Center of Korea became center of the future finance. New Hana Bank Headquarters Project

Hana Bank’s new headquarters project to become a financial leader in the 21st century. Hana bank promoted the project with an expectation of its symbol as an integrated headquarters with KEB in 2015 and securement of a new facility that fits its status as an advanced financial control tower.

Lee Hyun-seok, Senior Manager
- Hana Bank Headquarters New Construction CM
- hslee@hmglobal.com

The existing Hana Bank headquarters building that ranged from 4 basement level to 19 floors was demolished to create a 6 basement level and 26-floor tall smart office building. It is expected to become a futuristic workspace connecting IT and work efficiency with book cafe on the 2nd floor, a smart work center on the 7th floor, and meeting rooms on the 17th floor. HanmiGlobal was involved from the project planning phase to construction completion, and handover phase. The construction was largely divided into demolition, and new construction. As such, CM and legal construction supervision tasks for the urban renewal business included disposal plan, design management, process management, quality management, safety management, and environmental management.

Q. Please introduce the project briefly.
The previous Hana Bank headquarters office formerly owned by Doosan Group was built in 1983 as a part of Seoul city renovation project. It was later bought by Hana bank in 2007 and a remodeling project was initiated. During the feasibility study of the remodeling project, it was changed to reconstruction in 2008, but as it was a land that had already been redeveloped, government office did not issue a permit which put the project to a stop in 2009. In 2010, it was designated as a special redevelopment zone (finance), and in 2013, city planning committee approved the project. A number ‘1’, which is hana in Korean, symbolizing hana of Hana bank and a sailboat that implies going successfully like a boat smoothly sailing were chosen as a motif and a new design was developed. With an adoption of a concept of smart office we could make an organic and more efficient work environment without any designated seats. It was also a move that largely broke from the stiff and conservative image of a financial office and the project was finally initiated in September 2014. In the middle of construction on September 1, 2015, Hana Group announced its merger with KEB being the largest asset bank in Korea. Accordingly, this project also became an integrated headquarters gaining great attention, and in June 2017, approval of use was acquired. The grand opening was held on September 1, 2017 in celebration of the 2nd anniversary of the merger and a symbolic beginning marking a new start as an advanced financial company in the 21st century.

Q. During the project, how did you contribute for the owner?
As much as the client provides service for their customers we paid attention to the management of external image and complaints. Especially since the environment of the construction as well as the large-scale demolition site does not match the image of the bank, enhancing the environment of the site and its surrounding was a priority. Graphic design was used for the temporary fence, SWC (safety working cage), and demolition magic panels, and pottery and flowers were installed on site to enhance the overall environment. The client’s needs was reflected during design management and technical review to derive the most optimum design. Also, for the 3 years from design to construction completion new construction methods and trends were continuously reviewed and applied to the design. Quality and safety related tasks are the most intense in a construction project, as good quality and safety may go unrecognized, lack of quality and safety can lead to great disaster. As such, strict quality management and uncompromising safety management led the site to be awarded 1 year of injury free project by the city of Seoul. In terms of schedule, there were a number of events (disagreement on remicon method, tower labor party strike, railroad strike, candle-lit protest around the site, etc.) that posed a threat to completing the project on time. However, establishing schedule recovery method with the constructor and pouring and testing the site every day made it possible to complete on time without any issue with the headquarters. The effort put into the project for the client was worthwhile as it was a project that led to additional contracts such as a data center, training institute and other projects with Hana Financial Group.

Q. What do you think about the foundation of a successful CM?
Since the project began in May 2007 and finished in August 2017, the project lasted for 10 years and 4 months. I was the third project manager who took position since 2014 until the completion. Overcoming the project obstacles such as continuous change of project scope, repetition of project stop and initiation, and technical difficulties like simultaneous demolition of a previous building and construction of a new building and environmental difficulties, i.e. the limitation of construction equipment transportation to and from the site and social difficulties such as strikes and protests proved to be very challenging. However, it was possible to accomplish the project successfully due to the effort of many personnel. For 10 years, those who have opened up the road to success, those who excelled in technical capabilities to generate the most optimum product during permit and pre-construction phase, and many others who continuously put effort in the project for success until completion have all contributed to the project success. The potential of HanmiGlobal and its system was the key to the project success.

Q. Do you have any other words to add?
As seen in this project, buildings built between 1970 and 1980 are inclined to be remodeled or redeveloped. In the case of redevelopment, there are many complex laws that are intertwined which makes the process easy to cause mistakes. As there were no case of large scale demolition, it was difficult to manage construction method, safety and so forth. Also, work space is now changing to a smart office rather than the traditional office space. If a person does not have a necessary knowledge when performing CM task, it will be difficult to lead the project. Fortunately, HanmiGlobal has the experience of redevelopment and renovation in the city center. I believe it is necessary to gather all pieces of information that differentiates us from other competitors in order to lead future design and construction methods. Finally, I sincerely thank each and every person who has continuously given interest to and supported the project.