Business Review USA & Canada March 2016

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MARCH 2016

LOOKS TO RESURRECT THE EAST COAST GOLD MINING INDUSTRY

Superior Construction tackles major projects

Think like an App Designer

How shifting your perspective can boost conversions

EDITOR’S COMMENT

Sasha Orman | Editor Sasha.Orman@wdmgroup.com

“A LEADERSHIP CULTURE is one where EVERYONE thinks like an owner, a CEO or a managing director. It’s one where ever yone is entrepreneurial and proactive.” ~ Robin S. Sharma A R E Y O U T R U LY L E A D I N G your business into a more

successful future? Doing so means being confident enough to explore the latest in trends and technology; it means being assured enough to abandon the status quo for a better path before the march of progress leaves you behind.

That’s the subject we’re exploring in this month’s Business Review North America—whether it’s keeping up with the changing parameters of your field, learning to think outside the box to capture the interest of your consumer audience, or finding the right venues to hone networking and your leadership skills. So read on and consider how you’re keeping pace with the modern world and leading your team boldly into the future.

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CONTENTS

FEATURES

6

TECHNOLOGY How Thinking Like An App Designer Can Boost Conversions

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LEADERSHIP

18

Producing entertainment in a changing industry

TOP 10 Conferences for Spring 2016

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March 2016

30 OceanaGold

COMPANY PROFILES 62 Superior

MINING 30 OceanaGold

Construction

50 Shore Gold

CONSTRUCTION 62 Superior Construction 78 Walsh Construction (San Gabriel Trench Project) 90 Helix Electric

HEALTHCARE 100 Interior Health Authority

50 Shore Gold 90 Helix Electric 100 Interior Health Authority 5

T ETCE CHHN NO OLLO GOYG Y

HOW THINKING LIKE AN APP DESIGNER CAN BOOST CONVERSIONS App design can teach us a lot about how to organize and build websites that boost conversions.

WRIT TEN BY: THE GOOD

TECHNOLOGY THE MOST SUCCESSFUL mobile apps get that way because they promise to do one thing well and they deliver on it. The highest converting ecommerce and lead generation sites succeed for the same reason. They’re all intentionally designed with their customer’s experience in mind.

The same principles required to create successful mobile apps apply to designing websites that convert. Unfortunately for everyone, most websites don’t leverage those principles.

Mobile apps are designed intentionally to help people accomplish a few specific things.

Ecommerce sites should be designed to help people research, purchase, and get support on products from a brand. Lead generation sites should be designed to provide so much value to a potential lead that they become one.

Who is your site for?

Since the only real way to increase your conversion rate is to increase the 8

March 2016

number of people who find your site relevant to what they are trying to do, it makes sense to align around those people and their goals.

Understanding who your customers are and what is important to them is step one. You can read all about how to pull that off in our new book Stop Marketing, Start Selling. From there, your only task is to ensure your website and its content are designed to help

APP DESIGN

your customers get what they came for.

Great apps are great at doing one thing well Whatever goal an app is designed to accomplish, it is intentionally designed around the associated tasks required to accomplish that goal. Its success can be judged objectively. While it’s fine to win design awards and have

people impressed with how cool your site looks, it’s way better to have a growing list of happy customers (and the revenue they bring) because your site helps them with their goals.

Content is prioritized by use, and grouped by task If you open the Amazon app, you’ll see exactly what you are looking for: the 9

TECHNOLOGY

search box. Next to it are two more ways to search (scan a barcode, speak to it). They have one promotion of their own, and the rest is personalized based on my past behavior.

The key thing to note here is Amazon is massive, but it doesn’t feel that way. It feels like it will be really easy to find whatever I’m looking for. All the stuff I don’t need to see is neatly tucked away somewhere intuitive (for example, in case I decide I’d like to browse by department, there’s a menu for that). They don’t cater to every edge case, they cater to the most important goal. Everything else is personalization.

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The brand experience is woven into every interaction There aren’t many apps I’d keep using if I had to navigate through endless rotating image banners and email capture popups. Unfortunately, that’s many websites. Let’s learn from the app designers and stop all that nonsense.

Let’s learn from the app designers and stop all that nonsense.

The experience your customer has with your brand is your brand experience. It isn’t necessary to separate the two into

APP DESIGN

“brand storytelling” and “customer experience”.

Recognize that every touchpoint a customer interacts with your brand through is telling them the story of how much you care about them as a customer. If your site sucks, your brand sucks.

Success is determined by how useful it is Good app designers track usage of the features they create. They remove the ones that people aren’t using. They increase the ease of use on everything else. They spend a lot of time trying to

figure out how to keep people coming back. Their success is judged on their ability to do these things.

If your website was an app, you’d hide the content and functionality people didn’t need. It would be designed from the start with people in mind. It would be judged on its ability to keep people coming back because they get so much value from it.

Take the time to simplify your site content and intentionally design every interaction to help your visitors accomplish their goals, and they’ll keep coming back.

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LEADERSHIP

PRODUCING ENTERTAINMENT IN A CHANGING INDUSTRY Screen financing legend Michael Hirsh discusses the state of the industry as it adjusts to changes in the way we consume entertainment

WRIT TEN BY: SASH A ORM A N

LEADERSHIP

AT THIS TIME of year, the entertainment industry is at the forefront in North America. In February the Academy of Motion Picture Arts and Sciences honored exemplary work at the Oscars; to the north, in March the Academy of Canadian Cinema & Television celebrates its best and brightest during Canadian Screen Week, which culminates in the Canadian Screen Awards on March 13.

These awards may be longstanding traditions, but the industry itself is changing rapidly—as technology evolves, viewers are changing the way they consume entertainment.

Michael Hirsh has been watching this evolution for decades. As co-founder of Nelvana Limited and TeleTOON Canada, Hirsh has built a career as one of the biggest behind-the-scenes names in Canadian television. Today as co-founder and principal at The Entertainment and Media Finance Group Inc. (TEAM), he continues that career in providing financing and advisory services to film and television producers. This path has afforded Hirsh a long-term bird’s eye view of the industry he serves, so we caught up with him to find out how that industry is changing and where it’s headed.

BUSINESS REVIEW NORTH AMERICA: Tell us about the state of the industry?

MICHAEL HIRSH: Canadian television at the moment is going through a bit of a sea change. The Canadian Radio-television and Telecommunications Commission (CRTC) mandated some changes in how cable channels are bundled, 14

March 2016

so people are unsure as to what the marketplace reaction to that will be.

That’s causing some uncertainty— broadcasters want to try and delay some of the buying until they see how the marketplace absorbs the changes.

Then on the movie side, the issue is disruption of the traditional distribution patterns with the sharp decline in

MICHAEL HIRSH

video income and paid TV income, which are being offset by the growth of OTT [over-the-top content], which is streaming of programs. The offset isn’t equal yet to what is being disrupted.

So it’s change. There’s a lot of change going on in the movie side and there’s change on the TV side. What’s affecting the industry at the moment is all the change in the industry.

BR-NA: How is the industry responding to that change?

MH: I think people are trying to sell programs internationally. Some of the disruption is international [while] some is domestic. I think the impact on movies is potentially to reduce the cost of movies from a production cost point. The impact on television is that producers need to get as many 15

LEADERSHIP

shows that they want to produce presold in other countries and other territories, to bring better deals to their Canadian customers.

BR-NA: Does streaming and the Internet have any impact on the ease with which you’re able to sell programs to other territories?

MH: Well it’s created another major buyer. One of the benefits of OTT is

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that where, in TV, there was always a limited amount of shelf space—the broadcaster only has 24 hours a day, seven days a week—OTT buyers essentially have unlimited shelf space.

So if you have an offering that’s attractive to them, they can deliver it to their customers because they’re looking to create more value for their offering to make sure they retain their current subscribers and attract new subscribers.

MICHAEL HIRSH

BR-NA: All things considered, what are the biggest trends you see on the rise in the industry?

MH: With the growth of OTT and decline of paid TV and the decline of video, [there is] the cord cutting that’s going on where a lot of young people aren’t taking cable and satellite. Some are not even subscribing in the first place—it’s not even cord cutting, but what we call “cord nevers.”

That’s disrupting the cable and satellite business. We’ll have to see how that plays out. In the US, cord cutting is advancing in excess of 2 percent a year—that’s a big number, when you think of it year after year. Up until recently we’ve had cable and satellite growth, but now we’re seeing the reverse.

It’s not particularly happening in Europe yet but it will, they’re just trailing us. The growth of OTT is trailing too. But overall in the long run, producers are going to be better off with OTT as a customer

than they have been with traditional television.

BR-NA: Where does the production and financing industry need to be looking in the future, and where they need to go?

MH: I think the industry has to be moving where the rest of the industry is going. So we’re seeing the development of new content for virtual reality which is going to create a new slew of content, and people are producing more and more for YouTube.

I think there are going to be other disruptors that come along. Facebook at this point is growing quickly in terms of its audience, and I think the production and finance community is going to have to come up with models by which they can finance the new channels of distribution.

The business is evolving. I think we’re at the beginning. The book is yet to be writ.

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TOP 10

TOP10

WRIT TEN BY: SASH A ORM A N

Conferenc

The world of business packed and dense. Wh executives and entrepr

nces for Spring 2016

and tech conferences can be overwhelmingly hich conferences stand out this Spring for busy reneurs?

TOP 10

01 SXSW INTERACTIVE March 11-March 15 2016, Austin, Texas www.sxsw.com/interactive The season starts with SXSW Interactive, one of the biggest and bestknown technology conferences of the year. Much like its music and film festival counterparts, SXSW Interactive has gained a reputation as a cutting-edge showcase for innovative startups and emerging technology across interactive fields from gaming to health and medicine.

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March 2016

TOP 10

02 MICROSOFT ENVISION April 4-6, 2016, New Orleans, Louisiana, EE.UU. www.microsoft.com/en/envision Microsoft Envision takes over where the company’s long-running Microsoft Convergence conference series leaves off. Envision seeks executives and leaders in business, marketing, sales, finance, IT and more to share business challenges and gain insights into innovative strategies and groundbreaking new technology.

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TOP 10

03 NEW MEDIA EXPO April 13-16, 2016 Las Vegas, Nevada

Content creators, video producers and new media influencers of all types are welcomed at New Media Expo. Entrepreneurs in this field can expect networking opportunities and learning sessions to explore new trends in content creation and monetization.

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March 2016

TOP 10

04 COLLISION CONFERENCE April 26-28, 2016, New Orleans, Louisiana www.collisionconf.com Described as “America’s fastest growing tech conference,” Collision is a meeting point where C-level executives from growing startups and major multinationals alike can share ideas and experiences with peers and investors. This year’s scheduled speakers include Cal Henderson (co-founder, Slack), Linda Boff (CMO, General Electric), tech evangelist Robert Scoble and many more.

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TOP 10

05 BUSINESS INNOVATION SUMMIT 2016 May 2-3, 2016, Ottawa, Ontario www.conferenceboard.ca/conf/innovation/default.aspx May brings the top learning conference in Canada for experts and innovators in both the business and public policy worlds. BIS 2016 aims to connect entrepreneurs and investors, and to help business leaders identify and understand current trends in innovation and commercialization. With networking events and roundtable discussions, thought leaders can work together to shape public policy and best practices in business.

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March 2016

TOP 10

06 TECHCRUNCH DISRUPT May 9-11, 2016, New York, New York www.techcrunch.com/event-info/disrupt-ny-2016/ If you’re an entrepreneur or an investor in the tech field, TechCrunch Disrupt is the place to be in May. The annual conference attracts thought leaders and innovators for keynote speeches, hackathons, and startups showcasing their ideas at Startup Alley. At the center of it all is the Startup Battlefield, where rising tech stars compete for recognition and a $50,000 prize—past winners include Dropbox and Zenefits, and yours could be next.

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TOP 10

07 FORBES WOMEN’S SUMMIT May 11-12, 2016, New York, New York www.forbesconferences.com/event/2016-forbes-womens-summit Each year Forbes sponsors one of the most influential conferences for powerful women. The theme of this year’s conference is “significance is the new success.” Panels and key speakers like Deborah DiSanzo of IBM and supermodel Christy Turlington Burns will explore how business leaders can develop partnerships, give their projects purpose, and what significance and impact mean as benchmarks of success.

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March 2016

TOP 10

08 SOCIAL MEDIA WEEK June 6-10, 2016, Mexico City/Los Angeles/Milan www.socialmediaweek.org Social Media Week happens four times a year at various locations around the world, and this spring it’s kicking off in Mexico City, Los Angeles, and Milan. The global theme for 2016 is “The Invisible Hand: Hidden Forces of Technology (and How We Can Harness it for Good),” which plans to explore the many intricate ways that connectivity has changed—and will continue to change—the way we communicate.

TOP 10

09 CGI AMERICA June 12-14, 2016, Atlanta, Georgia www.clintonfoundation.org/clinton-global-initiative/meetings/cgi-america Forbes describes the Clinton Global Initiative’s annual conference as one of the top conventions CEOs love to attend. The goal of the CGI America conference is to encourage leaders in philanthropy, government, and the private sector to network, share knowledge and work together to support economic growth.

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March 2016

TOP 10

10 WIRED BUSINESS CONFERENCE June 16, 2016, New York, New York www.wiredbusinessconference.com As spring transitions into summer, the WIRED Business Conference promises to take executives and entrepreneurs “beyond the usual techconference suspects.” Past speakers have included CEOs and leaders of brands like Etsy and Instagram.

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WHOLE LOT

OCEANAGOLD’S NEWES TO RESURRECT EAST COAS

CEO Mick Wilkes discusses the company’s first U. including its economic and environmenta Written by: Robert Spence

OTTA GOLD:

ST ACQUISITION LOOKS ST GOLD MINING INDUSTRY

.S. gold mine and reveals future plans for the mine, al impact on the surrounding community.

Produced by: Andy Turner 31

O C E A N A G O L D C O R P.

T

he Haile Gold Mine in Lancaster County, South Carolina is one of the first operating gold mines in the United States. First discovered nearly half a century before the California gold rush, the Carolina slate belt hosted the nation’s first major gold discoveries. Gold mines, including the Haile Gold Mine, have been operating there on and off for roughly 200 years.

As the only new gold mine east of the Mississippi, OceanaGold’s recent purchase of the historic mine indicates the resurrection of gold mining on the east coast is imminent--and with gold prices continuing to rise, the timing couldn’t be better.

Haile Gold Mine The history of Haile Gold Mine can be traced back to 1827 when first discovered by local resident Benjamin Haile. Legend has it that Franklin Roosevelt shut the mine down during World War II so that Americans could focus on warfare industries. Over the years the mine has gone through 32

March 2016

Haile Gold Mine construction site

various ownerships, and in 2007 was acquired by exploration and development company, Romarco Minerals Inc. Located approximately 58 miles northeast of Columbia, the Haile mine is estimated to contain at least two million ounces of economic gold reserves and almost five

MINING

milling ounce of gold resources.

OceanaGold, which acquired Romarco Minerals and took ownership of the gold mine in 2015, intends to maximize that potential. “Haile is a very robust project and we saw the opportunity because it has good grades, size and great exploration potential,� said

OceanaGold President and CEO, Mick Wilkes.

The company is investing $300 million into the construction of the mine and so far has commenced the concrete works for the Ball and SAG mill foundations, and advanced the earthworks for the plant site, waste rock pads and tailings storage facility. w w w. o c e a n a g o l d . c o m

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Groundbreaking Sol Safety. Quality. Productivity.

For over 70 years, Morgan Corp. has been a leader in mining and heavy industrial site development. We strive to be a Value Added Partner for our clients by focusing on the effective and efficient completion of their projects through the development of superior project teams.

Spartanburg SC 864.433.8800

Charlotte NC 704.598.9117

Savannah GA 912.629.9439

lutions CAPABILITIES

MARKET

• Dewatering • Site Preparation • Underground Utilities • Tailings Impoundments • Heavy Highway Infrastructure • Leachate Collection Systems • Roller Compacted Concrete • Construction Surveying • Drilling and Blasting • Concrete

• Mining • Commercial and Industrial • Dams • Landfills • Residential • Power and Energy • Transportation

morgan-corp.com

SUPPLIER PROFILE

Morgan Corp is a privately held corporation whose core areas of expertise are in heavy earthwork construction, underground utilities installation and all aspects of sitepreparation for the major Industrial and Power Generation markets. Incorporated in 1970 and headquartered in Spartanburg, SC, Morgan Corp is widely recognized as one of the safest, most reputable, and quality driven civil construction firms throughout the southeastern United States. Morgan is now licensed in twelve states and serves this expanded client base with estimating, surveying and site construction services from additional regional offices in Charlotte, NC and Savannah, GA. Our diverse record of work compiled over 50 years of service includes a substantial number of primary containment structures. These projects range from impoundments; lined MSW landfills; Coal Combustion residual facilities, and dams. The Owner & Client list for these projects is made up of some of the United States’ most successful Engineering & Construction firms, Energy producing utilities, and Waste Disposal companies.

Notable Project: Ridgeway Gold Mine - (owned and operated by Kennecott-Ridgeway Mining Co.) Morgan Corp was contracted to perform the initial site construction for the mine including 1.5 million cubic yards of embankment construction for the lined 250 acre Tailings Impoundment.

The impoundment was one of the first and largest HDPE synthetic lined facilities of its kind. As on-going operation required expansion of the facility, Morgan was again brought in to construct the additional phases, ultimately placing 10 million more cubic yards of material and increasing the area to 320 acres. At the conclusion of active mining operations in, Morgan Corp is proud to have been contracted on the project, for a third time, to perform the final reclamation of the site. The final phase encompassed 2 million cubic yards of earthwork for construction of a passive wetlands, a mile long water conveyance channel, and final contouring.

Other notable work: in the Nuclear Power sector also illustrates Morgan Corp’s capabilities to perform large scale projects while operating under the most rigorous Safety standards. From 2009 to 2013 Morgan excavated and placed in excess of 30 million cubic yards of material while under contract at two of the three active new nuclear reactor construction sites in the U.S. . During the course of this work Morgan surpassed the milestone of 2 million safe man hours without a lost time incident.

At Morgan, we believe the greatest testament to our many years of dedication to the principles of Safety, Quality and Integrity is our substantial history of projects completed for repeat owners.

These long standing relationships are forged from our customers’ confidence in the reliability and value that Morgan Corp’s service provides.

Management: David Johnson - CEO; Tim Halligan - President Website: www.organ-corp.com

MINING

For the gold recovery, OceanaGold will be utilizing a fine grinding method that consists of grinding down the ore to very small particles. Once ground to a sand-like material, the sulphide minerals containing the gold are concentrated using flotation. Gold is then leached from the concentrate using a solution of sodium cyanide – allowing the company to recover nearly 84 percent of the gold.

According to Wilkes, the method of grinding the ore very finely to allow

the gold to be recovered wasn’t cost-effective until very recently.

“Before the technology we have now, extracting gold required an expensive process that was not economic at the grades we are looking at here at Haile,” said Wilkes. “The technology we are using allows us to unlock unoxidised gold ore at new depths, making it economic to recover gold in the sedimentary rock.”

OceanaGold is on track to start the ore processing facilities at the

w w w. o c e a n a g o l d . c o m

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SUPPLIER PROFILE

Blanchard Machinery Company has been supplying South Carolina customers with Caterpillar equipment since 1982. The family owned company has established retail and rental stores throughout the state which offer a wide range of Cat and non-Cat brands of equipment. We are committed to providing our customers the best products and services available.

As the Cat mining dealer in South Carolina, we’re proud to partner with OceanaGold at the Haile Gold Mine. We understand the mining industry and the needs of today’s mine operators by offering Caterpillar’s industry leading product line.

Blanchard Machinery is committed to the success of our customers operations with mining equipment ranging from mass excavators to articulated trucks, hydraulic shovels and off-highway mining trucks to track type tractors, wheel loaders and conveyor belt systems, as well as power generation.

Whether it’s new or used equipment, rentals, parts or service, Blanchard Machinery has been a Dependable Partner for South Carolina’s mining industry for over 30 years.

Website: www.BlanchardMachinery.com

MINING

Haile Gold Mine construction site

end of 2016 with a commercial production start date for early 2017.

Over the life of the mine as currently designed, the company will produce 150,000 ounces of gold per annum, with a mine life of 15 years.

Communal benefits The Haile Gold Mine will have a significant economic impact on Lancaster County to the tune of

$70 million annually in direct and indirect revenue. In addition, the construction of the mine will employ roughly 500 local employees, and upwards of 500 additional jobs during operations.

“Mining is a great injection of value into any economy and business, and has proven to have a real multiplier effect on economies,” said Wilkes. “If mining is done w w w. o c e a n a g o l d . c o m

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CONGRATULATIONS OCEANA GOLD Century Contractors, Inc. is proud to be a key contractor for the Haile Gold Mine Project. Celebrating 40 years in the business, our company is built on customer commitment, safety, and quality of work.

Our capability to self-perform critical project activities allows us to provide outstanding services to clients that support their business objectives. Because we do it right the first time, we consistently execute projects on time and on budget.

Corporate Office 5100 Smith Farm Rd. Matthews, NC 28104 704.821.8050

Greenville 200 N. Main St., Suite 300 Greenville, SC 29601 864.286.0500

Inquiries: info@centurycontractors.com

Mt. Pleasant 1156 Bowman Rd., Suite 216, Mt. Pleasant, SC 29464 843.352.7001

www.centurycontractors.com

MINING

right and responsible, and in the most modern way, it can be very beneficial to the area.”

As the company’s first gold mine in the United States, Haile will set the standard of how OceanaGold operates in new locations – putting the company’s standard for community engagement and responsible mining on show.

Before any mining operations begin, the company will conduct environmental practices that go beyond standard regulatory requirements. The company, which intends to preserve and restore

SUPPLIER PROFILE

wetlands, will also invest millions of dollars to create new wetlands and streams as well as reestablish those temporarily affected by the mine.

Similar to its operations in New Zealand and the Philippines, OceanaGold is striving to minimize both the impact from the mine during operation and long after the mine has closed. OceanaGold is already making plans for the mine after operations are over. The company is expected to spend more than $90 million on mitigation, restoration and reclamation that will incorporate re-vegetation and

CENTURY CONTRACTORS, INC.

Employees: 300-400 Established: 1975 Industry: Industrial self-performing contractor specializing in Biofuels,

Minerals, Mining, Petro Chemical, Pharmaceuticals, Paint, Resins and other process markets.

Services: General Contractor, Subcontractor self-performing Site Utilities, Concrete Foundations/Slabs, Structural Steel Erection, Equipment Rigging & Alignment, Pipe Fabrication & Installation, Plumbing, and Mechanical Installation.

Ongoing Projects: Projects throughout the Southeast for a variety of processing and manufacturing customers.

Website: www.centurycontractors.com

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Helping You Build Your Future

We offer complete services in the following areas: • Pond and lake construction • Road construction • Erosion control • Reclamation and mitigation • Land maintenance • Wetland restoration • Natural resource conservation

Mining | Construction | Environmental Management

4632 Mt. Pisgah Rd, Kershaw, SC 29067 803 475 4598 www.csikershaw.com

MINING

installing pit lakes and recreational areas for the public to enjoy.

“We will be reclaiming Haile during the entire mining process, from start to finish,” said Wilkes.

In addition to spending nearly $3 million per month in the region through labor and the purchase of local goods and services, the company through its predecessor Romarco recently purchased the $20-million Goodwill Plantation in Columbia and donated it to the state. “The purchase of this historic plantation and its donation to the State of South Carolina is a true

SUPPLIER PROFILE

demonstration of the benefits that mining brings to society,” said Wikes.

“This area has historically been a gold mining community and we intend to continue that tradition with the Haile mine,” said Wilkes.

“And we intend to do so in the most responsible manner possible bringing long lasting benefits for the broader community from the bounty of our efforts.”

In for the long haul While the Haile Gold Mine will in fact be an open pit operating, Wilkes

CONTRACTOR SERVICES INCORPORATED

Employees: 60 Established: 2001 Industry: Mining, Construction, Environmental Management (No More

than 25 words) Services: Erosion Control, Water Management, Site Preparation and General Services (No More than 25 words) Ongoing Projects: OceanaGold: Haile Gold Mine Operation (No More than 25 words) Management: Charles R. Braswell - Operations Manager; Marc Braswell - Operations Superintendent; Sara Sims - Field Superintendent Website: www.csikershaw.com

w w w. o c e a n a g o l d . c o m

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SAFELY, ALL DAY. Contour Mining & Construction is a full service contracting firm with a focus on contract mining, reclamation, impoundments and greenfield site development. Anchored in experience with a strategic focus on engineering value through increased metrics.

CONSULTING

MINING

SITE PREPARATION P.O. Box 443 Columbia, SC 29202 2805 Millwood Ave. Columbia, SC 29202

www.contourmc.com

Main Office: (803) 661-8449 Haile Project Office: (803) 475-9155 Fax: (803) 753-0886

A full-service international firm offering Architecture • Engineering • Procurement and Construction Management Services Locations in Arizona and North Carolina, USA Sonora, MEXICO ARGENTINA • PERU • CANADA www.m3eng.com 520.293.1488

As recognized international design leaders in mineral processing and astronomical facilities, these fields are representative of the broad scope of industries M3 has been entrusted with for the past 30 years.

MINING

confirmed the company was optimistic about the potential opportunities that exist at the Haile project to further define additional resources and reserves. “Our objective is to construct an open pit mining operation with a 13 year mine life but in conjunction with the development and operations, we will invest in exploration to expand the resources and reserves.”,” said Wilkes. “Done right, we believe we can extend the reserves from two million ounces to over three million and more.”

The company has allocated an exploration budget of $25 to $30 million and will utilize roughly $10 to $15 million at Haile in 2016.

Key Personnel

Michael Wilkes

President and Chief Executive Officer

Mark Chamberlain Executive Vice President and Chief Financial Officer

Mark Cadzow

Executive Vice President and Chief Development Officer

Michael Holmes

Executive Vice President and Chief Operating Officer

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O C E A N A G O L D C O R P.

Haile Gold Mine construction site

Coincidentally, the Haile Gold Mine is located between two former gold mines: the Ridgeway Mine and the Brewer Mine. Although the areas were mined by gold producers in the 1980s, the potential to be explored today—or in the future – is a safe 48

March 2016

bet.

“We will continue to advance the development of the Haile Gold Mine to commercial production in early 2017. We have developed our most ambitious exploration program in the company’s 25-year history to

MINING

Company Information INDUSTRY

Mining and Metals HEADQUARTERS

Melbourne, Victoria Australia FOUNDED

1990 ABOUT

identify additional resources and extend mine life across our operations. We will remain steadfast in our environmental and social commitments and will continue to work very closely with our valued stakeholders.”

Wilkes concluded, “We envision being here for a very long time.”

OceanaGold Corporation is a significant multinational gold producer with assets located in New Zealand, including one of the largest gold mines in the country, and in the northern Philippines.

OceanaGold has built a strong business, operating three mines in New Zealand – Macraes Open Pit, the Reefton Open Pit and the Waihi mines – and the Didipio mine in the Philippines

w w w. o c e a n a g o l d . c o m

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THE DIAMOND

FINDERS Massive Prairie diamond deposit poised for development

Written by: Robert Spence | Produced by: Andy Turner 51

SHORE GOLD INC.

C

anadian exploration and development company Shore Gold Inc. is closing in on the advanced stages before development of its multi-billion dollar Star-Orion South Diamond Project, located in the Fort ĂĄ la Corne Forest of Saskatchewan. The project, which has gone through rigorous testing, sampling and environmental review, has shown tremendous potential since it was first discovered in the late 1980s, and is expected to become the first diamond mine in the province.

DIAMONDS IN SASKATCHEWAN The world-class diamond mining project will be comprised of two open pit mines that would excavate some 45,000 tons of rock per day for more than 20 years. According to Senior Vice President of Exploration and Development, George Read, the project has uncommon appeal for a variety of reasons. The economics of a diamond mine are dependent not only on tonnes and grade of the kimberlite ore but also on the average price of the diamonds. The average diamond 52

March 2016

Star - Orion South Diamond Project

price is unique for each diamond mine. In 2014 the world average rough diamond price was US$116 per carat, the Canadian average was US$173 per carat and the Star - Orion South Diamond Project had an average price of US$210 per carat. “While Star and Orion South

MINING

have lower diamond grades (10-20 cpht), they are very large kimberlites and much large than those in the Northwest Territories. People also fail to understand the importance of the coarse size frequency distributions of their diamond populations. There is a significant opportunity for the recovery of plus

100 carat stones from the future production of these mines. During evaluation, 49 and 45 carat stones were recovered from Star and Orion South, respectively,� said Read.

So far, the company’s underground bulk sampling has recovered 10,966 carats of plus 1.0 millimetre commercial goods from w w w. s h o r e g o l d . c o m

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SHORE GOLD INC.

Regional Figure Technical Report

Star and 2,346 carats from Orion South. The most valuable stone recovered to date from Star was an 11.96-ct Type IIA worth US$12,500 per carat, and from Orion South a 10.53 carat fancy yellow valued at US$8,000 per carat.

“When the 11.96 carat stone is cut and polished it will probably be a D color,” said Read. “They are the most perfect crystal white color.”

54

March 2016

Despite the global financial crisis of 2008, the project advanced to the point of a feasibility study, completed in July 2011. The feasibility study estimated probable reserves of 279 million tons (diluted) with an average grade of 12.30 cpht, containing 34.4 million carats of diamonds that could be economically extracted over the 20 year lifetime of the mine.

MINING

Drill pipes at Orion South

FORT Ă LA CORNE Shore Gold commenced its diamond exploration activities in the Fort ĂĄ la Corne Forest in 1996 with the discovery of the Star Kimberlite on claims that are held 100 percent by Shore Gold.

After initial exploration of Star with core and limited large diameter drilling (LDD), Shore Gold elected to sink a shaft in order to collect

an underground bulk sample for diamond valuation purposes. In February 2005, the publication of the initial results of a 3,050 carats from the underground bulk sample at US135 drew significant attention to the project. Shortly after this diamond price announcement, Newmont Mining participated in a major financing round and acquired a 9.9 percent equity position in w w w. s h o r e g o l d . c o m

55

C O M PA N Y N A M E

Shore Gold. Shore Gold’s claims containing the Star Kimberlite were adjacent to an extensive group of claims, containing more than 60 kimberlites, known as the Fort å la Corne Joint Venture: De Beers (42.245%), Kensington Resources (42.245%) and Cameco (15.51%) with De Beers as the operator. With 56

March 2016

assistance from Newmont, Shore initially merged with Kensington Resources in 2005. Subsequently in 2006, Shore and Newmont acquired all the claims of the FALCJV from De Beers and Cameco.

Shore currently holds a 68 percent ownership position in the FALCJV. While Newmont Canada FN

SECTOR

Holdings ULC holds 32 percent.

ADVERSITY Lao Tzu said it best: “A journey of a thousand miles starts with a single step.”

In early December 2014 Shore Gold received a positive decision from the Federal Minister of

Environment on the Environmental Impact Statement (EIS) for the project. While all technical information for the EIS was provided to the Province of Saskatchewan in late 2014, the final decision on the EIS is still awaited from the Ministry of Environment of Saskatchewan.

“We received a positive federal w w w. s h o r e g o l d . c o m

57

SHORE GOLD INC.

MINING

decision on the EIS but we’re still waiting on the provincial decision,” said Read.

The evaluation of Orion South, including underground bulk sampling, LDD and core drilling was curtailed by the world financial crisis in early 2009. While there was sufficient information for a mineral resource estimate on Orion South, a significant proportion of the resources fell in the inferred category. Subsequent to the publication of the feasibility study in 2011, Shore technical staff saw an opportunity to significantly increase the mineral resource estimate for the Orion South Kimberlite using a relatively low cost LDD and core drilling program. Shore successfully raised the capital to fund this drilling in late 2014 and the drilling was completed by July 2015.

Shore considered it very important to ensure that they enlist the most qualified person it knew to lead the resource estimation process: Peter Ravenscroft.

“He has an extensive background in mineral resource with multi commodities and has worked on more than 10 major diamond deposits, including Canadian diamond mines Diavik and Ekati.

Late last year, the company announced the Revised Mineral Resource Estimate for the Star - Orion South Diamond Project.

The report, which will now be incorporated

Key Personnel

Ken MacNeill President and CEO

George Read Senior Vice President, Exploration and Development

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SHORE GOLD INC.

WWW International Diamond Consultants - the world’s leading independent diamond valuation and advisory company.

Orion South Core Warehouse & Lo

into a re-optimized open pit mine plan for the Project, includes a re-evaluation of mineral reserves and an economic assessment. It is expected to be completed during 2016 and will result in an Updated Feasibility Study including a revised statement of Mineral Reserves for the Project.

THE NEXT STEP While a feasibility study was completed in 2011 for the Star60

March 2016

Orion South Diamond Project, it will need to be updated to reflect the significant increase in indicated carats of the revised mineral resource.

“Today is a very different world than it was five years ago,” said Read. “We’ve found new opportunities to reduce costs significantly for the project through the use of new technology, both for the more efficient removal of the overburden above the kimberlite

MINING

Company Information NAME

Shore Gold Inc. INDUSTRY

Mining and metals HEADQUARTERS

Saskatchewan, Canada FOUNDED

1985 ABOUT

ogging

and for more cost effective diamond recovery from the processing plant.”

Shore Gold continues to do everything needed to bring the project to production, but the answer may simply be more time.

The many strengths of the project, including the magnitude of the diamond resource, high value stones, close proximity to infrastructure and stable political jurisdiction, will ensure that it continues to develop.

“Diamond projects take a lot of money and a long time,” said Read. “But I’m confident there will be a diamond mine in Saskatchewan.”

Shore is a Canadian based corporation engaged in the acquisition, exploration and development of mineral properties.

Shares of the Company trade on the TSX Exchange under the trading symbol “SGF.” Shore’s principal focus is the Star-Orion South Diamond Project, which is located in central Saskatchewan some 60 kilometers east of the city of Prince Albert.

w w w. s h o r e g o l d . c o m

61

Growing

FLORIDA’S ROADWAYS Pete Kelley, President at Superior Construction, discusses major projects and services in expanding Florida’s beltways

Written by: Sasha Orman Produced by: Tom Venturo

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SUPERIOR CONSTRUCTION SOUTHEAST

MainLine at Ramp A-1 looking NE

I

nfrastructure is in Pete Kelley’s blood. “My father built roads and bridges throughout his entire career so I had a good exposure to it while growing up,” he explains.

Kelley continued that tradition, with an education in civil engineering and a long career in highway construction.

Kelley has been a part of the Superior Construction family since 64

March 2016

1993. Today, he serves as President of Superior Construction Southeast, and along with fourth-generation principal Nick Largura is currently overseeing the company’s growth strategy within the Southeast U.S. region and developing its reputation as a leading design-build contractor.

As a full service contractor specializing in heavy industrial construction, Superior Construction

CONSTRUCTION

provides its clients with a range of construction services including earthwork, drainage, pile driving, bridge construction, and concrete paving, even working alongside clients on project development to provide budgetary cost estimates and constructability reviews. Through these services, the company plays a vital role in making bridges and roadways

safer and more efficient for Florida’s commuter and business communities.

I M PROV ING FLOR I DA INFRASTRUCTURE For decades, Superior Construction has been doing its part to expand Florida’s transportation infrastructure through high profile projects like the completion of SR w w w. s u p e r i o r s e . c o m

65

James D. Hinson Electrical Contracting Company, Inc. has extensive experience in Electrical Construction projects throughout the State of Florida and Southern Georgia, including: Hospitals, Water Treatment Plants, Sewage Treatment Plants, Lift Stations, Churches, Banks, Professional Offices, Multi Story Buildings, Jails, Detention Facilities, Air Port Terminals, Runway and Taxiway Lighting, Bascule Bridges, Roadway Lighting, Computerized Traffic Signalization Systems, Fire Alarm Systems, Communication Systems, CCTV Systems, and Intelligent Transportation Systems.

Hinson Electric is Proud to be a Partner working with Superior Construction Company on the SR 9B project.

www.hinsonfl.com

James D. Hinson Electrical Contracting Company, Inc. 11609 Columbia Park Drive West Jacksonville, Florida 32258

(904)262-3805 Ph (904)268-3253 Fax dhinson@hinsonfl.com

CONSTRUCTION

9B, a project Kelley calls “the Holy Grail of transportation” for the rapidly growing Northwest St. Johns County, and the long awaited $68 million 23rd St. Interchange project.

“This is a signature infrastructure project for the 3rd District of the Florida Department of Transportation. Due to funding challenges and ROW negotiations, this project was delayed from construction for over a decade, and is now a critical transportation component for the US 98 corridor in the Florida panhandle,” explains Kelley. While the logistical and financial challenges of this multi-

SUPPLIER PROFILE

phase project once presented setbacks, the development underway today reflects Panama City’s strong economic growth by creating a more streamlined transportation system through the vital port city.

The project will replace a current at-grade railroad / US 98 crossing with an elevated roadway and ramp system to create free flow conditions for both east and west bound traffic, plus a dedicated spur to provide uninterrupted rail service for the Port of Panama City. These upgrades stand to benefit many within the area.

JAMES D. HINSON ELECTRICAL CONTRACTING COMPANY, INC

James D. Hinson Electrical Contracting Company, Inc. is a second generation family owned Certified Electrical Contractor. The business was started by James & Shirley Hinson in 1986 with three of their four children working full time and one part time helping from time to time.

In 2010 both James and Shirley retired and passed the reins onto their children James Daniel Hinson, Robert Doyle Hinson, and Jamey Jo McCoy. The company has extensive experience in Electrical Construction projects throughout the State of Florida and Southern Georgia, including: Hospitals, Water Treatment Plants, Sewage Treatment Plants, Lift Stations, Churches, Banks, Professional Offices, Multi Story Buildings, Jails, Detention Facilities, Air Port Terminals, Runway and Taxiway Lighting, Bascule Bridges, Roadway Lighting, Computerized Traffic Signalization Systems, Fire Alarm Systems, Communication Systems, CCTV Systems, and Intelligent Transportation Systems.

Hinson Electric is Proud to be a Partner working with Superior Construction Company on the SR 9B project.

Website: www.hinsonfl.com

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Florida’s Oldest “Surviving”

Structural Steel Fabricator Ph: 813.677.7184

Interchange State Road 9A and J. Turner Butler Boulevard, in Jacksonville, Florida, for Superior Construction, Co

5127 Bloomingdale Ave., Tampa, FL 33619 Email: info@tampasteelerecting.com

Margaret McDermott Bridge, in Dallas, Texas, for Pegasus Link Constructors

Tampa Steel Erecting Company, family owned and founded in 1945, is an AISC certified Major Bridge fabricator. Located on 35 acres, the 220,000 square foot plant has built bridges erected from Maine to Texas.

www.TampaSteelErecting.com

The Value of Experience The Reinforced Earth Company (RECo) has completed over 45,000 Mechanically Stabilized Earth (MSE) precast retaining wall structures in the US, building a reputation for engineering excellence, architectural creativity, and an unyielding focus on quality.

With over 45 years of experience, RECo brings structural, geotechnical and economic value to projects.

• BRIDGES • HIGHWAYS & ROADS • RAILWAY STRUCTURES • INDUSTRIAL & MINING • WATERWAYS & DAMS • PROTECTIVE STRUCTURES • COMMERCIAL & PUBLIC FACILITIES • PRECAST FASCIA & TOPOUTS

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CONSTRUCTION

Wekiva 429

“Commuters will see a substantial reduction or the entire elimination of delays triggered by railroad switchyard operations,” Kelley says.

“Local businesses will benefit from frontage road access, modernized signals and ITS infrastructure, increased pedestrian and bicycle infrastructure, and improved internal access corridors.”

MOVING INTO NEW MARKETS Another critical project that Superior Construction is currently

overseeing is the Central Florida Expressway Authority’s $46.6 million SR429/Wekiva Parkway Phase 1B project, encompassing eight bridges and 2.2 million cubic yards of embankment. In addition to decreasing congestion and giving commuters a direct connection between I-4 and Florida’s Turnpike, the project also expands Superior Construction’s geographical reach.

“This is the first major project we have worked on in the Central Florida market,” says Kelley.

“Because of this, the structure of w w w. s u p e r i o r s e . c o m

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SUPERIOR CONSTRUCTION SOUTHEAST

Wekiva 429

our organization in that market has been built from scratch and began months prior to the project actually bidding with the hire of a new area manager, Erik Johnson. Erik’s knowledge of the Central Florida market was instrumental in our successful pursuit of this project.

We then assembled a management team of experienced professionals that had worked together in the 70

March 2016

past. This familiarity among key team members has allowed the project to get off to a very good start.�

FOCUSING ON SAFET Y Safety is an important focus for any construction project, and Superior Construction remains committed to going above and beyond in order to create the best possible conditions

Veritas Steel is a leader in the bridge fabrication industry with extensive experience in fabricating complex bridge structures.

With modern facilities and experienced personnel, Veritas Steel has the expertise and capacity to fabricate components for all types of bridge structures.

For more information please call or visit our website:

715-835-2800

www.VeritasSteel.com

Statewide Material specializes in production & supply of large aggregate, both limestone & granite. We produce, supply and deliver a variety of coarse, fine aggregates and road base, including DOT-certified, USACE-approved, as well as commercial grade materials.

Our services include sales, production, testing & certification, rail transportation & logistics, unloading rail cars & transporting materials to job sites.

Our project partners / customers include USACE, US Navy, US Fish & Wildlife, Dept. of the Interior, FDOT, SFWMD, Ports and Municipalities throughout the Southeast, and of course, Superior Construction.

1525 White Drive, Titusville, FL 32780 Fax: 321-268-2414 Email: sales@swmagg.com

“Congratulations to Superior on the Bay County Project!”

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CDS Inc: Providing Precast and Prestressed products to the infrastructure industry.

106 Charles Hayes Sr. Drive, Gretna, FL 32332 Phone: 850-875-4661 | Fax: 850-875-4660 Email: ClaytonS@cdsmanufacturing.net

QUALITY PROFILES FROM START TO FINISH

Hazen

Grooving and Grinding, Inc.

Established since 1988, we are a Florida corporation specializing in Bridge Deck Grooving and Grinding.

Concrete Paving, Barrier Wall, Curb, Sidewalk, Headwalls, Demolition, Maintenance Work, Pier Protection Slipform

Contact Emel Hazen - President PO Box 238, Ft. Ogden, FL 34267 Phone: (941) 380-9828 | Fax: (941) 575-4564 Email: customerservice@hazengg.com

Concrete Profiles Inc. 3124 Leon Road Jacksonville, Fl 32246

Office: 904-642-0055 Fax: 904-996-0296 Cell: 904-424-1768

www.concreteprofiles.com

CONSTRUCTION

SR 9B

for its employees and contractors.

“The safety and health of our employees, plus all other individuals on or near our projects, has always been a main focus for Superior,” says Kelley. “This focused commitment is present in everything we do, and is stated simply in the long time company slogan: ‘Superior in Safety, Quality, and Service since 1938.’”

Superior Construction maintains a comprehensive safety program to

help employees navigate common workplace hazards, with focused training in such subjects as: • OSHA 10 Hour conducted annually.

• Annual Spanish training course for Hispanic employees, including OSHA 10 Hour in Spanish.

• ATSSA Florida Advanced Work Zone Traffic Control Supervisors • CSX Roadway Worker Protection Training • Certification Courses for w w w. s u p e r i o r s e . c o m

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Bridging tradition and innovation A world on the move requires safe and reliable transportation. Arcadis understands this need and works on forward-thinking projects, whether highway or bridge, tunnel or waterway, or the country’s first high-speed rail.

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CONSTRUCTION

Aerial Lift, Telehandler, and Crane Operators Key to the success of this program is strong commitment and backing from management, from monthly and quarterly supervisor meetings to routine inspections by field managers that identify areas of improvement.

The safety focus also extends beyond employees to everyone involved in the building process.

“Subcontractors are introduced to the safety program via a thorough on-boarding process,” Kelley notes.

“Prior to arriving on site, we invite our subcontractors in for a review of our safety program. Our project team discusses their scope of work, their schedule and all associated risks. This communication provides the groundwork for a collaborative team effort with a focus on safety.”

SR 9B

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SUPERIOR CONSTRUCTION SOUTHEAST

SR 9B

T H E P E O P L E T H AT MAKE THE SUPERIOR DIFFERENCE “It can be a worn out cliché, but this industry is truly all about the people,” says Kelley. Superior Construction understands that good knowledgeable people can make the difference in a project’s success, and works hard to ensure that its employees are recognized 76

March 2016

and valued. This philosophy is has always been embraced by company ownership in every generation.

“Superior has always looked out for its employees, in good times and bad,” Kelley explains. “When the global economic recession hit and our backlog began to dwindle, we made a very critical decision to continue employing numerous key individuals that had been

CONSTRUCTION

Company Information NAME

Superior Construction Southeast INDUSTRY

Heavy Civil/Transportation HEADQUARTERS

Jacksonville, FL - USA FOUNDED

1938 EMPLOYEES

450 BUDGET

instrumental in the growth of the firm over the years. While not the most fiscally sound decision, this did allow us to rebound quickly when the market started to come back around.”

This care and concern also extends to the company’s subcontractors and suppliers. “We see these firms as key business partners and extensions of our own work force,” says Kelley.

“They need to be successful in order for us to be successful.”

$150M

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IN THE TRENCHES Walsh Construction’s San Gabriel Trench grade separation project promises to improve the city’s safety and infrastructure Written by: Eric Harding Produced by: Tom Venturo

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WA L S H C O N S T R U C T I O N

THE PROJECT In 2012, ACE selected Chicagobased Walsh Construction to build the San Gabriel Trench (SGT) Project, which is part of the ACE program. The $172.6 million, 2.2-mile-long grade separation project involves constructing a concrete-walled railroad trench 30 feet deep and 6 feet wide through the City of San Gabriel, into which a 1.4-mile section of Union Pacific Railroad (UPRR) track will be lowered. It also involves grade separations at four crossings, over which precast girder roadway bridges will be built.

According to ACE, the project will reduce locomotive horn and crossing bell noise, and eliminate an estimated 1,744 hours of vehicle delay each day at the four crossings.

The busiest crossing is San Gabriel Boulevard, which carries approximately 35,310 vehicles per day and operates at 118 percent of capacity in peak hours. Add in street-bridge crossings at Ramona Street, Mission Road Bridge and Del Mar Avenue, and capacity jumps to an estimated 90,000 80

March 2016

SGT Del Mar Invert and Struts

vehicles each day. “When the job is completed, the train will be down in the trench and the street crossings will go over the train unimpeded without any safety issues crossing the track,� Walsh Project Manager Jeff Jones said.

CONSTRUCTION

SAFET Y FIRST Deep excavations that involved moving 575,000 cubic yards of dirt and work near live UPRR tracks placed safety at the top of this project’s “key challenges” list. Relocating sewers and

trench drains required shoring excavations more than 40 feet deep, and the Rubio shoofly bridge required excavating within 12 feet of live track. During shoring excavation, crews encountered poor/undocumented soil conditions w w w. w a l s h g ro u p . c o m

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WA L S H C O N S T R U C T I O N

and man-sized boulders that could have undermined support of the live track. Walsh addressed these challenges by collaborating extensively with UPRR and permitting agencies, consulting with OSHA, and using “tracking time” to stop trains until UPRR flaggers indicated the track was safe to pass. Internally, Walsh’s safety orientations for its own as well as subcontractor staff, daily safety meetings, safety stand downs,

near-miss investigations and training, site-safety planning, and numerous other tools has allowed this project to achieve and maintain an exceptional safety rating.

“It starts with bringing on people that you know have the right attitude toward safety,” Jones said. “We put safety first in everything we do.”

THE FIRST OF ITS KIND To ensure UPRR operations continued during construction,

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CONSTRUCTION

CIDH Cap

Walsh constructed a shoofly—a short, temporary railroad track that allowed trains to circumvent the construction site.

Traditionally, sheet piles are used to stabilize a trench during construction. In this instance, however, Walsh proposed to UPRR an alternative solution that used deep soil mixing (DSM) to simultaneously serve as the foundation for the shoofly and the track shoring. In an unprecedented decision, UPRR approved this method as it not only eliminated the need for sheet piling, it eliminated

“It starts with bringing on people that you know have the right attitude toward safety. We put that first in about everything we do.”

– Jeff Jones, Walsh Construction senior project manager

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C O M PA N Y N A M E

Mission Rd CIDH

the potential vibration issues caused by driving sheet piles. This work, completed by Malcolm Drilling, was especially important near the historic San Gabriel Mission, and near homes and businesses along the corridor. “The DSM allowed us to start excavation for the trench without having to wait to press sheets right next to the new shoofly track,�

Jones said.

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March 2016

To grade the trench bottom, Walsh uses GPS grade control on its bulldozers. The project initially used aerial photos to check its progress, but has since switched to using a drone equipped with a 4K highresolution camera to provide video and photos.

There was also a major sewer relocation process, led by Bubalo Construction, at each of the four main crossings. At Del Mar Avenue

CONCRETE PUMPING Born in America in 1967

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in particular, Walsh initially intended to use a traditional jack and bore pit underneath the trench as part of the relocation process; however, given jacking pits would significantly impact traffic, Bubalo and Walsh proposed a directional drill that was ultimately approved.

“A directional drill is much smaller than a jack and bore pit,” Jones said. “Bubalo actually directionally drilled the sewer section about 60 feet deep at Del Mar Avenue. It was an extensive amount of work.”

18201 Napa Street, Northridge, CA 91325 Tel: 818-349-5861 | Toll Free: 800-715-5755

w w w .nw e xc .c o m

TA K I N G C A R E O F THE COMMUNIT Y Walsh does more than build projects. The company takes great pride in building relationships in and with the communities in which they work that will continue to grow long after a project is complete.

Recognizing how construction can impact a community, Walsh took multiple steps to minimize disruptions on the San Gabriel Trench project. In addition to choosing the DSM method for the w w w. w a l s h g ro u p . c o m

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C O M PA N Y N A M E

Old Mission

shoofly construction because it eliminated vibration impacts to the historic San Gabriel Mission, Walsh installed monitors at that location to track noise and vibration on a daily basis. Additionally, Walsh collaborates with archaeologists and Native American monitors who observe all excavations near a Native American burial site to ensure historical artifacts are protected.

To minimize the impact on local 86

March 2016

roads from excavated material being hauled out and materials being hauled in, Walsh is milling, overlaying and replacing local roads, as well as improving sidewalks and ADA ramps as a significant component of the project.

The project’s extensive excavation has generated approximately 650,000 cubic yards of dirt. Rather than haul the dirt to a landfill, Walsh looks for ways to repurpose it,

CONSTRUCTION

Trench Invert

such as donating more than 300 truckloads of fill to a local youth group in the process of constructing an athletic park complex. Despite on-going fund-raising efforts, the organized lacked the budget for dirt import, which could have placed the project’s completion date in jeopardy.

“Without the dirt we couldn’t have done the project,” Kare Youth League Director of Development David Carson said. “It was vital, as

the site of the park was originally sand and rock, and you can’t plant grass on that.”

To support those dedicated to helping others in the San Gabriel area, Walsh also donates annually to local charities, including the La Casa De San Gabriel Community Center, whose mission is to educate, encourage and support area families and adult community members in need; and the Asian Youth Center, which serves the w w w. w a l s h g ro u p . c o m

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WA L S H C O N S T R U C T I O N

Rubio Wash

social service and educational needs of youth and families, with a focus on Asian immigrants.

Finally, according to ACE, the project has created more than 6,000 full-time jobs, with the majority of the workforce comprised of local employees.

“We have built a good team from people we’ve worked with in the past in the area, and built from there,” Jones said.

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March 2016

THE END IS IN SIGHT Currently, Walsh is excavating down and building the trench invert, has started the facing wall using onesided forms, and has installed more than 150 36-inch pipe struts to complete excavation.

In the next six months, Walsh will be building Phase I of the trench, having completed the majority of the secant wall, secant wall cap beams and tiebacks that reinforce retaining

CONSTRUCTION

Company Information NAME

Walsh Construction INDUSTRY

Construction HEADQUARTERS

Concord, CA FOUNDED

1898 EMPLOYEES

6,057 PROJECT BUDGET

walls for stability. Completing this work by August 2016 will allow UPRR to place its track in the trench, and begin running trains 30 days later.

“You’ll see the biggest change in the next six months,” Jones said. “The at-grade track, currently on the shoofly, will be down in the trench.”

Walsh will then demo and recycle the shoofly track and its steel girders, construct the ends of the trench and begin the project’s rehabilitation phase.

$172.6 million (Contract Value)

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Helix Electric:

COMMITMENT TO EXCELLENCE

As experts in every aspect of electrical design and constructio is thoroughly committed to a philosophy of ultimate client sati Written by: Robert Spence Produced by: Tom Venturo

E

on, Helix Electric isfaction

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H E L I X E L E C T R I C O F N E VA D A

H

elix Electric of Nevada transcends your typical contractor. Founded in 2001, the family-owned company has grown into an award-winning full-service electrical contractor specializing in design-build and complex electrical projects throughout Nevada and neighboring states. With a massive reputation for workmanship and innovation in a diverse range of industries, Helix Electric is committed to bringing solutions to its clients – no matter how large or complex the project.

Under the leadership of Victor Fuchs, President of Helix Electric of Nevada, the company has become one of the largest non-union electrical contractors in Nevada, while also establishing itself as one of the largest solar installers in the country -- working on some of the largest solar rooftop projects in the states.

INDUSTRY LEADER From preconstruction and engineering, to project management, prefabrication and workplace safety, Helix Electric 92

March 2016

handles it all. Since 2001, the company has been comprised of three major groups that encompass all facets of construction: services, technical experts and customer relationships.

According to Fuchs, one group

ELECTRICAL CONTRACTOR

handles all major projects such as schools, hospitals and military work, including all renewable energy projects that involve solar power plants. The second group consists of special projects involving private, high density and commercial work,

while the last group is a service group that handles 24/7 customer service. “We have world-class technical experts who maintain vital, longterm relationships and a high level of credibility with the general w w w. h e l i x e l e c t r i c . c o m

93

contractors, utility and power user customers that we serve,” said Victor Fuchs.

“We have a strong reputation and extensive network of customer relationships and have consistently provided new, cutting-edge product innovations.” Not surprisingly, the company has become a household name in the state of Nevada, particularly Las Vegas.

Helix Electric is essentially involved in the construction of nearly every high-rise and mid-rise 94

March 2016

residential building in the city of Las Vegas, with over 2,500 completed units per year on average and has established solid relationships along the way.

“Bank of Nevada has been a strong strategic partner of ours for more than 15 years,” said Victor.

“They handle all our banking needs and have served us extremely well over the years. Rachelle Crupi, our Executive Vice President, is awesome. Anything we need, she’s always there for us.”

ELECTRICAL CONTRACTOR

E M PLOY E R O F C H O I C E In hindsight, Helix Electric was founded on the basic principles of creating a team-oriented and employee driven corporate culture.

Today, with over 400 employees, the company is the largest non-union electric contractor in Nevada.

“The people we have working here motivate me every day in what I do,” said Fuchs. “Some employees have mentioned to me that Helix Electric has been the reason they were able to raise their families and put their kids through college. That means so much to me because I consider everyone who works here a part of my family.”

As an industry leader, Helix

Electric strives to consistently attract and retain the industry’s top performers, actively recruiting talent at college campuses across the United States. The hard work is paying off.

The company has won several significant awards from the Association Builders and Contractors (ABC) in recent years, including one of its employees being named a finalist for ABC’s Young Professional Program, which aims to shape the future of the industry by supporting the growth of professional under the age of 40 who are employed by the association’s member companies.

In addition to providing a

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Building relationships one circuit at a time.

PROUD PARTNER OF HELIX ELECTRIC OF NEVADA SINCE 2001.

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desirable workplace, Helix Electric is committed to providing the safest workplace as well. Helix Electric employees receive safety training twice weekly and are subjected to unannounced safety inspections designed to eliminate unsafe conditions normally found on a jobsite.

M A J O R P L AY E R IN SOLAR Helix Electric is the second largest EPC contractor in the country, and 96

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A division of Western Alliance Bank. Member FDIC.

their portfolio of past and present projects proves their status as a major player in the solar industry.

The company was chosen last year by retail giant IKEA for the development, design and installation of a customized solar power system atop its Las Vegas store.

According to IKEA, the store’s solar array will consist of a 1.14 MW system, built with 3,620 panels, and will produce approximately 1,750,000 kWh of electricity

ELECTRICAL CONTRACTOR

annually for the store, the equivalent of reducing 1,207 tons of carbon dioxide (CO2) – equal to the emissions of 254 cars or providing electricity for 166 homes yearly. The project would create the largest single-use rooftop solar array by a retailer in the State of Nevada.

Several projects undertaken by Helix Electric have won a number of awards, including its work on Downtown Container Park, Allegiant Air Corporate Office, Galleria at Sunset, Peace Palace – TI Shell, Asurion Montecito Pointe and UNLV MPE Photovoltaic Array System,

just to name a few. We are also proud of our numerous Safety Awards.

Fuchs mentioned the company is engaged in the construction of a unique project called “Autonomy House,” which was selected among only 20 worldwide to compete in the U.S. Department of Energy’s 2013 Solar Decathlon. The proposed home, which was designed by students and professors at University of Nevada Las Vegas (UNLV), will be 100 percent energy neutral—harnessing the desert sun for power, filtering rain and

H E L I X E L E C T R I C O F N E VA D A

ABC Eagle Award - Asurion

gray water for everyday use, and sequestering carbon in the landscaping.

ACCOL ADES AND PL AN S FOR THE FUTURE If winning awards equates to success, 2015 was a good year for Helix Electric.

The company was awarded with 98

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a prestigious National Excellence in Construction Eagle Award and two Pyramid Awards at the National Awards Ceremony in Fort Lauderdale, Florida, recognizing the year’s most innovative and high-quality construction projects – presented by the Association of Builders and Contractors. The Asurion at Montecito Place received

ELECTRICAL CONTRACTOR

Company Information INDUSTRY

Electrical Contractor HEADQUARTERS

Las Vegas, Nevada United States FOUNDED

2001 ABOUT

Victor Fuchs, President of Helix Electric of Nevada

the Eagle award, the highest recognition given by the ABC. “These awards are truly monumental for us and a testament to our service and success,�

Fuchs said.

Moving forward, the company will continue its expansion across the southwest, possibly opening new offices in the neighboring states, as well as explore new markets.

The history of Helix Electric bears the markings of hard work, teamwork, determination and resiliency. Since 2001, these founding principles have helped our company achieve extraordinary results and have lent power to a compelling truth: When people work cooperatively toward common goals with integrity and attention to quality and detail, very special things can happen

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Bringing new opportunities to life at

KELOWNA GENERAL

Chief Project Officer & Corporate Director of Capital Plann new technology and services at KGH’s new Interior Heart a Written by: Sasha Orman | Produced by: Andy Turner

L HOSPITAL

ning Norma Malanowich discusses and Surgical Centre

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I N T E R I O R H E A LT H A U T H O R I T Y

O

n September 28, 2015, Kelowna General Hospital opened the doors to a brand new Interior Heart and Surgical Centre. This $381 million LEED Gold-designed project was planned to significantly increase the volume and quality of care for patients and their families in British Columbia’s Okanagan region, as well as bolsters its relationship the

University of British Columbia’s Southern Medical Program as a clinical academic campus.

With a capacity of 16 operating rooms—including two rooms dedicated to cardiac surgery—and innovations in patient-centred care, British Columbia’s Interior Health authority is working to bring that quality care to life at KGH in the months and years to come.

A newly created interior courtyard is enjoyed by patients, their families and staff

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H E A LT H C A R E

AN ONGOING EFFORT COMES TO FRUITION Nearly 10 years ago, Interior Health began its redevelopment project for Kelowna General Hospital.

“The focus of that was renewal of facilities, but also to transform it into a teaching hospital with cardiac surgery,” says Norma Malanowich, Chief Project Officer & Corporate Director of Capital Planning for Interior Health. “The finishing of the Interior Heart and Surgical Centre building provides a permanent home for cardiac surgery and the operating rooms that were part of that transformation.”

The four-story centre features pre- and post-operative care on its main floor, operating suites plus a cardiac surgery intensive care unit and post-anesthesia recovery room on the second floor, and its medical device reprocessing department on the third floor.

“All of the technology is stateof-the-art,” says Malanowich.

Examples of this technology include integrated monitoring and surgical systems and a hybrid OR equipped with both diagnostic

Norma Malanowich

imaging equipment and surgical equipment—one of very few in the country, this hybrid setup allows surgeons to perform minimally invasive surgery and drastically reduce recovery time for patients.

With the opening of this new facility, KGH is able to provide interventional cardiology as well as cardiac surgery services to all of interior British Columbia. By expanding these services to a wider geographical area, the hospital is able to provide comprehensive cardiac care to patients throughout w w w. i n t e r i o r h e a l t h . c a

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C O M PA N Y N A M E

B.C. wood is featured on the outside of the new Interior Heart and Surgical Centre at K

“The focus of this building is really to provide an environment for wellness and healing” – Norma Malanowich, Chief Project Officer & Corporate Director of Capital Planning for Interior Health.

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interior British Columbia. “This fullfledged cardiac program reaches all of the residents we have within our area of the province, and really supports patients staying closer to home for major cardiac care,” says Malanowich.

A FOCUS ON PATIENT WELL-BEING When building the new Interior Heart and Surgical Centre, Interior

SECTOR

Kelowna General Hospital

Health placed a strong emphasis on not just the quality of medical care itself, but also the quality of the environment where patients, their families, and hospital staff spend their time. The design of the new centre is heavily rooted in evidencebased therapeutic design meant to reduce stress during what may be a traumatic time for patients and families.

“The focus of this building is

really to provide an environment for wellness and healing,” says Malanowich. “We find that, with surgical patients and their families, there is a high level of anxiety when coming in to the hospital for whatever surgery they are having.

Our goal was to have a welcoming environment—to design our spaces so that families can be with the patient for as long as possible and pre- and post-operatively, and then w w w. i n t e r i o r h e a l t h . c a

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C O M PA N Y N A M E

OR RN Leanne Rains and Dr. Mike MacLeod, Head of Surgery at KGH, demonstrate laparoscopic (minimally invasive) surgery in one of 16 new operating rooms located in the IHSC

to have images and other things to reduce that stress that patients often feel coming in for surgery.�

Shifting the same concept to staff and physicians who are also often under considerable stress, Interior Health equipped the building with lounges and staff areas to provide plenty of spaces for rest and recovery. Meanwhile an 106

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inner courtyard within the hospital provides a peaceful gathering point for all.

STILL MORE TO COME In addition to the three completed floors of the Interior Heart and Surgical Centre, the top floor is still under construction. When completed, the centre will also

SECTOR

It takes a community to build and an open a new hospital building - members of Kelowna’s community celebrate the grand opening of the Interior Heart & Surgical Centre in the fall of 2015

house a perinatal unit featuring a maternity ward as well as a neonatal intensive care unit. “We are anxious to get that floor opened because it will really complete the building,” says Malanowich. “With construction wrapping up midJanuary, KGH looks forward to opening this section of the centre in March of 2016.

“Since 2008 when we started construction, our primary goal was to keep the hospital operating and minimizing the impact to patients and visitors and staff through the construction period—that’s been at the top of our project team’s

19,000

Number of jobs supported

by Interior Health Authority in 2015

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IH Board Chair

H E A LT H C A R E

mind and builder’s mind,” says Malanowich. Over the years of construction projects at the KGH, the building team has proved itself innovative and conscientious in scheduling and routing in order to keep disruptions to a minimum.

This determination continues as construction winds down.

“With the perinatal unit in its final phase of construction, we have developed a plan for how construction could continue with minimal impact, and I can say that here have not been any issues since

we’ve opened,” says Malanowich, explaining that specific routes and access areas have helped construction workers do their jobs without compromising the ability of physicians and staff to do theirs.

A COLLABORATIVE APPROACH TO DESIGN AND FUNCTION Discussing this project, Malanowich rightly notes that many construction project profiles focus primarily on the design and build phases of the project—as she points out, the Interior Heart and Surgical Centre w w w. i n t e r i o r h e a l t h . c a

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Years of design solutions

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has been a collaborative process every step of the way.

“Behind it all is a vast team of individuals who make it happen,” says Malanowich. “There are those who do the planning up front and those who do the building, but we also have a team of clinical staff that worked side by side with the capital project team as we moved through each phase, and where their involvement is essential in preparing for opening these buildings.”

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Two “day in the life” events were IHSC – this included ev surgery to m

Key to the project is the public private partnership with Plenary Health. Following a competitive selection process, Interior Health chose Plenary Health as its partner to design, build, partially finance, and maintain the Interior Heart & Surgical Centre. The Plenary Health team includes Plenary Group, PCL Constructors Westcoast Inc., and Johnson Controls.

The clinical staff’s involvement in key areas like defining new

H E A LT H C A R E

Company Information NAME

Interior Health Authority INDUSTRY

Healthcare HEADQUARTERS

Kelowna, British Columbia - Canada FOUNDED

held to help staff prepare for working in the new verything from a patient checking in for mock Code Blue procedures

2001 EMPLOYEES

19,000

operational procedures and orientation and training helped make 10 surgical procedures possible on the centre’s opening day. “When we opened on September 28 everything worked, all the staff and physicians were confident, they knew how to deliver care in this new facility,” says Malanowich. “That is the result of a very synchronized effort of many people and teams working together to have that building ready. I’ve heard the saying that it takes a village to raise a child. What I can say is it really takes a whole community to build and open a new building at the hospital.”

REVENUE

$2.0 Billion

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