Construction Global – April 2020

Making city transport smarter and more efficient

Construction APRIL 2020

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Serving data centres locally to connect globally

ARUP: TODAY’S BUILT ENVIRONMENT Balancing architectural beauty with mission-critical energy resilience for data centres

FOREWORD

W

elcome to the April issue of Construction Global magazine!

Our cover stars this month push the boundaries when it comes to balancing architectural beauty and sustainability with energy resilience.

Arup’s data centre leads Rachel Atthis and Christopher Tolmie reveal how they are shaping the mission critical facilities that will power our data hungry future and ask: “What does the data centre of the future look like?”

“The data centre business is like riding a tiger, you can’t get off.” Sify Technologies CEO Kamal Nath explains how the company is connecting India, and has transformed from being a standalone network and data centre hosting service provider to a fully-fledged ICT solutions and cloud services company.

Elsewhere, we find out how DC BLOX is providing foundational infrastructure for the digital economy as CEO Jeff Uphues discusses the ways its Tier 3 data centres provide in-market colocation, robust connectivity and cloud services.

Multinational railway operator MTR Corporation is lauded for its efficient, reliable and tech-optimised transport services. “We believe that the only way to push beyond the current high performance is through better digital technology,” CEO Dr Jacob Kam explains.

Also in this issue, we profile Great Southwestern Construction’s work on transmission lines, distribution systems, substations and renewable energy facilities across the US; discover the art of collaboration for healthcare construction with Cundall; learn about Hansen Yuncken’s redevelopment of Adelaide’s Her Majesty’s Theatre; and hear from AEC software leaders Bentley Systems on how to harness the value of Big Data to improve design, construction, and operations.

Do you have a story to tell? Email daniel.brightmore@bizclikmedia.com to join the conversation.

Enjoy the issue!

Daniel Brightmore, Editor w w w.c o nst ruc t i o ngl o b a l. com

03

WE ARE

A SOLID FOUNDATION OF TURNING SMALL ACTIONS INTO BIG GAINS

Founded in 1996, we are a construction services company based in Malaysia with over 20 years of operating history and are principally engaged in provision of a wide range of construction services. The group was founded with a mission to pursue sustainable engineering models in a competitive resource-heavy sector.

BGMC stand today as a builder of good repute positioned to make our mark beyond Malaysian shores. On the back of a solid trajectory of growth, the Group listed on The Stock Exchange of Hong Kong Limited (HKEX) on 9 August, 2017. Our successful listing in Asia’s financial centre places us at an advantage to leverage the Belt and Road Initiative, paving the way into key Southeast Asian markets for accelerated growth.

Concession & Maintenance will be a priority in coming years to sustain long-term cash inflow. Meanwhile, we will be increasing our assets through acquisition of more advanced machinery and technology. We will also be strengthening our portfolio through collaboration, partnership agreements, or merger and acquisition. Ultimately, BGMC stands for a sustainable future where our people, clients, and surrounding communities can thrive for generations to come.

2.0

www.bgmc.asia

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CONTENTS

10

DC BLOX: serving locally, connecting globally

24 Arup: data centre engineers without borders

36 Bentley Systems: going digital with Big Data

48

62

Cundall: putting patients and staff first by building WELL Benefits of trust in construction

80 MTR

102

120

Sify Technologies

Nordex Group

134 Great Southwestern Construction

168 Stockholm Data Parks

150 PCL Construction

182 Hansen Yuncken

10

DC BLOX: SERVING LOCALLY, CONNECTING GLOBALLY WRITTEN BY

WILLIAM SMITH PRODUCED BY

TOM VENTURO

APRIL 2020

11

w w w.c o nst ruc t i o ngl o b a l. com

DC BLOX

JEFF UPHUES, CEO OF DC BLOX, DISCUSSES THE COMPANY’S GROWTH IN UNDERSERVED MARKETS AND HOW IT EMBEDS ITS TIER 3 DATA CENTRES INTO THE LOCAL COMMUNITY

D

C BLOX was established in 2014 to provide data centres to markets with a distinct, but unfulfilled, need for them.

“I’ve been the CEO of DC BLOX for about three years now,” says Jeff Uphues. “I originally joined as 12

a supervisory board member and then was asked by the board of directors to come into the role and lead the company in its expansion, placing these data centres in underserved yet growing markets throughout the Southeastern United States.”

Fulfilling this vision has required a focus on a few core fundamentals. “There’s three things that we do and stay focused on,” he says. “One is providing in-market colocation, meaning the housing in a safe, secure environment of servers as well as other technology infrastructure. We provide robust connectivity across our platforms with connections to other cloud service providers, connections to the internet, connections to other major markets. Then we provide cloud services ourselves. Not all data is created equal, and it’s critical to be able to store it close to where it’s actually being consumed.”

APRIL 2020

13

2014

Year founded

HQ

Atlanta, Georgia USA

35

Number of employees w w w.c o nst ruc t i o ngl o b a l. com

DC BLOX

“ WE HAVE ONE VISION WHICH IS TO SERVE LOCALLY AND CONNECT GLOBALLY” 14

— Jeff Uphues, CEO, DC BLOX

APRIL 2020

There are currently four such locations of consumption catered to

by DC BLOX, with data centres in Chattanooga, Tennessee; Huntsville and Birmingham, Alabama; and Atlanta, Georgia. All are growing markets, as Uphues explains. “We see a significant migration of population and businesses in the US from northern cities down into the Southeast. What’s driving them there is the cost of living or quality of life and just good weather.”

What these diverse cities share, apart

DC Blox: Connected datacenters for digital business CLICK TO WATCH

|

1:47

15 from a relative geographic proximity, is a burgeoning technology scene.

“Many of these markets are not known as technology hubs, but they see the benefits of the growth and they need the core infrastructure such as the data centres and network services which we provide. Generally, our target markets are below the radar of some of the major national markets where you find a lot of competitors, so they really embrace us.”

DC BLOX’s data centres are all built to Tier 3 standard, signifying a high level of reliability. That’s achieved firstly w w w.c o nst ruc t i o ngl o b a l. com

DC BLOX

16 with quality infrastructure. “Our data

connectivity, it’s a question of how we

centres have to be highly resilient in

build these facilities to be Tier 3-rated.

terms of network architecture and the

It comes down to being concurrently

type of equipment that we use. We use

maintainable, meaning that if any one

premium products, driven by premium

system in the building fails, there is a

service level agreements. We build

backup system that can take over. It’s

our own private network across the

part of the design, it’s in the materials

Southeastern US and then we connect

and the type of vendors that we use.

that back into exchanges and public

It’s in the architecture for how we con-

cloud providers. We really look at that

nect them together.”

connectivity and the uptime of our

The pace of DC BLOX’s growth has

facilities as the core value that we bring

been steady, having launched a data

to our markets.” Achieving DC BLOX’s

centre each year since 2017. That’s

high standards also requires a high

not engendered any complacency,

standard of construction. ”Beyond the

however, with the organisation looking

APRIL 2020

to accelerate its growth. “We’ve spent a lot of time looking at where we can expand and how we can grow even faster. There are 16 markets we’ve identified, and we’ve lined up roughly the next five to six locations. We’re picking up our pace to put in at least two to three data centres per year.”

The choice of a new location is only arrived at after significant investigation, however, as Uphues explains. “To help us determine the size and scope of the facility we’re looking to build, we look 17 E XE CU T I VE PRO FI LE

Jeff Uphues Jeff leads DC BLOX as a proven C-Level executive with deep expertise in data centre infrastructure, hybrid cloud services and the operation of communication networks. He is responsible for setting and leading the company’s strategy in driving the growth and profitability of best-in-class infrastructure for digital services. Prior to DC BLOX, Jeff held numerous C-suite leadership positions in sales, marketing and operations for Liquid Web, Cbeyond, Bandwidth, ACSI Network Technologies and MCI. Jeff graduated from the Harvard Business School, Rice University’s Jones School of Business Executive Education program and completed his undergraduate studies at the University of Texas at Arlington.

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“ IT’S CRITICAL TO BE ABLE TO STORE [DATA] CLOSE TO WHERE IT’S ACTUALLY BEING CONSUMED” — Jeff Uphues, CEO, DC BLOX

at the size of the market, the amount of fiber, the number of businesses headquartered there. Then we look at markets that are underserved but growing. What does the competitive landscape look like? How well would we be received with our vision of serving locally and connecting globally?

And then, finally, we work with state and local governments and corporate leaders to confirm the need for and the advantages of what we do. Each market takes us about a year and a half to really get to understand it.”

DC Blox holds Birmingham grand opening CLICK TO WATCH

|

3:38

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19

DC BLOX

20

“ WE LOOK AT MARKETS THAT ARE UNDERSERVED BUT GROWING” — Jeff Uphues, CEO, DC BLOX

APRIL 2020

21

w w w.c o nst ruc t i o ngl o b a l. com

DC BLOX

22

It’s not just its technological capabili-

we’re serving the community and

ties that have led to DC BLOX’s growth.

understanding their challenges and

The company also prides itself on its

their needs. We’re a part of the fabric

integration with the local community.

of the community when we come in as

“The one thing that I know sets us

well as contributing to the technology

apart, because I hear it all the time, is

environment.”

our community focus,” Uphues empha-

For the industry as a whole, Uphues

sises. “When we come into a market,

anticipates the importance of edge

we have one vision which is to serve

computing, where facilities are built

locally and connect globally. That

close to where they’re needed, to only

means we’re serving local businesses,

increase. “For us, the edge is where

we’re serving with our time through

the application meets the network.

volunteering, we’re serving nonprofits,

Trends like 5G, IoT and gaming mean

APRIL 2020

23

we need to push compute closer to

business. It’s a great time to be doing

consumers. That’s going to require

this across underserved markets. We

more local and regional data centres to

can become a strong partner for the

handle all the data and best connect it

community, both in our ability to serve

to the network.” As for DC BLOX itself,

locally and connect globally as DC

the focus has been on edge markets

BLOX continues to expand across the

and the goal is to increase the pace.

Southeast United States.”

“We know that gets harder and harder as you get bigger,” Uphues says, “but we’re a company that is doubling revenue every single year and doubling the size of our footprint of where we go.

It’s a great time to be in the data centre w w w.c o nst ruc t i o ngl o b a l. com

24

ARUP: DATA CENTRE ENGINEERS WITHOUT BORDERS

APRIL 2020

25

WRITTEN BY

DAN BRIGHT MORE

w w w.c o nst ruc t i o ngl o b a l. com

LEADERSHIP

Construction Global spoke with Arup’s data centre leads, Rachel Atthis and Christopher Tolmie, to learn how the multi-disciplinary firm is shaping the mission critical facilities that will power our data hungry future

26

A

rup designs highly sustainable data centre facilities that deliver the speed, resilience and security that its clients, industries and

individuals rely upon. The company has been at the

forefront of data centre design since the industry began, working collaboratively with clients to offer full engineering, architectural and consultancy services for the entire lifespan of the data centre, from master planning to operations optimisation.

Working as a global partner for many international data centre owners and providers (such as Digital Realty and Equinix), Arup delivers multiple projects for co-location and hyperscale operators.

In a power-hungry industry, Arup works hard to maximise efficiency, optimise ongoing operations and assist its clients to reduce the carbon footprint of their businesses with specialist designs that represent the optimal combination of sustainability and high performance.

APRIL 2020

ARUP’S GLOBAL DATA CENTRE PROJECTS

27

ENGINEERS WITHOUT BORDERS Arup boasts a team of 400 data centre specialists, covering all disciplines and working across the globe. “We go wherever our clients need us to be,” confirms Rachel Atthis, an Associate Director with 25 years’ experience as an architect leading teams across the Buildings Engineering Group. “We enjoy the incredibly complex technical challenges of providing reliable, purposeful and elegant buildings within the data centre arena for our clients.

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Energy resilience in an interconnected world - Arup CLICK TO WATCH

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2:03

29 and the architecture needs to respond to

“As the IT load increases we need to look at the supporting systems to reduce the impact and make these structures as efficient as possible” — Christopher Tolmie, Associate Director, Buildings Engineering Group

that. At Arup we’re able to deliver against challenging programmes and timescales in countries that may never even have seen a building of this nature before.”

“These builds are becoming larger and ever more power intensive as the IT load continues to grow,” adds Christopher Tolmie. An electrical engineer by background, and a fellow Associate Director in the Buildings Engineering Group, he leads the MEP team’s data centre design delivery.

“The sector is evolving so we need to keep up with technology and anticipate the data centres of the future for our clients. As the w w w.c o nst ruc t i o ngl o b a l. com

LEADERSHIP

30 IT load increases we look at the sup-

“We’re developing schemes porting systems to reduce the impact with different clients who and make these buildings as efficient want to know what each 5MW as possible.” chunk will look like.

“BIG SHEDS WITH STRANGE MAGIC It’s modular to the point GOING ON INSIDE” where you’ve got the data Atthis notes that many people erhall block and the MEP block; roneously think all data centres are that can be a continuous roll the same, but far from being “big sheds with strange magic going on out or offer the flexibility to inside” she is keen for Arup to meet build gradually” — Christopher Tolmie, Associate Director, Buildings Engineering Group APRIL 2020

the varied needs of clients who posi-

tion themselves in unique ways within the industry. “The sector is evolving and progressing in recognition of the

D ID YOU KNOW

Citibank: the world’s first LEED Platinum certified data centre Citigroup’s data centre in Frankfurt,

accommodate a phased delivery

Germany is its largest outside of the

where Arup aimed to challenge the

US. Sustainability, conservation of

conventions of what a data centre

resources and resilience standards

should be architecturally to design a

were of particular importance to the

progressive, humane building. With

project and a priority for the client.

its large open spaces, gardens and

Regular audits were undertaken

iconic green wall, Citibank’s data

throughout, including the choice of

centre looks and acts more like a

European location, the design and

high-tech workplace than a storage

facilities of the building and the

centre, a radical change for the

choice of materials. The construction

people who work there.

and operation of the project ensured

The Citigroup data centre in

that decisions were taken with

Frankfurt is the first project in

sustainability as a key consideration.

Germany to be LEED (Leadership in

The data centre plant topology, unit

Energy and Environmental Design)

sizes and operating parameters were

certified and was the first LEED

selected to exceed reliability criteria

Platinum data centre worldwide;

and to enhance the operational

a certification process facilitated

energy efficiency. Through a

by Arup.

combination of energy-efficient technologies and innovative solutions, significant reductions in energy usage against conventional data centres were achieved. This included a reduction of energy use for the infrastructure of the data centre of 72% and a reduction of water consumption of 30%.

Project statistics - 11MW computing power, - 10,000 square metres of data centre space - 25,000 square metres of gross f loor area

The project was designed to

w w w.c o nst ruc t i o ngl o b a l. com

31

LEADERSHIP

fact that approaches to design and

best to apply these, to find different

construction will have to change,” says

mechanisms to drive resilience and of-

Atthis. “Connectivity and location are

fer a broader response to humankind.”

key to their success, at some point in

“We have to ask what we can do to

the future we may struggle to find land

make these buildings more efficient

in the right locations to build data cen-

and carbon friendly,” adds Tolmie.

tres, which is prompting some of our

“We’re looking at cooling techniques,

clients to look at alternative solutions.”

from direct air to chiller technology,

Some of the most unusual prototypes

and whether we can remove genera-

trialled in recent years include a Micro-

tors from certain systems to aid carbon

soft data centre submerged in the sea

reduction.”

off the coast of Scotland and a float32

Arup was responsible for the design

ing 6MW facility from Nautilus Data

of the world’s first LEED Platinum

Technologies aiming to utilise a natural

certified data centre for Citibank in

water source to reduce the cost of

Frankfurt, Germany. “We worked on

cooling servers.

this project over 10 years ago and it is still amongst the most sustainable data

SUSTAINABILITY CHALLENGES

centres in the world,” comments At-

Atthis believes there is space in the

this. Arup’s research found that if every

data centre market for better align-

data centre in the world were built like

ment with the UN’s Sustainable De-

this, enough energy would be saved to

velopment Goals (UNSDGs). “There

power a country the size of Belgium.

is a global framework of planning

Though still proud of Arup’s multi-disci-

metrics to drive certain sustainable

plinary achievement, Atthis is keen to

factors around energy consumption,

see more of the mission critical build-

but the industry has a lot to gain from

ings planned for the future not only mir-

increased engagement with the UN-

ror but improve upon the technologies

SDGs. We have an evolving strategy

deployed for Citibank and hopes to see

that will enable us and our clients to

them improved upon.

increase their understanding of how APRIL 2020

On a positive note, Tolmie highlights

“Everybody has their own view of the edge and where it is. Whatever that ends up looking like it’s going to be closer to the end user” — Rachel Atthis, Associate Director, Buildings Engineering Group

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33

LEADERSHIP

that PUE (Power Usage Effectiveness) ratings are dropping. “Annualised PUEs have reduced from 1.5 down to 1.2 due to the innovative deployment of energy efficient technology,” he says.

“We are striving to achieve very low PUEs in warmer climates; if your data centre is in Denmark 1.2 would be high, it should be 1.1 or even less.” Tolmie points out that the caveat here is that global standards differ from country to country with a range of operational requirements. “We have to manage 34

expectations within the sphere of the data centre design. We’re there for the

unique challenges: “It’s a key require-

first two years of a project; we’re not

ment we’re going to see more of, how-

there for the next 20 years.”

ever, the challenge with this is repeatability. Our clients are always looking

MOVE TO MODULAR

for repeatability and speed to market

Tolmie is seeing a trend towards modu-

however you can only go so far because

lar construction approaches on pro-

you can’t immediately pick up a building

jects across the globe. “We’re develop-

that’s designed for the UK and drop that

ing schemes with different clients who

design somewhere else in Europe or,

want to know what each 5MW IT chunk

indeed, Africa.” Atthis adds: “It’s a con-

will look like. It’s modular to the point

tinuous process of refinement where

where you’ve got the data hall block and

each project takes on the lessons learnt

the MEP block; that can be a continu-

from the previous one.”

ous roll out or offer the flexibility to build gradually.” Tolmie adds that continuity is

THE DATA CENTRE OF THE FUTURE

key,however different jurisdictions offer

On the quest to break new ground

APRIL 2020

the client to help realise the concept.

Exploration with R&D to learn more about the data centre of the future whether that’s shrinkage to the size of the pen in your pocket, or pods on a building running off a closed network is a big part of Arup’s vision. Atthis and Tolmie’s team’s goals for 2020 goals will draw on synergies within the business to look at plans to repurpose oil rigs to become data centre facilities Atthis believes it’s important for Arup to challenge conventions in this way as the company strives to be at the Arup is looking at ways of champion-

forefront of transformation where the

ing reuse to repurpose old buildings to

future is agile - whether it be on the

give them a second life. Last year the

sea, at the edge or in the cloud. “I think

company’s Digital Fusion project was

we’re seeing barriers coming down,”

the joint winner of an ideas competi-

she says. “Everybody has their own

tion to find new uses for the grade II

view of the Edge and where it actu-

listed St Martin’s Church in Brighton.

ally is. Whatever that ends up looking

Arup (alongside Emil Eve Architects)

like it’s going to be closer to you and I.

was picked from 28 diverse responses

Businesses will require big hubs, whilst

to the call for creative solutions that

there will also increasingly be a move

would “respect the integrity” of the un-

to localise solutions to bring data cen-

der-used gothic revival structure, while

tre services closer to the end user.”

at the same time “adding new life and economic sustainability”. The scheme has subsequently won an International Design Award and Arup is in talks with w w w.c o nst ruc t i o ngl o b a l. com

35

D I G I TA L C O N S T R U C T I O N

36

Bentley Systems: going digital with Big Data

WRITTEN BY

APRIL 2019

MARK COATES

37

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D I G I TA L C O N S T R U C T I O N

Bentley Systems’ Strategic Industry Engagements Director Mark Coates explains how to harness the value of Big Data to improve design, construction, and operation

T

he British Government believes that the data economy is crucial to the United Kingdom’s growth and future prosperity,

with data benefiting the economy by up to £241bn

($295bn) by 2020.

38

In addition, the British government recognises the effective use of data could create £66bn ($80bn) of new business and innovation opportunities in the United Kingdom. In the construction industry, Big Data refers to the huge quantities of information that have been stored in the past and that continue to be acquired today. This data can and will come from a range of people, sensors, computers, machines, and any other data-generating device. These many access points are what makes data so big.

Big Data in the construction and design industry already exists in numerous silos of plans and records about everything ever built. Some of these early plans look more like works of art than the information floating around in one of today’s design offices.

APRIL 2019

39

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The data that we can now access is

But, as we access significantly

constantly increasing, with new and

more data, we need more experi-

additional sources coming to the mar-

enced analysis to draw better and

ket daily. Look at places like Japan, for

more practical project decisions. To

example, where drones race across

create data, we have to capture it so

the sky scanning the site below, where

that we can understand how our busi-

diggers are working semi-autono-

ness processes are performing and

mously by digging ditches or levelling

how we can improve them. Looking

previously excavated land. However,

at Big Data on-site information on

the idea of harnessing Big Data for

materials like steel or drainage pipes

better insights and better decisions

doesn’t give a clear picture of the pro-

is nothing new in the design and con-

ject status. It’s what we do with the

struction industry.

data that counts.

41

Bentley Systems: SYNCHRO XR for the Microsoft HoloLens 2 CLICK TO WATCH

|

2:00

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D I G I TA L C O N S T R U C T I O N

42 Recently, FC Barcelona wanted to conduct a major renovation of its Espai

the stadium will accommodate more than 100,000 fans.

Barça sports arena in Barcelona, Spain. recreate a cloud-based 4D construc-

HOW DO WE MAKE THE MOST OF DATA AND MOBILISE IT?

tion model of the Camp Nou stadium.

We shouldn’t dismiss the usefulness of

The model will help designers visualise

historical data. The information already

the stadium upgrade and ensure that

available can be analysed to pick out

work processes are more efficient.

patterns and probabilities of construc-

To do so, the organisation worked to

The FC Barcelona project team could interact with a holographic representation of the stadium data using Microsoft

tion risk, steering new projects towards success and away from pitfalls.

To create the most useful data, we

HoloLens technology at any moment in

need to make sure that the system

the construction process and digitally

collects and analyses the necessary

track actual progress. When completed,

data, instead of siloing that data in one

APRIL 2019

ABO U T T HE AU T HO R

Mark Coates

system – an open source. To have an

Mark Coates is a digital transformation specialist with 25 years’ experience in new business and account management working within the construction, mechanical and electrical marketplace, either direct with asset owners or via consultants including architects, engineers and project managers.

open source, organisations should undertake a data audit to ensure that the useful information is captured.

This useful data can be: Design data The use of historical data will help the team guide any projects towards success and away from peril and risk by analysing and looking for certain issues, patterns, and probabilities within a project, focusing on risks.

w w w.c o nst ruc t i o ngl o b a l. com

43

D I G I TA L C O N S T R U C T I O N

Bentley Systems Synchro XR for Microsoft HoloLens 2: enhancing collaboration with mixed reality

44

“Our Synchro XR app for HoloLens

“The new Microsoft HoloLens 2 is a

2 provides a totally new way to

self-contained holographic

interact with digital twins for

computer that enables hands-free,

infrastructure projects,” says Noah

heads-up interaction with digital

Eckhouse, Senior Vice President,

models,” explains Alex Kipman,

Project Delivery for Bentley

Technical Fellow, AI and Mixed

Systems. “Users benefit from a new

Reality at Microsoft. “It builds on

perspective on the design and a

the breakthrough innovation of

deeper, more immediate

HoloLens and is even more

understanding of the work and data

immersive, more comfortable and

relating to the project schedule.

delivers industry-leading value

Instead of using a 2D screen with a

right out of the box with partners

mouse and keyboard, the user can

like Bentley. We’re excited to work

now walk around the model with

with Bentley, a mixed reality

their body and reach out and grab

partner, to provide the opportunity

digital objects that appear to

for customers to take advantage of

co-occupy physical reality. This is a

the HoloLens 2 and Synchro XR

powerful way to review work that is

technology to experience a new

completed and to prepare for

dimension of creativity and

upcoming work at the jobsite.”

teamwork for their AEC projects.”

APRIL 2019

Bentley Systems: What is a Digital Twin?

CLICK TO WATCH

|

1:12

45

Construction data

Operational data

Construction activity operates in a

Information from sensors built into

complex environment, especially

assets and other forms of infrastruc-

when working in a built-up area. Col-

ture make it possible to monitor any-

lecting data that relates to traffic or

thing from traffic flow and stress to

pedestrian flow can help the team

pollution levels in the environment.

work out the perfect time for deliver-

These sensors make sure that each

ies or certain construction activities.

asset achieves peak performance and

This information can also be analysed

that the required maintenance is pre-

for fully informed decisions on which

ventive not reactionary by linking the

elements of a building would most

data to the BIM model.

benefit from off-site construction and

Energy conservation in public and

which elements are best left to tradi-

commercial buildings can also be ana-

tional construction.

lysed by using sensors to see if the w w w.c o nst ruc t i o ngl o b a l. com

D I G I TA L C O N S T R U C T I O N

BE NTL E Y SYS T E M S

46

Bentley Systems is a leading global provider of software solutions to engineers, architects, geospatial professionals, constructors, and owner-operators for the design, construction, and operations of infrastructure.

Bentley’s MicroStation-based engineering and BIM applications, and its digital twin cloud services, advance the project delivery (ProjectWise) and the asset performance (AssetWise) of transportation and other public works, utilities, industrial and resources plants, and commercial and institutional facilities.

design actually conforms with the goals set at the design stage. With some cities considering implementing their own regulatory legislation on buildings, such as New York Mayor Bill de Blasio’s proposal for certain energy-efficient standards on glass and steel skyscrapers built in the city, these sensors will become more important than ever.

www.bentley.com

THE CONSTRUCTION INDUSTRY NEEDS TO MOVE FORWARD With the vast amounts of data available for collection, we need to focus on what is essential and actionable. If you look at any of the surveys carried out in

APRIL 2019

47 the last five years, most of the results

A recent survey discovered that

are similar to the ones shown below:

almost half of businesses (48%) still

• 57% of construction companies

have limited or no project insight.

want consistent, up-to-date financial

Thus, business leaders need to ask

and project information

themselves whether their business

• 48% of construction companies

has moved on in the past five years

want to be warned when specific situ-

in terms of the level of insight that’s

ations occur

being generated and the efficiencies

• 41% of construction companies want forecasting, allowing them to bet-

that are being created.

If your business hasn’t moved on in

ter prepare for best and worst-case

that timeframe, there’s a huge chance

building events

that your competitors have. For those

• 14% of construction companies

sceptical business leaders, it’s time to

want online analytics to see, for

look at data again and ask themselves

instance, precisely which factors are

if their business is always working in

affecting profitability and by how much

the most efficient and effective way. w w w.c o nst ruc t i o ngl o b a l. com

TECHNOLOGY

48

PUTTING PATIENTS AND STAFF FIRST BY BUILDING WELL WRITTEN BY

APRIL 2020

DAN BRIGHTMORE

49

w w w.c o nst ruc t i o ngl o b a l. com

TECHNOLOGY

Cundall’s healthcare sector leader Stephen Maddocks talks to Construction Global about the challenge of delivering sustainable designs for healthcare facilities that will meet future needs

C

undall is among the UK’s leading engineering consultants working in healthcare today. Recognising that building

design is a key component of any such facility,

50

Cundall’s approach is to put people first. Its mission is to recognise and support the needs of patients, staff and visitors with a design in tune to the wider issues beyond the actual building; to ensure that design is flexible, adaptable and future-proofed.

Founded in 1976, Cundall’s core disciplines in civil structures, building services and sustainability are in demand in the UK and overseas. Cundall is experienced in working directly for NHS Trusts, Private Healthcare Organisations and PFI (Private Finance Initiative) projects, both as technical advisors and consortia members on projects such as the soon to open Tessa Jowell Health Centre in Dulwich, UK and the Royal Children’s Hospital in Melbourne, Australia.

APRIL 2020

51

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A simpler approach to a future-proof data center.

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Vertiv.com

COLLABORATION

internally to keep its nearly 1000 staff

Stephen Maddocks is Building Ser-

united in their approach.

vices Partner at Cundall and leader of

“It’s always about talking and making

the firm’s healthcare sector. With more

sure we’re all on the same page. We

than 30 years’ experience in the build-

make sure our teams communicate

ing services industry he has worked

across a rigid framework, for example,

extensively as a project director in

a RIBA plan of work, and consistently

charge of multi-disciplinary engineer-

engage. How projects come to market

ing teams and actively champions

is one of the challenges we face; we’re

the collaboration and integration

chasing so many frameworks and

required between building teams, “It’s

some are more beneficial than others

something we instil in our teams from

in terms of the projects that get the

day one,” confirms Maddocks, who

green light. We aim to keep up our mar-

explains that Cundall uses Yama

ket intelligence through our relation-

Why Cundall promotes WELL Building Standard? Let’s find out...

CLICK TO WATCH

|

7:34

w w w.c o nst ruc t i o ngl o b a l. com

53

TECHNOLOGY

C O MPAN Y FACT S

Sustainable construction and operation

54

Cundall incorporated cutting edge sustainability technologies at the Willmott Dixon Community Healthcare Campus in Hertfordshire. These included: A passively ventilated consulting room with electronically operated windows activated by temperature and CO2 concentration sensors, also includes a phase change material that absorbs and releases heat as temperatures rise and fall.

Mechanical ventilation was provided to two treatment rooms via fabric ducts, so that fresh air is taken either from the solar wall on the exterior of the building or from below the building in summer when the air temperature is less than ambient.

Copper taps and copper handrails on the stairs reduce microbiological contamination risks, as the bacteria MRSA is unable to survive on copper alloy surfaces for longer than 90 minutes APRIL 2020

Low-energy lighting is provided, including LED display lighting.

Photovoltaic panels were installed on the roof of the building and the energy from these is used to power the treatment room ventilation system.

The domestic hot water valve controls the hot water circulation to maintain the temperature required for healthcare facilities to negate the risk of legionella Provision of data, electricity and water for mobile healthcare units was incorporated on the exterior of the building

ships with the main contractors.” With the UK healthcare framework NHS Procure 2020 coming back out to the market it’s vital for Maddocks and his team to collaborate and be aware of all the potential routes to market.

INNOVATION Maddocks marvels at the innovation in technology he’s witnessed across the industry during his long career.

“It’s changed massively. We take on around 25 graduates to our training programme each year, and they’re

“Information from design to build can be passed on to the client as a digital twin to help them operate the building - vital for the future-proofing of healthcare projects — Stephen Maddocks, Building Services Partner, Cundall

coming out of university doing parametric modelling, generative design,

with a gaming engine and high-quality

using Trello boards… it’s quite mind

audio to take clients and project design

blowing. As a business, we’re commit-

team members on an immersive audio

ted to embedding digital technologies,

and visual tour of a building - before it

paperless offices, etc. We’ve got the

is built. Cundall’s Virtual Acoustic Real-

digital processes to deliver project

ity (VAR) system uses audio prediction

information in a more cohesive way. For

modelling to mimic the environment.

example, we’re using VR (virtual reality)

“Our lighting teams can also replicate

to offer our clients 3D walkthroughs

the daylight in a space,” adds Mad-

and we’re also looking at AR (aug-

docks. “We can prove the benefits of

mented reality).”

a chosen design using climate-based

Eschewing the flat graphic interface of traditional acoustics computer mod-

daylight modelling.”

Maddocks highlights that Cundall

elling, the Cundall team has combined

is also embracing the concept of the

the Oculus Rift virtual reality headset

digital twin. “When we finish our design w w w.c o nst ruc t i o ngl o b a l. com

55

TECHNOLOGY

and hand over our Revit models to the contractor, that level of information from design to build can then be passed on to the client as a digital twin to help them operate the building - vital for the future-proofing of healthcare projects.”

MAINTAINING A HEALTHY BALANCE The synergies across the many sectors Cundall operates in – from education and industrial to residential and healthcare – allow for new techniques to be 56

shared. “Some of the work we’re doing with pumping technologies in high rise residential can be transferred to hospitals,” explains Maddocks. “Healthcare can also learn from the resilience technology required in the construction of data centres. Because one of the problems we’re going to have on the net zero carbon journey [Cundall aims to be carbon positive by 2025] is the huge backlog of maintenance issues across healthcare sites that still have oil or steam powered boilers. Creating resilient low carbon strategies that still meet the process requirements of a hospital will be a major challenge over the next ten years.”

APRIL 2020

Budget allocation is a regular challenge for construction in the healthcare sector, Maddocks laments. “Healthcare has always been a political pawn.

Money is allocated for capital budgets, but then the operational team tends not to get their budget lifted to meet changing requirements. So they will inherit a brand-new building, but not have the money to fund the resource, either in skills, or equipment, or staff numbers, to look after it. We need a mindset change among the healthcare estate to boost resourcing and look at recruitment to get more leaders and apprentices into our schemes to better maintain them.”

SUSTAINABILITY Australia is at the forefront of driving sustainability practices in construction, as Maddocks explains. “They’re aiming to offset the country’s coal usage and so have been focused on carbon neutral buildings.” Opened in 2011, Cundall acted as a technical advisor to the government on the BREEAM Outstanding Royal Children’s Hospital in Melbourne, based on the hospital’s need for a family-centred care model w w w.c o nst ruc t i o ngl o b a l. com

57

TECHNOLOGY

that put children and their parents at the centre of the facility.

“We’ve learned from that experience on projects like the Willmott Dixon Community Healthcare Campus in Hertfordshire,” says Maddocks. “We used copper handrails to minimise the spread of MRSA; and installed low energy lighting and mechanical ventilation.” This award-winning project showcased what could be done in a small environment; something that Maddocks and his team are keen to 58

“ We need a mindset change among the healthcare estate to boost resourcing and look at recruitment to get more leaders and apprentices into our schemes to better maintain them” — Stephen Maddocks, Building Services Partner, Cundall

APRIL 2020

2020 “We’re working with South London Health partnerships on the soon to be completed Tessa Jowell Health Centre, in Dulwich,” reveals Maddocks.” We won that project five years ago but it’s been more than a decade in the making. We’ve taken learnings from previous projects to deliver a BREEAM excellent building with features including night time ventilation and automatically controlled blinds and windows with daylight sensing systems. It’s vital for communities to have a facility that brings together a range of primary care services in one building that’s operational for 18 hours each day.” see transposed to bigger projects.

“Willmott Dixon came on board as

Cundall’s healthcare team have car-

the main contractor and we monitored

ried this through on projects like the

their work to ensure we could find solu-

Banbridge Health and Care Centre in

tions together to meet the challenges.

Northern Ireland. The four-storey multi-

This is where frameworks can improve

purpose centre – which provides physi-

healthcare construction. We worked

cal and mental daycare services, ICT

much closer with a major contractor

and primary care facilities, GP services,

here than we would under the tradi-

dental labs, OT and physiotherapy –

tional procurement process, to exam-

was designed to achieve a BREEAM

ine the impact on the civil, structural,

excellent rating and, among an array of

and the MEP. We brainstorm ideas

accolades, was named RIBA National

early on to deliver the best value for

Award winner in 2016.

the client by working to the old adage: w w w.c o nst ruc t i o ngl o b a l. com

59

TECHNOLOGY

Et aut pratene mporibus nonet faciminim voloressume endaerovite lamet, acest voluptae.”

60

‘Design it twice, build it once.’” Maddocks adds that, on projects like these, Cundall is keen to revisit 12 months after delivery to collate energy data and carry out a post-occupancy evaluation that can inform maintenance, other live builds and future designs.

Cundall is also involved in the Ulster Hospital Project, just outside Belfast in Northern Ireland. “We’ve been working on a budget of £200mn,” says Maddocks. “The first phase integrated ward blocks which were handed over in 2016. We’ve delivered 300 beds and APRIL 2020

“ “As global practitioners, Cundall has Europe’s only gold WELL Building Standard, so we’re aiming to push that forward to make sure that everybody – staff, patients and visitors – are treated well across a healthcare facility.”

— Stephen Maddocks, Building Services Partner, Cundall

in BEAM Plus Provisional Assessment, Cundall is part of the design and build project team appointed to provide sustainability and BEAM consultancy services, introducing technologies to maximise environmental performance and improve patients’ experience.

BUILDING WELL Maddocks explains that Cundall’s commercial clients are starting to understand the necessity of working to the WELL Building Standard and it’s a big part of his strategy to expand that awareness to healthcare facilities. The WELL Building Standard is a perforare due to hand over the acute care

mance-based system for measuring,

block this summer. It’s a huge invest-

certifying, and monitoring features of

ment in our health economy with five

the built environment that impact human

operating theatres, radio, MRI, catering

health and wellbeing, through air, water,

and support accommodation across

nourishment, light, fitness, comfort and

600,000 square feet.

mind. “As global practitioners, Cundall

Elsewhere, Cundall has worked on

has Europe’s only gold WELL Building

the Hong Kong Children’s Hospital

Standard, so we’re aiming to push that

which has been shortlisted for the

forward to make sure that everybody –

Quality Building Award 2020 (to be

staff, patients and visitors – are treated

presented in June), themed around

well across a healthcare facility.”

‘Transforming Communities - Build with Heart and Care’. The first hospital in Hong Kong to achieve a Platinum rating w w w.c o nst ruc t i o ngl o b a l. com

61

T O P 10

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APRIL 2020

BENEFITS OF TRUST in CONSTRUCTION To understand how trust is created, and the positive outcomes it can create on construction projects, Autodesk partnered with FMI Corporation for the industry study: ‘Trust Matters: The High Cost of Low Trust’. We examine the findings, which quantify the costs and benefits of different levels of trust within construction organisations WRITTEN BY

DAN BRIGHTMORE

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63

T O P 10

10

FINANCIAL BOOST

10

Just 37% of those surveyed rated their organisation as having a high level of trust, while 93% reported a basic level (average or above) of trust. Organisations with the highest levels of trust

reported millions of dollars worth of benefits. These benefits

include lower voluntary turnover that would otherwise be spent on staff saving up to $750,000, fewer missed schedules resulting in gains of up to $4mn a year, higher levels of repeat business driving gross margins 2-7% higher and, by creating a secure environment, the majority of high trust firms (51%) would retain all 64

staff even without a confirmed pipeline of work.

APRIL 2020

09

0

09

65

ENHANCED COLLABORATION

A reported 43% of the highest trust firms make collaboration central to how they work with other organisations across projects. When working with other firms, the highest trust organisations share information openly and easily (two thirds have a single source of truth for project information), receive responses to queries more quickly (they are more than twice as likely to get faster responses from owners and general contractors) and hear about problems faster (nearly one third believe general contractors and sub-contractors would share a problem immediately).

w w w.c o nst ruc t i o ngl o b a l. com

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T O P 10

08 08

67

RETURN BUSINESS

When asked how frequently they work with repeat clients, a third of respondents answered more than 80% of the time. In the US alone, the majority of those surveyed said they almost always work with repeat clients. The report found that great relationship building between the field and the office makes for a more successful project.

A forged relationship between contractors and architects facilitates communication in subsequent projects, and a history of successful projects leads to trust and loyalty between contractors and their clients, which results in future partnerships.

w w w.c o nst ruc t i o ngl o b a l. com

T O P 10

07

07

LOWER EMPLOYEE TURNOVER

The shortage of skilled labour is a consistent challenge. The UK struggles to recruit for one in three roles, while 80% of general contractors in the US face challenges hiring qualified workers.

Voluntary turnover – when employees choose to leave the business – is a big issue. Experienced workers take skills and

knowledge out of the organisation when they leave, while the cost of replacing an employee is estimated to be one third of their annual salary. Levels of trust appear to have a direct impact on retention, as the firms with the highest trust report the lowest voluntary turnover. Turnover rates are good – staff are choosing to 68

stay – at the majority of firms with the highest trust (56%), compared to nearly a third of firms (32%) where trust is above average.

APRIL 2020

06

7

06

69

FEWER MISSED SCHEDULES

Construction businesses with the highest levels of trust are the most confident about meeting their project schedules. Organisations where trust is high are twice as confident as those where trust is “above average� (43% compared to 21%). Missing deadlines can be expensive. According to FMI estimates, missed schedules can cost a $100mn contractor approximately $17.5mn a year in direct and indirect expenses. Compared to organisations where trust is above average, organisations where trust is very high could benefit by as much as $4mn a year by meeting their deadlines.

w w w.c o nst ruc t i o ngl o b a l. com

WE ARE

A SOLID FOUNDATION OF TURNING SMALL ACTIONS INTO BIG GAINS

Founded in 1996, we are a construction services company based in Malaysia with over 20 years of operating history and are principally engaged in provision of a wide range of construction services. The group was founded with a mission to pursue sustainable engineering models in a competitive resource-heavy sector.

BGMC stand today as a builder of good repute positioned to make our mark beyond Malaysian shores. On the back of a solid trajectory of growth, the Group listed on The Stock Exchange of Hong Kong Limited (HKEX) on 9 August, 2017. Our successful listing in Asia’s financial centre places us at an advantage to leverage the Belt and Road Initiative, paving the way into key Southeast Asian markets for accelerated growth.

Concession & Maintenance will be a priority in coming years to sustain long-term cash inflow. Meanwhile, we will be increasing our assets through acquisition of more advanced machinery and technology. We will also be strengthening our portfolio through collaboration, partnership agreements, or merger and acquisition. Ultimately, BGMC stands for a sustainable future where our people, clients, and surrounding communities can thrive for generations to come.

2.0

www.bgmc.asia

THERE ARE THOUSANDS OF WAYS TO BUILD WE ARE JUST GOOD AT FINDING SMARTER AND FASTER WAYS TO DO IT.

T O P 10

05 05

71

CLIENT LOYALTIES DRIVE PROFITS

Bain & Company found that a 5% increase in customer retention can produce an increase in profits of between 25% and an astounding 95%. The cost of serving retained clients is lower, because you’ve already completed the onboarding process.

There’s no need to align your technology, confirm billing processes, and even conduct background checks – cutting upfront admin costs and delays. This can make a significant difference to the profitability of each job and adds up over time.

w w w.c o nst ruc t i o ngl o b a l. com

T O P 10

04

04

AUTONOMY ON THE JOBSITE

“You have to have trust for staff autonomy. If you don’t trust your

staff, then you end up being autocratic and you basically become

a micromanager,” a commercial project manager from a New Zealand construction company explained. “If you don’t have a high

level of organisational trust, you will lose employees.” Micromanagement is a poor use of time for those in executive positions who could be more productive in other areas, and it tends to diminish company culture and leave staff feeling less secure about their contributions to the company.

72

APRIL 2020

03

4

03

73

TRANSPARENCY AND CONSISTENCY

Consistency fosters trust. Across project planning, building, close out, and lessons learned meetings, organisations with the highest levels of trust are significantly more likely to take a consistent approach to their work. Consistent processes ensure that employees know what to expect and what is expected from them from project to project. Internal communications are similarly consistent.

When requests are clear, employees understand what’s desired and can focus on completing the task, while managers can be confident about the outcome – fostering trust on both sides.

w w w.c o nst ruc t i o ngl o b a l. com

DELIVERING EXCELLENCE At Delcon Civil we strive to deliver a culture of construction excellence which is underpinned by our focus on safety and quality. Delcon Civil understands the challenges, demands, dynamics and the controls required for delivering diverse infrastructure projects often in complex operating environments.

LEARN MORE

(03) 9770 8300

info@delconcivil.com.au

(03) 9770 8302

www.delconcivil.com.au w w w.c o nst ruc t i o ngl o b a l. com

T O P 10

02

HIGHER PRODUCTIVITY

Employees of firms with a high level of trust are more engaged and therefore they are also more productive and do better quality work.

Equally, the greater the level of trust, the more likely employees are to exceed what’s

02 expected of them. There’s a notable difference between the most trusted firms and

firms that are just above average: the highest

76

trust firms are twice as likely to outperform.

Employees will go above and beyond when it

comes to helping each other. These organisations foster a more positive working culture capable of delivering improved results.

APRIL 2020

2

Digital Trends to Improve Construction Productivity CLICK TO WATCH

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5:36

77

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01 T O P 10

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APRIL 2020

01

INCLUSIVE CULTURES IMPROVE OUTCOMES

An environment that begins with a tight-knit team of employees who trust each other generates a great sense of pride in the job. This culture needs to be cultivated by every employee so they feel heard. New tradespeople build their skillset faster and with excitement, and all parties feel a sense of responsibility to each other and the overall completion of projects. This inclusive culture boosts employee satisfaction and, overall, a better standard of work. Stakeholder investment in the everyday work as well as the final outcome results in superior craftsmanship. The essential ingredients for building a company where each stakeholder trusts their co-workers and their leadership starts with respect and engagement.

All opinions should be valued and workers need to be supported so that they can continue to improve their craft.

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80

HONG KONG’S MTR MAKES NAVIGATING OUR CITIES SMARTER, MORE EFFICIENT, AND MORE DIGITAL THAN EVER WRITTEN BY

RACHAEL DAVIS PRODUCED BY

KRISTOFER PALMER

APRIL 2020

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MTR

Renowned for its efficient, reliable and tech-optimised railways, MTR is making travel smarter than ever. CEO Dr Jacob Kam tells how technology enhances integrated, streamlined and sustainable public transport

V

enturing into a new decade, a crucial and pertinent question in urban planning revolves around how to make our cities

smarter. A pivotal aspect of more intelligent city 82

living is public transport, ensuring residents can navigate their daily lives efficiently, reliably, and increasingly more sustainably.

MTR operates Hong Kong’s railway services, and is also a key property developer and manager in the city. It additionally invests, or takes part in O&M contracts for rail services in eight other cities globally: Beijing, Hangzhou, Macao, Shenzhen, Melbourne, Sydney, Stockholm and London.

In Hong Kong, the railway is the backbone of the city’s transport. Public transit is the most used mode of transport: 90% of citizens use public transport in their daily lives. Train travel is the most efficient way of moving large amounts of people through the compact city, and MTR has made social and environmental friendliness a priority.

APRIL 2020

83

Advanced digital technologies are enhancing MTR’s asset management and customer service. w w w.c o nst ruc t i o ngl o b a l. com

Intelligence that perfects travel door to door Countries, cities and transport operators rely on Thales’ ground transportation solutions to adapt to rapid urbanisation and meet new mobility demands – locally, between cities and across national frontiers.

Our expertise in signalling, communications, fare collection and cybersecurity gives people and goods the connected journey they need to move safely and efficiently.

And no matter how challenging the project, we stay by your side, committed to helping you creating the digital railways of the future.

Learn more

Keep Hong Kong Moving: How Thales and MTR Corporation Drive Digitalisation of Metro Systems Thales and MTR are entering their 25th year of collaboration.

Since first cooperation on the Lantau Airport Railway, MTR has trusted Thales to assist in the rapid expansion and digitalisation of its metro systems. As a central contributor to this project, Thales’ systems in the OCC have played a key role in its success. Driven by data, the multiple systems control components of the MTR ranging from power supply, electromechanical equipment, and the environment facilities within the network. This helps to ensure smooth train services and optimizes power consumption, making the network greener and more efficient while consistently providing an excellent passenger experience.

Through early localisation of its Hong Kong business, Thales garnered a deep understanding of the customer requirements allowing to quickly support local needs. This has been a crucial step in building trust with local partners and establishing a long-standing and robust relationship with MTR. The partnership now focuses on digitalisation. Thales has been committed to digital technology for many years and has been supporting the MTR’s transformation by advancing the rails’ connectivity and smart capabilities.

The Hong Kong MTR will soon employ Thales’ predictive maintenance facilities to anticipate technical faults in trackside equipment. Leveraging Big Data and AI, this warning system can pinpoint in advance exactly when and where equipment failure will occur, enabling corrective maintenance to correct it before its failure. This is critical to the continued improvement of services.

MTR is taking its expertise in railway operations worldwide.

In 2019, Thales extended the scope of its partnership with MTR to the expansion of the Central Control and Communication Systems for the Sydney Metro to City & Southwest.

Thales continues to be proud partners with MTR, supporting their ambitions to provide its exemplary service both at home and abroad, and keep cities across the world moving.

Learn more

MTR

Digitalisation is at the heart of MTR’s

86

“We believe that the only way to push

drive to enhance public transport for

beyond the current high performance

the masses, says CEO Dr Jacob Kam.

is through better digital technology,”

Utilising smart technology facilitates

says Kam, and utilising this technology

enhanced customer service, improved

in asset management is an important

asset management, and a more effi-

step. “One aspect is discovering how

cient and reliable service. MTR’s trains

best to predict failure, so that we can

already run at an on-time performance

act on that failure before it happens.

of 99.94%, but customers want better.

This predictive maintenance relies on

Through its ongoing digital transforma-

image and data analytics supported

tion, MTR aims to enhance the reliability,

by artificial intelligence and helps

efficiency and integration of their

us to regularly inspect our equipment

services, not only in Hong Kong but

and detect any problem early and

in its other global cities of operation.

consistently,” Kam explains.

E X ECU T I VE P RO FI LE

Jacob Kam Dr Jacob Kam joined the Company in 1995 and had held various management positions in Operations, Projects and Mainland China and International Business Divisions.

He was appointed as the CEO on 1 April 2019, and has been a Member of the Board since then. Before the CEO appointment, Dr Kam was the Operations Director between January 2011 and April 2016 and the Managing Director – Operations and Mainland Business from May 2016. As CEO, Dr Kam is responsible for all performances of the Company and its group companies both in and outside of Hong Kong.

APRIL 2020

DI D YO U K N OW?

• On-time performance is at 99.94% • 90% of Hong Kong’s residents use public transport

87

AI is also used to assist with planned

operations. MTR’s trains already have

construction and maintenance on

automatic operation, but sometimes

MTR’s railways. Using AI to optimise

the fail-safe principle will slow opera-

planning, it is possible to maximise the

tions. By introducing artificial

usage of the line when it is not in service to minimise the disruption when unavoidable planned construction or system upgrades are necessary, and ensure that ongoing works do not disrupt the functional rail lines.

intelligence into the driving of trains, MTR will be able to mitigate this risk when every second counts in train operations.

At the heart of these applications of technology is the drive to improve the customer experience. Advanced

AI-enhanced driving is

data analytics are being used by MTR

a tool which goes hand-in-

to predict customer movements and

hand with more reliable

demands to better plan its service – in w w w.c o nst ruc t i o ngl o b a l. com

Your Trusted Digitalization & Automation Experts Roctec Technology Limited was found in 1987 and is a leading solution provider and system supplier in Hong Kong while our footprint covers Asia-Pacific area.

We have over 30 years of experience in implementation of large-scale data communications, multimedia, IOT and IT projects in railway & transportation industry. Over the years, we have positioned as a technology leader in delivering multimedia & communications systems, network & security solutions and various communications applications.

Experts at - One - Stop Solutions for Communications, IoT, Networking Security, Public Address, Multimedia Display and Simulation System - IT Infrastructure and ELV Engineering Consultation - Expertise in Cyber Security and Data Network solutions - Tailor-made complex railway and transportation solutions - Hardware design and software development

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Roctec Technology Limited E: info@roctec.com.hk W: roctec.com.hk

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Shaping connected mobility With a comprehensive and on-demand digital portfolio globally, Siemens Mobility not only creates values for partners sustainably over the entire life cycle, but also enhances people’s seamless travel experience every day

siemens.com/mobility

due course, the same technology will be used even to respond in real-time to meet a customer demand. Furthermore, MTR is providing real-time service information to their customers, such as when the next train is due to arrive, and plans to expand its offerings to include how crowded trains will be and

1975

Year founded

$53.9bn Revenue in HK dollars

which carriages have space available.

This real-time information is even available for very frequent services, Kam explains. “On many of our lines, our train service frequency is already at a few minute intervals. However,

47,327 Number of employees

our customers still want to know when the next train is coming,� he says. This use of data not only allows MTR to help its customers plan their journeys,

Intelligent Inspection Robot

Big Data Studio

w w w.c o nst ruc t i o ngl o b a l. com

91

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ESS System

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Fuel Cell System Stack, APS(Air Processing System), FPS(Fuel Processing System), TMS(Thermal Management System)

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“ To use public transport is, in itself, a way of making travelling more efficient and environmentally sustainable — but of course we have ongoing energy saving schemes which we invest a significant amount of money in” — Dr Jacob Kam, CEO, MTR

93

MTR’s state-of-the-art Operations Control Centre is at the heart of Hong Kong’s heavy rail network.

but also allows the operator to assess

subscribing to the cohesive concept

demand and improve availability, fre-

of a door-to-door transport system,

quency and reliability in the long term.

aiming to provide a “total solution”

Reliability and maximum conveni-

to its customers’ transport needs,

ence are two of the core values of Mobility as a Service (MaaS), an indus-

Kam says.

In practice, this would mean that

try-wide initiative which aims to

when customers need to use a variety

integrate various modes of transport

of modes of transport — for example

into a single mobility service, accessi-

taking a taxi to a train station, taking

ble on demand. By investing its assets

an MTR train, then taking a bus to their

into the concept of MaaS, MTR is

final destination — MTR can have w w w.c o nst ruc t i o ngl o b a l. com

FOR BETTER RAIL TRANSPORTATION Traffic Control Technology (“TCT”) is the most innovative and customer centric player in the rail transit industry, formed a close partnership with HK MTR – the world’s leading transit rail service provider to develop state-of-the-art systems, including big data analytics in supporting real time track side equipment performance monitoring and analysis, intelligent detection system as “the independent and additional robotic intelligent driver’s eye” to improve operation safety under manual or degraded modes.

LEARN MORE

MTR Global Brand Video CLICK TO WATCH

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3:30

95 a hand in arranging every aspect of

integrated living and travelling environ-

this service to make it as consistent

ment for our customers,” Kam says.

as possible. Its analysts will gain

“Theoretically, customers could

access to enhanced user and demand

travel from their home — a property

data, leading to new opportunities to

managed by us, to an MTR railway,

serve unmet demand.

to their office block which is managed

MTR is able to take this concept a

by us, have lunch or meet friends in

step further, as its ventures include

a shopping mall managed by us,” he

a property business run under the

expands. This synergy not only retains

same umbrella as its railway. MTR

custom and builds trust within the mar-

properties, which incorporate not only

ket, but creates an integrated society

railway stations but residential and

where loosely-related aspects of daily

commercial buildings as well as luxury,

life are connected to run seamlessly

regional and neighbourhood shopping

together. Consolidating the supply

malls, “creates a better, more

chain of multiple industries, and w w w.c o nst ruc t i o ngl o b a l. com

MTR

C OM PA NY PARTNERS

Kone “The new Kone escalators and lifts are equipped with a digital controller to view a status and fault log for troubleshooting, and to remotely control ON/OFF to pave for smart station operation.”

96

Roctec “Roctec is an Information & Communications Technology solution provider for MTR. They provide Integrated Speed and Position Supervision System (iSPS) in Light Rail, Smart Tunnel for location tracking, and Infotainment & Advertising Systems.”

Traffic Control Technology Co. Ltd (TCT) “TCT provide advanced APRIL 2020

technological alternatives to enable a wider spectrum for smart metro operation options in MTR, including the trial of a Train Intelligent Detection System on one of our metro lines.”

Hyundai Rotem “Rotem is currently working on the incorporation of a digital track inspection system onto the new FAO train for a new line, and they are also actively working on the technical proposal on automatic wheelset maintenance centre using robots.”

Siemens “There are several asset condition monitoring data analytics projects which MTR is conducting Proof of Concepts together with Siemens.

These systems include Platform Screen Doors, Signalling system, Main Control System, etc.”

OTIS

Arup

“OTIS has provided strong support to MTRCL in conducting studies on innovation initiatives for escalators, including Escalator Comb Object Identification, Escalator Step Vibration Monitoring and Automatic Speed Change Systems. These aim to enhance passenger safety, escalator reliability and customer service.”

“We have worked with Arup on some initial concepts of applying technologies to our Smart City initiatives, focusing on sustainability initiatives such as driverless modes of transport, use of drones and innovations in operation of shopping malls and initiatives on energy saving concepts. We are also looking at possible collaboration on applying more digital technologies for project and construction management.”

Thales “Thales started early collaboration with MTR on smart operation in pilot implementation of full automatic control in Disneyland Resort Line. They continued various provision of advanced train control systems in our network for both greenfield and brownfield application.”

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97

Transforming connectivity Combining our deep technical expertise with advanced digital technology, Arup helps to realise the vision for next generation urban rails that connect people and places, improve lives and enables sustainable growth.

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“ Our on-time performance is already one of the highest in the world — but our customers want even better” — Dr Jacob Kam, CEO, MTR

thinking macroscopically about society as a whole gives MTR an edge in building customer trust and retaining loyalty across different markets.

Naturally, the various innovations and initiatives are supported by a range of partnerships. MTR works closely with Kone, Rotec, Beijing Traffic Control Technology, Hyundai Rotem, Siemens, OTIS, Thales and Arup to deliver its services efficiently and sustainably by employing pioneering technology.

99

MTR has achieved financial and environmental sustainability by integrating rail and property. w w w.c o nst ruc t i o ngl o b a l. com

See the world from a new perspective At Otis, we’re dedicated to helping you see the world in new ways.

Learn more about Otis technology, service and expertise at otis.com.

Made to move you

“ The only way to push beyond the current high performance is through better digital technology” — Dr Jacob Kam, CEO, MTR

MTR actively encourages the use

efficiency to a new level, MTR fulfills

of public transport by making the

its mission to “Keep Cities Moving”

process streamlined, efficient and

with a sustainable financial model,

high-functioning: an essential stance

upgraded assets, and an intelligent

not only as the world’s cities become

approach to public transport.

more populated, but also as a defence against unsustainable, environmentally-hazardous travel habits.

Using electric trains and energy-saving schemes, reducing waste and employing data analytics to push w w w.c o nst ruc t i o ngl o b a l. com

101

102

DATA CENTRE IS THE EPICENTRE OF CLOUD AND DIGITAL TSUNAMI WRITTEN BY

DAN BRIGHTMORE

APRIL 2020

PRODUCED BY

TOM VENTURO

103

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SIF Y TECHNOLOGIES

HOW SIFY TECHNOLOGIES HAS TRANSFORMED FROM BEING A STANDALONE NETWORK AND DATA CENTRE-HOSTING SERVICE PROVIDER TO A FULLY-FLEDGED DIGITAL ICT SOLUTIONS AND SERVICES COMPANY

104

S

ify Technologies (Sify) was founded in 1995, as India’s first private internet services provider (ISP). Driving the nation’s consumer

internet revolution was the main focus during the late

1990s and through the company’s fledgling years as a consumer services focused business offering hubs across the country to handle cyber traffic.

At the turn of the millennium, Sify launched the country’s first commercial data centre (DC) and first MPLS network, beginning a transition towards enterprise services as India’s first commercial internet provider. The country’s emerging network requirements saw the business enter its third phase (from 2006-12), undergoing a full transformation into an enterprise services company. During this period, Sify moved out of the consumer broadband services space, focusing instead on internet-as-aservice for businesses and the launch of its cloud services offering.

APRIL 2020

105

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SIF Y TECHNOLOGIES

“It has been a fruitful journey across

“ WE HOST AND BUILD DATA CENTRES FOR OUR CUSTOMERS ALONG WITH THE IT, NETWORK, SECURITY AND OTHER INFRASTRUCTURE THEY NEED. WE’RE MAKING IT EASIER FOR THEM TO MANAGE THEIR IT REQUIREMENTS WITH ONE PARTNER” 106

— Kamal Nath, CEO, Sify Technologies

25 years of transformation,” confirms CEO Kamal Nath, who joined Sify in 2012. Overseeing the transformation of the company from a standalone network and data centre hosting service provider to a fully-fledged digital ICT solutions and services company, Nath’s stewardship heralded a fourth transition in 2017. The addition of further portfolios to Sify’s data centre and cloud offering set the framework for the company’s “Cloud@Core” approach, which began in 2018.

INDIAN EXPANSION Looking back at Sify’s genesis and how the company became a major force in the Indian market, Nath recalls a time when most of the data centre players were telco service providers operating data centres at their point of presence (POP). “It was a natural extension of our telco business,” he says. “However, we didn’t follow the traditional path as we thought it was important to develop data centre hubs in major cities like Mumbai, where we set up our first commercial data centre in 2000. This was the key to our APRIL 2020

Sify Hybrid Multi Cloud with Cloud Adjacency CLICK TO WATCH

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2:55

107 expansion across India. Today, we

to diversify its suite of services is

have nine DCs across the country:

part of the Sify philosophy. “Over

four in Mumbai, and five spread

time,” he adds, “the data centre has

across Bengaluru, Chennai, Delhi,

become the epicentre of Cloud and

Hyderabad and Kolkata. And we’re

Digital transformation.”

planning more in the near future.”

Sify now offers a host of man-

When Nath joined in 2012 the network to non-network revenue

aged, migration, assessment and

was approximately 80:20. Today it’s

security services for DCs. “We’ve

50:50. “We’ve grown the DC and

interconnected 48 DCs across the

DC-centric IT services business

country, not only our own but third

beyond simply being an IT services

party DCs,” adds Nath. “We’re creat-

provider,” he notes. “Both areas of

ing more value by offering extended

the business have grown, with our DC

service portfolios on top of our DCs

offering triggering a range of services

as a platform.” The constant quest

including, hybrid IT and multi-cloud.” w w w.c o nst ruc t i o ngl o b a l. com

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DRIVING DATA CENTRE GROWTH

need to expand existing IT networks.

Sify’s Head of Data Centre and Cloud

Similarly, the growing use of social

Services, Sushant Purushan, notes

media and online platforms demands

that India’s DC market is currently

that the needs of high compute net-

pegged at $2bn and expected to grow

works be met to support the likes of

22% to 24% CAGR. “This includes

content providers and gaming portals.

hyperscale DC, managed colocation at

Elsewhere, the rise of elearning and

service provider location, captive DC,

the country’s growing insurance sector

DC offshoring, disaster recovery-as-a-

is increasing its investment in IT, while

service, DC managed services and DC

regulatory compliance across indus-

applications implementation,” he adds.

tries is ramping demand for the digital

Driving that demand across India is

backup and archiving of information

the rise in ecommerce and digital pay-

sensitive services. Collectively, this

ment solutions. Banking services such

drive towards digital is aligned with gov-

as ewallets and payment gateways are

ernment initiatives such as the Smart

increasing transactions, triggering the

Cities programme and Digital India with

E XE CU T I VE PRO FI LE

Kamal Nath An Electronics and Communications graduate from a premier Technology school in India, Kamal has the enviable distinction of building business from their infancy or turning the corner in others. The architect of Sify’s digital transformation journey, Kamal prefers an entrepreneurial approach to engaging with industry verticals. This disruptive, zealous methodology has seen him build a billion dollar business in his earlier organisation. Going by the reception that Sify is receiving in the market, he is on track for an encore.

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109

SIF Y TECHNOLOGIES

public sector companies, especially across the energy and manufacturing verticals, aggressively adopting digital.

“Under the Indian government’s National Digital Communication Policy, the three pillars – Broadband India, Secure India and Connect India – aim to connect the country’s villages and rural communities via local institutes while targeting fixed line broadband services in 50% of households, along with 10 million public WiFi hotspots,” explains Nath.

India’s digital economy is expected to reach $1trn by 2025. An entire 110

ecosystem of primary and associated services is benefiting from this Tsunami of change. This applies to core DCs, DC interconnection, edge DCs and network services for both enterprise and consumers. “In the near future, technologies in their infancy in India – IoT, AI and machine learning applications, Big Data, analytics and their application ecosystems – will see an upward associated consumption,” reasons Purushan.

EVOLUTION Sify has evolved in anticipation of this rise of digital to offer a mix of services. “We build and host data APRIL 2020

“ SIFY HAS BEEN FOCUSED ON ADAPTING TO THE CUSTOM NEEDS OF HYPERSCALE USERS, CREATING A COMPLETE ECOSYSTEM OF CLOUD PROVIDERS, INTERNET EXCHANGES, CONTENT PROVIDERS, CDN PROVIDERS, ISPS…” — Sushant Purushan, Head of Data Centre and Cloud Services, Sify Technologies centres for our customers along with the IT and network infrastructure they need,” confirms Nath. “We’re making it easier for them to manage their IT requirements with one partner. We’re replacing legacy service providers for customers who want managed services (on-site or remote) addressing all the required models with a hosted data centre plus cloud. And through our network portfolio we not only provide data services to our clients, but also transform their network landscape influenced by adoption of cloud. They don’t need to look elsewhere, we offer w w w.c o nst ruc t i o ngl o b a l. com

111

GROWTH

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Galaxy™ VX UPS EcoStruxure IT

it in a full stack – from DC hosting to

capacities were server hall floors in

custom-build and cloud services, we

buildings. Selection and deployment

can manage the whole piece. This is

criteria then changed to dedicated

how we’re evolving into a converged

buildings, POD-based design fea-

ICT ecosystem player offering hybrid

turing power substations within DC

IT and DC with integrated security ser-

premises offering multiple fiber paths

vices to meet the needs of businesses

for adaptive approaches to security

across verticals.”

and safety requirements. We now

The philosophy behind Sify’s DC business has evolved to support the

focus on creating DC campuses housing multiple towers.”

changing market. Sushant elaborates: “Sify has been focusing on adapt-

DC DESIGN-BUILD AND OPERATIONS

ing to specialised custom needs of

Sify’s Head of Project Design,

hyperscale users, creating a complete

Roopesh Kumar, explains that the

ecosystem of cloud providers, internet

company’s design philosophy is flex-

exchanges, content providers, CDN

ible and hybrid to cater to the needs

providers, ISPs etc. Our initial DC

of all requirements: “Both IT and

E XE CU T I VE PRO FI LE

Sushant Purushan A veteran IT professional, Sushant has been in the thick of the evolution of the Indian IT industry from a provider focused on application to one that evolved into infrastructure for the DC and the Cloud. He wet his feet with some of the big names in the industry donning roles across sales, operations, service lines & practice management, strategy and presales. At Sify, he puts a combination of these roles to play, architecting some of the unconventional solutions to Enterprise problems.

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113

SIF Y TECHNOLOGIES

non-IT facilities are catered to in a way

key criteria including the availability

that enterprise and retail customers

of quality power, physical connectiv-

can partake of the same colocation

ity and telecom infrastructure. “The

facility.” Sify’s approach to design has

platform to innovate is centred around

moved on from low density retrofits

the design philosophy of our infrastruc-

in shared IT spaces to purpose-built

ture,” says Roopesh. “The modular and

facilities and now a third generation of

scalable backplane design can grow

custom designed and built greenfield

with the business and also multiply

projects following an inside out design

capacity in a single floor to meet high

where the whole building is based on

demand customer requirements. The

the server hall design to support large

design allows us to increase the power

hyperscale colocation requirements.

density in a single floor by adding com-

Physical site selection is driven by 114

APRIL 2020

ponents without disturbing the working

backplane infrastructure. The SCADA

flexibility to use this total power in multi-

based building automation system is a

ples of standard POD configuration. We

new initiative we have implemented in

have floors supporting 800KW for very

the past year.”

low density to 4800KW for high density

Roopesh highlights that Sify’s DCs

customers. These flexible PODs are

are built to accommodate scale and

defined during the initial master design

flex. “Each facility may have an overall

stage, allowing the business flexibility to

capacity limited by infrastructure space

design products accordingly.”

for transformers, generators and chilldesigned, this total capacity is defined

CLOUD INFRASTRUCTURE CONNECTING THE FUTURE

and accordingly the base building infra-

Sify is responding to a maturing

structure is planned. The design allows

Indian market demanding hyperscale

ers, but when a new facility is identified/

115

E XE CU T I VE PRO FI LE

Roopesh Kumar Roopesh Kumar leads the data centre engineering and projects. Having built a number of large data centre facilities for Sify in the past, he is working on their “new generation” data centre facilities projects now. He brings over 20 years of experience in handling network and data centre infrastructure and projects. A technology enthusiast, he is keen to explore new technologies and products focusing on efficiency in energy and operations.

Roopesh is a computer engineering graduate and an executive MBA in information technology management. He is well acquainted with data centre standards and technologies and certified under various industry modules like uptime institute ATS, PRINCE2 project management, ITIL v2 service delivery, CCNA network basics and more.

w w w.c o nst ruc t i o ngl o b a l. com

SIF Y TECHNOLOGIES

DCs. “Moving forward from being a service provider, India has become the offshore destination-of-choice for DCs for multiple players,” reveals Purushan, highlighting that Amazon, Walmart, Oracle, Microsoft, Alibaba and a diverse cohort of other content providers and software companies are building their cloud infrastructure in India. “The availability of disparate business segments across different seismic zones, a proactive government approach to remove the gremlins in builds, a back-office-to-the-world 116

environment, along with abundant land and power have proved to be great

“ THE PLATFORM TO INNOVATE IS CENTRED AROUND THE DESIGN PHILOSOPHY OF OUR INFRASTRUCTURE” — Roopesh Kumar, Head of Project Design & Operations, Sify Technologies APRIL 2020

inducers for the largest hyperscale DC players globally.”

Purushan notes that, both on the government and private enterprise side, there is a concentrated effort to build data farms within networked distance of the specific business. This has helped build a secondary market of DC and infra specialist providers around the facilities. “Prospective buyers are being driven by the urgency to adopt digital forms of doing business in order to retain their

117

customers in the face of increased

workload from enterprise to hyper-

threats from new age startups,” he

scale, Nath explains Sify is partnered

adds. “By themselves, startups at the

with AWS, Azure and Oracle, while in

top of the consumption chain for DCs

negotiations with Google to broaden

are the drivers for large scale automa-

the support it is able to offer custom-

tion and hence the increasing demand

ers who need to boost the digital

for hyperscale DCs. Sify has been

literacy of applications in sectors like

closely following these demands and

banking and eCommerce and main-

quickly ramping up the availability of

tain 100% infrastructure availability.

infra specialism across the country.”

“We are the only ISP who started

In creating services capable of

out in the 90s in India, survived the

managing hyperscale clouds, and

Dotcom bust and completely reen-

helping customers migrate their

gineered the business,” says Nath w w w.c o nst ruc t i o ngl o b a l. com

SIF Y TECHNOLOGIES

118

APRIL 2020

1995

Year founded

$312mn Revenue in US dollars

2,700 Number of employees

119 proudly. “Today, with every passing quarter we are more relevant to the market than ever before. We now compete against international technology companies with a complete digital portfolio built to meet the future demands of the Indian market and beyond.�

w w w.c o nst ruc t i o ngl o b a l. com

120

NORDEX GROUP:

DIGITAL TRANSFORMATION

IN ENERGY WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

TOM VENTURO

APRIL 2020

121

w w w.c o nst ruc t i o ngl o b a l. com

NORDEX GROUP

John McComas, Head of Project Management at Nordex North America, discusses the impact of digital transformation in the energy space amidst the launch of a new wind turbine platform

A

s one of the world’s largest wind turbine manufacturers, Nordex Group provides high-yield, cost-efficient wind turbines

under the Acciona Windpower and Nordex brands.

Nordex has production facilities in Germany, Spain, Brazil, the US, Argentina, Mexico and India 122

and produces nacelles, hubs, rotor blades and concrete towers across its offices in 25 countries.

Following its acquisition of Acciona Windpower in 2016, Nordex became a major player in the energy space.

John McComas is Head of Project Management at Nordex North America. Having originally joined Acciona Windpower North America in August 2007 as a Supply Chain Analyst, McComas worked in several different positions before moving into his current role in May 2017. Having achieved considerable success over the past few years, McComas points to his company’s product line as a driving factor. “Our product line between the Nordex and Acciona turbines is flexible, cost effective, and client driven,” explains McComas. We’re not afraid of entering into markets where other organisations feel uncomfortable.”

APRIL 2020

123

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NORDEX GROUP

“ WE CAN’T HAVE JUST ONE WAY OF DOING THINGS ACROSS A DIVERSE RANGE OF MARKETS. IT’S IMPORTANT THAT WE ADAPT TO WHAT THE REQUIREMENTS ARE” — John McComas, Head of Project Management, Nordex North America

A key area of priority to McComas is the company’s client approach.

“We have an approach with our clients which is quite the opposite of ‘take it or leave it’,” he says. “It’s about trying to foster a relationship

124

and learn what the constraints, challenges and economic model inputs are in order for the projects to be successful.” Having worked in several different markets, McComas acknowledges that every individual sector has its own unique challenges.

“What makes us successful is our approach,” he explains.

“We can’t have just one way of doing things across a diverse range of markets. It’s important that we adapt to what the requirements are.”

Another important area of focus to McComas is the introduction of new technology. He understands the growing impact digitalisation is APRIL 2020

Delta4000 Series Start: N149/5X & N163/5X (ENG) CLICK TO WATCH

|

3:13

125 having on the energy industry and

Since its purchase of Acciona

beyond. “Digital transformation

Windpower in 2016, there has been

is one of the biggest opportunities

a noticeable shift in operations.

facing most markets at the moment,”

“Acciona Windpower product technol-

says McComas. “We used to spend

ogy was typically deployed in large

lots of time and effort collecting,

wind farms cost of energy focused

analyzing and correcting information

markets, in comparison to the Nordex

and data that came to us from paper-

technology which was deployed at

based sources. We’re flooded by

smaller wind farms in Europe that

the onset of tools, techniques, pro-

had specific requirements,” says

cesses and data, so it’s important

McComas. “Those requirements

that we use it in the right way. With

were prevalent primarily in Germany,

increased efficiency comes the

Scandinavia and the UK and that

opportunity to be safer, more quality

technology was very successful

centered, and strategic.

in those markets. However, since the w w w.c o nst ruc t i o ngl o b a l. com

NORDEX GROUP

126

“ DIGITAL TRANSFORMATION IS ONE OF THE BIGGEST OPPORTUNITIES FACING MOST MARKETS AT THE MOMENT” — John McComas, Head of Project Management, Nordex North America

to launch a turbine platform with

merge a few years ago, we have put

strategy. The Delta4000 turbine

in considerable effort to combine that

adapts to the grid operators’ individ-

technology into one platform.”

ual needs, local wind conditions as

a flexible rating as part of its core design philosophy and operation

That platform is the Delta4000. The

well as noise constraints. Through

Nordex Group was the first company

the platform, the Nordex Group relies

APRIL 2020

on tried-and-tested series production

to create a platform that best serves

technology. The primary aim is to

the needs of our clients,” explains

reduce the cost of energy by design-

McComas. “This product line is a sig-

ing turbines which provide much

nal to the marketplace that the merger

higher yields from any given site. Its

between both organisations has been

Delta 4000 portfolio demonstrates

finalised and our recent commercial

the N155/4.5, N133/4.8, N149/5.X

success with it proved that we are

and N163/5.X wind turbines.

here to stay.”

McComas believes that the new

McComas believes in the value of

platform delivers a clear message

partnerships. Nordex has established

to the marketplace. “What we set out

key, strategic relationships with Appia

to do was take the best parts from

Wind Services, DSV Air & Sea and

both the Nordex and Acciona plat-

ATS, in addition to collaborations with

forms and merge them together

global energy leaders such as Engie,

E XE CU T I VE PRO FI LE

John McComas John McComas is a results-orientated, strategic and bi-lingual manager with experience in a range of wind farm supply and construction. McComas has a verifiable track record in four different countries for the successful completion of utility scale projects ranging from 45 to 304.5MWs. He manages site teams, maintaining the site P&L and creating positive working relationships with colleagues, contractors, suppliers and clients. He has been in his current position since May 2017. w w w.c o nst ruc t i o ngl o b a l. com

127

Appia Wind Services is a company dedicated to blade maintenance and repairs in the composite wind energy field. We provide rapid deployment of experienced technicians to complete tasks at hand.

Learn More

Powering your logistics to the next level When your needs are out of the ordinary, trust the DSV experts. www.dsv.com/project-transport

1985

Year founded

6,800 Number of employees

129

Announcing N163/5X CLICK TO WATCH

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0:32

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Enel, Duke, Acciona Energy, and others “We want to work hand in hand with our clients in order to generate collaborative solutions,” he says.

“It’s important that we meet our commitments and ensure that we’re transparent and are working together in a collaborative manner to resolve issues. We understand that if we make a mistake then being open and honest is essential. We don’t try and hide; we strive to learn from our mistakes. Being open and honest with 131

NXG Service Technicians EN V1 CLICK TO WATCH

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NORDEX GROUP

“ Being open and honest with every partnership is essential and if we want to foster long-term growth, we understand we have to work collaboratively and transparently”

132

— John McComas, Head of Project Management, Nordex North America

APRIL 2020

every partnership is essential and if we want to foster long-term growth, we understand we have to work collaboratively and transparently.”

With the future in mind, McComas has a vision of where he expects Nordex to be over the next few years.

“We’ve almost doubled the growth of the overall organisation in just a few years and we aim to continue in that vein,” he says. “Moving forward, our plan is to focus on the execution of our commitments and make sure we deliver on the projects that we’re undertaking.” McComas also harbours ambitions of transforming The Nordex Group to being considered a leader in wind turbine supply construction and commissioning. “It’s a pivotal year for us,” summarises McComas.

“We’ve already established ourselves as a top tier supplier globally for wind turbines and we want to continue to scale.”

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WRITTEN BY

DANIEL BRIGHTMORE PRODUCED BY

TOM VENTURO

APRIL 2020

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G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

How Great Southwestern Construction is training its teams to offer expertise in EPC project delivery across a range of substation, transmission line and distribution system projects

S

ince 1977, Great Southwestern (GSW) has successfully completed hundreds of substation, transmission line and distribu-

tion system projects throughout the United States.

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During the 1980s company founder and Vietnam War veteran Robert Martinez established the company’s reputation on a series of power delivery projects, securing government contracts with the Western Area Power Authority and Bonneville Electric while performing a substantial role in the Central Arizona Irrigation Project. Expanding into utilities projects, GSW became an operating subsidiary of MYR Group in 2000. MYR Group provides management expertise, resources and financial backing that has allowed GSW to achieve new levels of performance and the ability to take on larger and more complex projects. This led to GSW’s involvement in MYR Group’s largest single project to date – the 235-mile, 345kV Cross Texas Transmission Line, part of Texas’s US$7bn Competitive Renewable Energy Zone (CREZ).

APRIL 2020

1977

Year founded

$1.6bn

MYR Group revenue in US dollars

600+ Number of employees

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G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

“ We want our employees to feel as though they’re part of a large team, in a family where their interests are looked out for, that they’re valued” — Brandon Lark, President, Great Southwestern Construction

“The acquisition by MYR helped out a lot because it added the capital resources needed to grow, supporting the ability to buy equipment and bond projects with capital backing,” recalls President Brandon Lark. “Shared resources throughout the group gave us the opportunity to grow rapidly from being a project focused organisation that bounced around the country focusing on single projects all won through competitive hard bid, to an organisation that is now regionally

138

focused with long-term MSA agreements in multiple different regions across the US.” Lark explains GSW is focusing on overall market saturation from a regional aspect and keeping crews local to an area. “In the past our crews would travel nationwide, so this helps with our recruitment and our employee development.”

RECRUITMENT & TRAINING Since 2005, GSW has focused on increasing the pace of its EPC (Engineer-Procure-Construct) delivery method. “We’ve prioritised developing project management skills and capabilities throughout our organisation,” APRIL 2020

Great Southwestern Construction, Inc CLICK TO WATCH

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139 confirms Lark. “We have an in-house

foundation of GSW and the organisa-

development programme to develop

tion’s expectations. Employees receive

solid project managers across the

industry training through MYR Group

board. This has paid dividends in our

going through the OSHA (ET&D) best

ability to communicate in a timely and

practice course to ensure safety is

effective way with our clients. We

paramount across all of GSW’s sites.

really like to have a very transparent

The continuous improvement of its

approach and, in order to do that, you

employees is important for GSW.

have to have a solid means and meth-

“Our employees have the opportunity

ods of communication through project

to take three paid Department of

management practices.”

Labor Bureau-accredited appren-

Training is a key part of the pro-

ticeship programmes,” adds Lark.

cess at GSW where new hires will go

GSW’s Transmission Lineman and

through a week-long orientation to give

Distribution Lineman Apprenticeship

them a grounding in the values and the

Programmes are provided through w w w.c o nst ruc t i o ngl o b a l. com

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“ When we’re working towards turnkey delivery methods with our clients we want to have sub-contractors, vendors and staff that are working with us repeatedly rather than going out for the lowest bid on every project” — Brandon Lark, President, Great Southwestern Construction

“Despite the fact we’ve grown tremendously since the 1980s, we’ve tried to maintain a family feeling, we do that through our people first focus,” says Lark. “We want our employees to feel as though they’re part of a large team, in a family where their interests are looked out for, that they’re valued.

We do that by ensuring everybody has a voice and understands it’s not only a right, but an expectation, that if they have questions they get the support

T&D Power Skills, and are geared to

they need. We’re committed to helping

instruct electric utility line workers

them improve their skill set to move

with up-to-date, safety-related work

forward and grow as employees from

practices and technical skills related

one day to the next.” Lark believes this

to the installation, maintenance and

approach has helped GSW develop its

removal of transmission and dis-

reputation as a solid organisation to

tribution systems. The company’s

work for. “The transmission distribu-

Substation Technician Certification

tion industry is a relatively small one,

Program is provided through the

word is spreading and people are

Northwest Lineman’s College

seeking us out.”

(NLC) Power Delivery Program, is most commonly used as the curriculum

TURNKEY SOLUTIONS

component of apprenticeship leading

GSW’s clients are increasingly looking

to journeyman certification, and is ideal

at outsourcing for the kind of special-

for adoption or endorsement by utility

ised expertise unavailable elsewhere

company associations and state-wide

or over-committed in-house. “We must

organisations. A third course focuses

be prepared to deliver turnkey solu-

on distribution alignment.

tions to answer their call,” pledges Lark. w w w.c o nst ruc t i o ngl o b a l. com

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G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

Great Southwestern Construction: Apprenticeship Program CLICK TO WATCH

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142 Delivering these turnkey solutions often

that are working with us repeatedly

comes in the form of EPC agreements,

rather than going out for the lowest bid

prevalent on more complex projects.

on every project. The best way to show

EPC agreements allow owners to share

steady improvement over time with a cli-

more risk and lower overall costs by

ent is by having a complete team that’s

transferring a project’s engineering

all in and understands their key drivers.”

design, procurement of equipment and

GSW’s in-house construction capa-

materials, and construction activities to

bilities secure the turnkey approach,

a single contractor.

offering the opportunity for early stage

To achieve this, Lark explains that

constructability analysis and the chance

GSW takes an approach of partner-

to optimise value and enhance efficiency

ships across the board. “When we’re

to deliver the best overall design. By

working towards turnkey delivery

directly managing all stakeholders GSW

methods with our clients we want to

enhances communication to minimise

have subcontractors, vendors and staff

impact on project schedules.

APRIL 2020

E XE CU T I VE PRO FI LE

Brandon Lark From Superintendent then Project Manager to Vice President and now President, Brandon Lark’s breadth of experience at Great Southwestern has given him a raft of hands on expertise engaging with all facets of the organisation from the ground up. “It’s given me an invaluable perspective on being able to understand the challenges and the lifestyle that our folks lead out in the field,” confirms Lark. “I understand the problems they face day in and day out, and I’m always keen to get their input on how we can improve. Our senior leadership team are here to help ensure they have what they need to succeed every day they go to work.

“My hope is that the young folks out there considering their careers and looking into the trades can see from my career path that you don’t necessarily have to jump into a four-year degree and go down that path right off the board. Actually, you really can move into a trade and take that route and it’s by no means closing a door to the future opportunities that you thought maybe your college degree would offer you; there are other ways of doing that and still achieving the highest level of success within an organisation.”

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G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

SUPPORTING SUSTAINABILITY As an industry-leading provider of electrical construction services, GSW delivers optimal value while ensuring sustainability that depends on its ability to prioritise economic, social, cultural, ethical and environmental considerations generated throughout day-to-day operations.

“When we look at how Great Southwestern promotes sustainability and energy efficiency, it’s through supporting renewable energy projects,”

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145 confirms Lark. “We seek out and

of a 34.5kV underground collection

partner with renewable energy devel-

system and a new 138kV substation

opers to help bring solar and wind

including two 138kV breakers, eight

energy projects to market. We come

34.5KV breakers, all related steel, bus,

into play to get their green energy

conduits, grounding, foundations, cable

projects connected to the grid. We’ll

trench, control building and site work.

work on the high voltage side, and

“We’re seeing a huge drive on the

the interconnection with the host util-

energy delivery front,” says Lark,

ity.” Driven by client expectations and

highlighting the chance for GSW to

specifications, GSW has constructed

capitalise on its expertise. “There’s a

substations, transmission lines and

big push to move away from coal and

collector systems for solar and wind

towards more renewable, sustainable

farms throughout the US. The Magic

energy. With that, there’s a lot of differ-

Valley wind farm in Texas (completed in

ent complexities that come into it. One

2013) was an EPC project consisting of

of the areas we really want to focus

the construction of 258,000 circuit feet

on is that these renewable projects w w w.c o nst ruc t i o ngl o b a l. com

G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

Great Southwestern Strengths Cohesive Crews that Remain Together from Project to Project A crew works best together only when given the opportunity and time to do so. This continuity results in better performance, greater efficiency and increased safety – all factors that contribute to the success of your project.

146

A Project-Based Focus on Every Job Our leadership and project management teams are skilled in all aspects of project controls and reporting systems required to efficiently and successfully execute projects on-time and on-budget. We have extensive experience in design-build and Engineer-Procure-Construct (EPC) methods of project delivery, and can also provide an array of pre-construction services.

Our Attract, Train, Retain & Grow Philosophy

MARCH 2020

We attract and retain good people because we offer attractive recruitment packages and provide a firm foundation for professional growth within the organisation.

Industry-Leading Apprenticeship, Training, Orientation and Safety Programs Our apprenticeship programs are accredited by the Department of Labor’s Office of Apprenticeship.

Great Southwestern dedicates significant time and effort to ensure our training, orientation and safety programs provide employees with the latest, most comprehensive and accurate information possible.

Extensive Resources As part of MYR Group, Great Southwestern possesses the technical, financial and managerial resources to install multiple projects of virtually any size and type.

generally drive much tighter timeframes and therefore a higher degree of need for solid project management.

We’ve got to be much more flexible, be able to think out of the box and accelerate projects to a pace that are outside of normal utility delivery. We really see an opportunity to be the bridge between the developer and the interconnecting utilities to help make that happen.”

GROWTH MINDSET “We’ve experienced steady and sustainable growth,” says Lark proudly.

“Through that growth, we’ve been able to offer opportunities for our employees to grow too and improve their positions within the organisation. We’re in a growth mindset, which allows our teams to set high goals and ultimately go and achieve them.” Lark believes that this mindset, coupled with GSW’s commitment to safety and the value that individual employees can bring, has contributed to the company taking an industry-leading role to become best in class. “We’ve got a solid team of very dedicated leaders across the organisation and to me that’s a huge success.” w w w.c o nst ruc t i o ngl o b a l. com

147

G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

“ We seek out and partner with renewable energy developers to help bring solar and wind energy projects to market.

We come into play to get their green energy projects connected to the grid” — Brandon Lark, President, Great Southwestern Construction

2020 VISION “Projects like the Cross Texas 148 Transmission Line are huge undertakings and show the industry what we’re capable of,” says Lark. “When you look at where we’re at today, we’re excited about utilising those capabilities to develop long-term relationships with the likes of Oncor Electrics in Texas.

“We’re one of their primary contractors and we have several hundred employees on their system supporting them day in and day out. It’s alliances like these that we’re looking forward to forging across the US.” Looking to the future, Lark believes the EPC model is going to be crucial in bridging the gap to ensure deliverable timeframes are met across a range of APRIL 2020

projects, especially renewable energy.

“This not only helps from a developer perspective, so they’re successful in making sure that the timelines are met; but also when dealing with the interconnecting utility and ensuring all the studies and standards of construction are also met.”

“We’re reaching a point where a lot of utilities don’t have the same in-house capabilities that they used to have, due to recruitment issues and staff retiring.

They’re looking at the EPC model as a method of augmenting their project delivery for their own capital projects.

That’s the other area where we’re looking to fill the needs across the board, and a lot of that is ensuring that we’re bringing on that expertise in-house to meet client expectations. We’re aiming to balance the needs of both sides of the fence and I think we are in a very good position to be able to do that moving forward.”

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APRIL 2020

PCL Construction: transformation through people and culture WRITTEN BY

WILL GIRLING PRODUCED BY

JAKE MEGEARY

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PCL CONSTRUCTION

Mark Bryant, CIO at PCL Construction, describes how the company’s vision and “innovate or die” philosophy is helping to shape the modern industry

F

ounded in 1906 in Stoughton, Saskatchewan, PCL Construction is a construction company operating primarily

in Canada, the US, Australia and the Caribbean.

Now headquartered in Edmonton, Alberta, the 100% employee-owned company currently 152

employs over 4,000 full-time professional and admin staff and more than 10,000 hourly tradespeople. Operating primarily on heavy industrial, civil and building construction, PCL has attained consistent results and broad geographic diversity to ensure its continued success. The company works on 700-800 projects each year, and is the largest contracting company in Canada and the seventh largest in North America overall.

Mark Bryant, Chief Information Officer (CIO) at PCL, joined the company seven years ago with the aim of helping the business understand how IT-based solutions could bring benefits and drive efficiencies. “I’ve always had an entrepreneurial vibe and a big interest in technology,” he explains.

“I’m one of those guys that’s always bridged IT

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PCL CONSTRUCTION

“ There’s a lot of opportunity for change.

If you’re open to change, it’s a pretty cool place to be right now” — Mark Bryant, CIO, PCL Construction

and business, even when I started at Toronto Dominion Bank, where I spent the first nine years of my career.” Having the fortune and talent to work for some of the largest, primarily Canadian, companies in the market — Davis & Henderson, and WSP — Bryant found that one thing consistently attracted

154

him: great work culture and great colleagues. Regarding the honour of being named the 2019 ‘Canadian CIO of the Year’ by ITAC, Bryant was clear on what he regards as the key to his success.

“It’s a pinnacle award for me from a career perspective,” he says. “But if you don’t have an amazing team around you, you don’t win ‘CIO of the Year’. My team at PCL has been instrumental in executing the vision that I’ve had.”

For PCL, that vision meant making a fundamental shift away from ‘legacy IT’ and towards becoming an integrated business technology group. “Initially, IT was focused on keeping the lights on,” APRIL 2020

PCL’s Digital Transformation CLICK TO WATCH

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155 says Bryant, describing the limitations

management applications, the com-

of the previous tech culture’s scope.

pany has striven to be an active

“One of the things that I’m most proud

participant in the change, rather than

of is my team’s transition to realise our

merely reacting to it. According to

new strategic vision.” More specifically,

Bryant, there is a reason for this. “The

Bryant has spearheaded a new range

construction industry historically has

of products and services for PCL to

been underserved by the software

drive productivity, efficiency and safety.

development community. As one of the

This approach has proved crucial

oldest industries in the world, a lot of

in an industry that is typically slow to

practices in construction haven’t

adopt the latest trends in digitisation.

changed.” Due to the nature of the work,

Bucking the trend, PCL has been

which requires a vast amount of manual

focused on developing this aspect of

processes to function, cvonstruction

its operations for over 30 years. From

has been among the last industries

homegrown estimating software to staff

to embrace the digital revolution. w w w.c o nst ruc t i o ngl o b a l. com

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PCL CONSTRUCTION

However, with investment capital

158

for efficiency, as was integrating its

starting to flow into the industry,

technology more intelligently to allow

a huge influx of new thinking has

innovations a quick gateway into daily

opened doors for IT and business

operations. “If something new comes

professionals. “There’s a lot of oppor-

along that’s better, faster, or makes

tunity for change. If you’re open to

more sense for our business, we can

change, it’s a pretty cool place to be

rip out the incumbent technology and

right now.” The digital transformation

plug another one in. An integration

for PCL began with what Bryant calls

framework allows us to be very agile.”

the ‘four pillars’: cloud, integration,

This shift away from a ‘waterfall

mobility, and data analytics. Shifting

development cycle’ also means that

the company’s large volumes of data

applications and services can be

from its hundreds of yearly projects

brought out in weeks or months,

to the cloud was a significant move

rather than years.

E XECU T I VE P RO FI LE

Mark Bryant As CIO, Mark is responsible for the strategic and innovative advancement of information technology (IT) within the PCL family of companies.

Mark has over two decades of IT expertise, having served in the financial services, software, manufacturing, and AEC (architecture, engineering, and construction) industries.

Prior to joining PCL, he led the technology operations at a century-old financial services firm and was CIO at a leading planning, engineering and consulting firm.

Mark received his business administration accreditation from Sheridan College in Ontario and additional credentials related to ecommerce from the Ivey School of Business.

He completed his CIO MBA at Boston University.

APRIL 2020

159

Mobility and the ability to collect

and utilised in fascinating new ways,

data from the field is also crucial to

such as monitoring conditions at the

PCL’s operations. With the advent of

work-face of construction. “The IoT

smartphones and tablets, the company

platform is 100% data driven, enabling

was able to find a way to gather this

real time alerts to anomalies and is

information more simply. More data

extremely extensible, allowing for the

also meant that an overhaul of the way

addition of new capabilities quickly.

the company performed data analysis

It allows us to make better decisions

was crucial. The launch of PCL’s smart

because now we’re doing something

construction platform Job Site Insights™

with data that wasn’t historically avail-

— a key Internet of Things (IoT) based platform and one of the core focal

able.” says Bryant.

Another great example of data

points for the company in 2020 —

being an enabler is a hazard inspection

meant that data could be collected

safety application exploiting AI w w w.c o nst ruc t i o ngl o b a l. com

PCL CONSTRUCTION

“ PCL Construction is a juggernaut of innovation in the industry” — Mark Bryant, CIO, PCL Construction

160

Taking Safety into the Digital Realm CLICK TO WATCH

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161

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PCL CONSTRUCTION

technology to scan photographs and identify hazards. PCL has been able to reduce the time and labour spent on a crucial task — safety inspections — without sacrificing quality.

His goal is nothing short of the total digitisation of the construction industry, including how it measures quality, safety, financials, work schedules, performance and more. Data is the essential element of the large-scale

“ Our people and our culture really are the difference. I am passionate and excited about what we’re doing.

I couldn’t find a better company to do it at” — Mark Bryant, CIO, PCL Construction

improvement PCL is striving towards, as are close relationships with the

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Providing Project Insight CLICK TO WATCH

|

2:24

163 partners and suppliers with which

a partner with a vested interest

the company works. Emphasising the

in helping us drive efficiencies.”

collaborative nature of the construc-

Microsoft will also be instrumental

tion industry, Bryant believes that

in PCL’s integration of blockchain into

PCL’s business relationships in 2020

its logistical operations, as well as

are going to be of paramount impor-

billing and receiving.

tance. “I’m really focused on continuing

Similarly, Pype has a special

to build a partner ecosystem of compa-

relationship with PCL; the company

nies that want to share our vision and

leverages Pype’s ‘AutoSpecs’ product

success as we digitise construction.”

to enhance operational efficiencies.

“We have a fantastic relationship

“They’re a great example of a startup

with Microsoft,” he explains

in the construction industry that is

(Microsoft provides PCL’s cloud-

using artificial intelligence (AI) to

based services). “They’re not

review submittals and show us areas

a supplier to us, frankly. They’re

that we should focus on.” w w w.c o nst ruc t i o ngl o b a l. com

PCL CONSTRUCTION

164

D I D YO U KN OW ?

• The IoT platform is 100% data driven • PCL work on between 700-800 projects each year • 4,000 full-time professional and admin staff and more than 10,000 hourly tradespeople

APRIL 2020

“ I’ve always had an entrepreneurial vibe and a big interest in technology” — Mark Bryant, CIO, PCL Construction

Another partner offering exciting solutions to PCL is Australian company Willow, providing ‘digital twin technology’ to create a virtual model of assets, processes, systems, and other entities.

“The concept of a digital twin has been in the airline and automotive industries for years,” says Bryant. “It has not been applied to construction, so Willow will be a significant partner for us in their smart building strategy.”

Even though he has established an exciting technological vision, Bryant hasn’t forgotten that changes in the construction industry are not easy to introduce. With new technologies being introduced at breakneck speed, it’s possible that staff will reach a saturation point in their ability to adapt.

However, it is by fusing the knowledge w w w.c o nst ruc t i o ngl o b a l. com

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PCL CONSTRUCTION

166

“ Digitisation is not an option.

Digitisation is an absolute necessity” — Mark Bryant, CIO, PCL Construction APRIL 2020

and experience of its field staff and technology staff, who have been working on-site for 40+ years, with the latest IT tech that PCL hopes to gain a major advantage in the market. Adopting a ‘crawl, walk, run’ philosophy of introduction, Bryant is confident that PCL will add new digital aspects at an appropriate pace. “It blows my mind how complicated our business is and how our people do such an excellent job,” he states.

1906

Year founded

$6.95bn Revenue in US dollars

4,000+ Number of employees

This represents the crux of PCL’s

difference between those companies

digital transformation for Bryant: “Our

that realise this and those that don’t.

people and our culture really are the

PCL Construction is a juggernaut of

difference. I am passionate and excited

innovation in the industry and, to me,

about what we’re doing. I couldn’t find

that’s super exciting.”

a better company to do it at.” Thinking about the journey that PCL is embarking upon, Bryant considers the upcoming change to be inevitable. “Digitisation is not an option. Digitisation is an absolute necessity. You’re going to see a big w w w.c o nst ruc t i o ngl o b a l. com

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APRIL 2020

Stockholm Data Parks: making the modern sustainable city WRITTEN BY

WILL GIRLING PRODUCED BY

TOM VENTURO

w w w.c o nst ruc t i o ngl o b a l. com

169

S T O C K H O L M D ATA PA R K S

Erik Rylander, Head of Stockholm Data Parks and Open District Heating, explains how data centres may be the key to creating a sustainable digital city

S

tockholm Data Parks (SDP) represents an advanced infrastructure offering to the data centre industry; a partnership

between it, district heating/cooling provider Stockholm Exergi, electricity distributor Ellevio, dark fibre provider Stokab and the City of 170

Stockholm. Collectively driven by a vision of creating a sustainable, waste-free city that’s entirely free of fossil fuels by 2040, SDP’s contribution lies in the unique opportunity presented by the rapidly expanding data centre sector. Focused on making Stockholm as attractive to the industry as possible, the initiative believes that the waste heat expended by data centres may hold the key to making the city a beacon of sustainability.

Erik Rylander, Head of SDP, knows the energy sector well and put his insights to good use when the idea was first launched. “My career has been a mixture of very different fields within energy and it has been mostly centred on heating and cooling, but also gas. With SDP, we really took the initiative to make the data center industry more sustainable.”

Although heat recovery is now widely accepted by APRIL 2020

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S T O C K H O L M D ATA PA R K S

the European industry, this was

172

“At that time, the industry was very sceptical. It didn’t really see the need for it; people saw it as a problem and didn’t want to start implementing new solutions” Erik Rylander, Head of Stockholm Data Parks and Open District Heating

not always the case. Spotting the opportunity relatively early (circa 2014-15), SDP anticipated the global shift towards the widespread adoption of eco-friendly measures in business, though others were left perplexed.

“At that time, the industry was very sceptical,” explains Rylander. “People didn’t really see the need for it; they saw it as a problem and didn’t want to start implementing new technology.” Adding to the opposition was a customer base that was seemingly indifferent, and a paucity of environmental initiatives on the global stage.

“Now, it’s really different: many things have happened to help us move into the position we are in. For example, Greenpeace started to publish the Click Clean Report and then the Paris Agreement came around in 2016,” says Rylander. With industry heavyweights like Microsoft now edging towards carbon-negativity and Jeff Bezos of Amazon pledging US$10bn to fight climate change, SDP is truly a pioneer in promoting sustainability schemes that are taking more widespread precedence in 2020.

APRIL 2020

Stockholm Data Parks CLICK TO WATCH

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173

Also the Head of Open District

temperature). “If we can buy heat from

Heating (ODH) at Stockholm Exergi,

someone at a price lower than it would

Rylander explains that the whole

have cost to produce it, that’s the real

process actually starts with ODH,

business behind heat recovery: we

which provides the business model

are saving money and companies will

of the venture. Taking advantage of a

be paid for something that is generally

2,800km network of district heating/

regarded as waste,” Rylander states.

cooling pipes that snake underground

By establishing a market for waste heat

around Stockholm, a scheme was

in Stockholm, ODH is playing an essen-

started in 2014 wherein businesses

tial part in helping Stockholm reach

were approached and asked if they

its goal of using 100% renewable or

were willing to sell their excess/

recovered energy for its district heat-

wasted heat energy on a fluctuating

ing by 2030, as well as being totally

price scale (depending on the outside

carbon neutral by 2040. “Currently, w w w.c o nst ruc t i o ngl o b a l. com

S T O C K H O L M D ATA PA R K S

174

we are 90% carbon neutral, so that

data centre investments to Stockholm

remaining 10% will need to be offset

and, by extension, a greater pool of

and one way to do that is to increase

heat recovery potential. “Our purpose

the use of heat recovery.”

remains to make this city more sustain-

After several pilot studies were

able because we, as the providers of

launched in 2016 to identify how heat

heating and cooling in the city, have a

recovery could best be utilised, it was

responsibility to furthering sustainabil-

discovered that the data centre indus-

ity,” says Rylander. “It’s really important

try provided the most effective source.

that we make the City of Stockholm

With the global data industry’s total

fit for the future.” With its focus on the

consumption of electricity estimated

rapidly growing data centre sector,

at a huge 416.2 TWh (the entire UK’s

which is also highly compatible with an

consumption is roughly 300 TWh),

urban environment, SDP provides the

SDP was established to attract more

catalyst for scaling up this vision.

APRIL 2020

Favouring an approach which

adjusted its product portfolio to fit

establishes trusting and long-lasting

the heat recovery concept, Rylander

connections with partners and sup-

affirms that Carrier put its trust in heat

pliers, the collaboration with heat

recovery and took a chance to help it

pump supplier Carrier is an example

succeed. “Without them, we wouldn’t

of co-operation morphing into endur-

have been able to get as far as we

ing synergy. “Carrier has been an

have,” he says.

important partner to the heat recovery

Success might be inevitable for

concept,” explains Rylander. “From

the SDP initiative, as it ties in with a

an early point, it showed a strong

growing global movement: the circular

commitment and belief in the idea;

economy. Seeking to eliminate ‘one

Carrier also believes that heat recovery

use’ methodologies in business, cir-

will become increasingly important.”

cular economic ideas revolve around

Stating that the company actually

the principle of minimising ‘inputs’ and

E XE CU T I VE PRO FI LE

Erik Rylander Erik Rylander, MSc. Royal Institute of Technology, Stockholm, Sweden, is the head of Stockholm Data Parks at Stockholm Exergy (former Fortum Värme). Mr. Rylander has a long career within Fortum in different managerial positions. In recent years he has played a leading role in the development and deployment of Stockholm Exergi’s business model that allow data centers to turn costs for cooling into revenue from recovered heat.

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S T O C K H O L M D ATA PA R K S

maximising the reusing, remaking and recycling of waste products. “It’s really about reusing whatever you can again and again so that you are not wasting anything,” Rylander explains. “Heat is generated whilst running data servers, which we can then capture and reuse as energy to heat Stockholm.

Technically the included components are well established, but, for some cities, installing a decent heating system might be an issue.” This is the main benefit of Stockholm’s infrastructure

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177 - 95% of the buildings in the city are connected to a heating system that can be utilised for heat recovery. It is a testament to SDP’s innovative concept, which, whilst not relying on cuttingedge technology, demonstrates an intelligent usage of existing infrastructure to make it work.

Sweden’s low power cost (approximately €0.05 per kWh) and low national carbon footprint (20g of carbon per

“If we can buy heat from someone at a price lower than it would have cost to produce it, that’s the real business behind heat recovery: we are saving money and companies will be paid for something that is generally regarded as waste”

kWh, as opposed to the EU average of 450g) provide additional incentives to data centre companies scouting areas for investment. The country’s

Erik Rylander, Head of Stockholm Data Parks and Open District Heating

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S T O C K H O L M D ATA PA R K S

178

APRIL 2020

CO MPAN Y FACT S

• Currently, we are 90% carbon neutral, so that remaining 10% will need to be offset and one way to do that is to increase the usage of heat recovery

strong stance on combating climate change could make it very attractive to tech industry hyperscalers - such as Facebook and Google - who are looking for effective ways to simultaneously expand their business and mitigate their carbon emissions. Validation of SDP’s concept was given in 2017 when the Kista data park was established north of Stockholm. “The first milestone we had to reach was international investment coming into Sweden on this platform. That is what we achieved with the Kista site,” Rylander says. “As data centres grow, we will be able to recover approximately 40MW of heat from them, enough to heat around 80,000 modern residential flats.” This was followed in 2019 with w w w.c o nst ruc t i o ngl o b a l. com

179

S T O C K H O L M D ATA PA R K S

180

the launch of the Brista site as an opportunity for data center invest-

“Our purpose remains to make this city more sustainable because we, as the providers of heating and cooling in the city, have a responsibility to furthering sustainability” Erik Rylander, Head of Stockholm Data Parks and Open District Heating APRIL 2020

ment, with plans to launch a third site in Skarpnäck, south of Stockholm, currently underway.

An added benefit of Stockholm is its wide-spread optical network connecting practically all buildings in the city. Further, the city is exceptionally well connected to the rest of Europe with more than 350 million end-users reachable with 30 milliseconds of round-trip delay.

181

Looking forward to 2020, Rylander

scientists have been able to identify

is keen for SDP’s signed contracts to

which will allow us to reach the targets

materialise into construction projects.

of the Paris Agreement globally without

Now that the initiative’s concept has

carbon capture and storage,” he claims.

been proved, SDP will continue to push

“The data centre industry already

for Stockholm to be a truly modern city:

understands that this is the next phase

sustainable, low-carbon and digital.

to move into. We have a good start-

However, not satisfied with merely

ing point for applying carbon capture

achieving carbon neutrality, Rylander’s

technology that will eventually bring

company - Stockholm Exergi – will

negative emissions into the market.”

also be exploring taking sustainability to the next level with carbon capture technology. “There is no scenario that w w w.c o nst ruc t i o ngl o b a l. com

182

STAGING THE DRAMATIC RENAISSANCE OF ADELAIDE’S HER MAJESTY’S THEATRE WRITTEN BY

DANIEL BRIGHTMORE PRODUCED BY

TOM VENTURO

APRIL 2020

183

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HANSEN YUNCKEN

HOW HANSEN YUNCKEN’S REDEVELOPMENT OF ADELAIDE’S HER MAJESTY’S THEATRE HAS BALANCED A HERITAGE DESIGN WITH A 21ST CENTURY TRANSFORMATION

H

ansen Yuncken (HY) was awarded the contract to redevelop Adelaide’s landmark Her Majesty’s Theatre and

revitalise an iconic Tivoli Theatre, which originally opened in 1913. The $66mn redevelopment includes retaining the building’s heritage façade 184

and eastern wall, along with the construction of a reimagined auditorium capable of seating an audience of 1,467, over three levels. Modern foyers, new backstage facilities, and a redesigned front entrance and canopy make up the rest of a project, which has provided a unique opportunity for HY to showcase its unrivalled skill in meeting the challenge of delivering a 21st century transformation while respecting this theatre’s storied past.

HY was able to take the learnings from its redevelopment of the Sydney Coliseum Theatre in NSW, which was completed late 2019. “It’s a D&C contract for the state government,” explains Scott Brumfield, Project Director of Adelaide’s Her Majesty’s Theatre Redevelopment. “We’ve got a fantastic vision from Cox Architecture, and with heritage specialists on board we’ve paid APRIL 2020

1918

Year founded

$1bn+ Revenue in Aus dollars

650

Number of employees

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HANSEN YUNCKEN

“ WE IMPROVED SAFETY, AVOIDED REWORK AND MINIMISED ON SITE FABRICATION, TRANSFORMING THE WAY WE APPROACHED THIS BUILD” — Scott Brumfield, Project Director, Hansen Yuncken 186 close attention to how we’ve designmanaged that process – it’s not about watering down the outcomes, it’s about maintaining the vision of those architects, but ensuring constructability including time, cost and safety, while keeping that integrity in the design. Our Design Manager, Stuart Warnes, has been key to HY building an iconic landmark building we can all be proud of.”

Working in partnership with consultants Mott MacDonald and Aurecon, the design pays homage to the theatre’s history both inside and out.

APRIL 2020

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187 Cox aimed to incorporate aspects of

rooms and modern rehearsal rooms.

the original heritage design into the

The purchase of a neighbouring prop-

interiors inspired by the original Tivoli

erty has allowed for further expansion

concepts. “Maintaining the theatre’s

to deliver an improved front-of-house

original façades was a key part of the

experience with heightened flow rates

redevelopment,” explains Brumfield.

for attending audiences to better

“Along the way we’ve uncovered herit-

access all the theatre’s amenities.

age artefacts such as the old friezes

The use of BIM (Building Information

and signage; we’ve also gained an

Modeling) has supported the con-

understanding of original colour

struction deliverables from the offset.

schemes - all of this has been used to

“Cox started with a point survey and

inform the new interiors,” he adds.

completed a scan of the interiors,

The design will deliver a very much

enabling them to create a design that

improved backstage experience for

interfaced properly with the existing

the performers, with new dressing

heritage facades, giving us a design w w w.c o nst ruc t i o ngl o b a l. com

HANSEN YUNCKEN

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APRIL 2020

T HE STAT S

• At peak approx. 150 people on site • Over 80t of waste removed during soft demo, 96% of that was recycled • 80 piles across site, the deepest reaching 14m • 54.6t of steel required for façade retention bracing • Just over 400t concrete required for façade retention bracing • Approx. 950t of steel used to create building’s framework HI ST O RY

• Opened as the Tivoli Theatre in 1913 • Last surviving Tivoli Theatre in the country • During the 1960’s and 70’s the theatre was completely gutted, destroying the original architectural features

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HANSEN YUNCKEN

process that actually worked to

of stability and developing an under-

the fabric that remained,” explains

standing of how all of those pieces

Brumfield.

went together - like a big Meccano set.

The design management process was augmented through BIM with

and minimised on-site fabrication,

the creation of models for all the

transforming the way we approached

steel and prefabricated components

this build.”

ensuring they interfaced smoothly

190

We improved safety, avoided rework

Working in a tight city site such

with the building’s heritage façades.

as Her Majesty’s Theatre in central

“We were able to sequence the build

Adelaide, technology was a major

by grabbing slices of the BIM model

factor in managing the projects

to develop a truly informed process,”

stakeholder management. “We had

Brumfield confirms. “This helped

to consider our neighbours,” says

with our temporary works in terms

Brumfield. “With a car park down the

“ WE’VE GOT A FANTASTIC VISION FROM COX ARCHITECTURE… IT’S ABOUT MAINTAINING THE VISION OF THOSE ARCHITECTS, BUT ENSURING CONSTRUCTABILITY INCLUDING TIME, COST AND SAFETY, WHILE KEEPING THAT INTEGRITY IN THE DESIGN” — Scott Brumfield, Project Director, Hansen Yuncken APRIL 2020

road, a pub on the corner, and an apartment block next door, detailed planning of the schedule of works was vital. We required high-level planning for road closures – which happened almost daily – so had to be mindful of the effect on traffic flow. Being able to arrange the placement of the tower crane within the building so that it misses all of the critical elements of structural steel and services, while minimising local disruption was very important. Optimising the location 191

in this way would have been almost

E XE CU T I VE PRO FI LE

Scott Brumfield With over 25 years’ experience in the construction industry working for the likes of Brookfield Multiplex and Built Environs, Scott Brumfield has benefited from working on a vast range of projects, from desalination plants and hospitals, to shopping centres and prisons.

“Working on Her Majesty’s Theatre was all about understanding our client’s vision, and producing an outcome aligned with their needs,” he confirms. Brumfield’s client-centric approach sees him focus on building teams that share his vision and can deliver spectacular outcomes for legacy projects and new builds alike.

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HANSEN YUNCKEN

impossible without a 3D BIM model.”

HY utilised Autodesk’s BIM 360 for quality control, using iPads in the field to record all outcomes. “Our team also used HYway which interfaces with Power BI to track manpower and safety observations along with quality outcomes,” adds Brumfield. “The ability for real-time monitoring to help the site team collaborate and then to allow for monitoring further up the chain to the corporate governance at state and national levels is just incredible.”

WACO KWIKFORM Proud to supply Her Majesty's Theatre Renewal Project

1300 333 113 | wacokwikform.com.au WACO KWIKFORM SCAFFOLDING AND FORMWORK SPECIALISTS Waco Kwikform was proud to provide its expert access scaffolding services - including design, supply and labour - during the recent redevelopment of the iconic Her Majesty’s Theatre in Adelaide.

Working closely with the Hansen Yuncken on-site team, Waco Kwikform designed and installed a bespoke scaffolding solution for this complex project, with particular attention given to the intricate birdcage scaffold in the auditorium. Waco's expert engineering team and skilled, on-site labour force worked collaboratively with the customer's personnel and other trade teams to ensure the scaffold was erected efficiently and quickly, adhering to site specific, as well as our own stringent OHS requirements.

Waco Kwikform has the capacity and proven experience to provide design, product and technical support to projects of all shapes and sizes.

we’re moving into the behavioural space with safety,” he says. “With company campaigns like ‘You See It - You Own it’, we are aiming to reinforce the message that we all get to influence the safety outcome; and it’s about individual ownership. Working with subcontractors who are exposed to different sites routinely, it can be a challenge to get them aligned with our own culture and fully engaged with our strategies. It’s working really well, and we’re seeing our operatives starting to understand that their own HYway (its forward-looking in-house management platform) allows HY to achieve a corporate overview in real-

behaviours are creating the positive outcomes we want.”

The theatre’s end user, the Adelaide

time, delivering insights that inform key

Festival Center, has been “incredibly

decision-making. “I can interrogate the

engaged” with the design process.

project’s progress, at any stage, from

Working alongside the Government

home, the boardroom, or my desk,”

of South Australia’s Building Project’s

adds Brumfield. “I can get access to

management arm, DPTI (Department of

site diaries and look at all of the cost

Planning, Transport and Infrastructure)

reports to ensure we remain on track.”

and Department of Premier and

In such a confined space and with

Cabinet, HY is delivering the first new

a large workforce, safety on the pro-

theatre built in the state for many years.

ject has been paramount. Brumfield

“It might be smaller in scale than some of

believes that HY’s systems have

our projects, but the levels of complex-

matured to provide industry best

ity and the quality of the finishes are on

practice. “To compound that progress

another level,” marvels Brumfield. w w w.c o nst ruc t i o ngl o b a l. com

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HANSEN YUNCKEN

P R O J E CT S TAT S

• $66m redevelopment Theatre will re-open mid-2020 • The redevelopment will preserve the Edwardian façade and Eastern wall Auditorium over three levels, increasing the capacity of the theatre 1,467 seats • Restoring the grand circle 194

High specification acoustics and spacious back of house New auditorium and foyer designs inspired by original interiors • Redevelopment extends footprint of theatre west on Grote St to include modern, accessible facilities, bars and lifts • Improved access including better disability access Entrance restored to the centre with a new canopy incorporating modern technology

APRIL 2020

“Her Majesty’s Theatre has been a part of the local community for over a century. We’re proud to be preserving it for future generations,” says Brumfield. “Adjacent to Adelaide’s Central Market, without it the area would be greatly diminished. It offers a beacon for the arts and local commerce – they’re desperate to get it back so we’re pleased to be on track for the theatre’s reopening in mid-2020.”

Across the country, HY has a myriad of impressive projects across leisure and entertainment. From The Hedberg in Tasmania and the Home of the Arts (HOTA) in Queensland, through to the recently completed Sydney Coliseum Theatre in New South Wales, each project brings a unique taste of creativity and initiative, topped with HY’s enduring reputation for quality.

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