BETTER WORK BETTER LIFE
Hyundai Card/Hyundai Capital Busan Office Building Project

Min, Chang Sik / DBD(support) / csmin@hmglobal.com

An overwhelming atmosphere is felt from any company building. Hyundai Card/Hyundai Capital Busan Headquarters is a building designed based on scientific analysis, which reflects their extreme “viewpoint shift”. The systematic shape which shows the image of the company was depicted in the building by showing each floor, and with similar concept to their building in Yeouido, the building was planned to show continuity. The building is also located in Seomyeon roundabout, the center of Busan, where other large-scale projects such as citizen’s park, Busan multi-purpose plaza, and Munhyeon financial district are located.

Q. Please introduce the project briefly.

The project is located between a department store and a hotel. There are also many low-rise buildings. The project building includes 8 basement floors and rises to 20 floors above the ground. It is a Hyundai Card/Hyundai Capital office building with definite identity that will remain as a landmark even though a high rise building is being developed. On the northern end of the site, Line no.2 of Busan subway passes by. The site area is very tight as 6 floor high buildings surround the site, and the site needs to be excavated 40m deep. It can be said to be a typical city construction. It was a project that involved risks such as environment, safety, and complaints as it was located close to Seomyeon roundabout.

Q. During the project, how did you contribute for the owner?

First, as a part of securing construction cost, overall life cycle cost (LCC) was reviewed based on VE and elimination of unnecessary factors. Also, a number of meetings were carried out in order to prepare for the large movement of population due to remodeling. Equipment and construction facilities were utilized in places where variability or changes were estimated.
Second, securing construction schedule. We estimated that the construction was to be discontinued for 3 months at the early stages of construction due to the bankruptcy of the civil works company. However, by sharing legal solutions with the construction company in order to continue the construction, we were able to reduce the stop time down to 1 month. With the help of our headquarters, we reinterpreted the structural instability of temporary sheathing. Also the construction sequence for above and below floors were altered 5 times by continuously tracing the structural cost for the up-up construction method so that both above and below floors are equal. As such, about 5 months of construction delay was normalized. There were also disputes between the constructor and a number of subcontractors over finishing work. We were able to suggest and discuss resolutions to prevent the construction from being delayed.
Third, to secure quality, we focused on developing a design manual for the client. We constructed based on the wind speed of 40m/s and terrain category (C), reviewed all structural connections including temporary facilities, reviewed and strengthened all the materials and their connections based on the 5-time mock-up test in order to check if it can withhold the designed value.
Fourth is to settle environment/safety/complaint issues. Large number of pedestrians and vehicles made a number of complaints which disrupted the construction. However, as a CMr, we managed the risk by persistently contacting the permit office to share information.

Q. What do you think about the foundation of a successful CM?

The first task that was performed as a CMr for the project success was to understand the owner’s request and understand the design drawings in a short period of time to identify the characteristics of the building and possible issues. Then, solutions must be found for each issue and the CMr must be able to lead the partners in executing them.
First is putting ourselves in the owner’s shoe and ‘building a house as if it were mine’. We put the highest priority in the owner’s requirement. I was able to do my daily tasks by constantly asking myself the question of ‘If someone else was in my position, what would he be doing?’
Second is understanding the owner’s company culture quickly. Written by the CEO of Hyundai Card, the company culture is well portrayed in and .
Various meetings and reporting culture is well written so it was possible to understand the core of Hyundai Card. For every task that was performed, I attempted to reflect the owner’s company culture.
Third is providing security to the owner by constantly reporting. Sharing site pictures with the owner utilizing SNS and having a conversation in real time allowed us to find solutions instantaneously. Also, the weekly reporting contained the 6 functions of CM under the phrase of ‘Safety First’ that made it easier for the owner to understand.

Q. Do you have any other words to add?

Just like any other projects I felt that I was a part of their culture nearing its end. There were some sad aspects when the project was completed, but I will promise to do better on the next project based on the feedback.
I thank all our workers who have participated. I also thank POD team, Safety & QMS team, ENG team, support group, (water proof, steel structure, glass, civil) consultants, management team, and those who have supported us.