant and
equipment, systems and services incorporated in or altered by the works;
• Ensure that all areas in and near the works are kept clean, tidy and uncluttered by
workmen or materials so as to minimise to the greatest extent possible any inconvenience
to others caused by the works being carried out;
• Ensure that subcontractors keep all construction plant and equipment on the site in good
and safe order and condition (including regular preventative maintenance);
• Take all steps necessary to ensure that subcontractors perform, in terms of their
subcontracts, their obligations in relation to any defect, guarantee or warranty. The Site
Manager is responsible for the compilation of the list of omissions or defects;
• Programming, co-ordinating and staging the works (with the Project Manager); and
• Liaise with the Property Manager and Building Tenants with respect to the works and their
programming, co-ordination and staging with the BBW Project Manager, Fitout Project
Manager and Common Superintendent.

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 3.4 Project Directory

Name Company Title Address Phone Fax Mobile Email

CLIENT CONTACTS

Kel O’Connor Commonwealth Managed Regional Portfolio L7, 52 Martin Place 02 9303 3525 02 9303 3644 0418 686 450 KOConnor@colonialfirststate.com.au
Investments & Colonial Manager - DPIF Sydney NSW 2000
First State Property
Cris Van Haren Eastview Commercial Director Ground Floor, 3 Northcliff St 02 9957 4823 02 9957 4823 0411 759 450 cvanharen@eastview.com.au
Milsons Point NSW 2061
Claire Henderson Jones Lang LaSalle General Manager – L1 West, 385 Bourke St 03 9604 5844 03 9604 5810 0411 265 143 Claire.Henderson@ap.jll.com
DPIF Portfolio (CFSP) Melbourne VIC 3000
Michael Brown Jones Lang LaSalle Senior Engineering L1 West, 385 Bourke St 03 9629 4005 03 9614 0455 0421 613 910 michael.browne@ap.jll.com
Manager - CFSP Melbourne VIC 3000

BASE BUILDING WORKS CONTACTS

Siobhan Geraghty Thinc Projects Senior Consultant Level 9, 136 Exhibition St 03 9654 6799 03 9654 7356 0418 770 389 sgeraghty@thincprojects.com
Melbourne VIC 3000
Richard Yeo Thinc Projects Consultant Level 9, 136 Exhibition St 03 9654 6799 03 9654 7356 0418 331 059 ryeo@thincprojects.com
Melbourne VIC 3000
John Buckley Umow Lai Senior Associate 3 Yarra Street 03 9249 0288 03 9249 0299 0417 701 565 John.buckley@umowlai.com.au
South Yarra VIC 3141
Manus Freeman Umow Lai Senior Associate 3 Yarra Street 03 9249 0288 03 9249 0299 0419 522 958 Manus.freeman@lincolnescott.com
South Yarra VIC 3141
Heidi Stowers Gray Puksand Associate 577 Lt Bourke St 03 9221 0999 03 9221 0998 0414 545 755 hstowers@graypucksand.com.au
Melbourne VIC 3000
Firdaus Kartika Gray Puksand 2IC Architect 577 Lt Bourke St 03 9221 0999 03 9221 0998 n/a fkartika@graypuksand.com.au
Melbourne VIC 3000
Stan Tsantis McKenzie Group Director Level 2, 99 William Street 03 9247 0400 03 9247 0499 0414 489 166 stsantis@mckenzie-group.com.au
Melbourne VIC 3000
Steven Martindale Currie & Brown Associate L4, 441 St Kilda Road 03 9867 3011 03 9867 5950 0400 977 776 steven.martindale@curriebrown.com.au
Melbourne VIC 3004

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Name Company Title Address Phone Fax Mobile Email
FITOUT WORKS CONTACTS

Andrew Princi Optus Workplace Projects 1 Lyonpark Road, 02 8082 6221 n/a 0411 803 330 Andrew.Princi@optus.com.au
Manager Macquarie Park NSW 2113
Paul Kennedy DTZ Director – Building L16, 56 Pitt Street 02 8243 9999 02 8243 9900 0434 042 237 paul.kennedy@dtz.com
Consultancy Sydney NSW 2000
Shanaz DTZ Project Manager L16, 56 Pitt Street 02 8243 9999 02 8243 9900 0404 224 048 Shanaz.Janmohammad@dtz.com
Janmohammed Sydney NSW 2000
Vicky Murphie Hassell Senior Associate L2, 88 Cumberland Street 02 9101 2000 02 9101 2100 0414 319 870 vmurphie@hassell.com.au
Sydney NSW 2000
Trevor Coolledge Hassell Associate 61 Little Collins Street 03 8102 3019 03 9654 1422 0419 357 420 tcoolledge@hassell.com.au
Melbourne VIC 3000
Sean Treweek VOS Director L1, 155 Queen Street 03 9602 2855 03 9602 3755 0408 405 522 streweek@vosgroup.com.au
Melbourne VIC 3000

COMMON CONTACTS

Steve Grimes PlanCost Common 92 Reynolds Road 03 9438 5009 03 9438 5775 0417 574 399 steve.grimes@plancost.com.au
Superintendent Wattle Glen VIC 3096
Lindsay Patone Waterman AHW Director 60 Park Street 03 9685 9900 03 9685 9999 0411 647 730 l.patone@wahw.vic.au
South Melbourne VIC 3205
Andrew Henderson ISIS Projects State Manager Level 6, 136 Eastern Road 03 9690 9555 03 9690 5999 0417 572 964 andrew.Henderson@isis.com.au
South Melbourne VIC 3205
Adam Head ISIS Projects Project Manager Level 6, 136 Eastern Road 03 9690 9555 03 9690 5999 0412 192 316 adam.head@isis.com.au
South Melbourne VIC 3205
Peter Conlon ISIS Projects Site Manager Level 6, 136 Eastern Road 03 9629 5082 03 9629 8323 0434 302 240 Peter.Conlon@isis.com.au
South Melbourne VIC 3205
Garry Hinkley 367 Collins Street Building Security 367 Collin Street 03 9629 7801 03 9629 1153 n/a security@367collins.com.au
Melbourne VIC 3000

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3.5 After Hours Contact List

The Contractor is to provide an after hours Contact list to be held at Security onsite in case of ‘after
hours’ emergencies.

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4.0 PROJECT REPORTING STRUCTURE

4.1 Introduction

The current commercial agreement entered into between the project participants are summarised
below:

• The lease between CMIL (Lessor) and Optus (Lessee);

• The ‘Refurbishment Works Contract’ between CMIL and ISIS;
• The Consultancy agreements between CMIL and the Base Building Works Consultants;
• The contract between Optus and ISIS;
• The Consultancy agreements between Optus and the Fitout Consultants; and
• The umbrella agreement between CMIL, Optus and ISIS.

Under these current commercial agreements the project reporting structure is defined at two formal
levels consisting of:

1. The monthly Lessee (Optus) / Lessor (CMIL) Project Control Group (PCG) Meeting; and

The Contractor, BBW Project Manager, Fitout Project Manager, Common Superintendent
level.

The agenda and format of the Optus / CMIL PCG is strictly controlled by the lease and requires
formal attendance by the Lessee and Lessor Representatives only, and written reports by the BBW
(CMIL) Project Manager and the Fitout (Optus) Project Manager and the Common Superintendent.

Formal reports are prepared to inform CFSP, the Property Manager and other project team
members of the project’s cost, time, quality and safety status and to highlight key issues and
actions being undertaken or required.

In general terms, reports should be kept brief, with the emphasis on providing early warning of
potential problem areas. They should be forward looking in emphasis and record impending
action, as well as achievements during the reporting period.

4.2 Typical Report Contents

The contents of typical reports should be progressively developed to meet the needs of the project
and client requirements but generally they should include the following outlined in Sections 4.2.1 to
4.2.2.

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4.2.1 Owners Representative Formal Monthly Report Requirements

Section 1: CFSP / JLL Project Reporting Issues (items that need to be formally recorded and
reported to JLL / Eastview / CFSP on a monthly basis by CMIL Representative / BBW Project
Manager.

(a) Project Summary / Executive Overview / Key Issues;

(b) Previous Minutes / Key Issues Outstanding from Previous Minutes;

(c) Authority Approvals;

(d) Design Update;

(e) Financial Update;

(f) Program;

(g) Procurement and Construction;

(h) Occupational Health and Safety (OH&S);

(i) ESD Update;

(j) Project Setup (Organisational Chart and Stakeholders).

Section 2: CFSP / Optus Lease Legal Issues (items to be formally reported to OPTUS at the
Monthly Lessee/ Lessor PCG)

2.1 Lessee Approval Register and Executive Summary

(a) Any matter that requires a lessee approval, a consent or direction;

(b) The potential impact of any delay notified under this agreement.

2.2 Program Status inc. Key Date Register marked up Ghant Chart

(a) The status of the refurbishment work;

(b) The lessor progress compared to program;

(c) The lessees progress compared to program;

(d) Any issues that have arisen regarding authority approvals or the work.

2.3 Lessor Drawing and Documentation Register

(a) The status of any changes to plans or drawings including a register of drawings.

2.4 Lessees Variation register

(a) Lessee funded variations showing status (ie requested submitted confirmed).

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 Attachments

(a) Construction Programme;

(b) Progress Photographs;
(c) Project Cost Report;
(d) Project Cashflow;
(e) Variation Register & Miscellaneous Commitments;
(f) Project Contact List;
(g) PCG Meeting Schedule.

4.2.2 Contractor’s Monthly Report (to Common Superintendent with cc- to Property
Manager, CMIL Representative / BBW Project Manager and Fitout Project Manager)

The Contractor will prepare monthly reports by the last working day of the month and submit to the
Common Superintendent, CMIL Representative / BBW Project Manager and Fitout Project
Manager.

It is expected that this report will be progressively developed to meet the needs of the project and
client requirements and generally, it should include the following:

1.0 Time / Programme

• Status against Program;
• Current Key Activities;
• Planned Activities;
• Key Items Procurement Status.

2.0 Extensions of Time

• Cost;
• Contract Cost Status;
• Variations;
• Progress Claims / Payments;
• Cashflow Status.

3.0 Quality

4.0 Resources
• Materials procurement and on-site;
• Plant & Equipment on-site and planned;
• Labour on-site and planned.

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5.0 Occupational Health & Safety

6.0 Permits & Approvals

7.0 Instructions and Directions Received

8.0 Requests by Contractor

9.0 Decisions Required by Superintendents Representative

10.0 Reporting Hierarchy

The following regular reports are to be produced:

Name of Report Author Submitted To Frequency

Lessor / Lessee CMIL CFSP / JLL / 3 days prior to PCG
PCG Report Representative / EVC / PlanCost meeting
BBW Project
Manager –
Thinc Projects
Contractor’s Contractor - CFSP / JLL / By the last day of the
Progress Report ISIS Projects Optus / TPA / month
PlanCost

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5.0 PROJECT MEETINGS

The primary purpose of meetings is to coordinate activities of the project to allow issues requiring
decisions to be discussed and, action to be taken by nominated parties by nominated dates.

Minutes of meetings are to be prepared and issued promptly after each meeting, usually within 48
hours. The minutes will note the time, place and attendance at the meeting and note what action is
to be taken, who will take that action, when the action will be taken, and any comments relating to
the action. The purpose of the minutes or action statements is to indicate the proposed action
rather than historical recording. Such minutes will serve as a checklist for the following meetings,
and the method of communicating between meetings.

Meeting attendees should not rely on the issuing of action statements before proceeding with
individual actions to be undertaken by them. It is expected that actions will be undertaken on the
basis of verbal directions issued at meetings prior to the formal issue of an action statement or
minutes.

Contractor site meetings are to be held fortnightly commencing from 7 July 2009. These meetings
are to be chaired and minuted by ISIS Projects.

Lessor / Lessee PCG Meetings will be held monthly, re-commencing in August 2009. These
meetings will be chaired and minuted by the Owners Representative, Eastview Commercial. This
will be high level reporting meetings between CMIL and Optus, which TPA and DTZ attending on
an ‘as required’ basis.

5.1 Meeting Hierarchy

The following regular meetings are to be held:

Meeting Frequency Function Location Attendees

Lessor / Monthly High Level Review Sydney CMIL / EVC / OPTUS

Lessee PCG Project Status (time, (TPA / DTZ & PC as
Meetings cost, control, quality) invited)

Site Meetings Fortnightly Review Time, Cost, Contractor’s ISIS / PC / TPA / DTZ
Quality. Contract Site Office / OPTUS / JLL
and Administration (Consultants as
Meeting. OH&S invited)
Issues, RFI’s etc.

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5.2 Proposed Meeting Agendas

5.2.1 Site Meeting (Fortnightly)

It is intended that this meeting will cover the following topics:

• Key Dates / Programme / Time;

• Contract Administration;
• Request for Information (RFI);
• Client Representative Direction (CRD) / Site Instructions (SI);
• Program Claims;
• Variations;
• Design Issues;
• Occupational Health & Safety;
• Quality;
• Hazardous Materials.

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6.0 COST CONTROL

6.1 Cost Management Procedures

The CMIL Representative / BBW Project Manager will undertake cost control for the base building
component of the project, with continual liaison with the Property Manager, Quantity Surveyor and
Common Superintendent.

Monthly progress valuations, review and recommendations on variation quotations will be

undertaken by the CMIL Representative / BBW Project Manager, Quantity Surveyor, Common
Superintendent and Property Manager.

In administering the cost control system, all orders, contracts, variations (approved and pending)
and payments recommendations will be undertaken through the CMIL Representative / BBW
Project Manager’s cost control system. No funds are to be committed, varied or expended prior to
authorisation through the CMIL Representative / BBW Project Manager’s cost control system. The
CMIL Representative / BBW Project Manager will obtain overall management and ownership of the
project budget and cost control spreadsheet.

6.2 Variations

Variations to the ‘Refurbishment Works Contract’ will be dealt with in accordance with Figure 2
below.

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 Figure 2: Contract Variation Procedure

Potential Change in Scope Identified

Contractor to notifiy CS of
possible Variation
(with cc to BBW PM and Fitout PM)

Common Superintendent (CS)

issues Site Instruction (SI)
Fitout PM issues Variation BBW PM issues Variation
Quotation Request (VQR) Quotation Request (VQR)
(with cc to BBW PM and CS) (with CC to Fitout PM and CS)

Contractor to prepare and

submit a Variation Quotation
(VQ) including variation
impact statement to CS
(with cc to BBW PM and Fitout PM)

YES Time, Cost or Conflicting NO

Scope Change?

CS to review and advise base

building an fit-out implication.

Fitout PM Review BBW PM Review

Issue of:
Fitout PM to 1. CMIL Rep. Direction (CRD); or
seek approval BBW PM to seek 2. Fitout PM issue Site Instruction (SI); or
from Optus approval from CFSP 3. Joint response via CRD

(with cc to CS)

6.3 Contractor Cash Flow, Progress Claims and Payment Procedure

6.3.1 Cash Flow

In accordance with the Specification Preliminaries, the Contractor is to provide a forecasted cash
flow for the duration of the project. This cash flow is to be submitted to the CMIL Representative /
BBW Project Manager for approval within 14 days of the Contract commencement.

6.3.2 Progress Claim and Payment Procedure

The procedure for submission, assessment and payment of contractor payment claims it detailed
in Figure 3. On and from the 25th calendar day of each month, the Contractor may submit
Progress Claims to the Common Superintendent, with copy to CMIL’s Representative, in a form
satisfactory to CMIL’s Representative.

The claims are to generally include the following details:

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 • Original Contract amount;
• Detail/amount for each trade package claimed in the period;
• Description on the works completed;
• Statutory declaration in the form of Attachment 13 in the contract; and
• Other information as required.
Where possible, CMIL’s Quantity Surveyor has undertaken to assess payment claim submissions
within two business days in order to facilitate the timely submission of tax invoice and preparation
of Contractors monthly report including an accurate account of project costs to date.

Payment of Progress Claims is to be made by CMIL within 20 days following the receipt of an
agreed invoice from the CMIL Representative / BBW Project Manager.

Figure 3.1: BBW Progress Claim & Payment Procedure

Contractor to Prepare Monthly Progress Claim and submit

to Common Superintendent w/ cc to CMIL Representative

on/from 25th Calendar Day of

each month
CMIL Rep / Quantity Surveyor and Consultants (where
required) undertake assessment of claim & issued
progress certification to Common Superintendent

10‐days

Common Superintendent to issue payment schedule to

contractor & request invoice for payment by CMIL

Common Superintendent to certify tax invoice and

forward to CMIL Representative for payment CMIL

CMIL Representative to acknowledge receipt of invoice

and prepare Payment Recommendation for CMIL

20‐days

Payment to Contractor by CMIL

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 Figure 3.2: Fitout Progress Claim & Payment Procedure

Contractor to Prepare Monthly Progress Claim and submit

to Fitout Project Manager

on/from 20th Calendar Day of

each month (or next business day)
Fitout Project Manager with Fitout Quantity Surveyor and
Consultants (where required) undertake assessment of
claim
On or about the 25th of each month
or within 5 business days

Fitout Quantity Surveyor issues acceptance or revision

notice.

On or about 28th of each month

Fitout Contractor to revise claim and invoice accordingly

Submit revised invoice for payment

prior to 30th of each month

Fitout Project Manager to acknowledge receipt of invoice

and prepare Payment Recommendation for Optus

30‐days from end of month

Payment to Contractor by Optus

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7.0 TIME CONTROL

7.1 Programmes

CMIL’s Representative / BBW Project Manager will prepare the overall Master Program. This
Master Program will include all elements of the project such as documentation, calling of tenders
and letting of the works contract, site establishment, construction, commissioning and the defects
liability period.

The contractor will produce a Construction Program that will align with the Contractual Milestones
for the project for which they will report on each month.

The Master Program will summarise the Contractor’s Contract Program and should provide an
independent view of the time status in their monthly reports. The contractor will also include other
non-construction activities, eg, site shutdowns, etc.

The Contractor will be required to mark-up the construction programme showing the status of
works against the programme in advance of the monthly report.

The Contractor shall also advise their opinion on program status (i.e. how many days/weeks ahead
or behind) at Site Meetings, including actions being taken to recover any delays.

The communication of the day-to-day program, tenant services shut down and access notifications
shall be managed by the Property Manager and CMIL’s Representative / BBW Project Manager on
a timeline to be agreed at the first site meeting.

From time to time there may be a requirement for more detailed, day-by-day program to be
prepared. These will be produced by the Contractor, reviewed and controlled on an as-required
basis.

7.2 Extension of Time (EOT)

The contractor is entitled to submit claims for EOT’s where a delay in works affects the Date of
Practical Completion. Under the assessment of CMIL’s Representative / BBW Project Manager
and the Common Superintendent the Contractor will be notified of the interim and/or final
assessment on the EOT via the process depicted in Figure 4 below.

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 Figure 4: EOT Submission and Assessment Process

Possible EOT identified

The contractor is to provide

Contractor to provide Notice notification ASAP and within 5
in writing to CS business days of and event
occurring.

Submitted No
within
Time frame

Yes

Should the contractor wish to

Contractor to submit interim Contractor to submit formal proceed with the claim they
EOT Claim issued to CS EOT Claim to CS must provide formal EOT
within 10 days

Submitted No
within
Time frame

Yes

CS issue EOT Claim to CMIL

Representative / BBW PM
and/or Fitout PM

CMIL Representative / BBW CMIL Representative / BBW

PM and/or Fitout PM Interim PM and/or Fitout PM Final Interim claims for a continuing
Assessment Assessment delay are to be submitted on
a 5‐day, business day cycle
and sassed at delay
CMIL Representative / BBW completion.
PM and/or Fitout PM to
Notify CS on Final Assessment

CS to Notify Contractor on
Assessment

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8.0 INSTRUCTIONS

The Contractor shall convey all requests for information and/or clarification of information in writing
via the Common Superintendent with cc to Property Manager, CMIL Representative / BBW Project
Manager and Fitout Project Manager and using sequentially numbered proformas called Requests
for Information (RFI).

The Contractor shall allow a minimum of five (5) days clearance from the time of submission of the
RFI to the Common Superintendent until the time required for a response, unless marked urgent in
which the Consultants will endeavour to forward a response within 48 hours.

Each RFI shall be prefixed/suffixed with a letter or letters indicating the discipline(s) from which it
has emanated, eg:

• A - Architectural • H – Hydraulic
• S - Structural • F - Fire
• C - Construction • M - Mechanical
• E – Electrical

Unless formally instructed otherwise, the Common Superintendent and CMIL’s Representative /
BBW Project Manager are the only authorised parties that can issue formal instructions to the
Contractor. These will be issued either verbally or in writing and to be follow by via a formal “Site
Instruction” (SI) or “CMIL Representative Direction” (CRD) respectively – all instructions are to be
copied to relevant parties including but not necessarily limited to:

• The Client and/or Property Manager (as required) for information only;
• The Contractor; and
• Tenant’s PM (as required).

It will be the Contractor's responsibility to distribute the SI’s and CRD’s to the construction
personnel and subcontractors as required.

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 Figure 5: Request For Information (RFI), Site Instruction (SI) and CMIL Representative Direction
(CRD) Flowchart

NOTE:
Common Superintendent is RFI to Common Superintendent (CS)
required to review all RFI / identifying query, possible error or
CRD / SI correspondence and omission in documents
(with cc to BBW PM and Fitout PM)
associated documentation
and highlight to all parties any
potential effect to the works
in Base Building Works and
Fitout contracts. YES
Consultant input BBW PM and/or Fitout PM issue RFI
required? to Consultants as required.

NO

BBW PM and/or Fitout PM issue CRD Consultants to provide response via

and/or SI as required to Contractor Consultant's Advice Notice (CAN)
(with CC to CS) Consultants to obtain information from the
Consultation with Client / Tenant may be also Client / tenant through BBW Project Manager
be required or Fitout Project Manager as necessary.

Cost Variation NO
and/or EOT? No further action required
(TBA by Contractor)

YES

See EOT Procedure(Figure 4) &

Variation Procedure (Figure 2) as
required.

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9.0 QUALITY CONTROL

The Contractor is required to provide Quality documentation as requested and shall be compliant
with AS/NZS ISO 9001:9002:1994.

9.1 Inspection and Test Plans

The Contractor, in consultation with the CMIL Representative / BBW Project Manager and Services
Consultant, will develop a schedule of inspection and test plans (ITP’s) to be performed throughout
the construction works. These ITP’s will also include the Contractor’s obligation to identify any
ambiguities, discrepancies and inconsistencies between the Drawings, the Specifications and other
provisions of the works contract.

These ITP’s will be submitted to the CMIL Representative / BBW Project Manager for approval no
later than ten (10) days before the scheduled time for that part of the works to commence. The
CMIL Representative / BBW Project Manager will ensure that no part of the works is commenced
until the Property Manager has approved the relevant ITP.

Inspection and Test Plans shall include:

• date;
• product concerned;
• name of subcontractor;
• quality system to be applied;
• detailed reference to specified requirements and acceptance criteria;
• when and where each inspection and test point is located within the process;
• characteristics and details of what is to be inspected, tested and verified;
• method of inspection or test;
• hold points and witness points;
• where statistical process control techniques are to be applied;
• traceability where required;
• where lots or batches shall be used;
• form of record of results, eg, check sheets.

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9.2 Contractors Environmental Management Plan

The contractor is to prepare and submit an Environmental Management plan for review and
approval by the CMIL Representative / BBW Project Manager. This plan should cover (but not
limited to) the following:

• site location, layout and proposal works;

• key environmental laws and regulations;
• waste management plan;
• contractor environmental policies;
• roles and responsibilities;
• communication procedures.

The CMIL Representative / BBW Project Manager may, from time to time request to randomly
inspect the Environmental Management Plan. This audit is to ensure that the Contractor is
managing the works in accordance with the procedures outlined in the approved plan.

9.3 Contractors Quality Management Plan

The Contractor is to prepare and submit a Quality Management plan for review by the CMIL
Representative / BBW Project Manager. This plan should cover (but not limited to) the following:

• contractors responsibly;
• contractors quality system;
• document and procurement control;
• testing and inspections;
• non conformance and corrective actions.

9.4 Audits by the Fitout or BBW Project Manager

Accurate records will be kept for all issues of instances of non-conformance with quality standards
as well as corrective actions and verifications. These quality assurance management records will
be made available for audit by with the Fitout or BBW Project Manager if so required within five (5)
days of the request.

Audits conducted by the Common Superintendent and/or CMIL Representative / BBW Project
Manager may include:

• examination of quality system documents and records;

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 • examination of product and process records;
• witnessing of inspection and tests;
• observation of work in progress.

9.5 Auditing of Project Management Plan and Systems

In accordance with the Specification Preliminaries, the Contractor is to arrange for internal and
external auditing of the Quality Assurance Management, Occupational Health & Safety,
Environmental Management systems and site records. The contractor must allow for external
audits to be undertaken by a JAS-ANZ accredited auditor at the following intervals during the
course of the Works:

• Within 4 weeks after starting on-site;

• At 6 month intervals for the duration of the Project.

The contractor is to provide a schedule of the proposed audits within 1 week of starting works on
site.

The contactor is to advise the Common Superintendent, CMIL Representative / BBW Project
Manager and Fitout Project Manager when these audits have been undertaken and is to provide a
copy of the report for information after each review.

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10.0 Site Procedures

10.1 Booking the Goods Lift

The contractor is to work in with all other building users, contractors, delivery drivers, couriers etc.,
but will have priority if they have made a goods lift booking bearing in mind the current restrictions
as detailed here:

1. Cleaners use the Goods Lift Monday to Friday, between 1830 to 2030, to clean the
building. (Goods lift and loading bay for approximately 2 hours).
2. Speedy Waste needs the loading bay between 0300 to 0600 to pick up the buildings
rubbish from the loading bay. (Loading bay only for approximately 30 minutes).
3. Visy Recycling pick up recycling goods Monday to Friday between 1730 to 1900. (Loading
bay only 30 minutes).
4. Day cleaner picks up the night before rubbish from goods lift lobbies Monday to Friday
0600 to 0700. (Goods lift and loading bay for approximately 1 hour).
5. Day cleaner changes the recycling bins Monday to Friday between 0900 to 1000. (Goods
lift and loading bay for approximately 1 hour).

Skip bins are not allowed to be stored in the loading bay overnight as rubbish and recycling
products being picked up from the building nightly with the exception being Saturday night as Visy
and Speedy Waste do not have any pickups from the building that night.

Any changes to goods lift booking arrangements need to be passed on to Security ASAP.

Building works contractor is to be as specific as possible with goods lift booking times.

Under no circumstances are building works contractors to park in the loading bay unless approved
by Security or Engineering.

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10.2 Occupied Premises

Occupancy of the building:

The Building shall remain occupied while the Works are being executed on the Site. The
Contractor shall ensure that all functions of the Building remain operable at all times unless
otherwise agreed in writing by the Common Superintendent / CMIL Representative / BBW Project
Manager. Any work to be executed that may affect any of those functions shall be carried out at
times that shall not inconvenience the existing tenants. The Contractor shall obtain written
approval from the Common Superintendent or the CMIL Representative / BBW Project Manager at
least ten (10) working days or six (6) weeks in the case of the Optus Tenancies and four (4) weeks
in the case of CBA, before commencement of any and all such works and shall allow for all costs
associated with carrying out this work, including all costs for working outside of normal working
hours.

The Contractor shall undertake any special precautions that are required to ensure that the “quiet
enjoyment” of Tenants is not to be disturbed in accordance with the tenants’ leases included in the
Contract Documents.

Interruption to Building Occupation & Operations:

The Contractor shall make every effort to ensure that, during the course of carrying out the Works,
interruptions to the tenants operations due to the Contractor’s activities do not occur. The
Contractor shall be held responsible and liable for any costs associated with any delay or
interference to the operations of the tenants, if due to any act or omission by the Contractor.

The Contractor shall give special consideration to the problem of fumes, dust, noise and vibration
and shall ensure that the execution of the Works does not produce fumes, dust, noise and vibration
of intensity sufficient to cause annoyance to the occupants in any area of the Building in normal
occupation.

Should fumes, noise or vibration be caused such as to constitute an annoyance to the tenants, the
Contractor shall be required to immediately take such corrective action as is necessary and any
cost involved shall be borne by the Contractor. Without restricting the generality of the foregoing,
excessive noise generating equipment could include hammers and power saws.

Radios, cassette recorders and tape recorders shall not be permitted to be used in any area on the
Site.

The Contractor must ensure that Fire egress is maintained at all times to the requirement of
governing authorities.

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The Contractor must allow to maintain the car park operation at all times, with the exception of the
areas agreed to be handed to the Contractor for his use. The closure of those spaces must have
the written approval of the Common Superintendent / CMIL Representative / BBW Project
Manager and the Contractor shall give four (4) weeks notice of any interruption.

Access:

The contractor must provide safe access to occupied premises for all tenants and prevent
unauthorised access as required.

Comfort and safety:

The contractor must arrange work in occupied premises to minimise nuisance to the occupants
and ensure their safety.

Protection:

The contractor must protect the occupants against weather, dust, dirt, water or other nuisance by
means of temporary screens or the like.

Proposals:

Prior to commencing work in any area and in sufficient time for examination, the contractor must
submit to the Common Superintendent and CMIL Representative / BBW Project Manager complete
details of the proposed method of protection including such things as location and materials of
screens, noise dampening measures, access routes and the like. Work should not commence in
any area until the ‘permission to use’ approval has been given by the Common Superintendent and
CMIL Representative / BBW Project Manager. Such ‘permission to use’ does not relieve the
Contractor of his responsibilities under the Contract.

Signs:

Throughout the Contract, sufficient signage, appropriately sign written to give directions, give
warning and apologise for inconvenience. CMIL’s Representative and Property Manager shall
approve the location, frequency and wording.

Contractor Induction:

Comply with all of the CFSP Induction Manual.

Optus Embargo:

The Optus Embargo period is the period where no shutdown/disruption to services is feasible.
These dates are December 14th 2009 to January 8th 2010.

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10.3 Existing Services

Optus Level 7 Server Room:

The Optus Level 7 Server Room is required to remain operational and accessible at all times 24
hours a day, seven days a week until hand over of Level 7 of the Premises by the tenant. Optus
will provide a “Tenant’s Cable Plan” – identifying all cabling (tagged cables) to be retained both on
the floor and its relevant riser at all times. Within 7 days of possession of site, the Contractor in
conjunction with the CMIL’s Representative and Optus’s Representatives must identify, review and
confirm all tagged cables required for the operation of the Optus Level 7 Server Room has been
correctly identified and tagged. Following the above, the Contractor is to produce an updated
“Tenant’s Cable Retention Plan” for sign-off by the CMIL Representative / BBW Project Manager
and Optus Representative. On sign-off this “Tenant’s Retention Plan” must be displayed on all
works levels and incorporated into all Site Inductions to ensure that all site personnel are aware of
all cabling that must be operational at all times.

Cost:

The cost of dealing as above with ‘live’ services not visible or the location of which could not be
ascertained by the Contractor from the appropriate authority or from the Contract Documents is the
responsibility of the Contractor. The Contractor shall determine the location of existing services
and safeguard them before trenching, re-levelling, road making, demolition, or similar operations
has commenced. The Contractor shall allow for reinstatement of finishes as necessary.

Notification:

Notify the Common Superintendent, CMIL Representative / BBW Project Manager and/or Fitout
Project Manager accordingly, immediately upon the discovery of services or obstructions not
shown on the contract documents.

Responsibility:

The Contractor is responsible for all services, including authorities connections, from the date of
site possession.

Disconnected Meters:

Return to the appropriate supply authority.

Warranty:

The Contractor must warrant existing services being retained for use in the new building as if they
were new services. The Contractor shall allow for the maintenance and protection of all existing
services and equipment being retained for use in the building.

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Interruptions to Existing Services:

Existing services shall not be interrupted at any time other than with the written approval and or
direction of the Property Manager or CMIL Representative / BBW Project Manager. All work in
connection with existing services shall be carried out expeditiously so that the number and duration
of interruptions are reduced to a minimum. If the service cannot be shut down, then the Contractor
shall allow for any temporary requirements to maintain the operation of that service. The
Contractor shall obtain written approval from the Common Superintendent or the CMIL
Representative / BBW Project Manager at least ten (10) working days or six (6) weeks in the case
of the Optus Tenancies and four (4) weeks in the case of CBA, prior to any disruptions to any
existing services. Whenever a service is restored after such work has been carried out, the
Contractor shall immediately notify the Property Manager and Common Superintendent and CMIL
Representative / BBW Project Manager.

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11.0 OCCUPATIONAL HEALTH & SAFETY

Under Clause 27.3 of the ‘Refurbishment Works Contract’ the Contractor is required to have in
place and actively apply to an occupational health and safety management plan that reflects the
OHS Act, OHS Regulations that is prepared in accordance with the Deed of appointment of OHS
Principal Contractor (Contract Attachment 8).

The Contractor shall report verbally on OH&S audits and matters at weekly Site Coordination
Meetings, which will be documented. The Contractor is also to formally report on OH&S issues in
the monthly reports to the Common Superintendent and CMIL Representative / BBW Project
Manager.

Any person/s that observes work processes that raise a safety risk, are required to report to the
Contractor for corrective action immediately. The CMIL Representative / BBW Project Manager
and Common Superintendent shall have the authority to impose an immediate cease works order
on the non-conforming safety risk area and the works shall not proceed until the proper corrective
actions have been properly imposed.

Corrective Actions required by the Contractor, as a result of incidents or audit results, shall be
reported and documented at the following fortnightly Site Meeting.

11.1 Contractor’s Site Occupational Health and Safety Plan

The contractor is to prepare and submit an OH&S plan for review by either Project Manager. This
plan should cover (but not limited to) the following:

• Site Induction Procedures;

• Job Safety Analysis (JSA);
• Site Set-out overview;
• Site Amenities;
• Emergency Evacuation Plan;
• Emergency Contact Details;
• First Aid Facilities;
• Materials Handling;
• Onsite Occupational Health and Safety Procedures.

The Common Superintendent and/or CMIL Representative / BBW Project Manager, may, from time
to time request to randomly inspect the Occupational Health and Safety Plan. This audit is to

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ensure that the Contractor is managing the works in accordance with the procedures outlined in
the approved plan.

11.2 Contractor’s Site Security Plan

The contractor is to prepare and submit a Site Security plan for review by the Common
Superintendent and CMIL Representative / BBW Project Manager. This plan should cover, but is
not limited to, the following:

• Site location, layout and proposal works;

• Key Security laws and regulations;
• Contractor Security policies;
• Roles and responsibilities;
• Communication procedures.

The Common Superintendent and/or CMIL Representative / BBW Project Manager, may, from time
to time request to randomly inspect the Site Security Plan. This audit is to ensure that the
Contractor is managing the works in accordance with the procedures outlined in the approved plan.

11.3 Contractors Site Establishment Plan

The contractor is to prepare and submit a Site Establishment plan for review by CMIL’s
Representative. This plan should cover, but not limited to, the following:

• Site Office location;

• Site Amenities location;
• Lunch Room location.

The Common Superintendent and/or CMIL Representative / BBW Project Manager, may, from time
to time request to randomly inspect the Site Establishment Plan. This audit is to ensure that the
Contractor is managing the works in accordance with the procedures outlined in the approved plan.

11.4 Contractors Site Storage Plan

The contractor is to prepare and submit a Site Storage Plan for review by the Common
Superintendent and CMIL Representative / BBW Project Manager. This plan should cover (but not
limited to) the following:

• Proposed areas for storing of materials;

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 • Methods for waste removal.

The Common Superintendent and/or CMIL Representative / BBW Project Manager, may, from time
to time request to randomly inspect the Site Storage Plan. This audit is to ensure that the
Contractor is managing the works in accordance with the procedures outlined in the approved plan.

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Attachment A

Roles and Responsibility Matrix -

Common Superintendent / BBW
Project Manager / Fitout Project
Manager
 Task Role

CMIL Representative / BBW PM

QS and common certifiers role

Individual Project Consultants

Common Superintendent

Fitout Project Manager

Comments
Common
Meetings

Combined contractor fortnightly

meetings (on site)

Attend Combined Contract Site Not applicable as As per their

Meetings CCSM fortnightly this role should original
(fortnightly) to review RFI status, now be project briefs
EOT status Variation status and any undertaken by issued by less
other site interface issues √ √ √ the common the need to
Superintendent attend
Chair and Minute CCSM fortnightly
Handover
Issue an current and PM endorsed inspection
RFI register for each respective duties at the
contract at the fortnightly CCSM handover from
fortnightly √ √ the landlord to
the tenant at
Issue an current and PM endorsed
the
variation register for each respective
completion of
contract at the fortnightly CCSM
the lessors
fortnightly √ √
works on each
Issue an current and PM endorsed floor
eot register for each respective
contract at the fortnightly CCSM
fortnightly √ √
Common PCG meetings (as per
lease agreement / Sydney or
Melbourne)

Issue monthly reports to the PCG

meeting as per the requirements of
the lease agreement √ √

Attend the PCG by invitation √ √ √

Instructions to Contractor

Receive RFIs from the builder Contractor to

(concurrently for each respective identify which
contract) contract the RFI
√ relates to.

Drafts Response to RFIs for each PM s to confirm

respective contract and issue to the which contract the
CS and Other party √ √ RFI relates to.

Drafts instructions to the builder for PMs to confirm

each respective contract and issue which contract the
to the CS and other party Instruction relates
√ √ to.

Advise any interface between

separate projects √ √

Confirm a final decision re interface

issues to each party √

Issues all instructions to the Builder √

Variations

Receive variation Contractor to

identify which
contract the
variation relates
√ to.

Review variation prices, negotiate PMs to confirm

with contractor, provide which contract the
recommendation to Superintendent variation relates
√ √ to.

Issue Contract Variations to CS and

other party √ √

Advise any interface between

separate projects √ √

Confirm a final decision re interface

issues to each party √

Issue contract variations to the

contractor √

Arbitrate on any cost / eot issues

between CFSP and Optus √

Progress Claims

Receive claims. Separate progress Contractor to

claims one for the CFSP contract and provide separate
One for Optus contract claim for each
√ contract.

Review progress claims, negotiate

with contractor, provide progress
claim certificate for issue to the
builder to the to Superintendent √ √
Review confirm and Issue the
progress separate Progress
Certificate provided by the PM to
the contractor for each separate
contract √

Receive from the contractor the tax

invoice for the monthly claim for
each contract √

Certify and issue the tax invoice to

the PMs for payment √

Arrange direct payment to the

contractor √ √

Program

Receive monthly program updates

from the builder for each separate
contract √

Issue the program to the PM for

certification √

Inspect site and confirm the status

of all works for each separate
contract as indicated in the
Contractors program to the other
PM and to the CS within 5 business
days of receipt of the program √ √
Contractor to prepare EOT for Contractor to
individual contracts for the relative identify which
contract clearly stating the cause of contract the EOT
the EOT, the contract to which the relates to and any
EOT relates and any consequential consequential
effect on the other contract affect on the other
contract.

Receive EOT claims and issue a copy

of the EOT claim for any EOT claim
for either of the contracts to both
PMs √

Review the EOT and issue

acceptance or rejection of the EOT
to the other PM and to the CS √ √

Advise on any issues/implications re

the EOT of the other contract √ √

Advise builder re extension of time

claims √

Arbitrate on EOT claims between

Optus and CFSP √

Monthly Project Reports to the PCG

Prepare a monthly PCG progress

report for each project as per the
lease agreement √ √

Review and confirm the status of

the monthly progress report to the
PCG √
Prepare a monthly CS interface
report to the PCG briefly advising on
any outstanding common contractor
interface issues and confirming the
status of the PCG reports √

Monthly Cost Reports

Prepare pro forma for monthly cost

reports for each project √ √

Review and confirm the monthly

cost reports √

Commissioning

Prepare a combined commissioning

plan as per contract requirements

Review manuals and as‐built

drawings √ √

Review the proposed combined

commissioning plan to the CS √ √

Issue combined commissioning plan

to the builder √

Issue all correspondence to the

builder √

Inspections, Defects, C of O,
Handover

Progressive inspections of the works √ √

Prepare defects list and issue to CS √ √

Inspect and report on defect
rectification √ √

Issue Practical Completion √

Issue all correspondence to the

builder √

Defects Liability Period

Prepare defects list √ √

Inspect and report on defect

rectification √ √

Confirm defect status to the builder √