Milestones are meant to celebrate and two of the companies we profile in this edition of the North American Construction Journal have arrived at significant checkpoints in their history.
We give you Miron Construction Co., Inc. of Neenah, WI established in 1918 – now 100 years young and still going strong. Equipment has evolved exponentially and technology-driven innovation has changed the industry forever. The constant that drives the company remains unchanged—attention to family values, firm handshakes, hard work, unmatched quality, and integrity. Miron eclipsed $1 billion in annual revenue in 2017, employs 1,500, has completed projects in 39 states, and maintains four regional offices in Wisconsin (Eau Claire, Madison, Milwaukee and Wausau) and a fifth in Cedar Rapids, IA.
Let us introduce you to Baker Concrete Construction, Inc. From humble beginnings in 1968, the company has evolved into one of the nation’s largest specialty contractors with thousands of co-workers at 14 offices across the United States. Established by Dan Baker and his brothers, the company has never lost that down-to-earth family feel. It is a trait that has served Baker well through its first 50 years, a time during which it has completed nearly 11,000 projects.
At the North American Construction Journal we continue to gauge the pulse of the marketplace and provide our readers with updates on market leaders, project management methodology, new technology and training procedures.
Enjoy this issue.
Kevin Doyle Editor-In-Chief
Kevin.doyle@naconstructionjournal.com
The Team Editor-In Chief - Kevin Doyle Executive Director - Alex Hortaridis Creative Director - Stephen Marino Developer - Andrew Twomey Director of Sales - Jason Wright
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Miron Construction
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Alliance Construction Solutions 21
21 47 117
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North American Construction Group 27
LedCor 33 ABC Florida East Coast Chapter 39 Baker Concrete Construction 47 Plaza Construction 63 Johnstone Moyer 81 Johnson Brothers Corp. 93
127 Crosslinx Transit Solutions 135
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American Technologies, Inc. 117 AVAL Engineering 127 Lundin Gold 135
147 Small Mine Development Tocci Building Corp. 155
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Miron Construction Co., Inc.:
100 Years Young and Stronger Than Ever Miron Construction of Neenah, WI remains committed to family values, firm handshakes, hard work, unmatched quality, and integrity. Written by Kevin Doyle Produced by Stephen Marino
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quipment has evolved exponentially and has become almost unrecognizable compared to that used a century ago, and technology-driven innovation has changed the industry forever. Nevertheless, the constant that drives Miron Construction Co., Inc. in its 100th anniversary year remains unchanged—attention to family values, firm handshakes, hard work, unmatched quality, and integrity. Established in 1918, the family-owned company based in Neenah, WI draws on its past while continuing to look forward. Miron eclipsed $1 billion in annual revenue in 2017, employs 1,500, has completed projects in 39 states, and maintains four regional offices in Wisconsin (Eau Claire, Madison, Milwaukee and Wausau) and a fifth in Cedar Rapids, IA. “We recognize this is a milestone that very few companies ever pass and we are honored to enter the ranks of those who have. The growth we have experienced over the past few decades has been incredible and while 2018 is sure to be a phenomenal year, we’re concentrating on strategic initiatives for 2020 and beyond, focusing on how we can sustain growth and remain strong,” says President and CEO, David G. Voss, Jr., who joined the company as a laborer in 1973. “We never set out to be the biggest, but we do strive to be the best. Our
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hard-working, dedicated, and talented employees continue to push us into new markets and drive innovation. Growing to 1,500 employees and $1 billion in revenue has simply been a progression of that goal to be the best,” he adds. Miron’s goal has always been straightforward and remains unchanged—to deliver, without exception, for each client the highest value at the best price while imagining what their project could be, not just
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what it’s expected to be. “We’ve developed strong relationships with our clients, partners and communities and it’s those relationships that propel us toward further growth,” Voss says. Recognized as one of the nation’s premier construction firms, Miron provides innovative pre-construction, construction management, designbuild, industrial, millwright, general construction, and green building
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services. The company is proficient in Building Information Modeling (BIM), virtual construction and virtual process integration while working across a wide array of market sectors with the preponderance of its work in the educational, industrial, and commercial markets. Among its more than 100 industry awards, the company has been recognized as an Engineering NewsRecord (ENR) Top 400 Contractor in the United States, earned an ENR
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High Profile Partnership Miron Construction has been the Official Provider of Construction Services for the National Football League’s legacy Green Bay Packers franchise and Lambeau Field since 2012. The company is currently working on the Titletown District, a 34-
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acre Packers’ venture that will include commercial, retail, and entertainment space. Miron’s work on the $145 million Lambeau Field Stadium Improvement Project in 2012 included the addition of approximately 6,700 new seats in the south end zone, a rooftop viewing platform in the north end zone, as well as two new HD video boards and a new sound system. The project earned an AGC Alliant Build America Award.
Noteworthy Projects Memorial Union and Alumni Park – This redevelopment project near the
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Fox Cities Exhibition Center – Located in Appleton, WI the center includes 30,000sf of indoor exhibition space as well as a 17,000sf pedestrian plaza that provides outdoor programming space and access to an adjacent park. The signature element is an 82-foot-tall LED-lit tower. The project also included construction of a skywalk connecting the center to the hotel and conference center across the street. Miron worked with Zimmerman Architectural Studios, Inc. on the 76,000sf project competed in January 2018. Community First Credit Union Corporate Headquarters – The 131,000sf two-story building in Neenah, WI has three wings, a grand main entrance, community space, corporate function space, and a branch credit union with drive-thru. Miron
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We never set out to be the
biggest, but we do strive to be the best. Our hard working, dedicated, and talented employees continue to
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Madison enhanced the experience of faculty and students by restoring significant spaces while preserving existing architecture. Work included mechanical upgrades and cosmetic upgrades and also addressed accessibility issues throughout the building. The Miron project team worked closely with the Wisconsin State Historical Society, student groups and Uihlein-Wilson Architects to ensure the integrity of the building remained. Completed in October 2017, the project is seeking LEED Silver Certification.
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push us into new markets and drive innovation.
- David G. Voss, Jr., President & CEO www.naconstructionjournal.com
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Congratulations on 100 years of success, Miron Construction Co., Inc. Proud to be your partner.
Real People. Real Conversations.
NICOLETBANK.COM 800.369.0226
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North American Construction Journal Inc. on the project, completed in September 2017. One Menasha Center – The eight-story, 118,200sf office tower for Menasha Downtown Development, LLC was built on the site of the former Hotel Menasha and former First National Bank in Menasha, WI. Occupants include Faith Technologies, Community First Credit Union, and RLJ Dental. This was another collaboration with Performa, Inc., completed in May 2016. tru Shrimp Co. Balaton Bay Reef – This employee training center in Balaton, MN also houses the largest shrimp production facility in the Midwest. The 12,000sf building addition will be home to a 150-foot long reef and eight tidal basins, bringing the company closer to it mission of sustaining a growing, healthy shrimp population. Anticipated project completion is late September 2018. Oshkosh Corporation Headquarters – Miron is the general contractor and Performa, Inc., the architect, on this new build in Oshkosh, WI. Anticipated completion is Fall 2019.
People and Operations Voss followed in the footsteps of his dad, David Voss, Sr., one of the company’s five stockholders when it was incorporated in 1949. Now his children have done the same—David
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III, Daniel, Michael, and Katie all currently work for the company. “Honestly, I’ve been here my entire life. I am very involved with the business on a day-to-day basis. I monitor activities associated with all of Miron’s conceptual and hard-bid estimating processes,” Voss said. “I also know that as a leader, it’s my job to serve as a cheerleader. I want everyone on the team to succeed at their jobs, so they go home happy and fulfilled and better serve in the roles of spouse, parent, grandparent, neighbor, and community member,” he adds. Safety is always top of mind as part of the company’s integrated “SQP: Safety, Quality, Production” integrated approach to the building process that guides decisions and ensures projectwide accountability. “A safe work environment correlates to
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We work every day to be an
employer of choice and we are always
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looking at new and innovative ways to recruit and retain employees. - David G. Voss, Jr., President & CEO
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North American Construction Journal employees,” Voss points out. “Our employees are given the tools and education to prepare them mentally and physically for the work day, beginning with our pre-shift stretching and pre-task planning program. Safety considerations and potential risks involved with the project/task are identified and understood, including investigating construction options to create safety solutions.” The company’s Dream Project Program, implemented in 2013 after leadership team members read the book The Dream Manager by Matthew Kelly, provides a holistic approach to
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personal development. The company’s Dream Coach works with employees to help them fulfill short- and longterm goals. The program is completely confidential. “We realized we needed to take our commitment to building the dreams of our clients a step further by helping to build the dreams of our employees,” Voss notes. “More than attracting and retaining talent, the Dream Project reinforces the family culture at Miron. This is an investment in people, providing a unique resource to help employees become happy and fulfilled in their personal lives.”
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The company is equally committed to the health and wellness of its employees and a full-time Wellness Coordinator is available to discuss issues such as nutrition, exercise plans, and stress management.
and provide educational opportunities for our employees. There is always value in getting together with peers to learn about best practices and ways we can come together to solve problems,” Voss says.
Miron belongs to numerous industry associations, including the Associated General Contractors of America (AGC), the International Facility Management Association (IFMA), the Plant & Facilities Management Association (PFMA), the U.S. Green Building Council (USGBC), and the Wisconsin Healthcare Engineering Association (WHEA).
The set criterion used to preselect subcontractors includes safety performance, local labor force availability, local office, past performance on similar projects, relevant experience and financial stability.
“Our association memberships allow us to connect with industry professionals
As an active community partner, the company supports the Fox Cities Marathon, United Way, and Boys & Girls Clubs. In addition, Miron’s annual “Build Like A Girl” event introduces a
Solutions Powered by People Since 1947.
Our People ARE OUR POWER www.naconstructionjournal.com
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FOUNDING PRINCIPLE
SAFETY
PARTNERSHIP
As a full-service electrical, mechanical and automation contractor, our people are what enable us to stand out. They are the reason for our success.
Safety is our moral obligation and number one priority – and at Pieper Electric, one incident is one too many. We believe that all injuries are preventable and that OSHA standards are minimum standards.
We are proud to partner with Miron Construction on exciting projects like the recently completed renovations and expansion at Ho-Chunk Wisconsin Dells Casino & Hotel and the new Oshkosh Corporation Headquarters.
We work tirelessly to keep our people safe, enlighten and stimulate their minds, and encourage them to be good stewards of the community. By putting our people first, we are able to consistently deliver to the highest quality standards in the industry and develop lasting relationships with valued clients like Miron Construction.
We go above and beyond to create and adopt best practices through a continuous improvement methodology to achieve zero incidents. Our safety culture is evident in our 0.66 EMR, 0.71 incident rate and 0.0 frequency rate.
Congratulations on 100 years of success and best wishes for many more!
LOCATIONS Corporate Headquarters 5477 S. Westridge Court New Berlin, WI 53151 Phone: (414) 462-7700
Janesville Office 1060 US Highway 14, Ste F Janesville, WI 53546 Phone: (608) 563-5049
Madison Office 8491 Murphy Drive Middleton, WI 53562 Phone: (608) 836-7072
Neenah Office 2400 Industrial Drive Neenah, WI 54956 Phone: (920) 886-6800
Green Bay Office 825 Ontario Road Green Bay, WI 54311 Phone: (920) 465-4600
Kenosha & Northern IL Office 4210 43rd Avenue Kenosha, WI 53144 Phone: (262) 658-1888
Merrill Office W4618 County Rd. G Merrill, WI 54452 Phone: (715) 539-2877
Park Falls Office 1050 4th Avenue North Park Falls, WI 54552 Phone: (715) 762-2659
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No matter how big we get,
we always strive to maintain the family culture. We really are one big family and every single person
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contributes to building the Miron experience for our clients.
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Looking Forward As is the case across every segment of the industry, a shrinking labor force presents a constant challenge. As veteran employees age out, fewer young people are entering the field. “We work every day to be an employer of choice and we are always looking at new and innovative ways to recruit and retain employees,” Voss says. “Our goal is to educate people that a career in the trades is not only fulfilling, but lucrative.”
- David G. Voss, Jr.,
As it embarks on its second century, expect Miron to stay the course that brought it this far.
President & CEO
“No matter how big we get, we always
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strive to maintain the family culture. We really are one big family and every single person contributes to building the Miron experience for our clients,” Voss says. “I love that every time we build for a client, I learn about their particular industry and I strive to gain more insight into what makes that company successful. Being able to make a difference in the lives of our clients and of our employees is what makes me jump out of bed each morning. I have the opportunity to not only work with some of the most passionate and talented individuals within the industry, but to help bring dreams to life,” he concludes.
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COMPANY INFORMATION
Company Name: Miron Construction Co., Inc. Country: U.S. Industry: Construction Est: 1918 Premier Service: Pre-construction, construction management,design-build, industrial, and general construction services provider. President &CEO: David G. Voss, Jr. Website: www.miron-construction.com
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Alliance Construction Solutions :
Going The Extra Mile
Alliance Construction Solutions has been enhancing the landscape of Denver with legacy projects for more than three decades Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal stablished in 1982, construction management and general contracting firm Alliance Construction Solutions of Thornton, CO is a highly regarded, one-stop shop that has been enhancing the landscape of Denver with legacy projects for more than three decades. Founded as Baldwin Construction in Fort Collins, CO, the employee-owned company changed its name to Alliance in 1996 to better reflect its goal to form long-lasting relationships with clients and vendors while providing the best possible outcome for every project. The company generates annual revenue in the range of $50 million. ACS specializes in commercial construction projects across multiple sectors including healthcare, hospitality, assisted living, community, education and institutional, office buildings, retail, manufacturing and industrial, multifamily housing and athletic. Services include PreConstruction, Development, General Contracting, Sustainable Construction and LEED Consultation. Delivery methods include Design-Bid-Build, Design-Assist, Design-Build, Turnkey and Integrated Project Delivery. In a video posted to the company website, President and CEO Brian Weinminster says: “We have a great opportunity to make an impact and transform the communities we have
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the opportunity to work in. We build cool stuff. We do cool things. And we like to contribute to each small community we get the opportunity to work in.” “Relationships are everything in our business. We’ve been around for 35 years and have had the distinct honor or having some great relationships. When an owner or developer gives us the opportunity to be their partner, we take that very seriously,” adds Weinmester, who joined the company in 2009.
Feature Projects Hilton Garden Inn at 19th and Chestnut: This project included the full renovation of the Hose Company No. 1 Building, one of Denver’s oldest landmarks. The structure dates from 1883, and was built for Denver’s then-volunteer fire department. It became a city historic landmark in 1986.
North American Construction Journal As part of this project, ACS executed one of the largest continuous concrete pours in Denver history, coordinating with its partners to pour 20 million pounds of concrete to create the building’s foundation. The 12-story hotel project, designed by Johnson Nathan Strohe and developed by Focus Property Group consists of a two-story underground parking garage with a 12-story post tension concrete tower, and nine- story curtain wall glazed tower. The hotel will include 233 guestrooms. Renaissance at North Colorado Station: This permanent supportive housing project executed for the Colorado Coalition for the Homeless is a sprawling 104,306sf multi-family housing development in Denver. The project provides 103 units of rental housing consisting of 19 studios, 54 onebedroom, 24 two-bedroom and 6 three-bedroom apartments.
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Edgewater Civic Center: Executed for the City of Edgewater CO in collaboration with Poli Architects, this multi-purpose 55,000sf project includes a fitness center with gymnasium, a library, administrative offices, a Police Department facility, public meeting space and an atrium.
Colorado University IMIG Music Building: The project added a new 22,000sf band room and scene shop to an existing facility, which remained open during construction. The three-level addition was completed and occupied prior to renovation of the remainder
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Relationships are everything in
our business. When an owner or developer gives us the opportunity to be their partner, we take that very seriously. - Brian Weinmester, President/CEO www.naconstructionjournal.com
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of the facility.
Day to Day Above all else, the staff at Alliance Construction is made up of builders. The company has a demonstrated willingness to go the extra mile while achieving aggressive budgets and schedules. Safety is driven through the organization at every level and no project starts without job-specific safety protocols in place. Subcontractors are viewed as valued team members and the development of long-term relationships are critical to
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We’ll dig in and go the extra mile
that it takes to insure that we’re delivering the good value that we
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promised our clients.
- Brian Weinmester, President/CEO the company’s continued success. Alliance has forged and embraced a reputation for problem solving and is focused on maintaining the highest standard of innovative approaches. This involves staying current with technology such as Building Information Modeling (BIM), the Alliance Integrated Management System (AIM), and Bluebird hand-held devices for inventory management and mobile payment. As a proponent of sustainable building the company makes it a point to present and recommend appropriate sustainable design solutions to clients regardless of whether LEED certification or Green Communities is a project goal. Some key partners include awardwinning Denver-based JNS Architects
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as well as national suppliers Martin Marietta Materials and Baker Concrete.
Looking Forward Alliance has successfully served the Colorado, Wyoming, and surrounding construction markets for more than three decades. Its strategy of organic growth, market expertise, personnel professional development and employee ownership has positioned it well for continued success. “We’ll dig in and go the extra mile that it takes to insure that we’re delivering the good value that we promised our clients,” Weinmester concludes.
COMPANY INFORMATION
Company Name: Alliance Construction Solutions Country: U.S. Industry: Construction Est: 1982 Premiere Service: Construction management and general contracting President/CEO: Brian Weinmester Website: www.allianceconstruction.com
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North American Construction Group:
Long history of delivering innovative solutions North American Construction Group of Acheson, AB is a leading provider of heavy construction and mining services, primarily in Western Canada. Written by Kevin Doyle Produced by Stephen Marino
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stablished in 1953, North American Construction Group of Acheson, AB is a leading provider of heavy construction and mining services, primarily in Western Canada. The company’s operating divisions include Heavy Construction and Mining, Industrial, and Tailings & Environmental Construction. NACG’s comprehensive and integrated approach from concept through to completion meets the requirements of customers in the oil, natural gas, and resource industries with a specialty in the Canadian oil sands region. The company is under the guidance of CEO and Chairman of the Board
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Martin Ferron, who has nearly 40 years of industry experience and joined NACG in 2012; and President and Chief Operating Office Joe Lambert, who came to NACG in 2008 and has approximately 30 years of industry experience. It began trading on both the New York and Toronto Stock Exchanges in 2006 under the ticker symbol NOA.
Operations The company draws on its more than 60 years of experience to cultivate and maintain long-standing relationships with clients and attributes its success to the innovation, dedication and expertise of its employees. According to the company web site:
North American Construction Journal “Our knowledgeable and talented personnel set us apart from the competition with an unrivaled attention to detail and level of care. Our experienced team of professionals is able to tackle any job while adhering to the highest standards of safety and quality. We work closely with our clients to deliver an outcome that is executed successfully and to the highest possible standard of safety and project management.” The company’s large, independentlyowned fleet of equipment features some of the largest pieces currently available and allows it to respond to shifting client requirements in a timely manner that preserves efficient, costeffective operations.
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In June, the company announced the extensions of two contracts for earthworks in the Oil sands with two long-standing clients. In a press release posted to the company site, Ferron said: “It appears to becoming a trend that customers are willing to consider term contracts to lock in heavy equipment availability in a tightening marketplace. This much improves our work visibility and provides us with a more positive operating environment in which to make capital allocation decisions.”
Safety Measures One measurable when it comes to
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determining a successful company is its commitment to safety and NACG ranks among Canada’s best. In fact, the company’s stellar safety record includes millions of hours without a lost-time incident in the oil sands. It received the John T. Ryan National Safety Award presented by the Canadian Institute of Mining, Metallurgy and Petroleum in April 2016 for its zero recordable injury rate performance at the Kearl Lake mine site in 2015. In July of 2016, the Alberta Mine Safety Association recognized NACG with its Award for Safety Excellence. As the web site states: “Our ultimate goal is to reduce or eliminate workplace injuries and incidents by
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using every means possible and through the aggressive promotion of healthy and safe work practices in the work environment. North American Construction Group strives to ensure the optimum success of this policy through compulsory participation by all employees, management and subcontractors.” Prospective employees must commit to working safely at all times and adhering to the company’s protocol for health, safety and environment is a condition of employment.
Community Commitment The company supports numerous projects and causes that improve
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with the Attawapiskat First Nation in support of development of the Victor Diamond Mine for De Beers in Ontario. In 2017, NACG launched a partnership with Dene Sky Site Services Ltd. The addition of the company’s systems, maintenance and operations expertise yielded a robust new company, Dene North Site Services, capable of broadening its markets and taking on larger projects. Looking ahead, the future seems bright for NACG. Its demonstrated success of 65 years combined with its talent, knowledge, experience and innovative solutions will continue to result in visions becoming reality. the quality of life and increases opportunities for individuals in the communities in which it works. Among them are: • STARS Air Ambulance (Alberta) • University of Alberta • Keyano College (Fort McMurray) • McDonald Island Park (Fort McMurray) • Santa’s Anonymous (Fort McMurray) • Ronald McDonald House Family Computer Centre (Edmonton) The company has also worked handin-hand with numerous First Nations communities on projects for more than 50 years. Among them were a joint venture with the Fort McKay Band to supply equipment and manpower in support of infrastructure services in the Wood Buffalo region; and collaboration
COMPANY INFORMATION
Company Name: North American Construction Group Country: Canada Industry: Construction Est: 1953 Premiere Services: Heavy construction and mining CEO/Chairman: Martin Ferron President/COO: Joe Lambert Website: http://www.nacg.ca
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LedCor Group of Companies:
Multi-faceted North American Powerhouse Employee-owned LedCor Group of Companies ranks among North America’s most diversified construction firms with headquarters in both Vancouver, BC and San Diego, CA. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal stablished in 1947 by the late William Lede, the employee-owned LedCor Group of Companies ranks among North America’s most diversified construction firms with headquarters in both Vancouver, BC and San Diego, CA. Today the company is under the direction of Chairman/CEO Dave Lede and President Ron Stevenson. LedCor employs approximately 7,000 in more than 20 offices, generates estimated annual revenue of $103 million, and serves the building, heavy industrial, civil infrastructure, mining, pipeline, power and communications sectors.
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The vertically integrated company also owns ancillary operations in aviation, forestry, marine transportation services, property investment, and wastewater treatment. Backed by 70 years of accumulated knowledge, the company’s unwavering commitment to providing the highest quality work for its clients coupled with its demonstrated expertise in strategic decision-making allows it to grow, expand and add to its array of services. A pioneer in the Green Building industry, LedCor is an award-winning founding member of the Canada Green Building Council (CaGBC) and
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a long-time member of the U.S. Green Building Council (USGBC).
Sustainable Building The company was involved in the Marine Gateway and West Don Lands projects that were selected as winners of the prestigious Urban Land Institute’s 2017-18 Global Awards for Excellence. LedCor served as the general contractor on The Marine Gateway project in Vancouver, BC, in conjunction with PCI Developments Corp and designer Perkins+Will. The project directly connected two major
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transit stations, Marine Drive Canada Line and the South Vancouver bus loop and represents Vancouver’s first transit-oriented mixed use development initiative. The West Don Lands project, a Joint Venture between LedCor and EllisDon, included more than 20 client-partners. The two-phase Toronto urban development undertaking revitalized a former historic railway and industrial district. LedCor’s VanDusen Botanical Garden Visitors Centre project in Vancouver with architects Perkins+Will met the rigorous sustainability requirements
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set forth by the International Living Future Institute and was named 2014’s Sustainable Building of the Year by the World Architecture News. Additional awards include: The Vancouver Regional Construction Association’s 2013 Gold Award in Sustainable Construction for the UBC Pharmaceutical Sciences building; the 2013 CaGBC Award for the SFU UniverCity Childcare Centre project; and 11 awards at the 2012 VRCA Awards of Excellence event.
Safety Initiatives The slogan “Think Safety, Work Safely”
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embodies the company’s culture in regards to insuring that every employee on every job is safe every day. Under the company’s HS&E Program, every person from individual worker to senior management is responsible and accountable for maintaining a safe environment. The company’s safety programs exceed regulatory standards and its team of health and safety professionals works closely with managers and workers to support LedCor’s diverse operations. Every site crews holds a mandatory daily meeting to discuss HS&E issues and make sure workers adhere to the established site-specific
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native Aboriginal owned companies on projects. The company mandates Aboriginal awareness and cultural training for all senior management and makes it available to all employees. The programs provide LedCor employees with the knowledge and skill necessary to work with the native community, stressing an appreciation for history and culture. Among programs LedCor supports are Aboriginal Human Resource Development Council of Canada, the National Aboriginal Trades Leadership Committee, and the First Nations Training and Employment Partnership Program.
COMPANY INFORMATION safety protocol.
Committed to Community The company’s charitable contributions are legendary. In the past 10 years it has donated more than $24 million to more than 300 charities across North America with a focus on children’s health and access to post-secondary and trades education. Recipients include 26 pediatric hospitals, 13 Make A Wish chapters, 42 United Way chapters, 19 Boys & Girls Clubs/Big Brothers Big Sisters chapters and 10 food banks.
Company Name:
LedCor Group of Companies
Industry: Construction
Est: 1947
Website: www.ledcor.com
LedCor also strives to partner with
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ABC Florida East Coast Chapter :
Serving the needs of South Florida’s contractors
The ABC East Coast Chapter espouses the merit shop philosophy and as the largest industry association in Florida, serves as the voice of commercial construction Written by Kevin Doyle Produced by Stephen Marino
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hen Hurricane Irma careened through Florida in September 2017 causing catastrophic damage in excess of $100bn, Associated Builders and Contractors (ABC) Florida East Coast Chapter stood ready to help both residents and its members impacted by one of the most ferocious Atlantic Ocean storms on record. “A lot of people need help that don’t have the means themselves, the elderly and the poor. Those are the ones we try to do extra outreach with. The hurricane just made a bad situation even worse,” says chapter President & CEO Peter Dyga. “We have the contacts. We can reach out to our 500-plus members and say ‘Can somebody out there help this person?’ That’s one of the ways we can help, through sheer volume of contacts. “South Florida and especially the Keys have a long way to go to recover. In the Keys, there are often not enough contractors to begin with and a lot of them lost everything – their tools and, in some instances, their only form of transportation. We’re able to help,” Dyga adds. “There is going to be a lot of long-term reinvestment in infrastructure. Any way we can help out, we’re trying to.”
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The association is a member of the Disaster Contractors Network in Florida and has also partnered with The United Way in the recovery effort. Now in its 50th year, the ABC East Coast Chapter espouses the merit shop philosophy and serves as the voice for its membership at the local, state and federal levels of government. As the largest construction association in Florida with the highest percentage (67%) of contractors, it provides industry training, safety training and professional development
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the Florida Legislature. He became President in 2012. The chapter is regarded as a leader in Government Affairs, now under the leadership of VP Carol Bowen. “To get a single bill passed in State Legislature is a challenge – we had three of our major objectives pass (in 2017) and I just think that speaks incredibly well to our influence and the respect we have in Tallahassee,” says Dyga. “We’ve gotten better at the things we were recognized leaders of. It comes down to you have to be in tune with your industry needs.” The association supplements Bowen’s work with contract lobbyists to ensure it has maximum opportunities to each of its 518 members. “We are very conscientious about being a contractor organization. The contractor community doesn’t always see eye-to-eye. You have General Contractors and the Specialty trades but all are equal within our association. Our goal is to represent the entire industry,” Dyga explains.
A Respected Voice Dyga joined the chapter in 1999 as its Vice President of Government Affairs after seven years working for
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North American Construction Journal representation. ABC also holds the largest industry “Day on the Hill” in Tallahassee. “It is the largest gathering and it’s important for any industry to be there. Legislators want to hear from company owners, the people signing the paycheck. We take contractors up there for a day and a half and encourage them to have conversations with legislators about the challenges we face in the industry,” Dyga explains.
Pitching the Profession Replenishing a work force that is aging out of the industry has long been a challenge across the
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We have the contacts. We
can reach out to our 500-plus members and say ‘Can somebody out there help this person?’ That’s one of the ways we can help, through sheer volume
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of contacts.
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country. The impact of Hurricane Irma has exacerbated that problem in South Florida, creating more work in an already tight market. Dyga says ABC spends about $2 million in training, marketing and PR, sponsors programs at middle and high schools, and engages with school counselors. Importantly, he says the message had to change. According to research by the Federal Government, 65% of jobs in in the future will not require a traditional four-year college degree. “The opportunities available in construction are good first choices
North American Construction Journal that are in high demand. They may require a journeyman license, or apprenticeship, but you will have zero student debt and a job right from the get-go. In Florida, student debt has to be borne by the contractor. So you’re working while you’re training,” Dyga points out. In addition to middle and high school students, those in the 25- to 35-year-old age group who may be disillusioned with their chosen profession are a prime target market. “Our culture is such that everyone is encouraged to go to college. It’s like turning a battleship, but we’re trying to change that. A good
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alternative is a four-year certification program. It’s not a booby prize. It’s an equally good first choice,” he stresses.
Safety Initiatives The more than 900 apprentices who are association members are immersed in the importance of job safety for the first six months of their tenure. “It includes OSHA 10 training. Safety is a huge part of what we’re about. It’s a culture thing and, as an industry, we need to be sure we are promoting it,” Dyga asserts. Nationwide, as an organization, ABC’s Safety Training and Evaluation Process (STEP) provides every contractor the tools necessary to evaluate and assess its own safety protocol. “We have as many of our members take part as possible. You find out where your shortcomings are and you find out how to improve them. If it’s inconvenient for our contractors to go somewhere to take OSHA classes, then we’ll bring it to them. We can offer that convenience,” Dyga says.
Professional Development The association has a Young Professionals Committee and a
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“They may need some soft skills or some advanced management skills to achieve even higher goals in their professional career,” Dyga says. “It’s been a tremendously successful program.” The association also maintains two student chapters at Florida International University and Florida Institute of Technology, which both offer Construction Management
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“
To get a single bill passed in
State Legislature is a challenge – we had three of our major 0bjectives pass (in 2017) and I just think that speaks incredibly well to our influence and the respect we have in Tallahassee.
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Leadership ABC program. Its member companies are encouraged to identify employees who may be interested in pursuing a management track.
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- Association President Peter Dyga
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COMPANY INFORMATION degrees. Additionally, it provides apprenticeship, foreman and superintendent training, the latter through a two-week program at Purdue’s highly acclaimed Project Management Academy. In the final analysis, given the depth and breadth of all that the ABC Florida East Coast Chapter offers, it is sound business for South Florida commercial contractors to become members.
Company Name: ABC Florida East Coast Chapter
Country: U.S. Industry: Construction Est: 1968 Premiere Service: Industry Association
“We’re in tune with our industry needs. In general, we’re here to be part of the solution,” Dyga concludes.
President: Peter Dyga Website: www.abceastflorida.com
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Baker Concrete Construction, Inc. :
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Premier Concrete Solutions Specialist Baker Concrete’s South Florida location in Fort Lauderdale has been building relationships and delivering high-end projects for 15 years. Written by Kevin Doyle Produced by Stephen Marino
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rom humble beginnings in 1968, Baker Concrete Construction, Inc. has evolved into one of the nation’s largest specialty contractors with thousands of co-workers at 14 offices across the United States. Yet the company established by Dan Baker and his brothers has never lost that down-to-earth family feel. It is a trait that has served the company well through its first 50 years, a time during which it has completed nearly 11,000 projects. With exception of highly specialized trades, the company selfperforms all work. “Dan has built the company with strong core values. We continue to work with those values of People, Honor and Grit. We are a people business that just happens to build some amazing structures. Dan has built the company on the belief that ‘Our word is our word.’ We are fairly large in our realm of construction and we still maintain a gritty, humble culture that makes us different,” says Kerri Smith, Vice President and General Manager of the South Florida office based in Fort Lauderdale. The South Florida location serves the area from West Palm Beach to Key West, including Miami and Fort Lauderdale. “We have hard-working people giving it their all 12 hours a day. It is a humble group, but we do enjoy driving by
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structures and saying to our families ‘We built that’,” adds Smith, who has been with the company for 14 years. Baker Concrete provides a range of construction and management services to the Civil, Commercial, Heavy Industrial, Institutional, Energy and Power, and Multi-Family sectors. Core competencies include structural excavation, concrete formwork design and installation, concrete reinforcement
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There will be 121 units, ranging in size from 1501 to 2964 square feet and in price from $845,000 to $2.04 million. Condominiums begin on the 16th floor with the lower levels occupied by a Hyatt Centric hotel. Gables Station: Gables Station is a proposed high-density, mixed use TOD project located directly adjacent to the Miami Metrorail line. The project contains a diversity of uses including 450-500 residential units, an extended stay hotel, and approximately 80,000 square feet of retail distributed throughout, including a full service grocery store. The project design creates extensive high quality public space throughout the project for the enjoyment of the residents, visitors, and locals.
installation, and concrete placement and finishing; and preconstruction services that comprise conceptual estimating, project scheduling, design assist and value engineering, and technical and constructability reviews.
Key Florida Projects 100 Las Olas: Upon completion in 2020, this will be the tallest residential tower in Fort Lauderdale with 46 levels.
Panorama Tower: Baker Concrete earned Eagle Award recognition from the ABC East Coast for its work on this 83-story mixed-use development in the Brickell financial district in Miami. The tallest building in Florida – and tallest residential building south of New York City – has a gross square footage of 2.6 million SF. Baker concrete’s scope of work included 155,000 cubic yards of concrete, 22,000 tons of reinforcing steel and two million pounds of post tensioning cables. The company set a record for pouring 11,677 cubic yards of concrete for the foundation in 23 hours. Marlins Park: The home to Major
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Our growth, and our entire
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keeping them engaged and by having
League Baseball’s Miami Marlins opened in 2012 on the site of the former Orange Bowl. The stadium’s retractable roof moves on massive site-cast track beams. The concrete shell consists of approximately 750,000sf of cast-in-place elevated decks and rakers that support the precast stadium. Baker and Form Works were joint venture contractors on the project.
a strategy. Everything else takes care
Safety Measures
business, is about relationships. We are a people business and we build relationships with our customers by
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of itself.
- Kerri Smith, VP and General Manager www.naconstructionjournal.com
Baker Concrete has embraced an Incident and Injury Free Safety (IIF) culture that centers around caring about the individual and sending everyone home safely. The company has instituted a national training program that includes targeted
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North American Construction Journal new-hire orientation programs, scheduled safety trainings, weekly “tool box” talks on job sites, observation programs and period reviews. “Safety isn’t a department, it is a culture, a way of doing business and about caring about your family. We are not super tough just because we are in construction. Regardless of your industry, if you get hurt your family suffers. We want our coworkers to be safe for themselves and for their family. It’s a ‘You are your brother’s keeper’ mentality,” stresses Smith. “Safety starts at the top. You have to walk the talk, set the tone and truly care.” The company is one of 30 original
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sponsors of National Construction Safety Week. The theme for the 2018 event from May 7-11 was The Power of Safe Choices with national and global firms joining forces to raise awareness of the industry’s commitment to eliminating injuries.
Operations Customer engagement and relationship building goes hand in hand with success. “We have been in South Florida now for 15 years. Our growth, and our entire business, is about relationships. We are a people business and we build relationships with our customers by keeping them engaged, having a plan and delivering. Everything else takes
North American Construction Journal care of itself,” Smith states. “When a customer calls and they say ‘We want you there – this is a Baker job’ and it comes from not just the highest level but the project team as well, that’s a strong relationship,” Smith notes. The company belongs to multiple associations and Smith was a member of the Board of Directors for the ABC Florida East Coast chapter. She considers the networking opportunities and the ability to foster relationships, coupled with ABC’s legislative clout, to be invaluable. Baker uses the latest iterations of technology such as Building Information Modeling (BIM) and
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Virtual Design & Construction (VDC) for applying BIM to real-world processes. Both are supported by cutting edge software and utilized throughout out the project life cycle. The company carries Leadership in Energy and Environmental Design (LEED) certifications in water efficiency, energy and atmosphere, materials and resources, materials and certified wood, indoor environmental quality, innovation in design, and regional priority.
Meeting Challenges The issue of experienced workers aging out across the construction industry and attracting qualified replacements is a reality for companies
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If the culture fits the person
and they fit the culture, we can teach anybody anything. People can make their own way here and we want them to move up with fire in their
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belly.
- Kerri Smith, VP and General Manager
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across the country. It is magnified, Smith says, because “a lot of the good construction people that are two generations in are pushing their third generation into other industries. We are experiencing a lot of growth and this is a dynamic time for the construction industry. We have to tell that story along with the plethora of opportunities available to co-workers who fit our culture. ” Delivering a positive message about the industry is a key component in the effort to combat the talent drain and replenish the workforce. “We’re continuing to be diligent about getting the right talent. The industry is full of opportunities and the work is
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fulfilling. We’re building structures but, in doing so, we are building lives. We’re pretty prideful about that,” Smith says. The company has a long history of providing students the opportunity to gain skills and hands-on experience in areas such as trades, field supervision, project management, estimating, marketing, finance, talent management and pre-construction. Programs are updated to mirror industry trends and changes. “For us it’s about finding a strong culture fit. If Baker’s culture fits the person and they fit our culture, we can teach anybody anything. People can make their own way here and we want them to move up with fire in their belly,” Smith says.
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believe it won’t build on the solid foundation already in place and continue to enhance its position as a market influencer. “I believe we can change the way the industry does business and make it a profession people are drawn to. In fact, I believe it is our responsibility.” Smith concludes.
COMPANY INFORMATION
Company Name: Baker Concrete Country: U.S. Industry: Construction
Additional challenges include managing the escalating cost of rebar materials and managing manpower when project start dates shift. “We need to keep our guys working and start dates can fluctuate,” Smith says.
Est: 1968
As the company embarks on its next 50 years, there is no reason to
Website: www.bakerconcrete.com
Premier Service: Specialty concrete construction contractor President: Brad Wucherpfennig
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Plaza Construction Group Florida:
Setting the bar high in the Miami-Dade market Innovative powerhouse Plaza Construction Group Florida forges a reputation for delivering excellence on each and every job Written by Kevin Doyle Produced by Stephen Marino
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hether providing expert consulting services to the financial industry or designing job-specific safety programs, innovation continues to set Plaza Construction Group Florida apart from other firms operating in the burgeoning Miami-Dade County marketplace. Established in 2004, Plaza Construction Group Florida serves as the Southeast Regional hub of New York-based Plaza Construction (est. 1986) and is a subsidiary of China Construction America (est. 1985). The company has diligently forged a reputation for excellence and at the outset of 2018 has approximately $1 billion in various stages of production, almost all within Miami-Dade County. The company employs 265, generates continual repeat business and maintains long-standing relationships with a key core of sub-contractors. As one of the industry’s leading full-service Construction Management/General Contracting concerns, Plaza Construction Group Florida’s portfolio encompasses numerous sectors. President Brad Meltzer says success results from the company’s unwavering commitment to doing business the right way from concept through to completion of every job. “Keeping focused on the bottom line
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and staying in constant communication with our clients is crucial. We want them to all feel the excitement and significance of project completion. We help them to stay calm, to stay focused and to be in the moment. I liken it to great athletes and how LeBron James deals with the championship moment. He says he sees people coming at him in slow motion. The folks who are able to that in our business, to stay focused under pressure, become the champions of the industry,” explains Meltzer, who studied pre-med for a year before following his father’s footsteps and
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turning to architecture. He joined the company in 1990.
function one typically associates with contractors.
Financial Consultants
“You may see our name on a sign at the top of a skyscraper and that’s what you’re aware of. But, we might be providing these services to others all over town. It’s just that it’s under the radar,” Meltzer notes.
The company provides its expertise, Meltzer says, as a way to “to keep an eye on the money and to make sure someone savvy in construction is keeping an eye on the projects and making sure the jobs are going in the right direction. We are seeing an increase in that service area right now.” The service, though not new, is not a
He adds that, since Plaza Construction was born out of a real estate development firm, it understands how the process works from the perspective of both the lender and the developer.
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North American Construction Journal “It bridges the gap. We like it because it allows our senior staff to really spend time on both sides of the equation. If you spend time helping developers and lenders, when it’s your moment to work for them, you have a greater appreciation of the clients’ needs and you are better suited as to how to service them,” Meltzer says.
A 3D Safety Approach The company’s integration of Building Information Modeling (BIM) has taken its safety program to the next level. “We’re using BIM to help with safety logistics. In addition to fall protection and all the items that go into safety on every job, we’re now looking at projects in terms of the [location of]
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Keeping focused on the end
line and staying in constant communication with the stakeholders is crucial. We want them to all feel the excitement and significance of
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project completion.
- President Brad Meltzer www.naconstructionjournal.com
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North American Construction Journal neighboring buildings and the project adjacency to highways and train tracks. By putting the safety plan into a BIM model we get the 3D aspect of a project and see things with better perspective,” Meltzer explains. The company’s BIM Department works in conjunction with Safety and Scheduling. “The safety needs to be different from where we’re digging a hole in the ground or putting in piles as opposed to when we’re 30 stories up in the air,” Meltzer stresses. “The plan evolves as the job grows and if we know how the project will evolve we can prepare for the proper cost for the safety plan. It’s really been a wonderful process.”
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The company’s Corporate Safety Director collaborates with each project Safety Director to develop project-specific safety protocol. “He works with the team to build a custom safety plan. It is our job to determine the risks and customize the plan for each project. He is looking for ways to increase awareness with the staff and introducing technology to make each site safer,” Meltzer says.
Premier Projects One Thousand Museum: This project topped out in mid-February 2018. The stunning vision of the late Pritzker Prize winner Zaha Hadid, this 62-story high-end condo tower rises
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“This is, arguably, one of the most notable projects in the USA. The Pritzker Prize is like their Nobel Prize. She has done only done two projects in North America. She passed away [in March 2016] and this will be a real legacy to her design portfolio,” says Meltzer of Hadid, a native of Iraq who became a naturalized citizen of the UK and part-time resident of Miami. Paraiso Bay Complex: Work on this 11-
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Zaha Hadid has done
only done two projects in North America. She passed away in 2016 and One Thousand Museum will be a real legacy to her design portfolio.
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709 feet and features an exoskeleton made up of 5,000 pieces of lightweight glass-fiber reinforced concrete (GRFC). This legacy building is the world’s first to use GRFC as permanent formwork.
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- President Brad Meltzer www.naconstructionjournal.com
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acre site began in 2015 and will wrap up later this year. Upon completion it will include the 55story Paraiso Bay, 53-story One Paraiso, 44-story Paraiso Bayview, and Gran Paraiso. All told, the complex will have more than 1,300 residential units. The Ritz Carlton Residences: Construction on this 126-unit high rise luxury condo development in Miami Beach is nearing completion. Amenities will include two 24-hour attended lobbies, 24-hour valet service, on-site marina, private day
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yacht, on-site private car, on-site spa, sauna and fitness center, and a roof-top pool with waterfall and meditation garden. Biscayne Beach/Edgewater: The company has wrapped up its work on the 391-unit, 52-story residential tower, one of five 48- to 52-story towers to be built in a three-block area. It opened with all but four of its units sold. Aventura Mall Expansion: Completed in November 2017, this three-story project provided an
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additional one million square feet of parking and another one million square feet of retail and food court space. The W Hotel: Plaza Construction’s capabilities were on full display for this $180 million project that included a tunnel and 35,000 square feet of underground office space completed in 27 months a decade ago. “The materials selected were world-class and the owner was wise in how they spent the money and understood the quality of design. Ten years later the project is still beautiful and looks like it did when we finished it. That’s what happens when you use good materials,” Meltzer notes.
People and Training Under the direction of Human Resources Director Maria Moline, the company has implemented an innovative Plaza Futures rotation program that immerses those with two years or less experience into all aspects of the industry. Participants work 28 weeks in the field, 32 weeks in price management, six weeks in construction control and accounting and six weeks in preconstruction. The first Plaza Futures class completed training in January 2018. “They get a mentor and keep in touch
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with that person throughout the program. We have a graduation and then they sit down with their mentors and discuss their best career path. We are excited to see what this does for [the first graduates] careers,” Meltzer says. Additionally, the company provides LEED certification training, Project Management training and safety training and is placing renewed emphasis on its Reinforcing Our Construction Knowledge (ROCK) program, utilizing third-party companies. Plaza Construction actively recruits personnel from universities with Construction Management programs.
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“When someone joins the company, they have a more focused career path. We believe if we invest in them, then they in turn will invest in us. The investment is in our company,” Meltzer explains. As a committed community partner, Plaza Construction takes part in any number of charitable initiatives such as charity bike rides, fundraising for Thanksgiving programs, building classrooms at shelters, and raising money for foster care support groups.
Day To Day At the top, the company’s Operation Managers maintain and oversee a book of business. “They are all extremely senior and
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many of them have worked in all of our fields. Consulting can fall under any one of the groups and they are all prepared to provide the appropriate services,” Meltzer explains. Managing multiple start and completion dates that often overlap requires the company to be nimble and flexible. “Cycling people from job to job when projects overlap becomes a juggling act. From a staffing perspective, it is one of the toughest challenges all contractors face,” Meltzer observes. “We have meetings every other week to review start and completion dates and review which ones may change. For example, I may need 15 people to start a project in February that got
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North American Construction Journal pushed up from May. It’s a good problem to have but to resolve it you need to have a deep bench as we call it. We may have over-qualified people working that we can peel away from one job and put them in a leadership role on another job,” he continues. The company is painstaking in its dealings with subcontractors. “We have a core group that we have been working with and both they and new subcontractors go through a pre-qualifying process for each job that includes financial review and operations review to make sure they can handle the job and are slotted into the appropriate size project,” Meltzer notes.
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In recognition and appreciation of those relationships, the company holds an annual Appreciation Night at an area restaurant. The company maintains multiple association memberships, including the Construction Association of South Florida (CASF), the Associated Builders and Contractors (ABC), the Construction Employers Association (CEA) and the Latin Builders Association and Meltzer sits on the board of China Construction America. Relationships developed through the associations, Meltzer says, make it comfortable to occasionally “call my competitors and ask them questions about subs or about issues on a similar job.”
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If you spend time helping
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developers and lenders, when it’s your moment to work for them, you have a greater appreciation of the clients’ needs and you are better suited as to
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how to service them.
- President Brad Meltzer
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Closing Thoughts
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COMPANY INFORMATION
For Meltzer, work is anything but and he welcomes the depth of responsibility that his position as company President brings. “My job can change on a dime. I might be talking to a top developer about their current project, or trying to land the next big job. Or, I might be talking to an intern about their future or one of our people who might some help because they are going through a difficult time. The job can literally be anything at any given moment. We do what it takes,” he stresses.
Company Name: Plaza Construction Group Florida Country: U.S. Industry: Construction Est: 2004 Premiere Service: Construction Management, General Contracting, Program Management, Design/Build and Construction Consulting. President: Brad Meltzer
It’s an approach that clients, no doubt, truly value.
Website: www.plazaconstruction.com
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Johnstone Moyer Inc. :
Veteran leadership group maps out a path to success Johnstone Moyer Inc. of San Carlos, CA, has emerged as a market leader in Design/Build, pre-construction, construction and post-construction services across multiple sectors. Written by Kevin Doyle Produced by Stephen Marino
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on’t be deceived by the relatively short history of Johnstone Moyer Inc. Well into its second decade of operation, the company’s management team boasts combined industry experience and wisdom that matches that of much older firms. The abundant knowledge of co-founders John Moyer and Bill Johnstone, who had worked together at a previous firm, was apparent during The Great Recession when JMI (Johnstone Moyer, Inc.) was still in its formative stage. “The company was very smart in the downturn and actually became more profitable,” notes Mike Smith, Vice President of Pre-Construction. “They (Johnstone and Moyer) put their salaries back into the company and invested in the two things that are important for any company – their people and the infrastructure.” Systems were improved, project management strategies were enhanced, and continual training was provided in preparation for an industry uptick. “We also invested in getting good people. We were able to maintain those people during the
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downturn and not lose anyone. When the market came back, instead of being one of the casualties of the market change, JMI (Johnstone Moyer, Inc.) was ready to pounce and get in front of everything. Our clients saw that we were ready and organized to get to work. We knew what we were doing and word got around really quickly,” says Smith. With headquarters in San Carlos, CA, the company has emerged as a market leader and provides Design/Build, pre-construction, construction and postconstruction services in the multi-family, renovation and hospitality sectors. It maintains a second location in Irvine, CA
North American Construction Journal and generates annual average project volume in the $200 - $300 million range. “Our largest growth into becoming a leader in our market has been in this last cycle, starting in 2011 or so,” Smith points out.
Top Projects The company typically has seven or eight projects running at any given time and has garnered multiple industry awards. Its Stonegate Condominium complex in San Mateo received the prestigious Gold Nugget Award, nominated in the Best Infill, Redevelopment or Rehab Site Plan and Best Attached
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Housing Project categories. Projects currently under way include: Neptune Marina: This 526-unit $200m multi-family mixed-use project in Marina del Ray sits right on the waterfront. Upon completion it will have four buildings of four floors each with units ranging from studios to three bedrooms. “We’re just getting going on it and it’s going to be a beautiful project,” says Smith. 3093 Broadway: This 423-unit project in Oakland features wood-framed Type III apartments over two stories of concrete
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North American Construction Journal podium. The lower level incorporates retail space and also maintains an historic showroom from the previous building on the site. Premier completed projects include: AC Hotel Oyster Point: The company will soon complete its second project for this Marriot subsidiary out of Spain. The 187-room, six-story wood frame building features a ground floor hospitality area, meeting rooms and a full-service bar and incorporates a curtain wall system looking out over the bay. The Foundry: Located in San
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Jose, the 238 apartments wrap around a five-story above ground parking structure. There are also five separate two-story walk-up structures. AC Hotel San Jose: The 210-room, seven-story hotel was the second AC property built in the United States, is located in the city’s downtown core and includes numerous hospitality amenities. Parker Place: Located in Berkley, this project of two buildings and 155 total units was constructed over a three-level subterranean parking garage. The main structure includes 18,000sf retail space for an anchor tenant. The
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Operations and Challenges Smith says the biggest obstacle facing Northern California operations are securing manpower and qualified companies to work with. “We love doing Design/Build and we will take it depending on the market trend. If the market is way down and everyone is competing really heavily for work, maybe it doesn’t make sense to do Design/Build because there
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JMI is very much about the
relationship in any given deal. Our ultimate goal is that everybody high fives at the end of a job and says ‘Let’s do another one.’ We’re not going to get that if we put a green team on something.
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façade of the previous structure was maintained and integrated into the new buildings.
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- Vice President Mike Smith www.naconstructionjournal.com
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are some very qualified designers out there” Smith explains. “However, right now, it’s by far in the best interest of the owner. We’re locking in manpower because we’re getting into somebody’s pipeline, and we’re locking in costs and providing all those benefits that everyone already knows about,” he adds. The challenge, as a non-union company, is working with a small pool of sub-contractors in the Bay Area qualified in Type 3 and Type 5 construction. While JMI (Johnstone Moyer, Inc.) believes strongly in partnerships, Smith says the company also doesn’t “like putting all of our apples in one basket – we still want to distribute it a little bit.” California’s ever-changing Energy Code is an ongoing concern when it comes to Design/Build sub-contractors. “Making sure they are staying on top of what those code iterations are is a big deal and we’re trying to come up with creative ways to tackle those. The California energy code is probably one of the most onerous in the nation and when they do come out with a new iteration, there are subtle nuances,” Smith notes.
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Such as? “This year they have window switches for HVAC systems so if you leave your window open for five minutes, it automatically shuts off the HVAC,” Smith says. “So we’re learning how to deal with those economically while meeting the intent of the code in a way that isn’t going to cost the owner an arm and a leg and allows us to comply and build this project. Making sure our subs are staying on top of this as well is critical.” Smith stresses JMI will always put the best team in the field and
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When the market came back,
instead of being one of the casualties of the market change, JMI was ready to pounce and get
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in front of everything.
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North American Construction Journal will never employ a sub-contractor that has no familiarity with the company, its culture and its method of operation.
Staying Safe JMI (Johnstone Moyer Inc.) works closely with a third party company to develop, maintain and enforce a robust safety policy. “All of our staff are heavily trained in safety and take the responsibility for it. We find that having that extra layer with a third
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party coming in and doing random inspections and rating our sites works well. They’re neutral and they don’t have any biases toward the company. They’re going to tell it like it is and that’s what everybody needs, quite frankly, from a safety standpoint,” Smith says. The company’s Superintendents and Assistant Superintendents undergo constant training to remain current with protocols and procedures. And the company holds quarterly and annual safety
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Moving Ahead As a committed project partner that places the clients’ needs first with its “hands-on” approach, JMI (Johnstone Moyer, Inc.) has grown to the point that it can now be selective about the projects it chooses. “In the last few years we have definitely had to turn down projects. The principles will have a ‘go, no-go’ session any time a project comes through the door. We evaluate who the owner is, what the project looks like, who the stakeholders are, the times, and what we look like staffing wise. We make an educated decision if this is something we can take on or not. If we can’t we’re happy to give people a referral,” Smith says. “JMI (Johnstone Moyer, Inc.) is very much about the relationship in any given deal. Our ultimate goal is that everybody high fives at the end of a job and says ‘Let’s do another one.’ We’re not going to get that if we put a green team on something,” he concludes. It’s a good place to be, determined by a course mapped out a decade ago.
“
We love doing Design/Build
and we will take it depending on the market trend … Right now, it’s by far in the best interest of the owner.
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recognition programs to recognize its safest teams.
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- Vice President Mike Smith COMPANY INFORMATION
Company Name: Johnstone Moyer Inc. Country: U.S. Industry: Construction Est: 2005 Premiere Service: Full-service construction company. President: John Moyer CEO: Bill Johnstone Website: www.johnstonemoyer.com
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Johnson Bros. Corporation, a Southland Holdings Company :
Bridging the gaps in Florida and beyond Johnson Bros. Corporation has earned a well-founded reputation as an industry-leading heavy civil contractor Written by Kevin Doyle Produced by Stephen Marino
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ased in Florida for more than 30 years, Johnson Bros. Corporation, a Southland Holdings Company, has earned a well-founded reputation as an industry-leading heavy civil contractor in the bridge, heavy highway and marine construction sectors.
are quality people and I couldn’t ask for anyone better to work for. It transcends from the top. People see that and it motivates them. We’re a large organization with a family-type atmosphere and that’s intentional,” he continues.
The company’s extensive and diverse portfolio includes work for public and private clients on suspension bridges, PT segmental bridges, , bascule (draw) bridges and both swing-span and lift span bridges as well as highway, infrastructure, marine, industrial, and emergency construction services.
Lewis & Clark Bridge: At $66.3m, this project for the North Dakota DOT is the largest infrastructure project in state history. The new bridge opened in August 2017, replacing the obsolete Missouri River Bridge near Williston, N.D. The work included a six-span continuous deck unit of more than 1,500 feet in length and close to 85 feet wide. The scope of work also included a wildlife relief bridge, nearly five miles of
The company self-performs the vast majority of its work and has been a part of Southland Holdings since 2011. Company Vice President and Operations Manager John Meagher says the company’s success filters from the top down. “We have been successful because of the folks we have working for us and because the owners have put us in position to win – they have provided everything we need to succeed,” Meagher says. “The people that work here genuinely like each other. It’s not ‘me first’ – it is a team approach. You can call anyone at any time and someone is always willing to help. The owners
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Premier Projects
North American Construction Journal associated roadway widening, and removal of the existing bridge structure. Fort Hamer Bridge: The new $33M, 1.4-mile two-lane bridge for the Manatee County Public Works Dept. spans the Manatee River and connects Upper Manatee River Road to Fort Hamer Road near Bradenton, FL. Work included widening of existing roads and shoulders, relocating existing roadside ditches, addition of sidewalks, addition of turn lanes at each intersection, construction of utility adjustments, and the addition of bike lanes. This bridge was awarded No.7 of Roads and Bridges Magazine’s “Top 10 Bridges of 2017.
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“
We have been successful because
of the folks we have working for us and because the owners have put us in position to win – they have provided everything we need to succeed. - Vice President/Operations Manager John Meagher
“It gives residents another route and
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North American Construction Journal allows them to avoid the interstate. It’s very important for the people who live there,” Meagher observes. Southern Boulevard Bridge Replacement: This $93 million State Road 80 project in Palm Beach is targeting a Winter 2020 completion date. Meagher notes that the eastern landing of the bridge “ties into President Trump’s Mara Lago compound.” In addition to replacing the existing draw bridge and tide relief bridge over the Intracoastal Waterway and Lake Worth Lagoon, a temporary bridge is being built in order to maintain traffic flow while the replacement bridge is under construction. Birmingham I-59/I-20 Bridge: The
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$475m project is the largest ever commissioned by the Alabama DOT. The segmental bridge is being built in three phases with Phase Two targeted for completion in Fall 2018. “It’s a metal bridge with a lot of ramps and the segmental part is the meat of it,” Meagher explains.
Safety Initiatives The company is committed to maintaining an accident-free work environment; its motto, “Protect My Family”, speaks to that goal. Key to its safety efforts is the enforcement of a zero tolerance program that mandates a drug-free workforce. “We take it from the top down and the bottom up. We have lots of daily
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Day to Day
“
We find that hiring entry level
folks is the best avenue to success. We bring them in without them being influenced and train them the way we
“
and weekly talks about safety and we have a dedicated phone-in conference on safety every other week. It doesn’t matter how successful you are as a company if you are not safe. We have to make sure out people are safe and that the risks are minimized because it is very dangerous work,” Meagher explains.
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As Operations Manager, Meagher oversees everything from job estimating to personnel management.
want them to do things.
“I am a field guy at heart. I make sure they have everything they need to do the job and that everything flows as it should. Whatever needs to be done, I
- Vice President/Operations Manager John Meagher www.naconstructionjournal.com
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do – and so does everyone else who works here. That’s the culture,” he says. Self-performing the majority of the work allows the company to maintain control of the production schedule, project cost and the finished product. “We like to control our own destiny as much as possible. We have a good idea of how we like things to be done,” Meagher says. The company does maintain a dedicated core group of sub-contractors in the specialty trades “We do a lot of repeat business with our subs – we know what they can
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do and they know what we expect. We sub out to folks that we know can perform. We like to work with companies that we have worked with before – they have to be successful if we’re going to be successful,” Meagher says. The company is a member of the Florida Transportation Builders Association (FTBA) and Meagher is a member of the association board. “It’s a well-respected association and (President) Bob Burleson is the best I’ve ever seen at what he does. The relationship with the Florida DOT is great because of him. The communication is seamless and he gets you an audience with the right
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people to get things done. They are more than happy to talk with us,” he says.
drug-infested home and had all of her worldly possessions In a garbage bag. That really bothered me.”
Off the job, the company is a committed community partner. It donated to State Troopers in the Keys who lost their homes during Hurricane Irma in 2017. At Christmas, it provides money and gift cards to families in need.
Recruitment and Retention
“We visited the Children’s Home at Christmas and when you see the tough breaks some kids get, it hits close to home. They can’t help who raises them. Our goal is to give back – we are pretty blessed and try not to take things for granted,” Meagher explains. “There was a 12-year-old girl there who had been removed from a
The company faces the same problem that plagues the industry across the country – replenishing a skilled work force that is aging out. “Finding qualified craft people is the biggest challenge. There is a lot of competition in Florida and everyone is competing for the same people. The recession took a lot of guys out of the industry but didn’t put enough back in as the economy has gotten better. As a company you have to figure it out or you fail,” Meagher notes.
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North American Construction Journal To address the shortage, the company focuses on hiring engineers fresh out of college and offers apprentice programs for young laborers who want to grow with the company. “We find that hiring entry level folks is the best avenue to success. We bring them in without them being influenced [by another company] and train them the way we want them to do things. Experience is very important in this business and the only way you get it is by actually working. You can’t accelerate that process,” Meagher observes. He adds the company evaluates its work force constantly and prefers to promote from within.
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“Our Project Managers, foremen and Superintendents all have an eye for talent. They coach and train the guys who show initiative and want to advance. They’re out there with them, shoulder to shoulder. This business is built with sweat, so it’s easy to see who’s doing the work,” Meagher says. He advises those new to the industry to give it a chance: “A lot of people are too quick to give up. It takes time to learn how to work and to be good at it. You have to learn how to be efficient and how to take the longer view. It’s not going to happen overnight.”
Final Observation The company’s culture fosters
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SR 80 Project
COMPANY INFORMATION
Company Name: Johnson Bros. Corporation Country: U.S.
excellence. It is well entrenched and, Meagher says, the work force welcomes the unique challenges it faces every day. “I have been doing this for 30 years. No two days are ever really the same and I like the challenges,” he notes. Challenges that Johnson Bros. Corporation’s clients can expect will continue to be met with professionalism and excellence.
Industry: Construction Est: 1929 Premiere Service: Heavy civil contractor in the bridge, heavy highway and marine construction sectors.
Vice President/Owner: John Meagher Website:
www.southlandholdings.com
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Crosslinx Transit Solutions :
A Powerhouse P3 Partnership ACS-Dragados, AECON, EllisDon and SNC-Lavalin join forces on Toronto’s massive Eglinton Crosstown Light Rail Transit project Written by Kevin Doyle Produced by Stephen Marino
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pon completion in 2021, the Eglinton Crosstown Light Rail Transit will forever transform the footprint of public transportation in Toronto. The $5.3bn Public-Private Partnership (P3) is the largest transit system expansion project in Canada. The massive undertaking, now approximately 30 percent complete, will add 19 kilometres of new light rail (10 kilometres underground) and will travel west to east through Toronto, adding 25 new stations and stops linking to 54 bus routes, three subway stations and various GO Transit lines. Bombardier will supply the trains for the new line. To execute a project of this scope and duration, the Crosslinx Transit Solutions consortium was formed, consisting of four equal partner global leaders in transportation infrastructure with more than 350 years combined expertise: ACS-Dragados, AECON, EllisDon and SNC-Lavalin. Created specifically to design, build, finance and maintain this project, CTS will remain in existence for 36 years from project start through to contract completion. Long-time EllisDon executive John Bisanti is serving as Chief Executive Officer for the CTS endeavor. Bisanti has more than 30 years of experience working for public and private companies as well as large institutional entities and is the point of contact for
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the clients, Metrolinx and Infrastructure Ontario. “All four companies are motivated by project success. Given the size of this project, one of the things we push is a ‘What is best’ for the project mindset. We want to use the best in class mindset and culture and that continues today when we hire people. We do what is best for the project,” explains Bisanti, adding that CST is made up of employees from each of the four partner companies as well as new hires under the overarching CST umbrella.
The Collaborators ACS-Dragados: Established in 1941, Dragados is the construction arm of ACS Group and one of the world’s
A group shot prior to th
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largest private-public partnership contractors, The company boasts an impressive list of infrastructure accomplishments.
with a portfolio that includes groundbreaking Canadian buildings, including SkyDome (now Rogers Centre) and the PwC Tower.
AECON: A Canadian leader in construction and infrastructure development. Aecon provides integrated services to private and public sector clients in the Infrastructure, Energy and Mining sector, as well project management, financing and development services. They take pride in sustainable building projects that connect communities, homes and people.
SNC-Lavalin: Established in 1911, SNCLavalin has become one of the world’s premier engineering and construction groups with specialties in oil and gas, mining and metallurgy, infrastructure and power.
he first concrete pour inside the Crosstown’s tunnels.
“Joint ventures are always challenging (and) regular communication is critical. There is going to be disruption so we need to manage that. We also need to build relations with the clients and key
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All four companies are
motivated by the project’s success. And for us, success is defined by delivering the project safely, on time and on budget.
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EllisDon: Established in 1951, EllisDon is the only private company involved in the project. The company prides itself as an innovator and pioneer
The partners are familiar with each other. ACS-Dragados, EllisDon and SNC-Lavalin have worked together on the Confederation Line light rail project in Ottawa while AECON’s vast experience adds to the depth of the partnership.
- CEO John Bisanti www.naconstructionjournal.com
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stake-holders and deliver the project on time,” says Bisanti. The Project The line will run between Mt. Dennis (Weston Road) and Kennedy Station, including the underground section from Black Creek Drive to Laird Drive. The line will be built to cross underneath the existing subway line at Eglinton West Station (Allen Road) and Eglinton Station (Yonge Street), and connect with another subway line at Kennedy Station. The final product is expected to ease congestion while delivering shorter commutes, reliable and convenient transport, and improved air quality. “This will be transformational for the
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city. The project crosses the entire economic spectrum of the city. There are some economically depressed areas and some wealthy areas. At Mt. Dennis there was a large concrete underpass and retaining wall and there will now be a giant glass box station and open pedestrian area. This project will spur development in areas because of the improved access to public transit,” Bisanti says. CTS will maintain the Eglinton Crosstown – including all stations, stops, maintenance facility and light rail vehicles – over a 30-year period and will finance the multi-billion dollar project. Utilization of the Alternative Financing and Procurement (AFP) model will leverage private sector
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A view from the worksite on the Northeast Corner of Yonge and Eglinton.
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“
This is a great industry, where
we are creating a transformational project that will leave a legacy in Toronto for decades to come – for the communities along the alignment and the people of
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Toronto.
- President & Project Director, Bill Henry
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resources, expertise and efficiencies and transfers risk to the private sector as a way to protect the taxpayer. “We continue to work with all of the key stakeholders getting permits from the city. We have three interchange stations so we need to work closely with the municipal transit agency and we are working with all of the key utilities across the city. We continue to move forward on all of that as well as the lenders we are dealing with – they review and monitor construction progress monthly,” Bisanti notes. Operations On the operations side, Bill Henry serves as the President and Project
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Inside a mining drift at Laird Station.
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Director. He has more than 42 years of experience in the industry, and most recently led an international consortium in the Middle East in delivery of a metro system. His role at Crosslinx is to lead the delivery of the new Eglinton Crosstown LRT project. On a personal level, Henry loves the challenge. “I have been doing this for over 40 years. This is a great industry, where we are creating a transformational project that will leave a legacy in Toronto for decades to come – for the communities along the alignment and the people of Toronto,” he says. Job safety is the first priority, with best
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North American Construction Journal practices from each company utilized. Workers are provided the skills and equipment to work safely and unsafe behavior and conditions are addressed immediately. “Our view on safety is always about getting better and improving. A ‘Safety First’ mentality needs to be reinforced daily with the staff, trades, and the subcontractors, especially since this project will be 85 percent outsourced to subcontractors. There is a heightened level of safety. We want our teams safe and our subs to be safe. There are daily safety talks and we start all meetings with a safety moment. We have weekly updates with our safety director and we drive
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Otis is proud to support the Crosslinx Transit Solutions Project We are dedicated to moving Torontonians across this great city
#MadeToMoveYou
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4/10/18 3:20 PM
Mount Dennis Before-After
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North American Construction Journal safety through competition among the different groups,” Henry says. With such a heavy reliance on subs, extreme vetting existed every step of the way in order to determine subcontractors’ ability to meet the high standards put forth by CTS. “We work with the most qualified subcontractors in the community and have a thorough vetting process. The companies had to be qualified and financially sound with a history of similar work. We want the best in class and the best outcome for the project,” Henry explains. CTS is performing some of the work, and the bulk of the project
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is being performed by unionized subcontractors and key unions. CTS is also engaging with organizations including the Toronto Community Benefits Network, Toronto’s Construction Connections and the Ministry of Advanced Education and Skills Development on workforce development programs and to make sure that job opportunities are available to youth and others facing barriers to employment in the communities adjacent to the project. This is part of the Community Benefits Framework that project client Metrolinx has outlined. Metrolinx recognizes that its major infrastructure investments should provide benefits for the communities in which it works,
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EXT KENNEDY MainEntrance
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North American Construction Journal including employment, apprenticeship, and local supplier opportunities where possible. It has therefore committed to include a community benefits program for the Toronto Transit Projects beginning with the Eglinton Crosstown Light Rapid Transit line (LRT). “CTS is committed to meeting the Community Benefits goals of the project, the first of its kind for this type of project, and we’re working hard to hire from the communities in which we operate,” says Henry. Additionally, CTS is utilizing advanced technology such as BIM (3D modelling), to visualize and plan construction efficiently and effectively. “You have to harness and embrace the technology that is available,” Henry observes.
Driver poses for a photo in a compact concrete truck. The trucks’ cabs swivel 180 degrees, allowing them to be driven facing either direction.
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CTS borrowed a page from the mining industry to excavate three of the deep underground stations by using the sequential excavation method (SEM) first developed in Austria. The method relies partly on the strength of the surrounding geotechnical makeup to provide tunnel support.
Challenges A work force that is aging out of the construction industry places a premium on obtaining the proper number of workers needed for this project. “There is a lot of construction happening in Toronto and there is a lot of pressure on the trades. We are seeing the aging of the workforce and the impact on the unions and the
North American Construction Journal Bill Henry
trades. There is a need to get more men and women into the industry to offset retirement, but you see that across the line,” Bisanti says.
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John Bisanti
COMPANY INFORMATION
Nevertheless, he is confident the Eglinton Crosstown LRT project is well on its way to becoming a world class transportation solution for one of the world’s busiest metro areas.
Company Name:
“I think the fact that we have four world class companies working together and that we’re leveraging the strength from each will make this project a resounding success. The companies all complement each other and make the team better as we push this project forward,” Bisanti concludes.
Est: 2014
Crosslinx Transit Solutions Country: Canada Industry: Construction
Premiere Service: Joint venture building Toronto’s Eglinton Crosstown Light Rail Transit CEO: John Bisanti Website: www.crosslinxtransit.ca
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American Technologies, Inc.:
Catastrophe
Cleanup Specialist American Technologies, Inc. of Orange, CA is the largest family owned and operated remediation and restoration company in the United States. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal stablished in 1989 by Gary Moore, American Technologies, Inc. (ATI) of Orange, CA is the largest family owned and operated remediation and restoration company in the United States. The company’s Environmental and Restoration/Reconstruction divisions work across the commercial, residential, industrial, environmental, healthcare, municipal, financial and hospitality sectors to provide services such as remediation for asbestos, lead, mold and biohazards; contents cleaning and restoration; reconstruction; and catastrophe response following natural and manmade disasters. Twenty offices span the country from California to Boston. The company employs 1,200 and completes approximately 25,000 unique jobs in a typical year with annual revenue of approximately $200 million Executive Vice President Jeff Moore says the company’s family focus, deep knowledge and experience, and integration of technology to streamline processes helps to provide the topshelf service the company is known for and which clients find attractive. “ATI is a family-owned business and we treat everyone here like they are family. My two brothers (Executive Vice President Ryan Moore and National Operations Manager Scott Moore) also
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work here and we still have employees that have been working at ATI all 29 years. We are passionate about this company and want to be part of building its legacy for years to come,” says Moore, noting that 12 employees have three generations of family members working for the company. “At the end of the day, the technology that we use is comparable to our competition, but we offer better service, at better prices and have a qualified team that is professional in demeanor and appearance. With all things considered, we make our customers happier. It comes down to our front-line staff and their ability to drive customer satisfaction, whether they’re answering the phone or working at the job site,” he says of the company’s commitment to unparalleled service. So far, so good – among its numerous industry accolades, the company has been recognized as a Top 10 Asbestos Abatement Contractor by ENR Magazine and was included on Inc. Magazine’s 5,000 Fastest Growing Privately Held Companies list from 2006-2017. ATI’s founder was also a finalist for Ernst & Young’s prestigious “Entrepreneur of the Year” award.
Multiple Capabilities The company takes on jobs of all sizes. Its ongoing work in the aftermath of a series of natural disasters that struck
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the United States in 2017 has been noteworthy. Personnel from the company’s offices in Hayward, Sacramento and San Jose, as well as its Catastrophe Team, continues to assist with the cleanup from the deadly Northern California fires. The company’s painstaking work in support of one client with a 1.1 million square foot campus and more than 10,000 employees will run in excess of $30 million. “All the landscaping burned to the ground, the outlying portable buildings were damaged and the storefront windows all popped from the heat. We
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removed every piece of flooring and all the ceiling tiles and we had to re-do all of the roofs. Ninety-five percent of the employees were in cubicles and some of those had $100,000 in computer components and gear. We had to catalog every chip, processor, pen, and piece of paper, then pack and move it. Every square foot had to be cleaned,” Moore explains. Additionally, ATI remains involved with rebuilding efforts following the devastation wrought by Hurricanes Harvey and Irma. Coupled with the California fires, Moore says, “We had three events, one after the other that
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At the end of the day…we
created a ton of construction projects for us.”
offer better service, at better prices
Previous notable jobs include: •Water damage restoration at a retirement community in Spokane, WA after snow and ice build-up broke through the roofs of many buildings •Catastrophic response and restoration to a Doubletree Hotel in Houston after Hurricane Ike blew off the roof and caused damage to 70 percent of the guest rooms •Fire and smoke remediation at Brea Olinda High School (CA) in the wake of a massive wildfire •Fire damage restoration in a renovated section of the McHenry Library at the University of California
and have a qualified team that is professional in demeanor and appearance. With all things considered, we make our customers
“
happier.
- EVP Jeff Moore www.naconstructionjournal.com
North American Construction Journal Santa Cruz campus •Emergency response, water and environmental remediation following a fire at Gleason Corporation’s 250,000 square-foot tire and wheel manufacturing plant
Commitment to Safety Under the direction of Corporate Health and Safety Manager, Sean Pridy, ATI achieved a record safety performance in 2017 with an Employer Modification Rate (EMR) for California factored at .45 by the Workers Compensation Insurance Review Board and at .73 nationally by The National Council on Compensation Insurance.
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“It starts with a great Safety Department, and instilling a culture of safety from the top down. Forty percent of accidents are preventable,” Moore points out. “We do our best to prevent accidents by holding safety meetings on every job and driving employee engagement. If you have employees who want to work for you, they will be safe. We do a full survey every year to obtain employee feedback and ensure our workers are being heard. Companies with good morale have low accident numbers.”
Day to Day Essentially a self-performing contractor, the company is integrated in such a way that it is able to handle
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North American Construction Journal any situation involving mitigation/ remediation, environmental remediation and eventual reconstruction. Moore oversees operations in Colorado, Arizona and Texas with 400 employees reporting directly to him. “For emergencies and cleaning, 98 percent of the work is done by our employees. If needed, we may engage qualified, third-party service providers to execute certain aspects of the job, and part of the ATI value includes managing the entire project, from beginning to end,” Moore says. When ATI brings on sub-contractors, it is almost exclusively in regards to construction. All potential third-party hires undergo a rigorous vetting process. “We get their references and qualifications and determine if they are licensed and qualified. They have to pass our safety MOD factors. We establish partnerships with those providers who have demonstrated high levels of safety, which is especially critical for HVAC and electrical projects,” Moore says. Moore cites staffing as a key challenge, from entry-level positions up to senior master craftsmen and management. In order to attract top talent, Moore says, “we are tripling our recruitment department because finding the right talent can be super competitive.”
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offer them opportunities to learn so they continually become better,” Moore notes. For example, the company sends executives to eight-hour training sessions each month and is expanding its training program to insure that its employees are regarded as experts in their field and able to provide clients with superior service. “We are a service provider. It’s the same for every business, whether its construction or the post office – investing in your staff is the future of the company,” Moore says. “We are about creating opportunities for people.”
People and Training The company’s approach to training and retention is straightforward. “If we’re not investing in our staff and growing their knowledge base, then we risk having them become complacent, bored and ready to leave. Instead, we train our employees and
“
We do our best to prevent
accidents by holding safety meetings on every job and driving employee engagement. If you have employees who want to work for you, they will be safe.
“
ATI representatives attend job fairs and the company offers paid internships to college students at many of its locations. It belongs to numerous national and state industry associations, which helps build relationships within the community.
Moore advises employees to take advantage of any and all training and to make themselves known to
- EVP Jeff Moore www.naconstructionjournal.com
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how you stand out among the 1,200 employees,” he says.
Looking Forward The company has grown 20 percent year over year and is well positioned to provide the highest quality response to disaster of all types. Every decision the company makes is driven by its commitment to 100 percent customer satisfaction. “We’ll get there by investing in our people,” Moore concludes.
COMPANY INFORMATION
Company Name: American Technologies, Inc. Country: U.S. Industry: Construction
decision-makers.
Est: 1989
“If the company offers to help you grow, I urge employees to take advantage of it. There are a lot of people who want to get promoted, but not everyone knows how to start this dialogue. Reach out, come into the office and say ‘I want to grow, I want more responsibility.’ That’s
Premiere Services: Environmental remediation and restoration/ reconstruction Executive Vice President: Jeff Moore Website: www.ATIrestoration.com
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AVAL Engineering Inc. :
Innovative and growing power solutions provider AVAL Engineering of Calgary, AB offers an array of services in the utility, oil & gas, municipal, commercial and industrial sectors Written by Kevin Doyle Produced by Stephen Marino
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I
North American Construction Journal n the aftermath of the precipitous drop in oil prices that sent Alberta’s economy into a prolonged downward spiral and left many seasoned industry professionals out of work, AVAL Engineering’s founders saw an opportunity. “I took a group of guys and told them I would love to put something together and, with our expertise, approach the market at a lower cost. I thought we could be very effective like the larger companies. We are very experienced and all of us listen to the market and what they’re asking us to do,” explains Alain Guerard, an industry veteran of more than 40 years and one of AVAL’s founders. Established in 2013, AVAL Engineering is based in Calgary, AB. The company runs lean with a staff of approximately 20, anchored by a core management team that boasts more than 150 years of combined industry experience. AVAL provides an array of services in the utility, oil & gas, municipal, commercial and industrial sectors. In 2015 the company incorporated a subsidiary, CANIMEX INGENIERIA S.A. DE C.V, to provide services for energy projects in Mexico. The company has quickly earned a sterling reputation as a deadlinedriven, innovative leader. “We try to focus on power and the oil and gas component, so those are the
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two main markets. There are a lot of companies looking for the same work and there is extreme competition, so building relationships with our vendors and our clients is very important,” Guerard stresses. “We had one client who was six months late with a project. When they asked what we could do to bring it back on schedule we answered ‘ Absolutely no – but we can work with you to get it back on the rails.’ Within eight months, we had brought it back to a two-month delay,” he adds.
Key Projects Medicine Hat Power Plant: AVAL oversaw the construction of a $55M Owners of AVAL - Alain and Shane simple cycle, 45MW natural gas power plant for the city of Medicine Hat that came online in November 2017. The company worked closely with the City of Medicine Hat to assemble and manage a large force of subcontractors and several engineering consultants. “We put in a bid and, because we were local, got the job. We brought it in $10 million below the original budget and on time and there were 200 people working there at any given time. We shined managing the project. We got the right subs because it was expertise that’s not available in the city. We were very integrated with the city – they were the decision-makers and we were the
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LM6000 Gas Turbine Engine
facilitators,” says Guerard, a resident of Medicine Hat. “We made sure everybody performed and that we represented the city to the best of our ability.” General Electric provided the LM6000 package and Worley Parsons were the prime consultants for the balance of plant engineering. Escobedo Project: Located in El Carmen in Monterrey, this project was handled by AVAL subsidiary CANIMEX INGENIERIA S.A. DE C.V. The project consisted of three single-phase transformers 125 MVA and the construction of 20 feeders in 115 kV. The work included procurement, project management and construction of the facility.
“This project came from a friend of mine in Utah. We were introduced to and partnered with exceptional people. The Mexico market is huge and their power system is excellent. This was a big substation. We’ve just completed the work and we’re shutting down the project now,” says Guerard.
Safety First AVAL is committed to providing its clients quality services on time and in the safest manner by promoting a strong safety program that protects employees, property, contractors, and the general public from accidents. AVAL employees and management are responsible and accountable for observing company
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safety rules and industrial and government safety regulations. Management consistently promotes “Safety First” in its daily business operations and ensures all employees are properly trained. In conformity with environmental regulations and clients’ environmental guidelines and requirements, AVAL is committed to protecting the environment and communities by minimizing environmental impacts of its daily business operation. “As an example of “Safety First”, for the Medicine Hat Project, the scope of Site Safety Management was added to our role, and we took this very seriously and achieved zero lost-time injuries after more than 120,000 man hours on site. We care deeply about safety of not only our employees but also all contractors on site,” says Guerard.
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There are a lot of companies
looking for the same work and there is extreme competition, so building relationships with our vendors and
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our clients is very important. - Alain Guerard, Owner
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AFTE
Game Changer? The company is also involved in a joint initiative examining how to develop a method of storing and using compressed air in conjunction with wind power to replace diesel generators in remote regions such as the Arctic. AVAL is working with a Montreal company and First Nations Power Authority of Saskatchewan. Guerard estimates generators in remote communities have consumed 90 million litres of diesel in the past 20 years. “Basically it is a new technology installed in only one location. For the Arctic and for Canada, the
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“The financial part is the toughest part, becoming cash flow positive. Since we are all senior (level) our Project Managers don’t need to be hand held. We have great loyalty and we back each other. We run lean but when there is a major project we can ramp up to 200 as we did in Medicine Hat,” Guerard says. AVAL provides concept-tocompletion management for projects of all sizes and has shown itself to be skilled at nurturing and maintaining relationships with both vendors and clients.
ER - Switches and Breakers - 115kV substation
consumption of diesel and pollution-related events is huge. If you replace these generators you would cut the pollution and eliminate the need and cost to transport the diesel when you could be transporting food instead,” he explains.
Day to Day Guerard’s military background is central to AVAL’s efficient operations. “It’s about command and control and establishing proper lines of communications,” he says. “We study, analyze and arrive at a solution.” Achieving financial stability has been central to the company’s success.
“Our vendors help us tremendously. We know the prices, we know what they can do, we can negotiate with them and we know they will deliver on time. On a $20 million job there could be $16 million in materials. So materials management, physical management, and the relationship with sales and engineers is an area where we shine. You can’t have a product be late and 30 guys sitting around waiting – the client won’t pay for that,” Guerard says. “Clear communications need to be established with the client as well – we are the sole point of contact for the client so there is no passing the buck. We speak with them and we take total responsibility. Our schedulers tell us if there is a delay and we’re up front with our clients because any change in schedule
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has an impact on the bottom line for them,” he continues. AVAL is certainly not averse to embracing international opportunities. Business Development Manager Kyle Hein has been involved with a project in Eastern Europe where AVAL is fabricating a unit for a Canadian company with operations overseas. During a vacation in China, Guerard visited a number of manufacturing plants, including one that made turbo expanders that generate power from compressed air. “I said ‘We need one of those.’ I came back to Canada and started looking up the requirements and we’ve already
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bought one,” he says. The company has also worked in Turkey. That military training helps in the procurement of local contractors that enable smooth operations in foreign countries. “That’s the military mind-set. We are trained to go somewhere else and take action. We define the need and get it done,” Guerard says. While the company has no formal training and development programs in place at this time it has brought on a student from Mexico in the Calgary office in a co-op arrangement.
Looking Forward This company is just powering up. The
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Alain Guerard - President of Aval Engineering
management team’s deep experience and expertise in EPC and EPCM environments provides immediate stability. AVAL’s involvement with cutting edge research and development and willingness to take on difficult projects should lead to long-term growth. “As owners, we’ve taken the younger partners to be in training to become the CEO as our company grows bigger. We manage the business closely between the partners and that makes it easy. My job is to find work and to look at the market place. I am not trying to retire but I am trying to prepare these guys to eventually run the company. I bring forward the opportunities,” Guerard concludes.
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Shane Gross- General Counsel of Aval Engineering
COMPANY INFORMATION
Company Name: AVAL Engineering Inc. Country: Canada Industry: Engineering, Procurement & Construction Management Est: 2013 Premiere Service: Providing full project and construction services for high voltage and other industries. Owners/Founders: Alain Guerard & Shane Gross Website: www.avaleng.com
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Lundin Gold:
Committed to Community Success and Sustainable Mining Lundin Gold of Vancouver, British Columbia and Quito, Ecuador has a sole objective – the development of the Fruta del Norte gold project in southeast Ecuador. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal stablished in December 2014, Lundin Gold of Vancouver, British Columbia and Quito, Ecuador has a sole objective – the successful development of the Fruta del Norte gold project in southeast Ecuador.
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Fruta del Norte Employees
Discovered by Aurelian Resources in 2006, Fruta del Norte is one of the highest-grade and largest gold projects under construction in the world today. Lundin Gold purchased the dormant asset from Kinross in 2014 for $240 million and is focused on advancing this project through to first gold production in 2019. Site construction began in 2017 after Lundin Gold signed all the necessary agreements with the Ecuadorian government and completed a feasibility study. Fruta del Norte is one of the major mines now being developed and its high-grade deposit holds probable reserves of 4.9 million ounces of gold as well as 6.88 million ounces of silver. It is anticipated that first gold will be extracted in the fourth quarter of 2019 with an average annual production expected to be 300,000 ounces of gold and 394,000 ounces of silver over the 15-year life of mine. Lundin Gold is a member of the Lundin Group of Companies and the Lundin family is a significant investor in this endeavour. Still, when Lundin Gold launched in January 2015, President
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and CEO Ron Hochstein was its single employee. “We hired 36 of the former Kinross employees who had been working on the project. Today we are at 1200 employees with 92 percent of the staff being Ecuadorian. It’s an exciting time,” says Hochstein, who has been with the Lundin Group for more than 20 years. Dave Dicaire, Vice President of Projects, points out that resumption of the project has revitalized the region. “Kinross set a lot of good foundations in the community. So when we came
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in we were able to leverage off of that. The community was excited to see the project re-start because they understood the benefits. We have a big impact on local employment and procurement and in our immediate area of influence, we are creating employment for approximately 25 percent of the population,” Dicaire says. Hochstein stresses that the company is committed to leading the development of this new industry in Ecuador. “The pressure of being the first one
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here and having a lot of people watching what we do is exciting. There is tremendous geological potential here and we are setting the stage for the mining industry in Ecuador. We’re setting the bar for the rest of the industry.
Safety: Priority One Dicaire’s extensive professional background in South America is central to driving the company’s safety culture. “We invest heavily in HSE training and bring it to the forefront. Executive
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According to Hochstein, every day begins with safety circle calisthenics and the safety message of the day. “Safety delivers value. Everything we do is about how to do things safer, smarter and more efficiently,” he notes.
Responsible Operations The company surpassed 2.2 kilometers of underground mine development in June 2018. Overall engineering stands at 48 percent complete and overall construction at 21 percent complete with the project on budget and on schedule. Construction highlights include: • New access road 70 percent complete • Process plant clearing and mass excavation substantially complete • Process plant SAG and ball mill concrete foundations poured • River road completed, significantly improving site logistics • First major ponds for site water management system completed • Powerline contractor mobilizing to start construction later this quarter • 1,000-person construction camp completed
In addition to working safely, the company is committed to sustainability and engaging local communities on issues they have identified as priorities. “Sustainability will always be a part of our culture. There isn’t a lot of mining history in Ecuador, so we need to share with local stakeholders our approach to bringing community benefits and environmental stewardship. It is absolutely critical to show that mining can be done responsibly,” Hochstein says. “You have to be more than a visitor, you have to be part of the community. Ore in the ground is worth zero to the country, so we are creating wealth for the country, its citizens and our shareholders.” Most future jobs in the mine and plant will require, at a minimum, a high school education. The company has developed an array of educational and training programs that include
“
You have to be more than a visitor,
you have to be part of the community. Ore in the ground is worth zero to the country, so we are creating wealth for the country and the shareholders.
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management places great emphasis on making safety first,” he says. “We have a Visible Leadership Program where we identify leaders in safety and train them for the field. Many members of management are on site and at the forefront of our safety culture.”
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- Ron Hochstein, CEO www.naconstructionjournal.com
North American Construction Journal an accelerated high school program for adult learners, and initiatives to support up-skilling, vocational training, and certification for local community members and their businesses “We have gone to local communities and built up a series of priority investments together. For example, we’ve invested in multiple programs to develop the local labor force and to promote adult and youth education. We’re walking the talk. We are also committed to prioritizing local procurement and we’ve kept our word,” adds Dicaire. In fact, Lundin Gold earned recognition from the U.N. Global Compact for its backing of Catering Las Peñas,
North Access Road
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a company started by a group of employees. “The Lundin Foundation helped them with a business plan. They bid on a contract and won it and the Foundation gave them a small business loan to get going. They started as an independent company in 2015 and went from serving 80 people to now serving more than 1200 people three meals a day. They have their own local procurement initiatives and are buying more and more products from local providers. And they have now expanded with another contract with a hospital for cleaning and catering services,” says Hochstein. Charged with oversight of project
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execution, Dicaire says the company hires local contractors only upon completion of the company’s rigorous pre-qualification and screening program. “We focus on local hiring and work with suppliers to make sure they have the right goods at a reasonable price and of the quality we need,” he explains.
soccer tournaments and karaoke nights are part of the environment.
People, Training and Challenges
The company prefers organic growth and works closely with managers to identify and evaluate potential candidates for open positions. “We have a great team. And because a lot of people know about the deposit and that we’re there, it helps us to get good
The company seeks specific personality types and skill sets when hiring, which are especially important in a camp situation. To enhance teamwork and reduce worker stress,
Bolting Installation in Decline
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“Not everyone can do this job, so we have a detailed hiring process and training. This is important to building the right team. We have developed a great data base in advance of hiring,” Hochstein says.
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Embracing technology will be a key component since it is estimated that 90 percent of those operating the gold mine will require a range of qualifications, including technical savvy. Additional hurdles include maintaining the company’s social license and obtaining project permits in a timely manner. “We are part of the way there. A big part of the success is because of the Lundin track record – there is a significant shareholder who has been supporting this project for almost five years now,” Hochstein says.
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We have gone to local communities and built up a series of priority investments together. For example, we’ve invested in multiple programs to develop the local labor force and to promote adult and youth education. We’re walking the talk. We are also committed to prioritizing local procurement and we’ve kept our word.
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people and make this a success”.
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Looking Ahead
- Dave Dicaire, Vice President of
Fruta del Norte has an anticipated
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production span of 15 years. The total onsite workforce will peak at approximately 1,800 including contractors during 2019 and will remain in the 700-800 range during the subsequent years. Hochstein says Lundin Gold will remain true to its core principles throughout its time in Ecuador. “We will work safely, we will protect the environment, and we will respect each other, the communities that we work in, and the government for their positions. Those are the principles for success,� he concludes.
COMPANY INFORMATION
Company Name: Lundin Gold Inc. Country: Canada Listing: TSX and Nasdaq Stockholm: LUG Industry: Mining Premiere Services: Development of Fruta del Norte gold project in Ecuador President/CEO: Ron Hochstein Website: www.lundingold.com
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Small Mine Development:
Premier provider of underground mining solutions Established in 1982, Small Mine Development (SMD) is a prominent underground mining contractor that has built and operates some of the largest mines in the United States. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal stablished in 1982 by Ron Guill, Small Mine Development (SMD) is a prominent underground mining contractor with headquarters in Boise, ID. The company has built and operates some of the largest mines in the United States and is renowned for its array of services and solutions. A consortium of senior managers bought SMD in 2010 and the company is now under the direction of General Manager and Chief Operating Officer Keith Jones, continuing the mission to be a leader in providing safe, productive and innovative solutions. Today the company employs 400 with annual average revenue of approximately $100 million while offering a myriad of mine development, production mining, and technical services. The company is versatile enough to handle a client’s entire project or to assist with specific portions. SMD’s suite of services includes: • Mine Development: mine design, portals, ramps, conventional and Alimak raises, underground infrastructure (shops, electrical, pumping), shotcrete (wet or dry) and definition drilling. • Production Mining: long hole and drifting methods; with or without backfill. • Technical Services: permitting assistance, engineering and
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underground grade control surveying. Jones says that versatility, coupled with the company’s knowledgeable work force, sets it apart from competitors. “I think it is the culture and the people. We love what we do. All we want to do is mine and we love the challenge. We have skilled management, we have skilled people breaking the rock and people like working with us because we have all the tools,” Jones said. “We have an extensive equipment fleet and the tools to do the job. What differentiates us is what we are able to bring to the table.”
Top Shelf Safety SMD already had sound safety
North American Construction Journal measures in place when it when it was exposed to a program used by one of its client-partners, the Newmont Mining Companies “Safety Journey” in 2011. SMD adopted the program and completed its training in 2012. The program focuses on four key areas – Safety Leadership, Injury Prevention, Fatality Prevention and Health and Wellbeing. “It is a good program for us. That program focuses on company culture and driving beliefs and actions in the workforce. That happens throughout the organization. There is an emphasis placed on safety at all levels,” Jones says. SMD’s own “Vital Behaviors” initiative
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aims to create 24/7 safety awareness on the job and at home. “The program focuses on motivations and abilities and how you approach things on a daily basis. Beyond that you have weekly safety meetings, daily lineout meetings, five-point surprise inspections as well as planned inspections and task training so that you’re thinking about safety minute by minute,” Jones explains. “You need to have the right tools. If you see something unsafe, you address it. You don’t walk past it. You need to work with a good attitude and lead by example. You need to turn your safety mode on the second you are on the job and let it follow you through the day and not shut it off. Let it go home with you,” he adds. The company’s abundant safety recognition includes a pair of Sentinels of Safety awards from the National Mining Association: • 2016 – Nevada Mining Association’s Medium Underground Operations, Medium Catergory (100-299 employees), Third Place at the SSX Mine. Crews here worked 257,056 hours with one reportable incident. Small Mine Development received the Small Underground Operations Second Place at the Lee Smith Mine. Crews here worked 170,922 with one medical reportable. The Nevada Mining Association also awarded the
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North American Construction Journal personal Safety Award to Keith Jones for General Manager of the Year. • 2015 – Nevada Mining Association’s Contractor Operator Award with zero injuries at the Chukar Mine. • 2014 – Sentinels of Safety Winner for the Large Underground Metal Group at the Lee Smith Mine. A total of 174,074 hours were worked injury free. • 2013 – Nevada Mining Association’s Underground Operations, Small Category (20-99 employees), First Place at Starvation Canyon Mine. Crews here worked 82,000 hours injury free in 2013. • 2013 – Nevada Mining Association’s Underground Operations, Small Category (20-99 employees), Third Place at Starvation Canyon Mine. Crews here worked 185,000 hours with one injury for a Reportable Rate of 1.09 in 2013. • 2012 – Sentinels of Safety Winner for the Small Underground Metal Group at the Fire Creek project. A total
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I think it is the culture and the
people. We love what we do. All we want to do is mine and we love the challenge … People like working with
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us because we have all the tools. - Keith Jones, GM and COO
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of 45,715 hours were worked injury free. • 2011 – Sentinels of Safety Winner for the Small Underground Metal Group at the Fire Creek project. The portal pad, infrastructure, portal and 2,000 feet of drifting were completed while working 27,250 hours. • 2010 – SMD worked over 585,000 man-hours without an LTA or permanently disabling injury.
On The Job The company has a long-running relationship with Newmont with work at The Leeville Mine, a large underground complex; The Vista Exploration Project as part of the Twin Creeks underground project; and a
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Discover what Epiroc can do for you 775-777-2204 epiroc.com
return to Chukar, where SMD first worked in 2002. Work for privately-held Jerritt Canyon Gold includes the Lee Smith Mine, the cornerstone of the Jerritt Canyon Complex and the SSX Mine purchased out of bankruptcy in 2015. SMD is now Jerritt Canyon Gold’s mining partner at the site. “We have been on that property since 2010 and it has been important for us, a key piece of the work that we have done,” Jones says. The company is also bidding for several other large projects and in June 2017 was appointed mining contractor for the Dateline Resources Ltd. Gold
Links Mine project in Colorado. The company most often works on fixed dollar contracts paid per foot of development and foot ton of materials. “We try to avoid T&M type charges because you can ruin the economics if you don’t follow T&M cost so the client can actually plan,” Jones points out. While technology has its place with regards to communications and ventilation systems, Jones says: “We see that people try to replace common sense and decision-making with technology, that automated equipment will lead to a safer industry. Obviously, that is not entirely true. We won’t adopt technology just to do it but we want to be on the leading edge as it
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North American Construction Journal benefits the company.” Given the disruptive nature of the industry, the company is cognizant of its environmental impact and maintains an excellent working relationship with regulatory agencies. SMD most often works directly with is clients to make sure that policies and procedures required for permit compliance are met. The company benefits from its membership in both the National Mining Association (NMA) and the Nevada Mining Association (NVMA). “The role that they play is trying to abreast of the key items and measures that impact the industry in one form or another. I think that’s the biggest thing,” Jones says.
People, Training and Challenges As is the case with every sector of the broader Construction industry, acquiring and retaining talent is an ongoing struggle. “That’s a big one. We are all competing for the same guys and we are all trying to develop new talent and build our own champions,” Jones says. Jones feels the SMD culture is one that attracts talent. “There are 400 people here that like what they’re doing and feel part of
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something bigger. When you reach out to bring in talented people, they want to be part of that. We do a lot of training because the only way we grow is grass roots and by bringing in new staff and growing our own champions,” Jones stresses. Empowering employees to challenge and reward safe operation and allowing them to make decisions is a key component of SMD’s success. “If you give people the autonomy and ability to make decisions, they will thrive and make good decisions. If we look at ourselves [as a company] we will learn,” Jones says. Looking ahead, SMD is well positioned
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“
If you see something unsafe, you
Congratulations to Small Mine Development for their accomplishments in underground mining!
ELKO 650 W. Silver St. 775-777-9303
address it. You don’t walk past it. You need to work with a good attitude and lead by example. You need to turn your safety mode on the
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WE BELIEVE IN CHANGING MORE THAN JUST TIRES.
second you are on the job and let it follow you through the day and not shut it off. - Keith Jones, GM and COO
and Jones expresses confidence that the breadth of SMD’s offerings and expertise will allow it to keep taking on challenges while remaining at the industry’s forefront. “Literally everything has to be grown and mined. People depend on it,” he concludes.
COMPANY INFORMATION
Company Name: Small Mine Development Country: U.S. Industry: Construction Est: 1982 Premiere Service: Underground mining contractor GM/COO: Keith Jones Website: www.undergroundmining.com
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Tocci Building Corporation:
Drawing on a century’s worth of expertise Tocci Building Corporation of Woburn, MA has mastered multiple delivery methods and enhanced its offerings with VDC, IPD and BIM methodologies. Written by Kevin Doyle Produced by Stephen Marino
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onstruction companies that have been in business for nearly 100 years learn a few things about technology, delivery methods and meeting the expectations of key stakeholders on every project. Tocci Building Corporation is one of those companies.
level winner for Exemplary Worksite Health Promotion recognizing its stellar corporate health and wellness program. The company is a 23-time winner of a National Safety Award presented by the Massachusetts chapter of the Associated General Contractors of America (AGC).
Established in 1922 and based in Woburn, MA, Tocci Building Corporation has mastered multiple delivery methods and has enhanced its work by utilizing Virtual Design and Construction (VDC). It holds the distinction of delivering the Northeast’s first project via Integrated Project Delivery (IPD) in 2008, the contract model and design/construction process that allows all parties to work in a cooperative and collaborative environment while optimizing cost, design and efficiency.
Safety Initiatives
The company employs approximately 100 full-time staff and works throughout the New England and Mid-Atlantic states under the direction of CEO John L. Tocci. In addition to its expertise in IPD and VDC, the company provides Construction Management at Risk, Design/Build, Building Information Management (BIM) and Program Management solutions for its clients. The company has earned a number of prestigious awards, including being named the 2016 WorkWell Council of Massachusetts (WWCMA) bronze
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The AGC Award recognizes the development and successful implementation of industry-leading
North American Construction Journal standards and provides incentives for the evaluation and improvement of existing protocol. To qualify for a Safety Award companies must participate in the AGC program for three consecutive years and record either zero lost-day incidence or maintain an incidence case rate of 25% below the average rate of all participating companies. How does Tocci do it? Before work starts on any site, job-specific safety protocols are developed. While
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OSHA requirements are the industry standard, Tocci manages its sites to a higher level of compliance. The company’s safety culture includes weekly safety bulletins, ongoing training, OSHA certification for key personnel, and subcontractor Toolbox Talks. Every measure is designed to ensure that workers remain safe.
Key Projects Coppersmith Village: The 56unit affordable housing residential development for the Neighborhood of Affordable Housing (NOAH) features mid-rise towers, 15 townhomes and 3,000 square feet of ground level retail located in East Boston along the inner harbor. It is seeking LEED Silver certification. Value engineering strategies are being used to meet budget restrictions for the multiphased project that is receiving funding from multiple sources. VDC is being used for overhead coordination mechanical, electrical and plumbing. Work on the $33m project began in December 2016. Partners include Narrow Gate Architecture, Nitsch Engineering and Helical Drilling. 225 Binney Street: This Cambridge (MA) project earned Engineering News Record’s 2014 Best Office/Retail/ Mixed-Use Development Award. Tocci provided owner’s representation and program management services for construction of the six-story, 307,000sf building located in Kendall Square for
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Biogen, Inc. – the first of eight buildings in the sprawling Alexandria Center that is now recognized as the nation’s largest landlord for life sciences companies. The steel structure features a terra cotta façade and includes a conference center, cafeteria and underground parking. It earned LEED Gold certification. The company also worked on the campus’s 50 Binney Street, 75/125 Binney Street and 100 Binney Street phases of the overall project. Marlborough Hospital Cancer Pavilion: The 14,000sf $12.7m cancer treatment wing is the first
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completed healthcare IPD project in New England. Tocci worked with architect S/L/A/M and Marlborough Hospital on the project that includes a state-of-the-art linear accelerator for radiation oncology, a CT Simulator for diagnostic imaging, and outpatient medical oncology services. 88 Wareham Street: This 27-unit mixed use development in Boston’s South End will cover 41,000sf in a six-story structure. The footprint is wedged between an existing apartment building and concurrent construction of another project. The underground parking features
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and automated hydraulic lift system to maximize space. The project is in conjunction with Brian Healy Architects and Cresset Development and is Tocci’s third endeavor with Cresset.
Looking Ahead With nearly 100 years of experience behind it and its unyielding commitment to seeking innovative solutions, Tocci seems poised to embark on a successful second century. The company’s smart use of new products, methods and technology brings value to every project and enhances the company’s flawless execution.
COMPANY INFORMATION
Company Name: Tocci Building Corporation Country: U.S. Industry: Construction Est: 1922 Premier Services: Construction Management CEO: John L. Tocci Website: www.tocci.com
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