CMAR INTERVIEW

Agenda

September 21st, 2023 | 10:00AM EST

Introductions/Safety Moment

Project Understanding Preconstruction Approach

Project Approach & Execution

Why Clayco?

Q&A

Who’s in the Room

Coming together to do more than we can on our own.

MARK SMITH Sr. Vice President, Market Leader – Automotive & Advanced Technology, Clayco

SCOTT WATKINS Sr. Vice President, Market Leader – Advanced Manufacturing, Clayco

AUSTIN HARPST Vice President, Clayco

ARTHUR PORTER Strategic Relationship Manager, Clayco

JUSTIN WRIGHT Director of Preconstruction, Clayco

JOSH BOWDEN Project Director, Clayco PACKAGES 1/3/4

TOMISLAV ZIGO CTO and Vice President, Clayco

MIKE FOX Project Director, Clayco PACKAGES 2/5/6/7

VICTOR MANNINA General Superintendent, Clayco OVERALL

GREGG ERNST Vice President, Operations, Clayco

Virtual Attendees

ALANA SPENCER VP, Sustainability, Clayco

TONY MEZINES Executive VP & Shareholder, Clayco

Safety Moment - Psychological Safety

Mental Health Focus

1. Create an environment that supports a psychologically safe workplace.

Clayco Employee Assistance Program (EAP)

Free and confidential service available to all Clayco and Subcontractor Employees (and their eligible dependents).

2. Watch, listen and understand our workers, their needs and their challenges.

- stress management

- substance abuse

- anger, trauma, grief support

3. Prioritize the mental health of our workforce at the same level as wearing safety glasses and tagging out live circuits.

- family/relationship support

4. Educate and empower our workers.

Tenets of Our Proposal

The Clayco Team is dedicated to supporting Rivian’s vision for a world-class manufacturing facility and is committed to delivering an innovative, sustainable, diverse and exemplary solution for Rivian’s Stanton Creek North manufacturing campus.

We will accomplish this by:

COLLABORATION

Bringing all stakeholders together in an open and collaborative manner to unlock the potential of the team’s expertise and ingenuity to the benefit of Rivian.

SUSTAINABLE CONSTRUCTION

Support sustainable design and construction, providing solutions that support the local community and protect the planet.

TRANSPARENCY

Meaningful transparency, thoughtful design, efficient facility.

SAFETY IS OUR #1 PRIORITY

Provide an injury free work environment, we assume the responsibility of keeping our teammembers safe and going home everyday.

Strategic Factors

Operational Factors

Market Factors

Project Understanding

Market Dynamics

Resource Challenges

CHALLENGE 1

Design & Engineering

Labor

CHALLENGE 2

Material & Equipment Demand

CHALLENGE 3

Labor Resources

U.S.

Long Lead Procurement

MATERIAL LEAD TIME

August 22, 2022

ATTN: Harry Zhang, RE: Hankook Phase 1 Expansion

Mr. Zhang,

We thank you for this opportunity to project for Hankook. You will not find professionals who actively seek to deliver country.

Clayco’s work has just begun with this approach further with your team in detail are happy to answer any questions you commitments and experiences that

• Our team exists to build the most track record of successfully delivering across the country.

• The Clayco team brings together projects across the country. We bring Korean / English technical speaking project to ensure Hankook’s needs

• We work smarter, and harder than better product. Clayco is focused and will leverage this capability for

• Our team provides transparency to keeping cost and schedule front with your team in an open, collaborative company culture is to manage the

Our vision is to be more than your builder. Hankook makes on its market by delivering and financial objectives. We see this business, but also to achieve the goal

With sincere commitment, we’re looking

Scott Watkins Vice President, Manufacturing

*Fabrication Capacity is the larger constraint

4D Schedule

Project Understanding

1. Large electrical loads

2. Substantial structure with multiple bridge cranes

3. 60’ + height with truss or beam roof system

4. Complex press foundations

5. Full or partial basement for scrap handling

6. Removeable floor sections for basement access

7. Heavy duty floor concrete for die storage

8. Waterproofing strategy

Scrap Out

Coils/Sheet In

Cut/Fill Map

Stamping

Body Paint

General Assembly

SubStation

Plastics

1. Large electrical loads/heat loads (welding/gluing) and Mechanical loads

2. Combination roof system of joist and trusses to accommodate suspended loads/AMHS

3. 20 ft. minimum

4. Humidity control 45 – 55 Rh.

5. Heavier concrete slabs to allow robot anchoring

6. Provide additional loading capacity into columns and footing for process equipment loading

7. AGVs

8. Access/Egress

Paint

GENERAL ASSEMBLY

1. Plan for the future

2. Beam roof system

3. Large HVAC / electrical loads

4. Space coordination is criticaland very congested

5. Consider intumescent paint

6. Specialized production environment

7. Maximize joint occupancy

1. Near superflat slabs for AGVs/AMHS

2. Coordiation with walls

3. Heavy slab loading

4. Expansion planning

5. Higher cleanliness levels

6. Rack supported envelope

1. State of charge

2. Limited hanging loads/bar joist

3. Static dissipative flooring/ coating

4. Heavier floor loads

5. Higher cleanliness levels

6. Provide additional loading capacity into columns and footing for process equipment loading

7. Battery storage fire protection

General Assembly

1. Hanging loads and floor loads

2. Concrete trenches and pits

3. Provide additional loading capacity into columns and footings for process equipment loading

4. Clear heights 24’

Preconstruction Approach

Setting the Project up to Hit SOP

BUDGET SCHEDULE

SOP

RIVIAN PROGRAM

Team Collaboration

All parties must start from a common understanding of Rivian’s production goals and aspirations for the Stanton Springs facility. This is accomplished by:

• Initial multi-day alignment with Rivian, Jacobs, Clayco, integrators to review, study, digest the programmatic performance, schedule and capex requirements.

• Develop cost model for the project and drive the design to the cost model and schedule requirements.

• Define risk and opportunities.

• Work to Define Bid Packages and Delivery Dates

• Workgroup leaders develop means and frequency of communication (weekly design updates, schedule updates), virtual v F2F) They will establish the systems, protocols, and expectations for efficient communications among the workgroups.

• Regular F2F reviews and interaction

• Long Lead and Enginerred Equipment List

• Electrical System Strategy

• Establish Coworking Plan

SUBCONTRACTOR TRADE PARTNERS & OEM EQUIPMENT SUPPLIERS

STANTON SPRINGS

Preconstruction/Design Leadership

In the Room

Owner Rivian

One Team

Builder Clayco

Designer

Jacobs

STANTON SPRINGS NORTH MANUFACTURING FACILITY

EXECUTIVE LEADERSHIP

SCOTT URANICH SR. PROJECT MANAGER

MARK GABRIELLE SR. PROJECT MANAGER PACKAGES 3/4

PROJECT LEADERSHIP

TONY MEZINES EXECUTIVE VICE PRESIDENT & SHAREHOLDER/PROJECT EXECUTIVE PRIMARY POINT OF CONTACT

PRECONSTRUCTION LEADERSHIP

GREGG ERNST PRECONSTRUCTION LEADERSHIP

JOE DOYLE

SR. MECHANICAL PRECON MANAGER

RYAN RENKEN SR. MECHANICAL PRECON MANAGER

MEP ESTIMATOR 1

MEP ESTIMATOR 2

SENIOR ESTIMATOR TAYLOR HALLE PROJECT COST ENGINNER

SCOTT WATKINS SENIOR VP, MARKET LEADER –ADVANCED MANUFACTURING

MARK SMITH SENIOR VP, MARKET LEADER – AUTOMOTIVE & ADVANCED TECHNOLOGY/SENIOR PROJECT EXECUTIVE AUSTIN HARPST VICE PRESIDENT

JOE BOBRUK SR. PROJECT MANAGER PACKAGES 5/6

CHRIS TINNEY SR. PROJECT MANAGER PACKAGES 1/7

SR. PROJECT SCHEDULER

STEVE HARDY SR. PROJECT SCHEDULER

PERRY ESSLINGER SUPER STRUCTURE SPECIALIST

MADELINE SMITH SUSTAINABILITY MANAGER

ACCOUNTING MANAGER

ACCOUNTING

ALANA SPENCER VP, SUSTAINABILITY CONCRETE CONSTRUCTION

SELF-PERFORM RESOURCES

PROCUREMENT

GLAZING & CURTAINWALL

JOSH BOWDEN PROJECT DIRECTOR PACKAGES 1/3/4

MIKE FOX PROJECT DIRECTOR PACKAGES 2/5/6/7

TOMISLAV ZIGO CTO, VP

Constructability and Value Analysis Schedule of Meetings (Design Phase)

Weekly Internal Design Team Meeting (Thursdays 12-1PM EST)

• Review design progress

• Work Through Enhanced DDL and RFI items collaboratively

• Assign To-Do’s for the week

Clayco Project Management Jacobs

Project Management

All Engineers/Consultants Weekly ~ 60 min

Weekly Design Team Meeting w/Rivian (Fridays 9-10AM EST)

• Review design progress

• Work Through Enhanced DDL and RFI items collaboratively

• Assign To-Do’s for the week

Rivian Project Leadership

Clayco Project Management Jacobs

Project Management

All Engineers/Consultants

Weekly ~ 60 min

Owner, Architect, Contractor (OAC) Meeting (Fridays 10:30-11:30AM EST)

• Review weekly OAC update package

• Discuss Rivian decisions/support needed

• Look-ahead activities

Rivian Project Leadership

Clayco Project Management Jacobs

Project Management

All Engineers/Consultants

Weekly ~ 60 min

Steering Committee Meeting (Every other Friday, TBD)

Georgia Power Coordination Meeting (Wednesdays 1-2PM EST)

• Project Leadership check-in meetings for larger scale/ health of project (ie risks, concerns, etc.)

• Review Status of Application, Engineering and Field Work.

Rivian Project Leadership

Clayco Project Management

Georgia Power Company

Bi-Weekly ~ 60 min

BIM Coordination Meeting (Wednesdays 12-1PM EST)

• Review BIM schedule and updates

• Perform clash detection and review BIM Model

• Discuss BIM action items and To-Do’s

Clayco Project Management & Field Personnel Weekly ~ 60 min

Clayco Project Management Jacobs

Project Management

All Engineers/Consultants Weekly ~ 60 min

Weekly MEP/FP Working Session w/Rivian (Mondays 4:30-5:30PM EST)

• Review weekly MEP/FP Coordination items. Rivian Project Leadership

Clayco Project Management

Jacobs Project Management Weekly ~ 60 min

Constructability and Value Analysis

Clayco to actively participate in design coordination meeting and work sessions and provide feedback on “biddability” and “Constructibility” as the design progresses.

• Feedback (Opportunities and Risk) to be managed via the Design Decision Log

• Clayco to coordinate with Rivian and Jacobs to determine if trade partners need to be brought on in a precon role to support design assist or deep dive into specific scopes of work

• Review Documents through the lens of the “site logistics” and schedule constraints and propose alternate solutions as required to reduce overall risk to schedule and budget

• Conduct assessment of the site to identify site related challenges and/or constraints

• Constantly review the documents for VE opportunties (to be tracked via Design Decision Log)

with metal deck instead of concrete, in areas without MEP equipment and without fire rating

Constructability and Value Analysis

Value Engineering Ideas

Constructability and Value Analysis

Commitment to Sustainability

ENERGY & CARBON WATER & ECOLOGY

Clayco Sustainability Commitments

CIRCULAR ECONOMY COMMUNITY & WELLBEING GOVERNANCE & INNOVATION

AIA 2030

#5 Top 100 Green Contractors

SBTI

Clayco is the first U.S. construction company to commit to SBTi’s Net-Zero standard.

LJC committed to designing carbon neutral buildings by 2030.

MATERIALS PLEDGE

Preconstruction Deliverables

Contracting Strategy

• Analysis of market interest. Rivian, Clayco past experience, outreach, F2F

• Bid packges will be tailored to match market interest and capabilities

• Coordinate package scope with design team

• Define bid package scope and bid list/ Rivian approval

• Bid package need dates

Contracting Strategy

Bid Package Breakdown

and Other Categories

Procurement Plan – GCs and Subcontractors

Collaborative & Transparent Bid Process will be facilitated via Building Connected Solicitation:

• Work with Rivian to Develop “ Long List”

• Prequalify Contractors / Subcontractors

• Promote Interest. Goal is to have a minimum of 3 qualified bids for each package.

Validation:

• Level bids via Building Connected and Outside Spreadsheets

• Fully transparent process with Rivian participation.

Selection:

• Generate Letter of Recommendation for Review and Discussion with Rivian

• Selection of Contractors to be a Joint decision between Clayco and Rivian

Procurement Plan

Commitment to Diversity

50 students on CCDI college scholarship

160 graduates successfully placed into full-time employment

Subcontractor

Relationships

Engage > Immerse > Pre-qualify

(Safety, Quality, Capacity, Expertise)

Clayco Connects

We are currently growing our relationship building cohort of diverse firms and have over 326 Georgia diverse vendors in our Building Connected database. There are 68 in Clayco Connects being mentored on how to get and stay safety and financially prequalified.

Database of Local, Diverse Subcontractors

- Building Connected

- State directories

- Alignment with local government and community programs

PIVOT

- Industry-driven solution to grow MBE participation within construction industry

SOCIAL IMPACT MEASUREMENT

- Project Metrics

- Capacity Growth Metrics

- Job Creation and Retention Metrics

- Data Analysis by Success Metrics

FIELD FOCUS

- Workforce Development

- Psychological Safety

- Train, Retain, Invest

- Toolbox Talks

Procurement Plan

Growing our Cohort of Firms in Atlanta

• Clayco has partnerships with more than 35 firms in the Atlanta Area

• SCAD Spring Street project and Bridgeport Development are key projects for fostering these partnerships

• Quarterly sessions are conducted to nurture relationships and provide guidance to diverse firms

• These sessions help firms secure and maintain prequalification for larger bid packages

• Clayco aims to promote diversity in its workforce to mirror the demographics of Atlanta

Clayco Rising Meet and Greet in Atlanta, GA

Procurement Plan

Our Impact

OUR IMPACT

We are proud to have had the opportunity to work with 150+ interns this summer!

OUR IMPACT

In St. Louis, MO we commemorated Juneteenth by awarding six non-profit organizations with $25,000 each in recognition of their significant contributions

Engineered Equipment

Long Lead Procurement Strategy

• Identify all long lead materials and equipment

• Define need dates for purchase specifications, but generally at 30% design

• Develop bidders list/Rivian approval

• Finalize PO T&Cs

The CDC Advantage

• Legacy of Vendor Relationships

• Opportunities for Expediting

• Work with Design Team

• Simplify, Simplify, Simplify

• Third Party O.E.M. Equipment

• Concurrent Procurement and Design Activities

• “Smart” In-House Buyers of Work

• Design Knowledge/Background

• National Perspective on Systems/Solutions

• Performance vs. Prescriptive

• In-House Modeling/Calculations/Estimating

• Subcontractor Outreach

Engineered Equipment Concrete Supply Chain/Logistics Landscape

Ready Mix Suppliers

Aggregate/Stone Suppliers

Cement

SiteMix –Concrete Atlanta

USA Ready Mix Mobile Concrete

Thomas Concrete of Georgia

Quikrete

Ernst Concrete

Ready Mix USA Concrete

Thomas Concrete

Vulcan Materials Company

Aggregate Plant Products Company

Ernst Concrete

Hanson Aggregates

Lopke

Fowler Flemister Concrete, Inc

Martin Marietta Morgan Quarry

Vulcan Materials Company

Argos Ready Mix

Martin Marietta Newton Quarry Holcim US Inc Cement

Solo Cup Distribution Center

General Mills Distribution Center

Rivian Project Location

Engineered Equipment

Steel Procurement 4

Status of Design?

• Need to prioritize design to ensure that we can make a mill order by to support the overall project schedule.

• Discuss Opportunities to use Tekla Detialing to expedite Mill Order

Market Dynamic

• Limited Truss Fab Capacity

• 8 EV Plants Currently in Design or Construction

• 500,000 Tns+ pf Steel Truss work in Fabrication Que

Creative Procurement Solutions

• Prioritize Design to Support Schedule

• Consolidate Distribution Company (CDC) has ability to direct purchase steel

• Ensures Competitive Pricing and maximizes flexibility with Subcontractor Onboarding

Preconstruction Deliverables

Project Master Schedule

Project Scheduler to Continuously engage with Rivian Project Controls Team to ensure that Clayco has a full understanding of Rivian internal process and procedures.

• Conduct preconstruction conference

• Review and align schedule specs

• Align on process and procedures

• Align on backend architecture

• Develop Level 2 schedule within 10 working days of receipt of design drawings

• Develop Initial Level 3 schedule with 20 working days of receipt of 60% design drawings

• Rivian defines integrator schedule commitments, SOP timing for Master Project Milestones

• Project schedule detail advances as design advances, market inputs on deliveries, labor availability

Maximize

Flexibility

Project Master Schedule Project Craft Staffing | 50 Hr Workweek (All Areas)

PROJECT CRAFT STAFFING ALL AREAS, 50 Hr Workweek

Preconstruction Deliverables

Project Estimate

• Cost model/project estimate

• Cost model is a control tool until design progresses to BOD/schematic level

• Model is based on historical cost for similar facilities

• Schematic level estimate is the control estimate and design progress is used to update unit quantities, complexities

• Estimate is sort coded to allow any unique reports Rivian might require from the cost report

• Jointly Align on Contingency and Escalation cost to carry within intital Cost Control Model

• Market Pricing to be obtained at 30%, 60%, and 90% drawings (at Bid Package Level)

• Provide Internal update to Estimate bi-weekly via +/- Log

• Initial Bid Package Buyout and Overall GMP Schedules to be determined after a Design Schedule is shared with Clayco

• Schedule of GMP Packages to be contracted based on needs of the projects.

• Initial Cash Flow Forecast to be provided at 60% Design and Updated with the buyout of each Bid Package

Project Estimate

Cost Index 6

RSMeans City Cost Index

Project Estimate GMP Process 6

SELECTING THE RIGHT PARTNER

Criteria

Qualifications/

Experience

Insurance Fee

Overall GMP Components

Preconstruction Service Fee

Contractor Fee

General Conditions

Schedule

Target GMP Value

TOTAL PRECONSTRUCTION COST

Design Fee Early Material/Equipment Purchases (if applicable)

GUARANTEED MAXIMUM PRICE

Contractor Fees

TOTAL CONTRACT VALUE

TOTAL PROJECT CONTINGENCY

Contractor General Conditions (overhead, job site overhead, etc.)

Contractor Direct Project Cost (labor, materials, equipment for self-performed work packages)

Subcontract Work Packages (labor, materials, equipment for subcontracted work packages)

Contractor Contingency (subcontractor, scope gaps, availability, etc.)

Owner’s Contingency (major design changes, scope creep, unforeseens escalation, force majeure, etc.)

Project Estimate

Structural Design Considerations: Steel

Any loads in excess of building capability must be addressed by a white steel substructure.

THE QUESTION: Will the suspended equipment loads be addressed with the building or with the substructure?

Project Estimate

Preconstruction Deliverables Prefabrication and Modularization Approach 7

Core Wall Install

Modular Chiller Banks

Modular Electric Room

Modular Pumping System

Process

Prefabricated Skid

Preconstruction Deliverables Prefabrication and Modularization Approach 7

How do you define criteria to drive execution methods (e.g., offsite prefab/ onsite prefab/stick built; complexity, size, number of suppliers)?

– Identify OSM targets

– Can design accommodate it

– Schedule improvement

– Cost improvement

– Labor Availability

– Multiple mechanical

How do you manage design engagement with AEOR and/or 3rd party vendors and/or sub-contractors?

– Define schedule requirements for bid packages

– AEOR does P&ID, size equipment and mains, performance criteria. All branch sizing and routing by MEP subs.

Who are your strategic partners supporting MEP execution in the region?

–

ICON Mechanical

– Bachelor & Kimball

– Bernhard

– Southland

– McKenney’s

– Inglett & Stubbs

– Whitehead

– Eckardt

– Luca

– Ace

– Lewis

– Gaylor

–

MC Dean

– M&L

– Faith

–

ElDeco

– Hayes and Lundsford

– Rogers

– Andrews

Prefabrication and Modularization Approach

Key Existing Relationships

Preliminary Site Logistics Study

– Developed in conjunction with Rivian and integrators

– Priorities – safety, efficiency, trade labor amenities

– Secure site, fenced, guards & stations

Preconstruction Approach Q&A

Project Approach/ Execution Construction

Project Objectives

Overall project objectives

• Safety assurance through a shared and collaborative program run jointly by Rivian and Clayco.

• Quality assurance through a shared and collaborative process between Rivian and Clayco.

• Cost assurance and transparency to meet or exceed a target budget.

• Schedule assurance and transparency to align with Client’s business goal for launch and operation.

Blocking and Tackling Overview:

• Staffing Plan

• Safety Approach

• Schedule Management

• Opportunity and Risk Tracking

• Document Control

• Cost Management

• Change Management

• Quality Management

Stanton Springs

North Manufacturing Facility

Construction Leadership

Fulltime Emplyoee Count: 44

In the Room

STANTON SPRINGS NORTH MANUFACTURING FACILITY

SCOTT WATKINS

SENIOR VP, MARKET LEADER –ADVANCED MANUFACTURING

TONY MEZINES

EXECUTIVE VICE PRESIDENT & SHAREHOLDER/PROJECT EXECUTIVE PRIMARY POINT OF CONTACT

JOSH BOWDEN PROJECT DIRECTOR PACKAGES 1/3/4

MIKE FOX PROJECT DIRECTOR PACKAGES 2/5/6/7

VICTOR MANNINA GENERAL SUPERINTENDENT OVERALL

MARK SMITH

SENIOR VP, MARKET LEADER – AUTOMOTIVE & ADVANCED TECHNOLOGY/SENIOR

PROJECT EXECUTIVE AUSTIN HARPST VICE PRESIDENT

KURT JAEGER EXECUTIVE VP, PRECONSTRUCTION

SANDRA MARKS SENIOR VICE PRESIDENT

JAKE LOEWENSTEIN REGIONAL SAFETY MANAGER

PROJECT SUPPORT

VDC/BIM

KRITIKA AGRAWAL

PACKAGES 1/7

SID KOTHARI

PACKAGE 2

MONIQUE BARNES

PACKAGE 3/4

VDC 4

PACKAGE 5/6

Scheduling

NICK ZATORSKY

SR. PROJECT SCHEDULER

STEVE HARDY

SR. PROJECT SCHEDULER

Estimating

SENIOR ESTIMATOR

PACKAGES 2/5/6/7

TAYLOR HALLE

PROJECT COST ENGINNER

PACKAGES 1/3/4

Mission Control

DIRCE BOWKER

SR. CONSTRUCTION ADMIN

PACKAGES 1/3/4

NIKKI KILPATRICK

SR. CONSTRUCTION ADMIN

PACKAGES 2/3/6/7

ADMIN 1

ADMIN 2

JOHN BIGGART SUPERINTENDENT

BILLY MCCOY SUPERINTENDENT

SAMUEL SCHWALLER SR. PROJECT ENGINEER

AUSTIN TERBROCK PROJECT ENGINEER

JEREMY WINKELMAN SUPERINTENDENT

MIKE ROSENBERGER SUPERINTENDENT

ROGER BLACK SUPERINTENDENT MIKE RODRIGUEZ SUPERINTENDENT

TOM STEVENSON

SUPERINTENDENT

SAFETY ENGINEER 1

PACKAGES 1/7

DOUG TWEDELL QUALITY MANAGER 1 PACKAGES 1/7

RICHARD DEASON SAFETY ENGINEER 2

CARL STRANGE QUALITY MANAGER 2

SAFETY ENGINEER 3

ISMAEL VILLASENOR QUALITY MANAGER 2

JOE BOBRUK SENIOR PROJECT MANAGER PROJECT MANAGER

JARED SIMMONS* MEP PROJECT MANAGER MIKE SIECKHAUS SR. PROJECT ENGINEER

*Covered w/MEP Project Manager

AARON BRUNNWORTH SAFETY ENGINEER 4

KATERI HEITHAUS QUALITY MANAGER 4

CHRIS TINNEY

SENIOR PROJECT MANAGER PACKAGES 1/7

TRIPP ROLFES PROJECT MANAGER PACKAGES 1/7

LUKE GORING

PROJECT ENGINEER PACKAGES 1/7

RON BENDER SUPERINTENDENT

TOMISLAV ZIGO CTO, VP

SAFETY ENGINEER 1

PACKAGES 1/7

DOUG TWEDELL QUALITY MANAGER 1 PACKAGES 1/7

Clayco Safe - ZERO Incident Culture

We take a proactive approach to safety by identifying and correcting risky behaviors, reinforcing compliance and recognizing the execution of exemplary safety practices.

OSHA REGION 7

OSHA VOLUNTARY PROTECTION PROGRAM (VPP) STAR 6-YEAR MEMBER

Mobile Workforce OSHA VPP STAR (IA, NE, KS, MO)

ADOSH REGION 9

VPP Star Phoenix Office and Skye on 6th

NATIONALLY

In Pursuit of OSHA VPP Regions across the US

0.48 CURRENT EMR (WELL BELOW 1.0 INDUSTRY AVERAGE)

62% BELOW NATIONAL AVERAGERECORDABLE RATE

79% OF ALL PROJECTS HAD ZERO RECORDABLES IN 2022

CORE TENETS

Everyone Goes

Home Safe

—

Work Safe. Live Safe. 24/7.

—

You See It, You Own It

Safety Recognition

—

Safety Analytics

—

Accountability and Compliance

Construction Safety Overview

Clayco has created a program of Health and Safety Excellence to be executed on all Clayco projects designed to ensure everyone goes home safe and healthy every day. Key components of this plan are:

• Development of a project site specific safety plan

• High Risk Activity and emergency planning and preparation

• Subcontractor prequalification & selection process

• Implementation of the Clayco “Rules to Live By”

• Safe Work Permitting

• First Day First Hour” for subcontractor foreman to review safety process and expectations

• Daily Pre-task Safety Analysis planning by all subcontractors

• Daily Stretch and Flex sessions

• Safety orientation and toolbox talks

• Safety auditing process

• Safety recognition program

• Dropped Item Prevention

• Project safety committee

Excellence in the Field

Main Technology Driver

DIGITAL LAYOUT AND REALITY CAPTURE

(Navvis, FARO, PowerBI)

• High precision / high velocity laser scanning

• Near-Real time work product analysis

• Cloud based sharing of capture data

• Critical elements placement validation

• Permanent building record in 3D

PROJECT DATA COLLECTION AND VALIDATION

(ACC, FARO, PowerBI, Bexel manager)

• Quality, Safety and Actuals capture

• Project information management in Common Data Environment

• Real time reporting – “Single pane of glass approach”

• Asset tracking for fully digital and highly structured handover

• Tightly controlled job-site accountability

PROJECT DOCUMENTATION

(ACC, Structionsite, Skycatch, Newmetrix, powerBI)

• Documentation, Issues, Checklist in Cloud environment

• 360o photos, UAV capture, Job -site cameras

• AI / ML for image analysis and safety metrics

JOBSITE CONTROL

• Technology access to everyone on the site

• Job-site monitoring, centralized communication, resources utilization

• Owner dashboard

VDC - Project Delivery Capabilities

3D (BIM + Coordination)

• Build before you build

• Constructibility resolved

• Prefabrication optimized

• Waste eliminated

• Project insight with confidence

4D (BIM + Schedule)

• Reduction in trade mobilization time

• Increased awareness across trades

• Tighter tracking of progress

• Track actuals vs. planned on all jobs across the enterprise

• Clearly communicate our plan

5D (BIM + Schedule + Cost)

• Quantity validation during pre-con phase

• Estimate / progress vs. pay applications

• Align procurement with the schedule

6D (BIM + Schedule + Cost + Building Performance)

• What-if scenarios to optimize construction budget based on operational cost of a facility

• Inclusion of changes made during construction back into the model to deliver an as-built to the owner

Bringing it All Together – Real Time Insight

Executive Summary Schedule

Executive Summary Schedule

Executive Summary Schedule

Executive Summary Schedule

Executive Summary Schedule

Executive Summary Schedule

Executive Summary Schedule

Executive Summary Schedule

When Speed

Master Project Schedule

• P6 Based containing all design, procurement, construction, and closeout activities

Executive Milestone Schedule

Executive Milestone Schedule

• Ensures alignment of high-level project goals

4D Schedule

Weekly Work Plan

Plan out your Daily Tasks, including punch list issues, and the # of men working on each task for each day that task is planned based on Project Milestones and 3 week look-ahead schedule

Plateau Excavation Work Plan

Plateau Excavation Daily Notes

Try State Stabilization Work Plan

Try State Stabilization Daily Notes

Schedule of Meetings (Construction Phase)

Superintendent, Subcontractor Meeting (6:30AM EST)

• Review daily work tasks, safety, required inspections, deliveries, etc.

Clayco Field Staff, Subcontractors

Daily 60 min

Contractor, Subcontractor Meeting (Tuesdays 10:00AM EST)

• Review safety, RFI’s, submittals, material procurement, change orders, schedule, quality control, etc.

Clayco Field Staff & Project Management, Subcontractors

Weekly 60 min

Contractor Jobsite Team Meeting (Daily 9:00AM EST)

• Review critical tasks required for the day, share updates and discuss any assistance needed from the team

Clayco Field Staff & Project Management

Daily 60 min

Contractor Management Safety Audit (MSA) (Thursdays 1:30PM EST)

• Site safety walk to observe the overall condition of the project, identify safe acts, identify rising star candidates, share and provide feedback on observations gathered during the walk.

Clayco Field Staff , Subcontractors

(All employees, subcontractor’s representatives present on jobsite) Weekly 60 min

Contractor Management Safety Audit (MSA) (Thursdays 1:30PM EST)

• Site safety walk to observe the overall condition of the project, identify safe acts, identify rising star candidates, share and provide feedback on observations gathered during the walk.

Clayco Field Staff , Subcontractors

(All employees, subcontractor’s representatives present on jobsite) Weekly 60 min

Owner, Architect, Contractor (OAC) Meeting (Fridays 10:30-11:30AM EST)

• Review the construction status of the project with the ownership team

Rivian Project Leadership

Clayco Project Management & Field Personnel

Jacobs Project Management

Weekly 60 min

RAID (Risks, Action Items, Issues, Decisions) Process

• On Rivian, the RAID Process is:

(1) Design Decision Log for Design Items

(2) RAID Log for Construction Items

• The design team will have 5-7 days as standard duration to respond, with the potential of critical items requiring a response within 24 or 48 hours of submission. Client/Owner will have 5-7 days as the standard duration to respond

• In the design phase, RFIs are reviewed once a week via RFI Log in weekly reports with Rivian’s project manager and Jacobs assigned personnel

• The submittal process occurs through ACC Build (review & approval). Rivian can be copied on approved submittal distribution lists if they choose to

RFI and RAID Evaluation Criteria

Request For Information

(RFI)

Process of formally seeking further clarification of drawings, specifications, or other official construction documents, from Client, Architect of Record, Engineer of Record, and/or any other necessary parties.

Please provide a formal specification for the generator equipment required for the project.

Risk

An uncertain event or condition that, if it occurs, has a negative effect on one or more of the project objectives. Risks do not have due dates but should have a migration plan and assigned to an individual to monitor.

Generator equipment may not arrive by the required-on-job (ROJ) date of April 5, 2024 due to supply chain issues.

Action Items

Formal events or work that must be completed within a given timeframe. Must always include a start and due dates, ball-in-court assigned, and be as detailed as possible to ensure proper completion of the action item.

Obtain the Equipment Log from ABC Construction to determine procurement status of the generator equipment.

Issues

An event or condition that must be managed or resolved to avoid negatively impacting the project. Issues are items that have already happened and have a required due date in which they must be resolved before further problems arise.

Generator equipment is late and cannot be delivered by the initial ROJ date.

Decisions

Specific and detailed decisions regarding the project execution that are required from an individual. All decisions must have a due date and be assigned to a specific individual.

A decision from Client is needed on identifying a new generator equipment vendor or compensate existing vendor to expedite.

RAID Reporting Protocols (Design Phase)

• Clayco Project Management

• Clayco Field Personnel

• No Filters (Full RAID Log Review)

• RAID Log setup and initial review with all project stakeholders

• Review RAID evaluation criteria, process and reporting protocols

• Assign an Information Manager responsible for RAID process activities

• Clayco Project Leadership

• Clayco Project Management

• Clayco Field Personnel

• Filtered by Priority (Critical / High)

• Filtered by Ball-inCourt Company to Rivian

• Clayco/Rivian to review latest RAID Log provided by Information Manager

• Assess high priority RAID items and validate accuracy of ‘priority’, ‘due dates’ and ‘mitigation strategies’

• Communicate any updates to RAID item type, priority, due dates, and ball-in-court company/ individuals to Information Manager for updating

• Clayco

•

• Filtered by Priority (Critical / High)

• Filter by “Days Remaining to Complete” (< 7 days)

• Clayco field personnel to review latest RAID Log (field items) provided by Information

• Manager

• Identify any new RAID items that should be documented in the RAID Log and communicate to the Information Manager

• Define mitigation strategies for RAID items and confirm which RAID items need to be discussed at the OAC meeting

•

• No Filters (Full RAID Log Review)

• Review full RAID Log periodically and at the end of the project for lessons learned

• These lessons learned will be documented and communicated to Rivian

RAID Closeout Procedure

RAID Type Closeout Criteria*

Risk • Risks should remain OPEN until the full mitigation strategy is in-place

Reporting Activities

• Assigned Ball-in-Court individual will complete the mitigation plan

• Project Leadership will approve mitigation plan

• Mitigation plan is distributed to the full team

• All Closeout Criteria are met

• Information Manger is notified, and item is listed as CLOSED Action

• All Actions must have a Due Date

• Actions are only listed as CLOSED once the full action is completed and all parties are notified

• Assigned Ball-in-Court individual will ensure the required action is completed by necessary parties

• Team members are notified of the action and any necessary information is distributed, as required

• All Closeout Criteria are met

• All though not required, all effort should be made to establish a Due Date for the issue to be resolved

• Issues are considered CLOSED once a follow-on plan is recommended, approved by necessary parties, and in-place to address the Issue

• If an Issue becomes a RFI or Decision, the Issue shall remain OPEN until the RFI/Decision is completed.

• Assigned Ball-in-Court individual will develop any necessary resolution plans

• Information Manger is notified, and item is listed as CLOSED Issue

• As the issue in monitored, if the resolution plan requires an official RFI or any follow-on Decisions, the Ball-in-Court individual will ensure the RFI Manager, and the Information Manager are made aware

• Final resolution for the Issue distributed to the full team

• All Closeout Criteria are met

• Information Manger is notified, and item is listed as CLOSED Decision

• All Decisions must have a Due Date

• A Decision is CLOSED once the Decision is made and formally disturbed (via email or writing is preferred for record).

• Assigned Ball-in-Court individual will complete consult the necessary workstream to gather all required information needed for a decision

• All Closeout Criteria are met

• Information Manger is notified, and item is listed as CLOSED

*In all RAID item closeout scenarios, the final act of listing an item as CLOSED should only be completed by the Information Manager or Project Leadership’s assigned delegate(s)

Document Control

Clayco Mission Control

• Manages the electronic drawings, specs, approved submittals, etc., in multiple areas to ensure accuracy, easy access and consistency throughout the life of the project for Clayco, its Designers, Owners and Subcontractors.

• Assemble subcontracts and change orders, verify accuracy and completeness, send for signatures electronically, file and distribute.

• Manage electronic drawings in various programs, as required.

• Set up companies and contacts in various programs and apply security settings.

• Manage record workflow processes for any customizations

• Assist with submittals to finalize, save and distribute

• Manage the closeout documents for turnover to the owner

• Train colleagues and subcontractors when needed as well as technical issues with Clayco’s data management softwares

• Support preconstruction in bidding process – sending bid packages, adding subcontractors to preconstruction software

PROGRAMS USED

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Request for Information (RFI) Process Construction

• RFI will be processed via ACC Build Software.

• 5-7 days is a standard duration to respond, with the potential of critical items requiring a response within 24 or 48 hours of submission.

• In the Construction phase, open RFIs are reviewed during the weekly OAC Meeting with Rivian and Jacobs.

• The submittal process ideally occurs through ACC Build / BIM360, per Rivian preference, Rivian can be copied on approved submittal distribution lists if they choose to.

Discovery RFI Review Timelines

Days

Days

RFI Reporting Protocols

Kickoff Meeting

Once

• Clayco Project Leadership

• Clayco Project Management

• Clayco Field Personnel

• No Filters (Full RFI Log Review)

• RFI Log setup in PMWeb (incl. workflows) and initial review with all project stakeholders

• Review RFI evaluation criteria, process and reporting protocols

Weekly

• Rivian Project Leadership

• Clayco Project Leadership

• Clayco Project Management

• Clayco Field Personnel

• Filtered by Priority (Critical / High)

• Clayco/Rivian/AOR to review latest RFI Log provided by Information Manager

• Assess high priority RFI items and AOR to provide update on response/information needed

• Assign an Information Manager responsible for RFI process activities Owner, Architect, Contractor (OAC) Meeting

• Communicate any updates to RFI priority, due dates, and decisions needed to Information Manager for updating

• Clayco Project Management

• No Filters (Full RFI Log Review)

• Clayco project management personnel to review latest RFI Log provided by Information Manager

• Identify any new RFIs that should be added to the RFI Log and communicate to the Information Manager

• Define potential responses for AOR for RFIs and confirm which RFIs need to be discussed at the OAC meeting

• Clayco Field Personnel

• Clayco Subcontractors

• Filtered by Priority (Critical / High)

• Clayco field personnel to review latest RFI Log (field items) provided by Information Manager

• Identify any new RFIs that should be documented in the RFI Log and communicate to the Information Manager

• Define potential responses for AOR for RFIs and confirm which RFIs need to be discussed at the OAC meeting

* Clayco RFI Log is the single source of truth to be produced as standard report from Clayco PMWeb, managed by the RFI Manager and filtered accordingly for concise reporting prior to meetings

RFI Process

Subcontractor fills out Subcontractor

PE/PM receives email notification that RFI has been created

• Clayco is responsible for collecting the RFI’s from the necessary parties and submitting them to the Architect/ Engineer for further interpretation or clarification.

USER GROUPS:

• Project Manager

• Project Engineer

• Superintendent

• Mission Control

• Subcontractor

REQUIRED INFORMATION

• Project Name

• RFI’s may be submitted in the buyout process while subcontractors are interpreting the drawings in order to provide pricing, but the majority of RFI’s are submitted throughout the construction process.

• Architect

• Clayco facilitates recording RFI’s and distributing the answers to the necessary parties.

• Phase if applicable

• Description

• Drawing/Specifications Reference

• RFI Date

• Select who the RFI is from

• Select who it will be sent to for an answer

• Select the trade

• Select the Priority Level for the RFI

Cost Management

• Collaborative Design Mindset

• Lessons Learned/Preconstruction

• Transparent Process

• Continuous and Responsive Feedback

• Risk Identification

• BIM Enabled Estimating

• Quantity Verification

• Value Enhancement

• Lean Construction

• Constructability Review

• Life Cycle Cost/Payback Analysis

• Vendor Collaboration

DECISION MATRIX CONSTRAINT LOG

MODEL BASED ESTIMATING

Maximize Flexibility Change is Constant

Change Management Approach

Empowered Solutions

Focused Change Management Team

Leverage robust processes & systems that are both Transparent and Efficient

Continuously Communicate with stakeholders on all potential changes

Prompt Impact & Cost Analysis

Validate Subcontractor

Change Orders

Accurate Implementation of changes

Change Management must move with the speed of the project.

Rough order of magnitude (ROM) submitted

Rivian Approval to proceed and get firm pricing

Clayco submit Change Order Proposal (COP)

Rivian Final Approval or Decision

Change Event Occurs Change Announcement Issued from Owner

Change Order Management

Change Management Documentation

CHANGE ORDER REQUEST

Change Management Process

QC Process for Submittals

PREPARATORY

Accessibility

INITIAL

FOLLOW-UP

• Use of cloud-based schedule & issue tracking software to provide 24/7 access and real time information.

Benchmarking

Pre-construction meeting by Definable Feature of Work

Initial inspection with established checklists at the start of definable features of work

Clayco uses established pre-construction meeting agendas for consistency

Clayco uses established checklists in BIM360 for lessons learned and consistency

Continuous inspections with established checklists by areas

• Train early, establish what good looks like and make repetition easy through visuals and finetuning processes. Celebrate the wins, create a culture of caring!

Collaboration

• Beyond just coordination, we collaborate with our partners ensuring the process is most effective for that team.

Clayco uses BIM360 to closeout areas throughout the project with issues management visible to the owner

Quality Management Program

01 Interview through Design

Design Input Resource

- Model Based Take-off

- Reality Capture

- Virtual Mockup Walkthroughs

- Clash Detection

- Drawing Peer Review

- Constructibility and Knowledge

- Equipment Access Review

- Stoplight Drawings

- Sustainability Evaluation

- Equipment Access Review

- Pull Planning

02 Construction Phase

Field Resource

- Model Use and Distribution

- Pre-fabrication

- 4D, Schedule Simulation

- Reality Capture

- Real Time Progress Tracking

- Last Planner

- Layout Verification

03 Close-out Phase

- Field Review and Testing

- Pre-testing of Equipment/ Systems Before 3rd Party

- Environment Quality Monitoring

- QA/QC Tour Review

Operational Resource

- LEED Submission

- Building Infrastructure Scan

- Updated Virtual Building Model

- Building Pre-commissioning and Validation

- Digital Building Handover

- Engaged Training and Turnover with Facilities

Three Phase Quality Control

01 Preparatory

Pre-construction meeting by definable feature of work

• Use established preconstruction meeting agendas for consistency

02 Initial Initial inspection with established checklists at the start of definable features of work

• Use established checklists in BIM360 for lessons learned and consistency

03 Follow Up

Continuous inspections with established checklists by areas

• Use BIM360 to closeout areas throughout the project with issues management visible to the owner

Zero Punchlist

Perform punchlist in small areas by trade

Approach to Commissioning

Heavily integrate those who will be completing the actual process into the design & procurement phases of the project.

Develop a robust project specific commissioning plan up front

Actively participate in the MEP buyout

Complete periodic on-site inspections, verifying conformance to design intent

Develop MEP scopes to ensure the design and performance intent are maintained Develop commissioning checklists for every component of each building system

Stanton Springs North Manufacturing Facility

Pink Tag

White Tag Yellow Tag Green Tag

Why Clayco

How We Partner

We are Committed to a Collaborative Process.

Project Understanding

We Will Deliver Cost Savings and Schedule Certainty.

Depth of Experience

Lessons Learned from Past Experience Benefit Rivian.

Diversity & Inclusion

We Have a Proven Record.

Project Execution Tools

We Will Deliver Real-Time Updates Keeping Rivian Informed. Safety World Class Safety Program. We All Go Home Safe.

Q&A