> Building Perspective

Profiling Victoria’s Vibrant Construction Industry

Published by: BUILDING INDUSTRY CONSULTATIVE COUNCIL Minister’s Foreword

By any measure Victoria’s building and Research commissioned by our building and And let’s not forget the major projects that construction industry is booming. construction sector has found that across 16 have started which include a new $1 billion Cranes silhouette Melbourne’s skyline cost variables, Victoria is highly competitive Convention Centre – which we expect to in a progressive reminder of the industry’s with New South Wales and Queensland and create more than 1000 jobs – the Melbourne monumental achievements. has been steadily improving compared Theatre Centre, and the wholesale market to other States since June 2002. relocation to Epping. Wealth from construction is being generated for all Victorians through a atmosphere of Workers compensation premiums are lower The Victorian Government is committed partnership, co-operation and understanding. in Victoria than in NSW. to supporting the construction industry And since the Bracks Government was grow and prosper. It engages with industry This contrasts starkly with the Federal representatives regularly to promote Government’s adversarial approach to elected in 1999 the rate of disputation in the Victorian construction industry the government’s policy of developing industrial relations which persist with myths co-operative workplaces. that construction in Victoria is a disruptive has plunged dramatically. and costly business. And what have we achieved in this new age Our approach is to maintain a close of productivity? The list is impressive. relationship with the construction The facts speak otherwise. industry through the Building Industry • The great MCG re-development, Investment in Victoria is going from Consultative Council. • The Commonwealth Games Village, strength to strength. This group, made up of unions, employer We recorded the highest value of building • The Austin-Mercy Repatriation Hospital, organisations and government, meets approvals of any state over the past calendar • The new Southern Cross tower regularly to iron out industry issues and year – a record $16.7 billion, the third on Exhibition Street, I congratulate it for working extremely well. consecutive year over $15 billion. Latest Its smooth and constructive operation • The new Southern Cross station, figures also show Victoria continues to attract is a lesson for other States to follow. • The Synchrotron, more than $1 billion of investment each I commend these case studies to you month in building projects – clear signs • The Eureka Tower and great strides as positive examples of how Victoria of a vibrant industry. are being made with the giant delivers on time and on budget. EastLink motorway project. And there are good reasons why investors Rob Hulls MP are flocking to Victoria. Minister for Industrial Relations

02 Chairman’s Message

The Building Industry Consultative Council Accordingly, it is with great pleasure that Media reports periodically imply that building (BICC) was set up as a high level forum the BICC presents five case studies which costs in Victoria are not competitive with New for discussion between the Victorian celebrate that partnership approach and South Wales. However studies undertaken by Government, employers, employees and highlight what can be achieved with the BICC suggest that for commercial and their associations on important economic co-operation and goodwill. industrial projects Melbourne and Victoria and industrial relations issues in the The case studies document the construction are very competitive. building industry. life of the Synchrotron, Holden Engine Plant, Finally let me congratulate all those Its key objective is to promote an Melbourne Airport Runway, Southern Cross involved in the five projects. On behalf environment that will stimulate progressive building, and GE at Botanicca projects. of the BICC, I thank them for participating building activity and jobs growth in Victoria. They are significant projects by any measure in the development of the case studies. The BICC is proud of its record in fostering and involve iconic structures which are very They will provide continuing evidence that harmonious working relationships, much in the public eye. the Victorian building and construction industry is one in which investors, companies, promoting cultural change, facilitating They demonstrate that through a and the public can have confidence. investment and promoting best practice partnership approach major projects in the Victorian construction industry. can proceed in a climate of safety and Bob Merriman AM As a tripartite forum the BICC has worked productivity and finish on time and Building Industry Consultative hard to achieve these goals by pursuing on budget. They are success stories. Council Chairman a co-operative approach within Importantly, the projects represent the industry a key part of the BICC charter, which We have gone down this path knowing that is to stimulate investment in construction it has and will contribute positively to the by working to improve the image of the construction industry of the future and industry through better industrial relations. to further underpin Victoria's prosperity.

Building Perspective – Profiling Victoria’s Vibrant Construction Industry 03

Southern Cross 01

> When Melbourne grew, the block bordered by Bourke and Exhibition Streets was Attracting prime ministers, presidents a thriving hub of theatres and cafes, and celebrities, such as the Beatles, dominated by the ornate Victoriana Frank Sinatra, Judy Garland, Rock Hudson of the Eastern Market. and Marlene Dietrich, its glamorous Built by stonemasons and bricklayers function rooms were sought out for in the post-gold rush-boom, the elaborate, society weddings, Brownlow Medal counts, two-storey structure was one of the Logie nights and political soirées. legacies of the eight-hour day and a sign But time passed. By 2000, the fashion of Melbourne’s fascination with retail of the ‘swinging 60s’ became drab and and construction. outdated. Worse still, the Southern Cross More than a century later, the city endured became a victim of the misfortunes of its another building boom, which saw Whelan owners, the Nauruan Government, which the Wrecker demolish the old market in paid $42 million for the old hotel, plus 1960. This made way for a new era of glass $10 million to the Victorian Government and steel, embodied by a 16-storey hotel for the freehold in 1994. A year later to be known as the Southern Cross. the doors were closed forever.

Regarded as the first hotel of the ‘jet age’ Debt-ridden, unoccupied and branded as the ‘Cross’ became the image of Melbourne an eyesore for more than six years, the old chic. It boasted a groovy cocktail lounge, hulk was demolished in 1997 to make way an underground car park, 65 specialty for an apartment tower that was never built. shops and a bowling alley. The land was subsequently acquired by the Baron Corporation in 2001.

Building Perspective – Profiling Victoria’s Vibrant Construction Industry 05 “For too many years the Southern Cross has been one of Melbourne’s most infamous derelict sites. Now it will become a showcase for innovation and sustainable development in Victoria.”

Premier, Steve Bracks, 2002

Southern Cross

THE MASTERPLAN

At about the same time the Victorian Industrial relations manager at Multiplex, Government became concerned that its key Randall Fuller, said the consortium departments were scattered among more proposed a building that the Government than 15 office buildings throughout the CBD. would not own. Spring Street would not It decided to consolidate financially and even be the client. to allow the bureaucracy closer access It produced plans for two office towers. to Spring Street. The first rose 37 storeys along Exhibition To get things rolling, the Government asked Street. The second, a 19-storey edifice, the investment community for submissions. is still confined to the drawing board. Most of the major builders formed The plan was strongly supported by a consortia with developers and specialists, Victorian Government keen to generate CBD Southen cast around for appropriate sites. development and anxious to rid at major city block of an unkempt and unproductive site. Baron Corporation enlisted Multiplex and Babcock and Brown to form SX Victoria’s Premier, Steve Bracks, who Developments. That partnership generated launched the development in November a $600 million plan for the historic block 2002, proclaimed: “For too many years that won the right to develop office the Southern Cross has been one of accommodation on the Southern Cross Melbourne’s most infamous derelict sites. Hotel site. Now it will become a showcase for innovation and sustainable development in Victoria.”

Cro06 ss CONSTRUCTION

To facilitate the project, the Government Fuller said Multiplex had established a According to Fuller, Multiplex held committed more than 2000 public productive relationship with Victoria’s informal talks with relevant unions prior servants from the Departments of Justice, building unions through a policy of formal to construction. There was consensus that Innovation, Industry and Regional and informal consultation about what companies with good track records would Development, Infrastructure and the State projects the company had on the horizon be hired for the project: “There was no Revenue Office to the tower. And from and what outcomes it was expecting. official pre-meeting as such. There was May 2006 they have started moving in. never any need for that. We met periodically Fuller said that since the 1990s the The 15-year deal consolidated more than with the unions and we’d brief them about company had discarded the notion of 50,000 square metres of public sector what was coming up. project agreements – where subcontractors office space from up to 10 Melbourne had to conform to agreements reached “We told the unions that our motivation locations into one centrally sited building with major contractors – as the basis was to produce a showcase major project. at very competitive rental. thernfor managing labour on major sites. To facilitate that, we were happy to A key condition of the government’s negotiate about how the employee “Basically we went with enterprise involvement in the project was its demand consultative structure would work.” bargaining agreements (EBAs) held that the building be a state-of-the-art, by us and the relevant subcontractors. environmentally sustainable development. It was important that those EBAs complied Accordingly, the new Southern Cross tower with the Federal Government’s building has become one of the first five-star-rated industry code of conduct,” he said. office buildings in Melbourne, incorporating the latest technology in the management and control of energy, water and waste. ss Building Perspective – Profiling Victoria’s Vibrant Construction Industry 07 That meant industrial relations skills were Fuller said consultation simply worked: Kingham said a case in point was the 2005 a high priority for the job. Fuller observed: “At the end of the day we didn’t lose one enterprise bargaining agreement, which “We had a site manager, whose nickname day to site based industrial disputes and occurred in the lead up to the Federal was Grandpa. It was a term of endearment apart from the usual cuts and scrapes Government’s proposing major changes for a man called Tim McIver and it indicated we had no days lost to injury. That in any to industrial law. He said the union was the respect the men had for a bloke who has language is a very successful outcome.” keen on negotiating a new EBA before the been around a long time and is extremely changes were introduced and Multiplex Victorian secretary of the Construction good at what he does. Just placing him on was happy to sit down and complete Forestry Mining and Energy Union, Martin that job told the union movement we were the process. Kingham agreed with Fuller’s assessment serious about the project.” of the relationship and of the investment “Multiplex were one of the companies that Multiplex also located its senior State safety good communication made in any responded in a positive manner to the new Soutmanager on the Southern Cross job, which ongoing arrangements. EBA. That’s not to say they tried to exploit also sent a big signal to the construction the situation in a negative way, but they “Basically it boils down to the fact that workers about health and safety. certainly used what bargaining power they Multiplex talks to us. Some companies do; had to extract advantages. That just makes “We had several projects we could have put some don’t. Multiplex does. Before a job sense,” he said. him on. We had five major projects running starts they talk about how they are going at the same time, which was a big effort in to proceed with it and who is going to run While the Multiplex and the union itself. But ultimately it indicated to the men it; the site managers, the engineers, the movement worked out a harmonious path, that the SX was the jewel in the crown.” safety reps and the shop stewards. We all a disturbing crisis emerged in early 2005, sit down and talk about people who have which challenged the site’s consultative a track record of working together. It’s all arrangements. about conflict prevention and the more you can pre-plan for that the better the project is going to be for all of us.”

Cross08 The company began to receive a series Kingham said the union respected Multiplex Fuller said while Multiplex was grappling of serious threats to the safety of crane for being up front with its employees about with the giant SX project it had five other drivers, which began in Sydney then the threat: “Multiplex informed us about $200 million projects in Melbourne being applied to Melbourne. what was going on very early in the piece built at the one time. so we were able to discuss and plan a Fuller recalled that the threats came in “For all of those projects to be on time response before people opened up their letters that were composed in such a way as and on budget; all to be successful was newspaper and read about the threat there. to suggest that terrorists would seek to fire an outstanding achievement. At the same That was important.” on crane drivers. Multiplex sought expert time other companies were struggling intervention and advice. Critically, it kept its Fuller said the project also had its fair because their relationship with their workforce up-to-date with the investigation. share of luck. Multiplex was mindful that workforce was struggling. the construction industry agreement was “We just kept the men informed about what “My view is, the size of the SX project, its due to expire towards the end of 2005. thernwas going on. We enlisted the support location, and the timing meant that if we of the police special operations group and “We began re-negotiating the EBA well didn’t have a good relationship with our experts in the field. They addressed site before the agreement was due to expire. workforce, if the project didn’t have a solid meetings, telling the men that they did not The construction unions wanted to industrial and safety base, then it could believe the threat had come from terrorists negotiate a new three-year deal before easily have been an unsuccessful story.” but from a disgruntled contractor. The men WorkChoices came in effect in March 2006. accepted all that and chose to continue “It took us about six months to conclude working. That was a major challenge for a new deal, which gave us some positive us that went over a couple of months but outcomes in terms of eliminating some the systems we put in place ensured that restrictive work practices in terms of we took all the necessary precautions. working in inclement and hot weather We lost no time at all. In going about and the more flexible use of rostered it that way we maintained everybody’s days off. We achieved all that with trust and confidence.” no lost time at all.”

ss Building Perspective – Profiling Victoria’s Vibrant Construction Industry 09

Melbourne Airport 02

> Flight has forever fascinated humankind. connect new lighting systems, Melbourne So it was no surprise that more than 50,000 became the first Australian city to usher aviation enthusiasts flocked to Melbourne in a new era in aviation. Allowing the big Airport to catch a glimpse of the giant double-decker to land paved the way for A380 super-jumbo aeroplane’s first visit to more tourists to visit Victoria and enabled Australia. Despite the levity, most onlookers longer, more direct flights from Melbourne were unaware of the massive project – to overseas destinations. undertaken to allow the world’s largest The massive airport project notched up 600-passenger aircraft to touchdown in a another unheralded milestone. Through a test run at Tullamarine in November 2005. cooperative workplace approach developed It goes without saying that an international by Melbourne Airport, the contractor, city needs a sophisticated airport. Keen John Holland and the relevant unions, to be competitive, the Melbourne Airport the venture was completed way ahead Corporation invested more than $220 of schedule, on budget and without injury. million to improve and expand the main And throughout construction by up to 120 north–south runway and upgrade the workers, the airport remained operational terminal precinct to handle the gigantic jet. 24 hours a day, seven days a week.

The A380 has 35 per cent more seats than As a result of such an accommodating a jumbo and a wingspan of 80 metres. relationship, the runway, which was It is 15 metres wider than the huge 747. expected to take between six and 12 weeks So Tullamarine’s main landing strip had to complete, was ready for takeoff and to be extended for safety reasons – to stop landing within 29 days. stones and dirt from being flicked up into The project was such a success that A380’s jet engines. it was recognised as the best in project By laying 7.2 kilometres of concrete risk management by winning this year’s pavement to enlarge the runway by 15 Australian Construction Achievement metres and using spools of cable to Award in June.

Building Perspective – Profiling Victoria’s Vibrant Construction Industry 11 Melbourne Airport

THE REACTION

Melbourne Airport, John Holland and the Melbourne Airport CEO, Chris Barlow, three airlines that have planned to purchase observed: “We have completed a major the A380 – Qantas, Singapore Airlines and construction project without an accident Air Emirates – were all delighted with the or a workplace injury, and we have delivered safe and rapid completion of the project. it in record time. This is a credit to the contractor, John Holland, the unions and Minimum disruption to the operation of workers on site and my project team. I also the north–south runway was important to commend the incredible work of our airline contain costs for the airlines. During round- partners, pilots and air traffic controllers the-clock redevelopment all airlines were in ensuring flights continued to operate re-routed to the smaller east–west airstrip, smoothly throughout the works period, which meant long haul aircraft could not minimising any impact for passengers.” carry a full fuel load to take off. This forced Melbothem to refuel in Sydney and Brisbane Mr Barlow said the entire upgrade occurred before completing the trans-Pacific route with minimum disruption to airlines and to Los Angeles, which cost the airlines tens the estimated 1.6 million passengers who of thousands of dollars extra per day. used the airport while the main runway was closed. But the airlines were happy to endure some ‘short term pain’ to enable the runway “This additional infrastructure is being widening to be completed as quickly as delivered without any price increase to possible. In Sydney, where similar works airlines or passengers, as it was all covered were being carried out, the task was by the five-year price agreement we have expected to take more than two years. in place with our airline customers. We are Because of the airport’s night-time curfew one of the lowest charging airports in the on flights, ground works could only world and that will not change because Airporbe scheduled there at night. of these works,” Mr Barlow said. 12 “We have completed a major construction project without an accident or a workplace injury, and we have delivered it in record time. This is a credit to the contractor, John Holland, the unions and workers on site and my project team.”

Melbourne Airport CEO, Chris Barlow

THE PREPARATION

The John Holland construction group won Both men knew the value of consultation John Holland needed a contract work the airport widening tender on the basis and had developed a productive relationship crew of about 120 tradesmen, labourers, of competitive price. Work was scheduled with Construction Forestry Mining and electricians and concrete truck drivers to to commence on 5 April 2005. Energy organiser, Ralph Edwards, over a work around the clock, seven days a week five-year period, particularly on important in heat or rain to complete the airstrip. The company won with a new mechanical, projects associated with the widening The company needed more than standard concrete pour technique, which enabled of the Geelong Road. industry practice. It needed flexibility it to quote on the basis that it could to shift approved rostered days off to allow complete the job, theoretically, in a month. Mr Waller said that even before the company the four-week project to take advantage submitted its tender for the $27 million But more important than technology and of a continual work flow and to runway assignment it invited Mr Edwards just-in-time work processes was the pre- accommodate inclement weather. to a meeting at John Holland’s offices project consultation that John Holland in Abbotsford and gave him a detailed John Holland was fortunate with the timing did with the union movement. ourneappraisal of the job: “We did something we of the runway project. It had been scheduled Senior John Holland executives, Jim Waller have never done before. We opened up the by Melbourne Airport for the stable month and Allen Garner, knew from past tender documents to Ralph. We gave him of April, which boasts substantial sunny experience and the chequered industrial a detailed outline of what the project days and little rain. The project also came history at the airport that they needed entailed and how critical it was to getting at a time when the CFMEU was looking the support of the union movement if they the job completed on time. What we did was to negotiate an early enterprise agreement were to succeed. In the building industry, show him where we were vulnerable. Ralph with Victorian building companies because managing labour has always been ultimately understood the significance of what we were of the major changes to industrial law more important than technology. doing. We told him we needed a different outlined in the then Federal Government’s approach. We told him that if we could Work Choices policy. not get the flexibility that we needed to At the time the CFMEU was openly complete the task on time then we would adopting a willingness to negotiate on not submit the tender and the union important projects in return for a new would lose members.” rt three year enterprise agreement. Building Perspective – Profiling Victoria’s Vibrant Construction Industry 13 SECURITY

Mr Edwards said the CFMEU had also The runway job also came at a time of Mr Allen also emphasised the importance developed a strong relationship with the heightened national security with the threat of keeping the union movement in the loop. Melbourne Airport Corporation: “We’ve had of terrorism, a critical issue for governments He met with the Trades Hall Council’s a good working relationship with them for in the wake of the two Bali bombings and building industry group before the tender some time now. We know what their issues events in London and Europe. process and outlined the project’s tight are and they have a good idea of where timeframe and its importance for State Melbourne Airport capital works manager, we stand.” development to key construction union Graeme Allen, said it would have been officials: “I briefed them on what we But Mr Edwards foreshadowed a tougher impossible given the shortage of time, for proposed to do, including the type of work, future for industrial relations in the individual runway site workers and those the timeframe and the builders we proposed construction industry. He said cooperative delivering concrete and reinforcing to the to use. We sought their cooperation and arrangements, such as the airport airport to get security clearances, which we asked, in return for our continued agreement, could be made more difficult took up to six months to obtain. consultation, that they consult with us Melbounder WorkChoices, (the recent federal Mr Allen said the corporation reached about any industrial issues that might industrial relations changes): “In terms agreement with Federal authorities to develop along the way. I think that was of that job, a lot of what we achieved, fence off the runway and develop a specific one of the reasons why the project went we achieved by sitting down and doing identification and induction system to gain ahead so smoothly.” a handshake deal. That will be a lot harder entry to the project. Even corporation chief with WorkChoices. Things will just get Mr Allen will always remember cement trucks executive Barlow had to take the two-hour a lot tighter; there will be a lot of mucking arriving every three minutes around the clock: induction course to gain entry to the site. around to conform with codes and a lot of “It was unbelievable. We had a truck coming goodwill will slide out the door. We’ll have “We also had security guards patrolling the in every three minutes and the bulk of the to find a whole new way of doing things,” perimeter fence, so we kept things pretty work was actually finished on the 22nd day. he said. tight,” he said. We made a DVD of the last day. The workers came down at 5 o’clock in the morning, the sun is coming up and there’s backslapping and hugging. Everybody was delighted. AirporSo that captures it all.” 14 THE UNION VIEW

After two or three meetings, the CFMEU Mr Waller said while the company had an The CFMEU’s Ralph Edwards said the agreed to flexible arrangements but, agreement with the CFMEU, and other airport project arose at a time when according to Mr Waller, it came at a price. unions, it needed to ensure that individual the union’s enterprise agreement was Taking note of the site allowance paid at the work crews embraced the project. To that “being directly challenged by the Federal giant EastLink project on the Scoresby By- end, the company briefed safety officers, Government’s WorkChoices legislation. Pass, the company agreed to a competitive held motivational talks and upheld a strong “So the airport was a good project in the site allowance: “We believed it was time management presence on site: “On many sense that our EBA was under threat and we that was critical to the project, not price, occasions, managers would roll up the were able to work around it with Hollands. and that’s why we pursued flexibility.” sleeves and pitch in, which was good We gave them the flexibility they required for morale.” Mr Waller said while the company got what for the time they needed to complete the job. it wanted the workers also did very well out Mr Waller said once the concrete pours But we were well compensated for that with of the job, earning ‘serious money’ for the began, “you couldn’t stop even if it did start a competitive all-purpose site allowance, ournetime they spent at the airport. raining. But that only happened on part which doubled up for overtime. So it was of one day. Even then, the guys wanted a significant payment.” Marshalling more than 41,000 man hours to keep going; they didn’t care. They all got in a 24/7 job in the middle of a huge airfield Mr Edwards said similar discussions had into the swing of it. It was like everyone had on an extremely ‘just-in-time’ schedule been held with the other tenderers because something to prove; that we were all in this meant management and labour had to get time was the essence on the airport project: together and we would show everyone what on. If they didn’t, John Holland was liable “We put the same proposition to all the we could do.” to pay hefty penalties for not meeting tenders and they all accepted the need for its contract. some give and take. Then we had blokes on the job who sat down and planned the job out. There was a lot of consultation with management and a lot of goodwill on rt both sides to get the project completed.” Building Perspective – Profiling Victoria’s Vibrant Construction Industry 15

Botanicca at Burnley – The GE Story 03

> In the highly charged world of global Following years of planning and liaison competitiveness it has been easy to with the Victorian Government, GE Money’s ignore the fundamental importance decision to locate its huge operation locally of state markets in Australia. has turned into a huge investment and jobs boost for the State. But for sheer economic development, ease of business and growth in Not only is the project celebrated as a employment, the strength and diversity testament to the Victorian Government’s of the Victorian economy has stood out. ability to cooperate with business, it is also a classic example of how builders and Those were the keys for one of the world’s unions can work together constructively biggest and most powerful companies, to produce quality developments on time, General Electric, when it cast around the on budget and without injury or disputation. Australasian region for a place to spend almost $100 million to build the headquarters for its huge financial arm.

GE Money eventually chose the inner Melbourne suburb of Burnley on a leafy, environmentally sensitive site beside the Yarra River – but only after an exhaustive battle for business with Brisbane and Sydney.

Building Perspective – Profiling Victoria’s Vibrant Construction Industry 17 Botanicca at Burnley

BACKGROUND

GE Money arrived in Australia in 1995 and Melbourne but we needed to put all the quietly went about carving a niche for itself options on the table in a dispassionate, in the local market. According to then GE businesslike way to make sure we made Money chief executive, Tom Gentile, the the right decision for the company.” company put major expansionary plans into GE logged the pros and cons of Melbourne, effect in 2002 when it acquired the AGC Sydney and Brisbane. It evaluated Finance operation. the economics of redevelopment, the Suddenly GE Money tripled in size and with comparative industrial relations climates, more acquisitions to follow the company access to qualified staff, public transport became a major player in Australia’s finance and the ability of the respective governments industry. But with rapid expansion came to help GE achieve its objectives. On all accommodation issues. Put simply, GE was counts Melbourne came up trumps. Botanoutgrowing its living space at Burnley. Mr Gentile said Victoria’s businesslike This became critical when GE Money’s approach was pivotal to the decision Melbourne-based information technology to locate locally: “We were given the training division was primed for an opportunity to meet the Premier, Steve expanded Asia Pacific role. Bracks, who was very supportive of our plans. Overall the relationship with the Mr Gentile observed: “When we acquired Victorian Government proved to be a very AGC and other significant financial professional interface. We didn’t have that operations in other States we had some kind of relationship in New South Wales important decisions to make. Where did or Queensland.” we want our headquarters to be? We had ata critical mass of people whoBu lived in 18 CONSTRUCTION

The massive Botanicca development began to establish lines of communication with construction industry enterprise agreement in October 2004. Project manager, Jim the workforce very early in the project to set and the Victorian Building Industry McCaffrey from St Hilliers, said the $30 down clearly how Botanicca would be built. Agreement which determined a variety million venture on the Burnley site was of site conditions including site allowances. It was also important to establish the a complex job on a sensitive site. industrial and health and safety expectations The union organisers for the site were But despite the intricacies, two office of unions and the policy of the company: Mr Fergal Doyle and Mr Ray Hallett from buildings – one with a large floor plate and “We had a series of pre-construction the CFMEU, both of whom enjoyed good another smaller edifice – were completed conferences to discuss the scope of the relationships with Mr McCaffrey: “So it was on time and on budget: “It was pretty plain works and how we were thought we were pretty plain sailing from the start. They were sailing – it took us 13 months to complete going to build it. We talked about the risks mainly interested in getting their people construction – but a lot of the hard work – traffic management and access. We tried on site who could look after the job without went into planning the job,” he said. to make them (union officials) aware the need for them to become involved niccaof what we were expecting and to get too much during the project because they Mr McCaffrey said the project had to a feel for what they were looking at.” have big work loads and large areas of the account for the widening of Swan Street, to metropolitan area to cover. They wanted accommodate the renewal of infrastructure At the time, St Hilliers was completing the problems solved on site, which is what works, and the creation of a new tram Melbourne GPO renewal project in the CBD, we wanted too. So there was a fair amount SuperStop. But St Hilliers worked hard so many of the workers on that job were of mutual self-interest in the process.” to make sure the two projects remained to transfer to Burnley. This was a positive separate to enable a more simple approach move because both management and Mr McCaffrey said the smooth industrial to labour management. labour had developed solid working climate on the site was also facilitated relationships on that venture. by the new industry agreement, which To begin with, Mr McCaffrey convened contained a series of improved conditions a series of meetings with the major site At the peak of construction at Botanicca relating to working in inclement weather union, the Construction Forestry Mining there were up to 140 construction and other issues surrounding the timing and Energy Union. He said it was crucial employees who worked the current urnleyof rostered days off. Building Perspective – Profiling Victoria’s Vibrant Construction Industry 19 He said the construction unions were keen in the loop. You cannot afford to create the Everything went according to plan. to embrace a new enterprise bargaining impression that things are being withheld That’s the operative word when you agreement before the Federal Government’s from them. Apart from that, being on the job, want things to run smoothly – plan.” new “WorkChoices” industrial laws came walking around, being seen talking to the Mr Doyle said experience in the rough and into effect in March 2006: “The new EBA men is very important.” tumble building industry had taught him was good; we had some inclement McCaffrey said ultimately the smooth that successful projects began with precise weather improvements.” construction performance fell to good industrial mapping: “And to have that you Mr McCaffrey said he was keen to finalise planning, good site relationships and must do the groundwork – and that goes a new agreement before the old one expired the new industrial relations environment: for both employers and employees. It is in October 2005, which could have created “Timewise it was successful. We had how you set up the job that counts in the difficulties during the project. By signing a 13-month construction completing end and how much leadership and goodwill a new agreement there was ‘an absolute in December 2005; and the fit-out will is displayed by both sides. Personal minimum’ in time lost due to industrial be completed on time. Overall we were relationships and trust have a great deal Botandisputes and almost no time off for injury: very happy.” to do with it.” “We lost one or two days. I can’t even recall As a prelude to that Mr Doyle and his onsite what the disputes were about but they THE UNION VIEW shop steward and health and safety officer didn’t relate to the site. We also didn’t have The CFMEU’s Fergal Doyle echoed many met with senior manager on several industrial issues muddied by health and of McCaffrey’s sentiments, saying the occasions to discuss how the enterprise safety issues, which was a blessing.” development had come in “on time and agreement would apply to the Burnley site, Mr McCaffrey said the union’s industrial on budget” and with no local disputes what site allowance would apply and what shop steward on site and its health and safety of any significance. specific health and safety issues were likely officer had a good working relationship with to arise over the course of the development. “Despite the propaganda that you hear the company’s site manager, Paul Menzies, from the Federal Government and some “Right from the start there was good who was experienced in health and safety: employer groups the CFMEU has been consultation. We had a pre-commencement “Paul understands the issues and knows what playing a constructive role in developing meeting, the union and the employers, needs to be done and what doesn’t need to this city for some time now and the where we ironed out a range of issues. be done. But he knows that whether its IR Botanicca job was no exception. That sort of process is to be encouraged ator OHS you try and keep the union delegates Bu 20 at the earliest possible stage. That’s where buildings, associated convenience retail to use public transport, was available to the employers put their cards on the table stores, a gymnasium, restaurants and assist with the huge crowds that came as to how they see the job progressing and a childcare centre. to Melbourne for the Commonwealth that’s where we put our cards on the table.” Games in March. Action by the Victorian Government’s Mr Doyle said it was often hard to resurrect then Planning Minister, Rob Hulls, enabled The Victorian Government also made projects that suffered from bad industrial the site to be re-zoned from one business significant improvements to the lighting relations at the outset: “So if you can get category to another to enable the special and amenity of the walkway beside the Yarra off to a good start and do the groundwork services to GE staff to go ahead. River. This cut the access time to Heyington it is far better than trying to rescue a job Station, which further encouraged the use To make the Burnley site more attractive, halfway. Getting away on the right foot with of public transport. a State Government interdepartmental people who want the best for all concerned taskforce won approval to widen Swan is the secret to success,” he said. Street, near the Boulevard and to acquire THE PREMIER’S VIEW a strip of Crown land for the project. In welcoming GE’s decision to locate in PROJECT BENEFITS niccaMelbourne, the Premier, Steve Bracks, said The roadworks were needed to accommodate When GE chose redevelopment in Melbourne two traffic lanes in either direction, two right the project confirmed Victoria as a financial it had 900 local staff and a total of about hand turn lanes and importantly, a tram services hub in the Asia Pacific region. 1500 employees nationally. The company Superstop to encourage GE staff to use Mr Bracks said the development would expects the Botanicca project on its 4.7 public transport. The Victorian Government create at least 1500 jobs – the biggest single hectare site will eventually accommodate an is committed to a 20 per cent increase in employment boost for Victoria for more extra 1500 employees. Economic modelling public transport usage by 2020. Improving than 20 years: “The Government has been from the Victorian Government shows that tram stops is viewed as a positive step working closely for almost a year with GE, the value to the State’s economy over towards achieving that goal. to ensure the centre would be located 18 years of the GE project and its influx in Victoria ahead of other interstate of jobs could be as high as $11 billion. Work on the tram Superstop started in July 2005 and was completed in time for GE and international options.” While two buildings have now been to move into its new building in February completed, the company’s planning permit 2006. The early completion also meant the urnleyallows for the development of six new office new tram stop, which helps disabled people Building Perspective – Profiling Victoria’s Vibrant Construction Industry 21

The Holden V6 Engine Plant 04

> In the decade that style forgot, the creative And the accord demonstrated a desire types at General Motors produced a 1970s to promote manufacturing exports by jingle that chorused: “We love football, linking Holden to Melbourne long term. meat pies, kangaroos and Holden cars.” Accordingly, Victoria has continued That timeless refrain declared Holden to dominate the $18 billion national an icon of Australian popular culture. automotive manufacturing industry, which employs up to 27,000 people and Economically, Holden has been a driving has annual exports of about $4 billion. force in Australian manufacturing from More than 70 per cent of the industry’s its headquarters at Fishermen’s Bend, $475 million research and development in Victoria. budget is also spent in Victoria. So when Holden made its pitch to build So it was no surprise that the Victorian the parent company’s new worldwide V6 Government pulled out all stops to secure engine, the Victorian Government and the the V6 engine plant – a project that created State’s trade union movement threw their 500 direct jobs, generated thousands more considerable weight behind the $700 and produced $450 million in exports. million project. Announced in December 2000, Holden’s Holden Victoria competed dynamically global V6 plant represented GM’s largest against General Motors plants across the single investment in Australia for more world – and a persistent bid from South than 20 years. Australia across the border. It is now producing six-cylinder engines Spring Street’s strong commitment to for the first time since 1986, designed for attracting this investment and the early local customers and an export market that declaration of a site agreement with the includes Mexico the Middle East, Korea, trade union movement, ensured that jobs Malaysia, Singapore, Thailand and Brazil. would be created and kept in Victoria.

Building Perspective – Profiling Victoria’s Vibrant Construction Industry 23 Holden

IN THE BEGINNING

When Holden pitched for the V6 locate there, which was all part of the engine in 2000, industrial relations cut and thrust of the bidding game. So was a contentious issue. I was approached to negotiate a project agreement with the Victorian unions, The South Australian Government sought which they ultimately signed off on. to use the controversy to its advantage The government was then able to say while Holden professed anxieties born to Holden that they had the commitment of past disputes. Its executives sought of the Victorian building unions to the reassurance that development could V6 project.” proceed in an orderly fashion. Kane’s consultancy moved on to represent Confronting these challenges, the Victorian Holden after Balderstone Hornibrook won Government enlisted the services of the tender to build the engine plant. Kane, respected industrial relations consultancy, who is now managing director of the Grey Thomas Kane. His task was to meet with Group, said the process of negotiating an building unions to develop a heads of agreement with the building unions took agreement. This was to form the basis on a record 11 days between receiving which construction companies could tender instructions and achieving agreement: for the V6 engine plant. “That is an incredibly short space of time Kane remembers the volatile period well: to develop such a complex document. It “The South Australian Premier at the time was a very intense exercise but the building was saying industrial relations in Victoria unions were aware of the immediate and was difficult. He was trying to generate long term significance of the project to the leverage for his State to get Holden to Victorian industrial landscape. They were happy to give their commitment.”

Hold24 The Trades Hall Council’s key negotiator Boyd said the series of meetings that were project and an appropriate site allowance. at the time, Brian Boyd, has similar recall: subsequently held with Holden and its Once that deal was done we were locked “You have to remember that it was IR representatives convinced Holden into the process… All of this was achieved a fairly turbulent time industrially and that Victoria was the place to build before a sod was turned. It all happened a controversial one, with the Federal its engine plant. six months before the project started.” Government looking to set up an inquiry “They were keen to find out whether long Balderstone Hornibrook’s industrial into the building industry. The underlying term relationships could be established relations manager, Annie Schmidt, said current was to convince Holden to have and that the project could proceed reliably at the time the project stood out as a confidence in the project.” in the face of competitive bids from South success because of the meticulous pre- Kane, Boyd and the building union Australia. We had up to 30 meetings, planning that had occurred even before secretaries developed a compact, based including the heads of agreement phase, the tendering process had begun. on the construction industry enterprise then later down at Holden’s plant. Some “You had to admire the way the Victorian agreement and the Victorian Building of them were fairly intense, but we built Government moved quickly and smoothly Industry Agreement. The final product confidence and trust in the trade union to ensure that the project was located was a document that both unions and movement to deliver the project on time in Victoria. Once things got underway, the Victorian Government were happy and on budget. If you look at the record it wasa best practice project in terms of IR. with and one that could be certified by the of the project, I think we honoured It had an out-of-this-world safety record Australian Industrial Relations Commission. that promise.” and we just kicked goals in minimising They both agreed that the preparedness Boyd said that while Holden was keen disputation. The structures that were put of the building unions to reach agreement to protect its investment, “we had a in place meant that it was just a very good in a timely fashion demonstrated an overall responsibility to generate the best deal we project to be associated with.” climate of commitment to development could get for the building workers who were and, specifically, to a belief in the going to make it all happen. As a result, importance of the V6 plant. we negotiated special hourly rates for the

denBuilding Perspective – Profiling Victoria’s Vibrant Construction Industry 25 THE PREMIER AND THE CEO

The first sod was turned on the project in Hanenberger said Holden had been April 2001. Victoria’s Premier, Steve Bracks, transformed from local carmaker to niche then noted that the new V6 plant would global manufacturer supported by strong involve an initial investment of $400 domestic performance. The huge million, which would grow to $700 million investment had allowed Holden “to take over the following decade. Australian innovation, technology and quality onto the world stage… This means “Once in full production, the plant will more jobs for Australians and more export generate up to 500 new jobs, in machining, revenue for Australia.” fabrication and assembly, and an estimated wider community employment benefit of Hanenberger was more effusive when the some 8000 jobs will occur in the next four project was inaugurated in November 2003: years; this has an enormous multiplier “I want to thank the Federal and State into the Victorian economy,” he said. Governments for their unwavering support of this project. Australia faced stiff Eighteen months later, the plant to house competition from around the world sophisticated assembly equipment was to secure this engine plant and the work completed. Then Holden chairman and of both governments cannot be managing director, Peter Hanenberger, underestimated… I would also like to told a crowd of more than 1000 guests in thank…the union movement for ensuring October 2002 that the result was significant the project was completed on time. because construction had occurred without one day lost through site-specific industrial action and with an excellent safety record.

Hold26 ASBESTOS

The construction phase of the project went Boyd said the discovery could have delayed Boyd said the rest of the project proceeded without a hitch. But during the installation the project, but the processes that were without industrial unrest. Any problems phase, asbestos was embedded in put in place to settle disputes prevented were generally solved by a monitoring specialised equipment after it had been what could have been an industrially committee comprised of Boyd, Kane, imported from Japan. destabilising situation. the secretaries of all construction industry unions, Industrial Relations Victoria Despite contract specifications that Sticking to agreed procedure and with and a service company representative. expressly forbid the use of asbestos and advice from WorkCover, a specialist polychlorinated biphenyls (PCBs), fibres asbestos removal company was called “The key thing to understand is the V6 were discovered in a spare gasket. in to remove 70 per cent of the asbestos, project was the most sophisticated, which was in areas likely to be subject industrially managed site that I have been While most of the asbestos was contained to regular maintenance. The remaining involved with and I have been associated within machinery, health and safety 30 per cent was allowed to remain with the IR game for more than 30 years. representatives stood firm on the embedded in the machinery. It required more attention to detail than presence of the dangerous substance the Synchrotron project, Federation Square, and demanded action. Boyd said: “That 30 per cent was tagged even the Commonwealth Games project, to alert maintenance crews of the danger Boyd said the asbestos issue created a big believe it or not. It was the threat of the when shutdown maintenance occurs. New test for the disputes settling procedures project going offshore that created the safety procedures were also devised for the contained in the industrial agreements: intensity and the need to pay attention methodical removal of the asbestos parts “Despite assurances that were given to us to detail. The union movement is awake and no asbestos parts were re-installed. that no asbestos or PCBs would be used to arguments of that nature that are used So over time the problem will be solved in machinery to be installed on site, loosely. But when the prospect is real, we in a reasonable and safe manner. unfortunately some asbestos was are well aware of the social and economic discovered in parts that were to be costs of losing projects overseas.” embedded in some of the machinery.”

denBuilding Perspective – Profiling Victoria’s Vibrant Construction Industry 27

The Synchrotron 05

> It has generated new anti-flu drugs, allowed It has already transferred new skills to less invasive detection of cancer, extended Victoria’s labour force and has opened hope to tumour and malaria sufferers the way for new local science and industry and provided more precise diagnoses networks to emerge when the facility for a range of illnesses. opens for business in April next year.

It has also enabled better chocolate making, Despite its tongue-twister name, the more absorbent nappies and more durable Synchrotron will allow Victoria to capitalise jet engines. Hailed as the detective that on its emerging strengths in biotechnology, solved the mystery of Beethoven’s deafness, pharmaceuticals, environmental sciences it has also discovered new ore for Australia’s and advanced manufacturing. $7 billion gold industry by analysing fluid It is expected to create up to 2500 jobs and trapped in ancient underground rock. is estimated to boost the Victorian economy Labelled in almost sci-fi fashion as by up to $65 million a year. Crucially, it will ‘The Synchrotron,’ the development replace imports worth more than $25 million. of Australia’s own gigantic piece of Australian scientists used to travel overseas sophisticated technology next door to to use synchrotrons. Now more than 3000 Monash University has strengthened of them have put their names on a waiting Victoria’s position as an international centre list to exploit the machine’s space-age for biotechnology and scientific research. capabilities next year. Built by the Victorian Government in a partnership with industry and the union movement at a total cost of $207 million, the Synchrotron will provide world-leading technical capability, which will lead to new industries and more jobs.

Building Perspective – Profiling Victoria’s Vibrant Construction Industry 29 The Synchrotron

HOW IT WORKS “I guess all my experience and training over the Housed in a two-storey, circular steel and concrete building with a diameter that could years taught me that you must communicate and fit snugly inside the MCG, the Synchrotron is a huge machine that accelerates electrons consult with people so they understand what you to the speed of light through a chamber.

want to achieve. You need people to want to work The intense beams of light that are for you. It’s hard to make things work if you don’t produced are a million times brighter than the Sun. They span a broad electromagnetic take people with you. There’s no magical formula; spectrum from infra-red to hard x-rays.

you need to keep people informed.” Synchrotron x-rays are hundreds of thousands of times brighter and more Peregrine partner, Michael Paynter intense than conventional x-rays found in hospitals and laboratories. Conventional x-rays can only be used to look at hard tissue, such as bones or teeth. Synchrotron x-rays can reveal the detail of soft tissue, which enables less invasive angiograms of heart tissue and breast cancer detection. Synchrotron x-rays can also be used to detect cracks in materials Synchused in the aerospace industry. 30 THE GENESIS

Lobbying to locate and build a Synchrotron On June 21 2001, the Victorian Government Seaborne was given responsibility by in Australia grew among the scientific announced that such a machine would be the Government for costs, schedule and communities in Melbourne, Queensland built at Clayton and handed responsibility for performance. To review the initial budget and New South Wales during the 1990s. the project to the Department of Innovation, estimate, Seaborne sent cost engineer, Industry and Regional Development. Jim Marron, around the world to As the movement gained momentum investigate Synchrotron development the Federal Government announced a new Minister for Innovation, John Brumby, and material suppliers. Major National Research Facilities program a major proponent of the Synchrotron early in 2001, which encouraged the three observed: “To compete in the global “The Victorian Government basically just States that were interested to submit innovation economy Australia needs world- gave me a blank canvas. All they had at competitive bids for a Synchrotron. class science infrastructure. The Australian that point was a basic scientific design Synchrotron is an essential tool for new and they had a budget-estimated cost.” But the Victorian Government, whose science. It will accelerate the innovations scientific community was well advanced In January 2003 the Government’s powerful that create wealth and jobs for Australians.” in preparing for a Synchrotron, regarded Expenditure Review Committee approved the biotechnology sector as one of the paths DIIRD selected Major Projects Victoria funding of $206 million for its part of the to the future. It considered the research to develop the Synchrotron. MPV then project. Since then DIIRD has raised more project to be crucial to its own science, appointed respected private industry project than $45 million for the nine beam lines. technology and innovation plans. manager, Gary Seaborne, to lead the venture from start to finish. Seaborne had extensive international experience. He also led the ANZAC frigates contract for Transfield and the Lucas Heights nuclear reactor hrotronredevelopment in NSW. Building Perspective – Profiling Victoria’s Vibrant Construction Industry 31 INDUSTRIAL RELATIONS

The first thing Seaborne’s MPV team had to the project because the building unions to achieve. You need people to want do was build the building. Thiess won that believed in it and they were happy with to work for you. It’s hard to make things tender on a fixed price contract embedded the builder. We went with a construction work if you don’t take people with you. with a high level of design development and industry agreement, which meant a higher There’s no magical formula; you need consultation. The project was completed site allowance, but it was more productive to keep people informed.” on time and on budget in February 2005, and efficient overall to do it that way.” Paynter, who in many respects acted as which enabled MPV to move in and start The meetings resolved a site allowance the eyes and ears for MPV, agreed: “We the complex, scientific installation. which, over time, became the industry needed to be told by the builder and the Since then some significant contracts have standard for major projects. For Seaborne subcontractors what they were doing. been let to international suppliers for this was a good outcome: “Everyone knew Anything risky might have had an impact components and subsystems that make where they stood; we had good consultation on stable industrial relations and we needed up the total machinery package. with the unions, which we all insisted on, to know about it. The thing we impressed a monitoring committee of the secretaries, upon the companies involved in the project Relatively inexperienced with industrial but we consulted our heads off on site. was they shouldn’t attempt to do things relations Seaborne enlisted the support without consulting with us. They needed our of workplace experts, Peregrine Industrial. “If we had a new piece on machinery come agreement because our noses were attuned The team settled on a construction industry on site, or a new contract, we would sit to the industrial wind. The bottom line was agreement, separating the building and down with the unions and say, ‘here it is; we didn’t want anything to cost the client installation phases of the project. this is what it does,’ and then we would additional money. It was an expensive and get up on the table any issues that might Negotiations with the Building Industry important project, so we were doing our have demarcation problems. Group at Trades Hall Council began in bit to contain costs, not create them.” earnest. Peregrine partner, Michael Paynter, “I guess all my experience and training Current Victorian Trades Hall Council observed: “We went through the usual over the years taught me that you must secretary, Brian Boyd, as chairman of the round of ambit claims but we got there communicate and consult with people building industry unions group, became in the end. There was a lot of goodwill for so they understand what you want Syncha strong support of the project. 32 “The proponents of Synchrotron came to Boyd said once the influential building and safety: “The organisations from the Trades Hall with a vision even before union secretaries saw the new end overseas did not have a feeling for our a sod was turned. They were smart of the market as a counterbalance OHS culture. But thank God Victorians enough not to couch their rhetoric in to CBD development, “they were sold.” take that very seriously. My view about OHS, some romantic, biotechnical dream. What I know there are legal requirements, but they said was, ‘if we get Synchrotron right THE CONTRACTORS that’s not why you do it. You do it because then all the trips overseas by governments it’s fundamentally the right thing to have Seaborne’s call for consultation was in search of further investment in high- a safe working environment. We had more reflected at Thiess, which enjoyed good tech industries and development will than 600 lost-time-injury-free days. It was relations with the union movement. But generate more sophisticated work a terrific site. We have had no serious injury work needed to be done with the overseas for building workers. on site at all.” companies that were not used to dealing “In other words they included the building with Australia’s industrial or occupational As a result of the intense consultation regime, worker in the vision. The building worker health and safety systems. the Synchrotron project recorded virtually would benefit from technology transfer no lost time for industrial disputation. Seaborne convinced the contractors that and become a more sophisticated worker. Victoria had the skilled workforce to handle Seaborne observed: “I think the success Building workers would have ownership the Synchrotron installation under the of the industrial relation was we had a plan of the project. supervision of the European contractors. and we were quite firm about what we “High-rise developments and freeway wanted. I came, very much, from a working “We wanted technology transfer and they construction come and go. But if we can class family. I always felt the need to be all agreed to that. We also wanted marriages maintain a regular supply of high-tech fair… We had to create an environment with Australian companies that could help development every three to four years of certainty. People need to know the them with staff and support services.” then not only do we get a more consistent environment and trust it.” supply of work for our members but the Seaborne said that one of the learning quality of the work means that we become curves for the Europeans was the emphasis a more skilled workforce. And that has placed in Victoria on occupational health hrotrongot to be good for all concerned.” Building Perspective – Profiling Victoria’s Vibrant Construction Industry 33 The Building Industry Consultative Council

The Building Industry Consultative Council Mr Bernie Nolan is an advisory group established by the Construction Manager Victorian Government in 2001. It has Baulderstone Hornibrook representatives from client and employer Mr Martin Kingham groups, trade unions, individual employers State Secretary and government. The BICC seeks to CFMEU – Construction promote an environment that will stimulate and General Division building activity and jobs growth in Victoria. Mr Dean Mighell MEMBERS State Secretary CEPU – Electrical Division Mr Bob Merriman AM Chair Mr Earl Setches Building Industry Consultative Council State Secretary CEPU – Plumbing Division Mr Tony Arnel Commissioner Mr Sean Sweeney Building Commission Director Major Projects Victoria Mr Brian Boyd Secretary Mr John van Camp Victorian Trades Hall Council National Industrial Relations Manager Grocon Ms Carmel Coate Executive Director Mr Tommy Watson National Fire Industry Association Assistant Secretary CFMEU – Construction and General Division Ms Jennifer Cunich Executive Director Mr Brian Welch Property Council of Australia Executive Director Master Builders Association of Victoria Mr David Eynon Executive Director Air Conditioning and Mechanical GOVERNMENT REPRESENTATIVES Contractors’ Association of Victoria Mr Brian Corney Mr Randell Fuller Director Private Sector Human Resources Manager Industrial Relations Victoria Multiplex Constructions Pty Ltd Mr Geoff Thomas Mr Phillip Green Director Chief Executive Officer Construction & Utilities Program National Electrical and Victorian WorkCover Authority Communications Association Victorian Chapter

Mr Ray Herbert Executive Director Master Plumbers and Mechanical Services Association of Australia As at March 2007

34 > Building Perspective

Disclaimer: Building Perspective has been prepared for the Building Industry Consultative Council by Industrial Relations Victoria and does not necessarily reflect the views of the Victorian Government or the Department of Innovation, Industry and Regional Development.

Nothing in this publication should be taken as constituting legal advice. Building Perspective is intended to be a guide only. All due care has been taken in its preparation and the information is believed to be current and correct at the date of publication.

Enquiries should be addressed to: Building Industry Consultative Council c/- Industrial Relations Victoria Department of Innovation, Industry and Regional Development GPO Box 4509 Victoria 3001 > Telephone 03 9651 9200 BUILDING INDUSTRY CONSULTATIVE COUNCIL

Supported by: Industrial Relations Victoria Department of Innovation, Industry and Regional Development KRD 05/07 – IR005

© March 2007, The State of Victoria