Atlantic Plant Management by North American Constructors Journal

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APM:

Delivering Excellence

Established in 1976 as a wholly-owned affiliate of General Electricâ&#x20AC;&#x2122;s Power Generation Services business, APM headquartered in Pasadena, TX provides maintenance and construction solutions around the world. Written by Kevin Doyle Produced by Stephen Marino

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stablished in 1976 as a whollyowned affiliate within General Electric’s Power business, APM headquartered in Pasadena, TX provides maintenance and construction solutions to industries and utilities around the world. The company under the direction of CEO, Jake Locklear, and Chief Operations Director, Dan Reinhardt, provides multiple turnkey solutions across the industry. APM plans, executes, and manages various aspects of industrial and process construction projects including EPC, estimating, planning, project management, industrial installation, general construction, consulting, construction management, commercial support, building erection, process piping installation, and foundations. Nimble and versatile, APM shines and takes great pride in its ability to tailor and match product requirements to the specific needs of each client across a wide array of sectors. Following GE’s acquisition of legacy Alstom, the APM company acquired a U.S. boiler business in 2016 and began taking over management responsibility of a Canada boiler business in 2018. “We don’t want to be a single craft business; we want to be a multi craft turnkey solution with relationships to many trades to meet any need as a turnkey partner to power customers.

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APM | 4 It made sense to bring the companies together – we need one standard for the business not one for boiler and another for turbine. We needed a consistent unified expectation to perform any need for our customers – no matter what technology or craft we are deploying,” says Locklear. As Reinhardt explains, “our number one customer (GE) is also our shareholder. That makes us unique as we are measured by our ability to be good stewards of our projects and of the business.” He estimates approximately 8,000

APM | 5 APM craftsmen will be on site at GE projects around the world this year, pushing $400 million in revenue. What separates APM from others in its field? “What differs is our professional integrity and the fact we do not compromise. It would be easy when we are resource strapped to grab someone who is not trained properly but we won’t compromise the job or the business. We will not do a job if we don’t have the people. We do not compromise the APM way. Our people take pride that we don’t sell out and

that we are honest with the customer,” Reinhardt notes.

Building an Invested Workforce Locklear stresses the company’s commitment to promoting a collaborative approach involving every employee. “Our number one advantage is our Superintendents and craftsmen who deliver; without them we are nothing,” he says. “We have core values of safety, quality, and integrity and partnerships with our labor organizations. We see

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APM | 6 this as a joint venture where we are contributing money into craft training programs, then deploying the best craft team to deliver the best outcome for our customers.”

The company’s Leadership Development Center in Pasadena, TX boasts 80,000sf of classrooms and an industrial mock up deck with hands-on training to identify and develop key leaders. “It is a mix of things designed to help the Superintendent and his team become the best they can be and deliver for the customer,” Locklear says. Reinhardt stresses the field teams are

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instructed to act like an owner, that their assets are theirs to run and to grow. “We feel that by running an open and transparent business the byproduct is that our field resources feel like an owner. What we have done in the field is we have total buy-in with what they do on a day-to-day basis. Our job is to build the model and get it to the Superintendents who use the model every day,” he explains. “They are stakeholders, and what they do on a day-to-day basis impacts the business. It’s key to communicate with your employees and to bring them in as part of the solution. It’s amazing what they can come up with in the

APM | 7 field. They like that they’re part of it, so I push ideas downhill to see what they keep coming up with,” Reinhardt elaborates.

Day-to-Day As is the case across every sector of the construction industry, APM grapples with an aging workforce and a lack of skilled replacements with an approach that differs from others in the same predicament. “Yes it is a challenge, but I think the challenge is we need to better advocate the need and value of a skilled trade. We need more skilled crafts here in the U.S., and it is a job

“

We feel that by running an

open and transparent business … our field resources feel like an owner. What we have done in the field is we have total buy-in with what they do on a day-to-day basis. Our job is to build and model and get it to the

“

Superintendents who use the model every day.

- Dan Reinhardt, Chief Operations Director

people respect and value,” Locklear says. Which goes back to APM’s concerted effort to develop an invested workforce. “The best companies are the ones that don’t have talent shortages because people just want to work there and be a part of the culture. People want to be where they feel like they are part of the culture, where they feel like they make a difference and are part of an overall great experience,” Reinhardt explains. “You are a stakeholder and you have a say. We provide an experience and dynamic that people value.” The company maintains strict focus on safety. “Everyone knows the playbook on staying safe we are all running the same plays. . The focus has to be more on being intentional and mindful on safety, executing your safety disciplines each and every task, and not compromising when it gets tough. That’s when you identify where your true values are,” Locklear observes. Reinhardt adds APM holds toolbox talks and empowers the STOP program at jobsites. Additionally, APM uses a daily safety discipline in which every employee is expected to identify their top three risks for the task at hand and make three personal commitments to mitigate the risks.

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Employees are expected to share their commitments and reflections with each other for accountability and shared learning. It not only keeps us safe, but it builds an interactive workforce where people get to know each other and want to build each other up. “You need to fall back on your core values and training to do things the right way. I would rather have an argument about a missed schedule than tell a wife her husband is in the hospital tonight. I’ll have that argument every single time gladly,” he stresses.

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Reinhardt and Locklear both have extensive football background and Reinhardt describes their roles in the sport’s lexicon. “In my mind, Jake is the head coach; he’s Belichick and I’m the offensive and defensive coordinator. I am there to support and coach folks in the operations group, more of a mentor,” he says. “To establish direction for the company is huge for the CEO. President Kennedy said we’re going to the moon. You can make that ask and if you have the right people you can make that happen.”

APM | 11 Key TAUC Affiliation APM serves as a governing member of The Association of Union Constructors (TAUC), the only multi-trade association that has a relationship with each of the historical 14 building trades. It is the premier national trade association for the union construction and maintenance industry with membership of more than 2,000 contractor firms. TAUC’s tripartite dialogue methodology enhances cooperation among the union, the contractor, and the owner-client for successful project delivery. Through TAUC, APM has access to an Environmental Health and Safety Committee that ensures its members are kept up to date on the latest safety policy developments at OSHA. Its Government Affairs Group is active in legislative efforts that affect the union construction marketplace. Its Industrial Relations Committee advances relationships with the 14 building trades.

very comprehensive organization,” Reinhardt notes.

Looking Ahead The need for power is a given, meaning the solutions APM has provided for nearly 40 years will always be needed. Reinhardt says: “No two days or weeks are the same. It is always changing, what new tech works and what does not. The different directions, the different hot button topics, and what solutions you come up with – the industry is ever-changing.” Locklear concludes: “I am the first college graduate in my immediate family.That was the dream of my parents and grandparents. My grandfathers worked 25 and 43 years

“We had our first Industrial Grade Innovation (IGI) conference in Detroit last June and had contractors surrounded by companies like Dewalt, Procore, and Microsoft. It was all focused on innovation, safety, and technology. TAUC’s efforts to move the industry forward when it comes to technology makes it a

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for Ethyl Chemical Corporation on the Houston Ship Channel. One of my grandfathers passed 6 months before I was asked to serve APM as its CEO. If I told him I was the CEO of a major union construction company, he would have told me he was proud. We get to play an important role in making sure the lights come on, and that hard working, professional craftsmen and women go home safe to their families and communities. That is our passion, and we get up every day finding ways to deliver those outcomes while improving. It’s the people we work with and the process we are part of. We get to build the country – those things are inspiring.”

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APM | 13 Jake Locklear, APM President &CEO Jake has been part of the APM business for more than 13 years and currently serves in the role of President & CEO. Jake operates from a position of servanthood to the craftspeople that make up APM. He believes that the business starts and stops with their people’s safety and professional development. Jake received his Bachelor’s Degree in Political Science from Stephen F. Austin State University in 2000 and his Juris Doctor from the University of Texas at Austin in 2003. After spending two years at a Houston-based law firm, counseling employers in a variety of labor and employment contexts, he joined APM as the first General Counsel. In following years, Jake joined the Board of Directors in multiple roles, including Secretary and Vice President, before his promotion to President & CEO in 2015. Jake has also worked in close partnership with leading industry associations and government relations during his tenure, including his current role as President of The Association of Union Construction (TAUC).

and experience, which is leveraged to mentor and lead the Operations functions across APM. Dan operates by empowering his teams to take big swings with the right information that improve the business and industry. Dan received his Bachelor’s Degree in Mechanical Engineering from the University of Illinois in 1981. The following year, he began his career at Westinghouse Electric as a Field Service Engineer, and later progressed into management over the business’ central region. He joined APM in 1996 and spent time leading the APM Specialty Services business before his recent promotion to oversee all APM Operations functions globally.