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www.constructionglobal.com May 2015
LEDCOR CONSTRUCTION T .L. PENNER CONSTRUCTION G.J. GARDNER HOMES
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GREEN BUILDING COUNCIL OF AUSTRALIA MOBILE TECH AND THE CONSTRUCTION SECTOR
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EDITOR’S COMMENT
Construction Sector
GOES MOBILE I T ’ S T I M E F O R the construction
sector to ‘go mobile’ The world we live in is increasingly mobile. From banking and online shopping to manufacturing and even construction, there are very few industries that can ignore this ever-increasing trend. And with these advancements in mobile technology, construction companies have new opportunities for targeting potential customers, engaging current ones, and simplifying internal processes. Construction Global speaks to Mike Kalis, CEO of Marketplace Homes about how construction firms need to embrace this new technology and move with the times, or face being left behind for good. Also in this issue we take a look at the top construction careers for those at both senior and entry level positions. From project managers to brick layers and everything in between, Construction Global gives an idea of salary expectations as well as promotes the best jobs in the sector.
Enjoy the issue!
Abigail Phillips Editor abigail.philips@wdmgroup.com 3
CONTENTS
Features
I N FA S T R U C T U R E
6
Airport Expansion Projects
MANAGEMENT
Top10 Best Paying Jobs in Construction
20
8 4
Mobile Tech and the Construction Sector
May 2015
30 Company Profiles
Doha Green Line Project
MIDDLE EAST
64
T.L. Penner Construction Inc.
30 Doha Green Line Project
CANADA 48 Ledcor Construction Limited 64 T.L. Penner Construction Inc.
USA
48
Ledcor Construction Limited
82 MnDOT: St. Croix Crossing Project
98 Turner Construction: Anaheim Convention Center Project 108 Carolina’s AGC
AUSTRALIA 114 G.J. Gardner Homes 132 Colliers International
Virginia Office of Private-Partnerships (VAP3)
Turner Construction: Anaheim Convention Center Project
74 Suncor
90 Virginia Office of Private-Partnerships (VAP3)
90
82
98
MnDOT: St. Croix Crossing Project
114 G.J. Gardner Homes
LATIN AMERICA 142 Arias, Serna y Saravia 154 VALORCON
142
Arias, Serna y Saravia
5
INFRASTRUCTURE
Airport Expansion Projects How to minimise disruption and downtime when working at the world’s aviation hubs Wr i t t en by: AB I G A I L PH I LLI PS
7
INFRASTRUCTURE ON AVERAGE, EVERY day more than eight million people travel by air. In 2013 total passenger numbers were 3.1 billion - surpassing the three billion mark for the first time ever. That number exceeded 3.3 billion in 2014, which is equivalent to 44 percent of the world’s population. Furthermore, about 50 million tonnes of cargo is transported by air each year (about 140,000 tonnes daily) the annual value of this is some $6.4 trillion or 35 percent of the value of goods traded internationally. Aviation supports over 57 million jobs and generates $2.2 trillion in economic activity and its direct economic contribution of around $540 billion would, if translated into the GDP ranking of countries, place the industry in 19th position. Finally, the global airline industry turnover was $743 billion in 2014, with an average industry net profit margin of 2.6 percent. With this in mind two things are clear and obvious: we need to continue updating and redeveloping our airports, however any construction activity needs to be well planned and carefully executed to minimise downtime and disruption. While funding challenges remain and airports seek new revenue sources 8
May 2015
to upgrade or replace outdated facilities, the need for efficiency, flexibility and improved customer experience is generating a wave of airport regeneration and construction projects around the world. Renovations include turning away from multiple security checkpoints and centralising infrastructure to allow for greater scalability and can be seen across the industry, from the smallest regional facilities through to the largest
A I R P O R T E X PA N S I O N P R O J E C T S
‘Aviation supports over 57 million jobs and generates $2.2 trillion in economic activity’ hubs. Current estimates project that the industry will spend more than $14 billion per year between now and 2017 on airport upgrades in the U.S. alone. While this is good news for the construction industry, it could signal bad news for the aviation sector if not handled properly. The nature of this work requires that much of it will be highly invasive, with projects located right in the heart of the airport, and construction firms will need to work
with and among airport authorities, air carriers, concessionaires, legislators, and passengers to minimise any impacts, carefully coordinating those renovations and expansions. By aligning best practices with those needs, contractors can best support all stakeholders affected by construction work. For example, next generation airports are maximising efficiencies both on and off the tarmac, which 9
INFRASTRUCTURE
Airport expansion at Porto Alegre, Brazil. expected to finish in 2016 means larger aircrafts with additional seats. The fuel-efficient Boeing 737900ERs have a 25 percent bigger wing area, a 16-foot longer wingspan and 25 percent more seats than the Boeing 737-400s being retired. With more seats available, airports are accommodating more travelers, meaning the airport needs to be upsized. These re-gauging renovations require careful planning in order to make the process go smoothly while existing facilities are expanded with 10
May 2015
surgical precision. Bigger planes and bigger waiting areas mean there is a need for additional amenities, from restaurants to rest rooms. Contractors must carefully communicate and coordinate with all stakeholders; Construction Global finds out: 1. Communicating early and often, beginning with design review and using mock ups, can be an important tool. Allowing stakeholders to touch and feel new installations
A I R P O R T E X PA N S I O N P R O J E C T S
Boeing 737-400
‘Next generation airports are maximising efficiencies both on and off the tarmac, which means larger aircrafts with additional seats. ’ brings a new level of engagement to the process. 2. Planning phasing; contractors must consider how passengers use airport infrastructure, phasing a job properly or working overnight in order to minimise
impacts to passengers and other stakeholders. Additionally, Building Information Modelling (BIM) is increasingly useful as a tool for communicating construction plans and the phasing of the work to 11
INFRASTRUCTURE
Contractors must carefully communicate and coordinate with all stakeholders
‘The need to upgrade outdated aviation facilities is clear, and airports and airlines are driving many of these changes in response to new customer expectations.’ 12
May 2015
Airside at Porto Alegre Airport stakeholders. By rendering the projects electronically, construction firms can show those stakeholders more clearly where and when the work will take place. 3. Safety and security is central to everything. These complex renovations often require an extensive system of temporary walls, clear way finding and a rigorous badging program to keep the construction sites inside
A I R P O R T E X PA N S I O N P R O J E C T S
the terminal carefully insulated from nearby passengers. Coordinating with all parties prior to execution ensures timely and efficient project delivery. It is also wise to monitor the environmental conditions on a project, measuring noise, dust, vibration and other environmental factors to ensure conditions on the site don’t exceed acceptable levels. The need to upgrade outdated aviation facilities is
clear, and airports and airlines are driving many of these changes in response to new customer expectations. Contractors can do their part to deliver efficient, flexible solutions that put the customer experience first and foremost. These trends in aviation construction reflect the interests of the modern traveller, which will continue to impact the way we will design and build airports now and in the future. 13
MANAGEMENT/PLANNING
Mobile Tech and the Construction Sector With advancements in mobile technology, construction companies have new opportunities to target potential customers, engage current ones, and simplify internal processes. Construction Global speaks to Mike Kalis, CEO of Marketplace Homes
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August 2014
15
MANAGEMENT/PLANNING IN TODAY’S ON demand world, consumers crave access to information. From frequent updates on a $10 pizza or a $500,000 dream house, companies need to keep customers in the know if they want to deliver a pleasant, efficient experience. With advancements in mobile technology, construction companies have new opportunities for targeting potential customers, engaging current ones, and simplifying internal processes. But not every flashy tech solution will increase efficiency for employees and customers. Sometimes, choosing the wrong tech can actually slow down progress, not rev it up. Construction companies need to be strategic when selecting new tech if they want to create a positive experience. Providing mobilesavvy customers with a unique and superior experience will be their ultimate differentiator, and it starts with meeting them where they are. Support the home buying process through mobile The home-buying process is increasingly spilling over to the web. In fact, at least 90 percent of 16 May 2015
“When construction companies involve customers every step of the way and use mobile capabilities to streamline their operations, they’ll eliminate unexpected surprises” homebuyers search for homes online. Buyers are also increasingly using mobile devices in the home-buying process to search for listings, get directions to homes, view pictures, and contact agents. And because photos are far more enticing than an architect’s rendering, posting vibrant images of homes online allows builders to excite current customers and attract future ones. Homebuyers have countless apps at their fingertips to guide them through the process. Builders need to familiarize themselves with the most popular mobile options and explore innovative ways to market to
MOBILE TECH
customers through these platforms. Mobile marketing platforms also allow construction companies to track leads and feed them to their sales teams for timely follow-ups. In the online world, a quick response can mean the difference between closing a sale and losing out to a competitor. In fact, the chances of qualifying a webgenerated lead if called in five minutes versus 30 minutes drops 21 times. Homebuyers are busy people and often don’t have time to commute to
an office just to sign a few papers. When builders have to mail purchase agreements, titles, mortgages, and other documents for customers to review, sign, and send back, it can hold up the process considerably. By allowing customers to sign documents through their mobile devices, construction companies can expedite the process and simplify the homebuying process. Although text and email are becoming more antiquated forms
In the online world, a quick response can mean the difference between closing a sale and losing out to a competitor.
17
MANAGEMENT/PLANNING
Regular progress updates will increase transparency in the entire process an of communication, construction companies shouldn’t overlook the ease they afford. Emailing or texting customers regular progress updates will increase transparency in the entire process and give homebuyers peace of mind knowing exactly how their homes are coming along. If a construction company takes the pain out of building a new home, customers will be more inclined to refer it to others or use it again in the future. Use mobile tech to streamline the construction process Mobile isn’t just about empowering the homebuyer — it can minimize stress for builders, too. Construction companies can use mobile technology to track employee hours based on when they clock in and out and 18 May 2015
Keeping the project on track will improve the chances of delivering a product on time and under budget
monitor equipment hours to ensure its being used efficiently. Builders can also use mobile technology to track onsite production and make necessary changes in real time instead of waiting for construction workers to pass along information long if something goes awry. Keeping
MOBILE TECH
nd give homebuyers peace of mind
ABOUT THE AUTHOR A speaker for home builders and one of Crain’s Detroit Business’ “Top 20 in Their 20s,” CEO Mike Kalis has led Marketplace Homes to being named American Business Awards’ Real Estate Company of the Year, one of Michigan Governor Rick Snyder’s “50 Companies to Watch,” and Inc magazine’s 189th fastest growing company in 2012. Within four years of purchasing Marketplace Homes, he expanded into 30 markets, hired nearly 100 employees, and saw revenue rise to $20 million.
the project on track will improve the chances of delivering a product on time and under budget. The home buying process doesn’t have to be the highly stressful experience consumers know it to be. When construction companies involve customers every step of the way and
use mobile capabilities to streamline their operations, they’ll eliminate unexpected surprises. Although customers might not be interested in how the plumbing is installed, they’ll feel at ease knowing it’s there and that they’re one step closer to enjoying their dream home. 19
TOP 10
Best Paying Jobs in Construction Writ ten by: AB I GAI L PH I LLI PS
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TOP 10
09
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Crane Operator Median salary: $42,448
Crane operators spend their work days sitting in the cab of their machine, which may be high above the ground, or in a remote control centre on the job site. The crane operator controls machinery using levers, pedals, switches and dials. The best way to learn how to become a crane operator is by completing an apprenticeship program. Along with a minimum of 144 hours spent in class each year, apprentices complete a minimum of three years of on-the-job training. 22
May 2015
Carpenter Median salary: $43,712
Carpenters work with wood and other materials for home, commercial building and furniture construction. They examine, measure and cut wood and other materials, install windows and doors, and frame buildings of all sizes. Carpenters also install ceiling, floor and wall panels. Some carpenters specialize in making custom furniture . High school students can start preparing for a career as a carpenter by taking classes in algebra, geometry, physics, blueprint reading and English. After graduation, a future carpenter can get training from a vocational school or community college, or find a job as a carpenter’s helper. Completing an apprenticeship is another option, although there are limited spots available.
T H E T O P 1 0 B E S T PAY I N G J O B S
07 08
Building inspector Median salary: $47,685
Ceiling tile installer Median salary: $50,656
Ceiling tile installers measure, cut, and apply drywall, acoustical tiles or sheets of shock-absorbing materials to ceilings of buildings. A high school diploma or GED is required for this job. Ceiling tile installers receive on-the-job training and work under supervision of a more experienced crew member.
A building inspector examines plans for new construction to ensure that they meet local zoning requirements. They also visit the job site to check to see that appropriate structural quality and safety standards are being met. The building inspector examines the foundations, framing, stairways, and chimneys, as well as electrical and cooling systems of a project. A high school diploma and a number of years of experience in one of the construction trades will qualify someone to become a building inspector. Some inspectors have taken college-level courses in engineering or architecture. 23
TOP 10
05 06
Plumber Median salary: $50,927
A plumber maintains and repairs the pipes that bring water to homes, commercial buildings, institutions and recreational areas. Their work includes checking for and repairing leaks in pipes, and inspecting blueprints before laying out and installing pipes from the kitchen and bathroom areas to the drainage system. Plumbers learn their trade by completing a four-year apprenticeship program. They are required to complete a certain number of hours of classroom instruction each year, as well as their practical training. More often than not, plumbers must be licensed. 24
May 2015
Electrician Median salary: $52,735
Electricians are responsible for installing, testing, and maintaining electrical wiring and equipment. They connect wires to transformers, circuit breakers and other components using hand and power tools. Most electricians have completed a four-year apprenticeship program which combines classroom instruction with on-thejob training. Electricians are usually required to be licensed.
T H E T O P 1 0 B E S T PAY I N G J O B S
03
04
Bricklayer Median salary: $57,366
Bricklayers mix and apply mortar to bricks and scrape off the excess. They are responsible for laying and stocking the bricks to build walls, partitions, fireplaces, and other types of structures. Some bricklayers learn their trade on the job, while others are trained in a three or four-year apprenticeship program. Masonry courses may also be offered at technical and trade schools.
Pipefitter Median salary: $55,895
Pipefitters install and make repairs to high pressure and low pressure pipe systems used for heating and cooling systems, electricity generation and in manufacturing facilities. They are also responsible for installing the automatic controls which regulate them. Community colleges and technical schools offer training programs in pipefitting. Some pipefitters get their training through a four or fiveyear apprenticeship program. 25
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T H E T O P 1 0 B E S T PAY I N G J O B S
02
Corporate Construction Manager Median salary: $101,333
A corporate construction manager is responsible for planning and coordinating a variety of projects, including roads, bridges, industrial plants, commercial buildings and homes. The work involves hiring subcontractors and scheduling their work to ensure the project is completed on time and on budget. Most employers want to hire candidates with a Bachelor’s degree in construction management, construction science or civil engineering who have several years of field experience. Managers working on large projects will likely have a Masters degree in construction management. 27
TOP 10
01
Senior Project Manager Median salary: $109,431
A senior project manager is responsible for overseeing and managing a construction project from start to finish. Job duties include developing schedules, which includes a plan for using resources effectively, recruiting and coordinating the work performed by subcontractors and obtaining all permits and licenses required for the project. Four-year degree holders in construction management or construction science would be considered for this role. Along with a university degree, the senior project manager would have at least five years of experience working on increasingly complex construction projects in a supervisory capacity.
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May 2015
T H E T O P 1 0 B E S T PAY I N G J O B S
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DOHA GREEN LINE UNDERGROUND Signals A New Era Of Construction in Qatar Written by: Abigail Phillips Produced by: Richard Durrant
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DOHA GREEN LINE
From design through to safety initiatives, sustainability concerns to traffic management, the Doha Green Line Underground Project has been a resounding success to date
T
he Doha Metro is a rapid transit system currently under construction in Doha, Qatar and a number of its neighbouring municipalities. Upon completion, it is expected to comprise of 211.9km of route across four railway lines serving 85 stations. It will be an integral component of the larger Qatar Rail network, which will include long-distance high-speed rail across Qatar, and local light rail and people mover services within Doha. Construction of the Doha Metro officially began with a groundbreaking ceremony at the site of Msheireb station, which will act as the hub for not only the Metro but also entire Qatar Rail network. Throughout early 2013, Qatar Rail submitted tenders to various international firms to construct sections of phase one, corresponding
Breakthrough of cutting head
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May 2015
MIDDLE EAST
A visualization of a Doha Metro station
to the Red and Green Lines. In mid-May, Italian firm Impregilo was awarded a $2 billion contract to manage the construction of the Red Line North segment, running from Msheireb to Al Khor North. In June, it was revealed that QDVC and Porr were successful in their bids to lead the building of the Red Line South segment and Green Line, respectively. Fifteen tunnel boring machines will be used for the project from the German company Herrenknecht. The Doha Metro will ultimately consist of four lines opening in phases beginning in 2019 with an eventual completion date of 2026. The Red, Green and Gold Lines will radiate out from a central interchange at Msheireb in Downtown Doha, with the Blue Line providing a semi-orbital service. The Metro network will cover the Greater
211.9km The total distance of the four railway lines serving 85 stations
w w w. q r. c o m . q a
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DOHA GREEN LINE Doha area and will include connections to town centers and main commercial and residential areas throughout the city. In central Doha, the Metro will be underground, whilst at the outskirts; it will mainly be at ground level or elevated.
Crane delivering segments from storage yard at Mesilla Station.
T F
+974 3307 2901 +974 5586 9159 +974 4442 3519
Aljazeera Arabia Power Engineering PO Box: 23892 Doha-Qatar
www.jazeeraeng.com oways@jazeeraeng.com aeq@jazeeraeng.com
The Green Line Underground Project The Green Line Underground Project is one of seven packages included in phase one of the wider Doha Metro, which will be operational before the FIFA World Cup, Qatar 2022. There are six different packages in addition to the Green Line Underground, forming the network in its entirety.
Aljazeera Arabia Power Engineering Co. deals with
Electrical Works • Mechanical Works (Fire Fighting) • Fire Alarm System Plumping & Pipe Line • Maintenance Works • CCTV & Security Systems IT & Mobile applications • Telecom & Fiber Optics
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MIDDLE EAST
As Eng Jassim Al Ansari, Project Director of Qatar Rail explains, “The Green Line Project is part of the whole network and should be considered as such. It will serve many people. The network will bring direct benefits from a social, environmental, economic and human perspective. The project truly encompasses the main vision of Qatar 2022.� The Green Line Underground Project will consist of 52km of track, including six stations, two switch boxes and additional structures such as evacuation shafts. The project also consists of 16.6km of twin-bored tunnels built at a depth of 20 meters. The line spans from Msheireb (Central Station) through to Education City and on to Al Rayyan and in total approximately 18.5km of track will run underground. The Green Line Project is
Architects impression SUPPLIER PROFILE of the metro
Guenther Heilmayer, Project Director at Doha Green Line.
VME MATERIALS HANDLING
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w w w. q r. c o m . q a
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DOHA GREEN LINE
Doha Green Line -Breaking Through
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May 2015
also known as the Education Line due to the fact it will run through the Cattar Educational Institute. According to the project directors, the Doha Green Line Underground Project is essential to the delivery of the 2022 FIFA World Cup and is a key contributor to Qatar’s 2030 vision. The project has been broken down into a civil phase and a system phase. Currently the project is in the civil phase and has been since construction began in June 2013. This phase
MIDDLE EAST
of development is due for completion in August 2018, at which point the system phase will get underway. The Green Line in its entirety will be completed two years ahead of the World Cup in 2020 and will cost in the region of €2 billion. A Fully Integrated Joint Venture The Doha Green Line Underground is a fully integrated joint venture between Austrian contractor, Porr, HBK Contracting Co., and Saudi Binladin Group. The beauty of such a set up comes from the fact that all partners are working towards a common goal, rather than trying to secure individual interests. Furthermore, as a joint venture there is minimal need to sub-contract. As Guenther Heilmayer, Project Director of PSH JV explains, “We are not splitting the venture into different verticals, meaning we do not need to sub-contract. As a venture we execute most of the work internally and only sub-contract a few specialized elements of the project. This means that managing contractors is not a problem. The overall advantage is all three partners have the same interest for all elements of the project. “We have a very integrated and collaborative approach to managing the project,” he says.
“The network will bring direct benefits from a social, environmental, economic and human perspective. The project truly encompasses the main vision of Qatar 2022” – Jassim Al Ansari, Qatar Rail Project Director
The project will consist of 52km of track including six stations
A Passion For Quality From day one, quality has always been a priority for the joint partnership. The Green Line Underground is a self-certifying project, which means it manages its own quality control, as w w w. q r. c o m . q a
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DOHA GREEN LINE
BSS Boray CONSTRUCTION AND PREFABRICATED BUILDINGS W.L.L. Labor camps Accommodation buildings Site offices Mess halls Schools
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May 2015
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DOHA GREEN LINE per the contract. “Quality is within our scope of work,” explains Heilmayer “To ensure we are meeting our stringent requirements, we have established a Quality Control department, which schedules regular internal and external audits.” Since the project got underway it has been audited at least once a week. As well as its own quality control checks and measures, the Green Line Underground Project has had to adhere to a number of requirements from the Doha government. “We are following the full requirements in regards to waste management, noise pollution, traffic management and more. “We knew from day one that we would have to
MIDDLE EAST
Conveyor Belt System at Trough Station (Copyrighted Avi Viljoen)
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Qatar-BV-300x250-2-2:Qatar-BV-300x250-2-2 21/11/13 10:25 Page1
Qatar-BV-300x250-2-2:Qatar-BV-300x250-2-2 21/11/13 10:25 Page1
DOHA GREEN LINE
We serve
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BUILDINGS &your DEPARTMENT infrastructure projects We serve INFRASTRUCTURES Weyour serve your projects. infrastructure projects Environmental Impact Assessment Energy / Waste
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Ataturk International Airport
NEW INTERNATIONAL TERMINAL AND MULTI-STOREY CAR PARK Location: Istanbul, Turkey 380,000 sqm total area THE PEARL, DOHA Supervision Project period: 1998-2000
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Control Quality Control on Site Design Review for Fire Safety Witnessing Commissioning of Mechanical and Electrical Works
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NEW INTERNATIONAL TERMINAL AND MULTI-STOREY CAR PARK Location: Istanbul, Turkey 380,000 sqm total area Project period: 1998-2000
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AUSTRIA
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May 2015
QATAR
www.keckeis-systems.at
MIDDLE EAST
deal with these concerns, so we put processes and systems in place to ensure they were dealt with properly. As an example, we monitor the movement of all our trucks and analyze how they affect the flow of traffic in surrounding areas. All this information is shared with our directors, shareholders and government bodies. We have also limited the noise on site to the comfort of local residents and businesses,” explains Ansari. The main contractors are acutely aware that quality starts from the very beginning of a project. As such, the choice of designer was critical. “To ensure the quality of the design and build project we chose very renowned and experienced designers. The project is developed with state-
“We have worked hard to achieve a four star rating and are committed in terms of design and construction to ensure we are building to green standards” – Jassim Al Ansari, Qatar Rail Project Director
15 tunnel-boring machines for the Doha Metro (Copyright Herrenknecht) w w w. q r. c o m . q a
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DOHA GREEN LINE
WORLDS LARGEST LIFTING BRIDGE Botlekbrug, Netherlands / © A-Lanes A15
Vienna Consulting Engineers ZT GmbH
Supports Your Project VCE operates in following lines of business: // the transportation sector (roads, bridges, tunnels, railways, metro) // the building and industrial sector // the development sector // the structural health identification (BRIMOS®) and Life Cycle Engineering // BIM Experts in all lines of business
Doha Green Line Underground – VCE Services: Design Coordination VCE Vienna Consulting Engineers ZT GmbH / Hadikgasse 60, 1140 Vienna / T +43 1 897 53 39 / schedler@vce.at / www.vce.at
PKE is a leading international service enterprise in the field of highly complex extra low current projects. For more than three decades, PKE has been carrying out complex, large-scale projects all over the world – ranging from safeguarding state-run central banks and penitentiaries to wiring Formula-1 tracks and monitoring underground railway networks. Our projects prioritize reliability and safeguard the future. To find out more about us please visit www.pke-me.com
PKE – PSS WLL QATAR T: +974 4431 7122 F: +974 4487 9970 qatar@pke-me.com
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PKE GULF WLL BAHRAIN T: +973 178 139 11 F: +973 178 139 22 bahrain@pke-me.com
PKE GULF WLL - UAE T: +971 2 6433 396 F: +971 2 6433 894 abudhabi@pke-me.com
DOHA GREEN LINE
MIDDLE EAST
of-the-art planning in mind,� says Heilmayer. This level of design quality has made environmental planning and considerations easier. Sustainable Development Solutions As well as monitoring waste, water usage and noise and light pollution on site, the Green Line Underground is also committed to obtaining a four star level of certification from the Qatar Sustainability Assessment System (QSAS). QSAS is a green building certification system developed for the State of Qatar, its primary objective being to create a sustainable built environment that minimizes ecological impact while addressing the specific regional needs and
The Green Line is commited to obtaining the QSAS certification
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DOHA GREEN LINE
AI Mesilla Station - conveyor belt with storage yard.
“We have given priority to local contractors and suppliers to boost the economy and resident businesses” – Gunther Heilmayer, Project Director
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environment of Qatar. “We have worked hard to achieve a four star rating and are committed in terms of design and construction to ensure we are building to green standards,” says Ansari. Supporting The Local Economy A large part of the Doha Green Line Underground centers on local development and progression, and the project has supported this initiative in many ways. For example, it is committed to using local suppliers and labourers where possible. As Heilmayer explains, “We have given priority to local contractors and suppliers to boost the economy and resident businesses. We have had to import some material, but we always look for local solutions when we can.”
MIDDLE EAST
A World-Class Safety Record Employee safety is a key concern and the Doha Green Line Underground Project is proud of its world-class safety record to date. During project peaks, there can be up to 4,500 people working on site and yet the project has clocked up an impressive 7.5 million hours major incident free; no mean feat in a construction environment. “We are achieving a very unprecedented record and have been awarded several times for it. This is a big point for us and we are very proud of this,” says Heilmayer. “Labour accommodation and welfare is an ongoing
Green Line through Education City timelapse.
ADVERTORIAL
Byrne Looby Partners contracted as Utility Designers for the Green Line Metro
B
yrne Looby Partners was awarded one of the initial contracts for Qatar Rail’s Green Line Metro back in early 2014. The scope of works included the design of both wet and dry utilities to enable the stations to be constructed. The work required close liaison with the design engine engineering team and the utility owners to locate, assess and design appropriate permanent diversions of utilities with tight timescales. These utilities included water, electricity, telecommunications, military and security, police utilities, medical utilities, sewage and storm water. During the course of our brief Byrne Looby Partners were invited to undertake civil and structural designs to assist the Contractor, Porr/ Saudi Bin Laden/HBK (PBH), in the design of temporary works to expedite the permanent design. This element of work is ongoing. As part of the overall project Byrne Looby delivered: Utility diversion concept design to accommodate station construction (telecoms, HV, MV, LV cables, foul sewerage and storm drainage in diameter from 300mm to 1500mm, TSE) • Utility diversion detailed design • Temporary works for main contractor
•
BIM 3D modelling for utility diversion associated with the Station Box Utilities. Byrne Looby are currently undertaking similar utility design work on Line 6 of the Riyadh Metro in the RSA. Byrne Looby Partners was established in 2001, and is an international engineering service provider, delivering solutions for the water, marine, infrastructure and energy sectors. It is now well established as specialist engineering consultant with particular expertise in geotechnical, civil, structural and water engineering services in Europe and Middle East. Offices locations include Bahrain, Libya, Jeddah, Saudi Arabia, Qatar, Abu Dhabi, Dubai, UK and Ireland. For more information on Byrne Looby Partners or to view recent projects visit www.blpge.com.
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DOHA GREEN LINE
Breaking through the concrete wall and tunnelling department Members with Mr.Christian Genschel, Tunnelling Director
“We are achieving a very unprecedented safety record” – Gunther Heilmayer, Project Director
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campaign for us and we recently had a visit of union representatives and the feedback is very positive. The level of welfare is well about European standards both on and off site.” In order to maintain superior standards of health and safety, the project managers have employed the use of sophisticated technology and software. Real-time cameras watch the site 24/7 to monitor safety processes. This software is also
MIDDLE EAST
Company Information INDUSTRY
Railway Construction HEADQUARTERS
Qatar Rail Tower, Doha FOUNDED
2013 EMPLOYEES
4,500 REVENUE
N/A PRODUCTS/ SERVICES
used to record the site so senior management can see progress even when not on site. To date, the Doha Green Line Underground Project has been a resounding success. Everything from design through to safety initiatives, sustainability concerns to traffic management and movement of trucks, and supplier management signals a new era of construction in Qatar.
The end-to-end management for the design, build and implementation of the Doha Green line undergroundw.
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Ledcor Construction Limited
Investing in partners and clients keeps Ledcor ahead of the game Construction industry leader relies on building Lifetime Clients and partnerships to expand its ever-growing portfolio of innovative projects Written by: Cutter Slagle
Produced by: Rich Gentile
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LEDCOR CONSTRUCTION LIMITED
Teck Acute Care Centre INTERIOR
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Royal Alberta Museum rendering
F
rom its first project in 1947 preparing the access road and well site to Imperial Oil’s famous discovery at Leduc No. 1 — the site touted as the official beginning of the oil industry in Alberta — Ledcor established itself as a leader in the construction industry. The company is a part of the Ledcor Group of Companies, a privately-held entity whose highly diversified portfolio reaches into mining, infrastructure, oil and gas, air and marine transportation, forestry, power and environmental industries, among others. Over the last 65 years, Ledcor has
built experience and an admirable reputation with its partners in industry and government. Clients across North America consider Ledcor Construction a trusted authority in project and construction management, pre-construction, general construction, and designbuild services. Creating Lifetime Clients Ledcor’s ongoing success can be attributed to the effort it puts towards building strong relationships with clients. “We’re very proud of our long-term relationships,” says Peter Hrdlitschka, w w w. l e d c o r. c o m
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www.kichton.com
Head Office
#314, 26230 TWP RD 531A Acheson, Alberta T7X 5A4 Phone: (780) 962-1964 E-Mail: info@kichton.com
Lloydminster
6001-49 Ave Lloydminster, Saskatchewan Phone (306) 825-2572 E-mail: info@kichton.com
Proud to be a partner in construction with Ledcor serving them with all their civil construction and earthworks needs.
With over 65 years of experience in the roofing industry, Transwest Roofing has proven to be the premier choice for all types of roofing, water proofing and cladding systems.
Institutional - Commercial - Industrial - Residential
info@transwestroofing.com
www.transwestroofing.com
Tel: 604-596-7448
13415 Comber Way,
Fax: 604-596-1430
Surrey, BC V3W 5V8
LEDCOR President of Ledcor Construction, who notes several examples of long standing customers who are considered Lifetime Clients by Ledcor. “We’ve built 17 projects for PCI in the past 21 years,” said Hrdlitschka. “I think our commitment to our clients shows in the amount of repeat business we earn. We build lasting relationships by proving every time the value we bring to our client’s projects, and by delivering on our promises.” Currently, Ledcor is working on PCI’s Coast Capital Savings Credit Union building in Surrey, B.C. The $65 million project is the first stage
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of a multi-phase development at King George Station that will further transform the rapidly evolving downtown core of Surrey. Ledcor is targeting a completion date for July 2015, with occupancy for October to accommodate the demands of the fastest growing city in Metro Vancouver, and one of the fastest in Canada. Nearby, Ledcor spearheads two decades of work at the Vancouver International Airport. Ledcor has worked with YVR since 1995, developing and constructing over 200 projects domestically and internationally.
Royal Alberta Museum Rendering w w w. l e d c o r. c o m
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Epcor Tower
WE OFFER A COMPLETE ARRAY OF MECHANICAL SERVICES, INCLUDING DESIGN-BUILD OR PLAN AND SPECIFICATION PROJECT DELIVERY FOR THE COMMERCIAL, INDUSTRIAL, INSTITUTIONAL, LIGHT INDUSTRIAL, RECREATIONAL AND MULTI-FAMILY SECTORS. Priority Mechanical is one of Edmonton’s largest, most trusted, and most respected mechanical construction contractors. We have the knowledge and experience to understand the complexities of each project and provide innovative and practical solutions for our customers. Our certified personnel perform plumbing, gas fitting, hydronic, and ABSA system installations. We also provide prime mechanical services including HVAC, fire protection, mechanical controls, and thermal insulation. We complete projects of any size and are always committed to providing quality installations and customer satisfaction. Priority Mechanical Ltd. was established in Edmonton, Alberta in 1990 and was founded on the principles of quality, integrity and customer service. The growth of Priority Mechanical from its initial partnership has been a steady and natural progression; a growth that has included an accumulation of expertise and skills, as well as the establishment and fostering of relationships. It is this natural development and a commitment to their core set of founding principles that enables Priority Mechanical to participate and successfully complete projects of any scale and scope. Whether it’s a design-build, plan and specification or IPD project, Priority Mechanical Ltd. is your preferred mechanical contractor.
prioritymechanical.com |
PH: 780-435-3636
LEDCOR The latest, the Airport’s A-B Connector Project, is valued at $146 million and includes demolishing parts of the original 1968 terminal, some of the oldest remaining structures on site, and developing a new, four-level facility into a smooth transition for arriving and departing passengers and include expanded retail space. “This is our largest project for YVR in Vancouver to date,” said Hrdlitschka. “We’ve been with YVR for 20 years doing various projects and I believe our relationship with them is a great example of how Ledcor continues to strive to build
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lifetime clients.” The advantage of working in a familiar space and knowing how to meet a client’s expectations drives Ledcor to work towards earning repeat business from all clients, whether they previously worked together or are entering a new partnership. Transforming Communities Ledcor continues to transform the community in which it was founded. Some of the company’s most prominent and complex projects currently under construction are being built for, or in partnership with
TFN Mills w w w. l e d c o r. c o m
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electrical contracting building controls & automation data networks security & life safety systems industrial construction power quality 24 hr service TENANT IMPROVEMENTS - BASE BUILDINGS WAREHOUSES - SHOP FINISHING TREATMENT PLANTS - MAINTENANCE
(403) 230-2656
www.venturepainting.com CALGARY | MEDICINE HAT
Delivering Award Winning Excellence through Quality, Safety, Ethics and Integrity since 1944. 604-434-2681
www.houle.ca
ConCrete restorations ltd DELIVERING QUALITY ON Time SINCE 1984
WAM on 10th Centre Street Bridge Lions
Solutions for Industrial and Commercial, 20 years of providing solutions for concrete problems assures clients of our commitment to satisfactory project completion.
www.concreterestorationsltd.com
3740 73rd Ave Edmonton, AB, T6B 2Z2 780-440-1414 | collinssteel.com
Company info Calgary | Po Box 6154 Stn A Calgary AB T2H 2L4 CA 403.312-0332 | email: crl@abnet.ca
LEDCOR governments and institutions. One of Ledcor’s current projects is the $260 million Royal Alberta Art Museum in the heart of downtown Edmonton. “[The museum] truly expresses our province’s history, landscapes and potential,” says Ray Danyluk, Minister of Infrastructure in Alberta. “The concept leaves no doubt that the Ledcor team understands Alberta, and Albertans.” Slated for opening in December 2017, to coincide with Canada’s 150th anniversary, the museum is expected to become a globally iconic institution. “Like our province, our new museum will represent the best of what the world has to offer, celebrating our past, our present and our future,” says Danyluk. Ledcor continues to transform communities beyond Edmonton with the same entrepreneurial spirit that has characterized Alberta. In Toronto, Ledcor and EllisDon partnered to build the new Canary District for the Athlete’s Village for the 2015 Pan Am/ Parapan Am Games. Following the Games, the five-block mixed-
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use development will be converted into a new, integrated community with affordable housing, student residences, retail space and a YMCA. The Canary District project was built by the EllisDon Ledcor PAAV Inc. joint venture. The partnership combined a wealth of experience to ensure the Canary District satisfied the highest construction standards. On the west coast, Ledcor’s ongoing work to build the BC Children’s and BC Women’s Hospital takes on a different type of partnership. CWH Design-Build GP, a 50/50 joint venture between Ledcor and Balfour Beatty, was awarded the $350 million PPP project. “We are pleased to be part of this project that will bring world-class care for children, youth, women and families across British Columbia for years to come,” says Peter Hrdlitschka, President of Ledcor Construction. “Our consortium’s combined experience includes completing 36 children’s hospitals and eight women’s healthcare projects,” says Hrdlitschka. w w w. l e d c o r. c o m
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A truly spectacular collaboration! Thank you Ledcor for the support you have demonstrated to us as a leading supplier to the tile, terrazzo and stone trade. 4420 1 St SE | Calgary, AB T2G 2L3 403-287-0886 | fleshermarble.ca
BUILD ON US
Specialty Geotechnical Contractor Gallagher Bros is proud of our relationship as a Wall & Ceiling Contractor for Ledcor
GROUND IMPROVEMENT SOIL REMEDIATION • STRENGTHENING & CUT-OFF
Award Winning A-B Connector Project, just completed with Ledcor at the Vancouver International Airport
Customizedsssolutions�oforeogeotechnicalo�prob # 114 19140 28th Avenue | Surrey, B.C. Canada V3S 6M3 604-531-3156 | fax 604-531-3163
VANCOUVER
•
MONTREAL
geopac.ca
•
TORONTO
LEDCOR
CANADA
The design and construction of the TECK Acute Care Center at the hospital will include an eight-story, 540,000-square-feet building that houses inpatient units, an emergency department, medical imaging, procedural suites, hematology/oncology department and a pediatric intensive care units for BC Children’s Hospital. It will also include high-risk labour and delivery suite and a new neonatal intensive care unit for BC Women’s Hospital & Health Care Centre. On top of the highly technical scope of work, the project is targeting LEED Gold Certification. “The suspended slabs are underway, and on target for our summer 2017 project completion” said Hrdlitschka. “We have two cranes on the project now, and a third will be erected on site next month.” Despite the project’s complexity and multiple stakeholders, it is on schedule.
The $130 million project, which is expected to be completed later this month, will encompass construction of a 250,000 square foot facility along with an extremely sophisticated mechanical electrical system. “The data center has to operate 24/7. For this project, it was essential to have huge backup generators that provide power to the entire building and specifically the mechanical system and its cooling towers to continue to create the cooling capacity that can handle up to 24 million BTUs of heat generation,” said Hrdlitschka. “When you think of BTUs, the big construction heaters generate a million BTUs. This electrical system and its components including the Server Rooms housed within the Data Center technically generate the effect of 24 million of these heaters. This amount of cooling required provided by the cooling towers is equivalent to using 35,000 New Challenges household refrigerators.” Ledcor has built retail stores and hiOne of Ledcor’s largest projects rises for Shaw Communications, and under construction is the TFN Mills is currently finishing construction Shopping Centre in Delta for Ivanhoe on the Shaw Data Centre in Calgary. Cambridge. Due for completion in w w w. l e d c o r. c o m
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CONGRATULATIONS LEDCOR !
Proud to be Supplying Signage for Tsawwassen Mills
Keith Panel Systems is a leading innovator, fabricator, & installer of high performance architectural facades.
PROTEC INSTALLATIONS GROUP
We are proud of our strong relationship with Ledcor and the many successful projects we have completed together.
SERVING LOWER MAINLAND SINCE 1985
We provide our clients with an experienced team of elec trical professionals, for all of their electrical needs!
604.278.3200
#9-11720 Voyageur Way British Columbia, V6X 3G9
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LEDCOR May 2016, Tsawwassen Mills will cover more than 1.4 million square feet of indoor retail space as well as an outdoor shopping mall. “We’re probably about 90 percent through the structural steel,” says Hrdlitschka. “We’re currently working on completing the base building envelope and roof.” For Ledcor, the massive project has included an array of services from road construction, installation of underground utilities to constructing the park-like habitat areas around the project. With close proximity to the Tsawwassen ferry terminal, the project has also presented unique challenges. “With the size and location of the project, we needed to improve the ground conditions before construction,” says Hrdlitschka. “Because this project is in a low lying area, we had to import ¬sand and gravel to offset the conditions of the ground. We ended up importing just under two million metric tons of sand and gravel.” Hrdlitschka added, “There’s always going to be challenges, but it’s how you handle those challenges
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that matters. It’s something we pride ourselves on and I believe it’s something that distinguishes us from our competitors.” Ledcor’s engagement with clients and its investment into their own people has served them well since the company’s beginnings. Investing in People The roster of impactful and innovative builds is not the only reason Ledcor is set apart from its competition. While the projects on Ledcor’s portfolio are impressive to say the least, the company is committed to supporting its customers and employees as well as the community and the environment. For the second time, Ledcor was named one Canada’s Top 10 Most Admired Corporate Cultures for its corporate culture, benefits, community involvement and skills development. “Our most important asset is our people,” Peter Hrdlitschka, President, stated. “The stronger we make our people, the stronger we make ourselves.” Current and past accolades also include BC Top 55 Employers, w w w. l e d c o r. c o m
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LEDCOR CONSTRUCTION LIMITED
Shaw Data Centre Rendering
T-780 -440 -8775 F-780 -462-4454 MCL POWER INC
Kerrian Metalhouse Ltd.
Serving all your metal roofing and wall cladding needs.
E P CO R Towe r C o m p l e te d 2012 P r o j e c t Va l u e $ 32 M
Your number one electrical contractor of choice. “MCL Power Inc is proud to participate in the design, construction, and maintenance of many landmark buildings and projects throughout Edmonton and surrounding areas” www.mclpower.com
Proud to once again be part of the Ledcor team at YVR. Kerrian Metalhouse Ltd. 24777 Fraser Highway, Langley, B.C. V2Z 2L2 Tel: 604 -857-9695 Fax: 604 -857-9606 kerry@metalhouse.net www.metalhouse.net
CANADA
Company Information INDUSTRY
Sector HEADQUARTERS
500, 1055 W Hastings St. Vancouver, British Columbia, Canada V6E2E9 FOUNDED
Canada’s Top 100 Employers, and Financial Post’s Ten Best Companies to Work For and others. The company supports numerous organizations and is committed to its corporate social responsibility. In 2014, the company pledged $200,000 to Junior Achievement of British Columbia and North Alberta made a three-year commitment to fund a weekly healthy lunch program at Ronald McDonald House of Northern Alberta. Over the past 10 years, Ledcor has contributed nearly $24 million to more than 150 charities across North America, focusing mainly on education and children’s healthcare. The company’s annual employee campaign raised over $1.2 million last year, allowing the team to help over 95 charities throughout North America.
1947 EMPLOYEES
750+ REVENUE
$3.2 billion (Ledcor Group of Companies) / $1.2 billion (Ledcor Construction Limited, Canada) PRODUCTS/ SERVICES
General Contractor & Construction Management
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T.L. Penner Construction Inc.
Building Manitoba Through Word of Mouth General Manager of T.L. Penner Construction, Zac Penner, discusses how the quality craftsmanship and customer experience are the keys to successful project completion. Written by: Robert Spence
Produced by: Richard Gentile
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T. L . P E N N E R C O N S T R U C T I O N I N C .
Redvers Health Centre, Redvers Sk
S
tarted in 1959, the Penner family is in its third generation of family management. Its finely tuned management system, combined with an experienced and cohesive staff, allows the company to provide quality construction services on a wide-range of projects from residential developments, auto dealerships, medical and educational facilities, water and sewage treatment plants and heavy civil projects. For T.L. Penner, the recipe for success is simple: deliver quality craftsmanship and excellent customer experience, and the 66
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outcome will do the work for you. For the last 50 years that winning formula has helped the familyowned construction company become one of the largest general contracting firms in Western Manitoba. Word of mouth More valuable than paid advertising, word of mouth has been a driving force for the company’s success. “Word of mouth advertising has been great for us, it’s easier for people to relate when they hear it directly from someone who we have worked with.” said General Manager
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Private Boxes, Keystone Centre, Brandon
Zac Penner, whose grandfather founded the company. “The service and customer experience we provide is one of the main reasons clients continue to work with us, and it’s one of the main reasons why clients continue to recommend our services to others.” A majority of the company’s clientele is either repeat customers or direct referrals. According to Penner, it’s the company’s willingness to work with clients from conception to completion while maintaining its quality craftsmanship signature that has made word of mouth effective. “Our main focus is to provide our clients with the best possible value we can. We go beyond what is expected of us. We offer warranty on every project we construct. If there is a problem that shows up after completion we will work
“Our main focus is to provide our clients with the best possible value we can. We go beyond what is expected of us” – Zac Penner, General Manager
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Hamilton Iron is a fabrication company of structural steel and miscellaneous metals, specializing in commercial and industrial projects.
We are built on high quality work, done at a competitive price, delivered with fairness and integrity. These are the driving principles of Hamilton Iron Ltd. which aid in the added value and success of the general contractors we work with and their clients.
www.hamiltoniron.ca | 204-728-4092 750 Douglas Street Brandon, Manitoba R7A 7B2
24 HOUR EMERGENCY SERVICE
Serving Manitoba, Saskatchewan and beyond, with backed professional service Brandon Heating & Plumbing 1998 Ltd. have obtained their government issued Quality Assurance Certificate ensuring all work will be completed to the highest level of quality. Quality, combined with our highly skilled tradesman and COR certified safety program make Brandon Heating & Plumbing a great choice for all your commercial project needs.
204-728-0180
email: info@brandonhp.ca www.brandonheatingandplumbing.ca
Central Manitoba Interiors Ltd. PO Box 248 Ethelbert, Manitoba R0L 0T0 Phone: (204) 573.0284 Fax: (204) 742.8858 Email: dcoma@cmiltd.ca
w w w.cmiltd.ca
T. L . P E N N E R C O N S T R U C T I O N I N C .
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with the client to ensure the problem is properly rectified.” Along with word of mouth, the company’s longevity in the construction industry has illustrated how quality craftsmanship and customer service are the keys to successful project completion. “We’ve been providing the same great service for the last 50 years,” adds Penner. “Our clients trust we’re not going anywhere.” Competitive edge Along with establishing a solid reputation for honesty and integrity among its clientele, T.L. Penner has cultivated beneficial working relationships with its workforce, including its design teams and subcontractors. The company, which prides itself on construction management and overseeing the big picture, understands the construction industry is not a one-size-fits-all model. Therefore, it needs to contract specialty services. “In recent years we’ve subcontracted a lot of the work because many of these projects call for specialized trades, and finding tradesman in the heart of oil country can be challenging” said Penner. “For things like this, you want people who specialize in these fields; people that do this work all the time.” Another competitive edge T.L. Penner uses to its advantage is its comprehensive fleet of heavy construction equipment. Unlike some other
Private Boxes, Keystone Centre,
Tundra Oil and Gas Office Addition, Virden
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High Quality Design Doors & Frames • Undivided Attention • High Quality Materials • Enviromentaly Gentle
WCB 2015 Winner “Saskatchewan Safe Employer of the Year”
German Living Inc. Box 713 Blumenort, MB R0A 0C0 T 204-415-0032 F 204-669-8833 Alexander Gisbrecht C 204-510-1146 alex@germanliving.ca
657 Broadway St. | Yorkton, SK P.O. Box 1700 | S3N 3L4 PH 306-782-5592 | FX 306-782-5593
germanliving.ca
www.rh-electric.com
Family Run, Community Minded, Trusted Since 1983
www.thefloorshow.ca
Committed to Superior Quality Concrete Construction. 1042 Waverley Street, Winnipeg, MB R3T 0P3
204.956.9720
P.O. Box 651 Stony Mountain I Manitoba I R0C 3A0 204-694-6085
T. L . P E N N E R C O N S T R U C T I O N I N C . companies, who may have to rent or borrow equipment for different projects, the company is able to start projects immediately after receiving approval. “Because we own several key pieces of heavy construction equipment, we are not waiting on anybody else to mobilize to site before we can get started.” said Penner. “Because we control our equipment, we can better control the timetable of projects to ensure they’re completed on time. There has been times where this has been a real advantage for us.” Because of its great working relationships with sub-trades and owning its own equipment fleet of equipment, T.L. Penner is able to secure the best available pricing, which in turn makes them very competitive in the marketplace. “There has been many examples over the years of contractors taking advantage of changes during the work by over pricing and giving half credits. Customers are at the mercy of the contractor, and we don’t feel that’s acceptable. We pride ourselves on working with the customer, from beginning to end, to
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ensure they understand all costs,” said Penner. “Once we have all the pricing in hand, we’ll go through it with the client to ensure they understand all the costs. We’ll go through every price line and how show them how we got to that figure. We’re really transparent in our pricing and I believe clients appreciate that.” Projects: Past and present T.L. Penner has recently completed an array of industrial and commercial infrastructure projects that the client, and company, are proud of. In Dauphin, Manitoba, the company recently completed a new 40 unit apartment style building totaling $8 million. The project provides affordable housing for locals in the area, which is covered one-third by forgivable loans from Manitoba Housing, one-third from tenant life lease fees and one-third financed from a financial institution. “We’re proud to be involved in this type of project,” said Penner. “For Manitoba, it’s a great model and we believe it’s the right thing to do.” The company has also w w w . t l p e n n e r. c o m
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T. L . P E N N E R C O N S T R U C T I O N I N C .
completed the Celebration Ford Car Dealership in Moosomin, Saskatchewan, which included importing roughly 30,000 cubic yards of clay fill in order to develop the new state-of-the-art facility. “We got this project through word of mouth, and we worked with them throughout the design process 72
May 2015
to ensure they got a building that suited both their needs and their budget.� said Penner. Another successful recently completed car dealership project is the Chapman Motors project in Killarney MB. The project consisted of two phases. Phase one was building a new mechanics shop
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and maintenance centre and the second phase included renovating the existing sales/showroom facility. “Car dealerships have generated a fair amount of business for us,” said Penner. “In the last couple years we’ve had several car dealerships come to us for facelifts and upgrades to their buildings. On several occasions we have taken a 70’s era, plain steel building and made it look like the Taj Mahal.” Another project the company recently completed was the Tundra Oil & Gas office expansion. Owned by Tundra Oil and Gas, a long-time client of T.L. Penner, the project included expanding existing facility for the fourth time in 10 years. “We first added onto this building in 2005 and then we expanded it in 2007, and then again in 2009,” said Penner. “They’re familiar with us and we’ve done enough renovations for them that we trust we can complete the work on time and on budget while not disrupting workers in the process. We do what we can do make sure everyone is happy.” The company is currently developing one of the biggest projects in its 50-year history, a 60,000 square-foot K-12 school in Langenburg, Saskatchewan. Commenced in December 2014, the project is slated to be completed in the fall of 2016. “It’s one of the biggest projects we’ve ever been a part of, and we’re excited to get it completed,” said Penner.
Company Information INDUSTRY
Construction HEADQUARTERS
154040 RD 58N, Box 2350 Virden, Manitoba, Canada, R0M 2C0 FOUNDED
1985 EMPLOYEES
30 REVENUE
Not Disclosed PRODUCTS/ SERVICES
General Contractor; Construction services
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Suncor, Inc.
Suncor and the Power of Partnerships President and Founder Doug Kuiper discusses the market and Suncor’s strategy for growth. Written by: Sasha Orman Produced by: Tom Venturo
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SUNCOR, INC.
Brickell Metro Station 3
I
n 1992, Doug and Patricia Kuiper founded Suncor Inc. to bring high quality fabricated structural steel products to Hialeah, Florida. Today, Suncor stands as a trusted name in the structural steel fabrication industry, building a reputation and a strong client base on customer service and proven results. Clients as Partners Every business has its own style and strategy for growth. Some aim for growth at any cost, submitting bids on every possible project that could come their way. Suncor’s own strategy is more reserved, but 76
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comes with its own set of rewards that has helped it stay successful throughout the years. “What we do is we seek out repeat type customers, and we focus on building relationships with good companies,” says Kuiper. “My focus is more on working with people who want to work with us—more like a partnering. That both decreases my overhead, because I don’t have to have a whole staff of estimators, and also gives us the kind of trusting relationship that you get with customers when you do work repeatedly.” As Kuiper explains, trust is a
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Specialty aluminum sunshades during production
commodity that can be hard to come by in an industry where projects can take months—if not years—from start to finish. When it comes to dealing with large construction companies, where points of contact may be promoted or long gone by the time the next bidding cycle comes around, reputation and past experiences together are crucial. “If you do repeat work with companies, like we do, you trust each other,” he says. “We trust them that we’re going to get paid, and they trust us that they know they’re going to get quality products delivered on
time. So we pride ourselves in the quality that we do.” High Standards What keeps clients returning to Suncor? A strong part of it is the high standards that Suncor strives to maintain. Those standards aren’t just a point of pride: they’re also vital to ensuring that clients are able to get jobs done accurately and on time with minimal stress. “We have standards for that to make sure that what we’re giving them fits,” says Kuiper, noting that Suncor works with stateof-the-art rendering technology w w w . s u n c o r. n e t
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SUNCOR, INC. like TEKLA to reduce errors and keep measurements as precise as possible—a critical necessity for any fabricator. “We pre-manufacture all these steel components so that, when you put them on a truck and ship them to a job site, everything just bolts together,” Kuiper explains. “You have to be very precise on what you do, to within 1/16 of an inch.” Claims of accuracy and high quality product standards are easy to say, but they mean much more when they’re backed up by third-party audits and certification. Because of this, Suncor takes care to maintain certification with the American Institute of Steel Construction (AISC). “Not every fabricator has AISC
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certification—most of the larger fabricators are certified, some of the medium ones are certified, and very few of the small ones are certified,” says Kuiper. “It can be very difficult to achieve this, because you have to have a lot of systems and organization and quality built in to get that.” But according to Kuiper, putting in the time and effort to obtain AISC certification is more than worth it for the credibility it brings and the clients it helps attract through the promise of high standards that are guaranteed. In addition to its own AISC certification, Suncor also holds its third party partners to similar high standards in order to ensure that clients are getting the best service
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wherever possible. “We don’t install materials, but we hire people to do that—and the erectors we hire are typically also AISC-certified,” says Kuiper. “So we have quality of product, and we have quality installers. That gives the customers a certain satisfaction that we’re going to do what we say we’re going to do.” Looking Ahead As the economy continues to improve and construction projects keep growing and expanding, the future is looking good for Suncor. The company is involved in several 80
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high profile projects, including the multi-building Brickell City Center project underway in Miami, as a subcontractor to AMJV (joint venture). Consisting of three, 30plus stories high towers, the project presents some unique challenges and calls for the kind of high quality steel that Suncor prides itself on delivering. Meanwhile, a project with Skanska USA for the Miami Science Museum presents its own complex challenges in the form of architecturally exposed structural steel that must be as smooth and beautiful as it is strong. In other words, they’re the kinds
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of projects that keep Suncor growing and thriving. “Our outlook is positive toward this year,” says Kuiper. “I think 2015 looks very strong for us, and I think we’re going to have a very good year.”
Company Information INDUSTRY
The Suncor Difference Suncor isn’t the largest steel fabricator in the world, or even in the United States, but as far as Kuiper is concerned that’s a positive—staying smaller allows Suncor to be more agile and in tune with its customers. “You want to be big enough to have good profit, but you want to be small enough that you can have your hand on the pulse,” he says. “When you get too big, sometimes you lose that.” But what truly sets Suncor apart from the competition is those long term repeat relationships—that level of trust that all stems from a good attitude and exemplary service. “ “There are companies who do what we do just as well as we do, but in terms of customer service, I think we’re among the best,” says Kuiper. “That’s probably the biggest thing— the customer relations and just really truly caring about what we do. Everybody’s in business, and Business 101 is that the goal of any organization is maximizing profit for the stockholders. We’re all about making profit. But I’ve learned that, if you can build your customer base strong, the profit takes care of itself. So instead of having the goal of money, my goal is customer relations—everything else works itself out after that.”
Construction HEADQUARTERS
3408 W. 84th Street No. 116, Hialeah FL USA FOUNDED
1992 EMPLOYEES
30 REVENUE
Not Disclosed PRODUCTS/ SERVICES
Structural Steel Fabrication
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MnDOT: St. Croix Crossing Bridge Project
St. Croix Crossing Bridge: Connecting Minnesota and Wisconsin The new St. Croix Crossing Bridge will be the second extradosed bridge constructed in the United States. evernam faccus eatur Written by: Stephanie C. Ocano
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ooking towards Minnesota, U.S.A., the Stillwater Lift Bridge has stood for 80 years—until now. A joint project between the Minnesota Department of Transportation (MnDOT) and the Wisconsin Department of Transportation (WiscDOT) has led to the development of a new extradosed bridge that will replace the Stillwater Lift Bridge with a new four-lane bridge to connect expressways on both sides of the St. Croix River. Extradosed bridges have been successfully designed and constructed for several years in 84
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both Europe and Japan due to their balance of cost, aesthetics, constructability and sensitivity to the environment. The St. Croix Crossing Bridge has been decades in the making partly because of the many historic, cultural and environmental features along the river. Expected to have a positive impact on the community, the new bridge will be a signature one in both the state and to the area. Both reducing traffic and offering a number of recreational activities via the addition of loop trails, the St. Croix Crossing Bridge is a project
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that has been greatly anticipated. A Project of Magnitude in Size The St. Croix Crossing Bridge project is running at a total cost of $580 million, with MnDOT’s cost share adding up to $340 million. This cost estimate includes construction, right of way, environmental protection and remediation, contingency, bonds and insurance, engineering and management. While the project is shared between MnDOT and WisDOT, MnDOT’s focus includes 13 key aspects.
• Reconstruct and realign Hwy 36 and Hwy 95 • Directly connect Hwy 36 and Hwy 95 with r amps and traffic signals • Add turn lanes at Osgood and Greeley/Oakgreen intersections • Realign the Hwy 36 intersection at Greeley/Oakgreen • Realign the North Frontage Road access point north of Osgood intersection • Create a shared center turn lane on the north and south frontage roads • Add a trail along the South
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• • • •
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Frontage Road to connect to the new Loop Trail Add ponds to improve storm water runoff and water quality Extend the South Frontage Road to Stagecoach Trail Reconstruct the Beach Road bridge Add traffic signals, lighting, signing and pavement markings Implementing new Intelligent Transportation System that includes cameras and traffic
detection • Relocate utilities With construction commencing back in 2013, the entirety of the project is set to be completed by 2017. The bridge itself, however, will be open to traffic the fall of 2016. “Once the new bridge is complete and open to traffic, we will also have a 5-mile bike and pedestrian route that will connect the new bridge with the old 1930s Lift Bridge,” said Project Director Michael Beer. “The Lift Bridge is being converted to
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become part of a 4.7-mile bike and pedestrian trail.� Constructing the St. Croix Crossing Bridge in 7 Steps Step 1: Precast Cofferdam Deck System The pre-fabricated cofferdam deck system is a platform for workers and acts a guide for placing the casings. Eventually, it gets sunk to the river bottom as part of the footing. Step 2: Spud Piling and Brace Framing To ensure the cofferdam deck is able to support itself, the workers and the equipment, it is reinforced with additional braces known as spud piles. Step 3: Install Casings through the Cofferdam Deck System Multiple 9 ft. diameter hollow casings are placed into the mud and bedrock beneath the river bottom. Casings can range from 90 to 120 ft. long and go through up to 25 ft. of water, 87 ft. of muck, 2 ft. of sand and gravel and 2 ft. of soft stone. Crews then drill about 25 ft. further into the bedrock. Mud, muck and rock are then
drilled out with several different tools. After the muck and mud are removed, crews fill the casing with a rebar cage for support and begin to pour the concrete. Step 4: Lower Cofferdam Since the sunken platform where concrete will be poured needs to be dry, a cofferdam is installed to pump water out until the area is dry. Step 5: Seal Deck System and Build Seal At this point, crews build a concrete seal to ensure that the structure is stabilized. The concrete seal is between 3 ½ to 4 ft. thick. Step 6: Construct Footing On top of the concrete seal from step 5, crews construct a reinforced concrete footing for added strength and stability. A tower is then added to the foundation. Step 7: Remove Cofferdam The cofferdam is removed, allowing water to surround the new foundation. The Bridge to Success
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Speaking with Beer, who oversees MnDOT’s construction, surveys and materials program amongst other responsibilities, three key factors were highlighted that have led to the project staying on track and running smoothly. According to Beer, a Critical Path Method (CPM) schedule, a strong management team and a dedicated workforce have all contributed to the project’s success. “With a project of this magnitude, having a CPM schedule that keeps everything on track and identifies challenges or opportunities to accelerate the sequence of work is vital,” said Beer. Primarily hiring locals, the MnDOT 88
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staff is also supplemented with consultants simply due to the vast amount of work. While typically consultants would also be from the area, the St. Croix Crossing Bridge project has consultants from Florida that have more expertise in the project’s type of bridge construction. “[Our team] is invaluable,” emphasized Beer. “With an aggressive schedule, there are problems that come up during the day and night, and needing to keep the project on schedule, it’s critical that we have people out there who can make informed decisions. It’s critical to the success of the project.”
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Keeping the Community in Mind “We’d like to continue to deliver a quality project and do it safely while on time and under budget,” said Beer. “We want to continue to engage the public with our outreach, send out weekly emails with great photos and just keep in constant contact.” According to Beer, the community has greatly appreciated the level of interaction between the project team and the public. Aside from the communication, boat tours are also being conducted. “St. Croix is a scenic river and now with this project going on there’s a lot of interest by people to be able to see up-close the construction taking place,” added Beer. “We’ve teamed with the St. Croix Boat and Packet Co. to have project staff on several of their boat tours each month to answer questions and give a narration of what’s going on with the construction of the bridge.” The St. Croix Crossing Bridge project is a long and arduous one, but once complete it will provide a number of benefits to the community. When all work is finished, motorists will have smoother highway pavement surfaces, improved flow at intersections, an improved frontage road system—including safer access—and a new river crossing between Minnesota and Wisconsin. All of this will occur while maintaining or restoring the area’s cultural, historic and environmental resources.
Company Information INDUSTRY
Construction HEADQUARTERS
1862 Greeley St. S Stillwater, Minnesota United States, 55082 FOUNDED
2013 EMPLOYEES
250 REVENUE
$460M
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Virginia Office of Public-Private Partnerships (VAP3) Virginia P3: Bringing Government and Business Together for Better Roads to Success Virginia P3 Director Douglas Koelemay discusses new projects and the benefits for state residents of taking the public-private partnership route Written by: Sasha Orman
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VAP3 Team outside the HQ at Suite 2120 600 E Main St Richmond VA
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irginia is a growing state, and there’s a lot of work to be done. That’s especially true in the area of transportation— as the state’s population grows, infrastructure needs to be expanded and improved to keep Virginia residents and freight moving quickly and efficiently. “It’s an exciting time here at the moment,” says Douglas Koelemay, Director of the Commonwealth of Virginia’s Office of Public-Private Partnerships (VAP3). Since being appointed to the relatively new office in January 2014, Koelemay has been overseeing and driving 92
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the formation of new public-private partnerships to strengthen and improve transportation infrastructure throughout Virginia. With several projects successfully completed – the I-495 and I-95 Express Lanes projects – and several more coming down the pipeline, it’s certainly a time of action and change for the better. New Projects on the Horizon There are several new projects coming to Virginia transportation. The Elizabeth River Tunnel P3 Project in Hampton Roads that includes a new Midtown Tunnel, rehabilitation of the existing
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Doug Koelemay -Amy Inman - Susan Shaw - Rene Hamilton and Young Ho Chang fielding questions at theI-66 Public Information Meetings held at the NOVA District Office
Midtown and Downtown tunnels, and construction of the Martin Luther King (MLK) Extension is more than halfway complete and on-time, on-budget. Several more high-profile bridge and tunnel projectsin Hampton Roads are good candidates forP3 delivery, as are extensions of express lanes in Northern Virginia. VAP3 currently is screening solar, cell tower and fiber opportunities for P3 project development potential for VDOT. Perhaps the most hotly anticipated project on the horizon is a package of improvement projects destined for Virginia’s Interstate 66 Corridor
west of the I-495 Beltway, a project still in the works and slated to go to construction in 2017. The project will work on multiple levels to add additional HOV and managed lanes, extended rapid transit solutions, and expanded park-and-ride facilities along the corridor to decrease traffic congestion, encourage the use of carpooling and provide a reliable mass transit trip. The I-66 project is also being designed with the future in mind to support the potential expansion of a metro rail system in the decades to come. “We think that’s actually going to bring a lot of relief from traffic w w w. p 3 v i r g i n i a . o r g
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V I R G I N I A O F F I C E O F P U B L I C - P R I VAT E PA R T N E R S H I P congestion in that corridor, as well as improve safety and make travel times more reliable—in other words the benefits really that the traveling public wants,” says Koelemay. The feedback VAP3, VDOT and DRPT have received from the public helped put those benefits at the center of the planning process. “There’s been overwhelming public support both from general public but also from various government entities in that corridor,” he says. “It’s one reason we’ve been able to proceed smoothly through our planning and project development stages.”
Dusty Holcomb VAP3 Deputy Director
An innovative client experience We amplify owners’ capabilities and move their projects forward, maximizing value and minimizing risk.
I-495 HOT Lanes Program Management
ch2mhill.com
Photo courtesy of: Trevor Wrayton, VDOT
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The Benefits of Public Private Partnerships The concept of the public-private partnership is fairly new to the United States, and the Commonwealth of Virginia was an early adopter with the enactment of the Public-Private Transportation Act (PPTA) in 1995. “It was our answer to what was then a push for privatization of public assets,” says Koelemay, explaining that the state looked at privatization and decided to take a different route. “We wanted to actually harness the investment power that the private sector could bring to a project.” According to Koelemay, the state has realized several benefits from the implementation of the P3 system. One of the key benefits has been a quicker turnaround on project delivery compared to traditional methods, due to the ability to line up design build contractors, subcontractors, and other key functions at the start of a project and have them work together through completion and even into maintenance and operations through long term contracts. Another benefit has been the ability to optimize risk allocation with the private sector, which can equate to cost savings for the state and taxpayers. “If the public sector keeps traditional procurement, it’s responsible for cost overruns and schedule overruns,” Koelemay explains. “Under a P3, we usually assign that type of risk to the private sector, to the construction company team, and say: it’s in your interest to finish on time, and it’s in your interest to finish on budget,
Douglas Koelemay VAP3 Director
“If the public sector keeps traditional procurement, it’s responsible for cost overruns and schedule overruns.” Douglas Koelemay” – Douglas Koelemay, Director
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because otherwise you have to make up the difference.It lines up the incentives with the party that’s in the best position to actually follow through and make sure these things happen.” By working with private sector engineers and builders, the result can be a high quality product that Virginia residents can value. “Users of a public private partnership facility—they’re customers of that business now,” Koelemay adds. “That business that’s now been formed really wants to make sure 96
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those customers are getting the service that they want and that they value. It’s like a retailer who’s very aware of the customer base, listens to what they want, and makes sure he delivers the services and products people want, and that’s why they’ll keep coming back.” A Better Way of Providing Service Times are changing in the world of transportation. As the country continues to repair itself postrecession, travel is up—and so
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is the need for more transportation choices and infrastructure. Public perception is coming around to more positive views on concepts like managed and toll roads, and P3 projects are improving turnaround times and upkeep on vital projects. With the initiation of each public-private partnership, VAP3 is looking forward to delivering concrete results that residents can see and appreciate as soon as possible. With the opening of the dedicated Virginia P3 office in 2010,this goal has become all the more attainable. “We have 10 people [in our office] now, and that gives us a group that wakes up each day thinking about: ‘what else can I do in this area?’ instead of just being a minor appendage to a another very large agency. It puts us in a great position to make things happen—we understand how to establish the scope of projects, the financial feasibility of projects and so forth to actually get them together,” says Koelemay, citing the I-66 team’s ability to cut projections on the I-66 from $3 billion down to $2 billion in order to be more attractive to private sector partners while maintaining the integrity of the project. “One of our objectives on the I-66 project is to do something that can be delivered now, not 10 years from now,” says Koelemay. “With both the scope and the affordability leaning closer together, we think we’re going to have a project that works well and that we can deliver in the next few years as opposed to a decade from now.”
Company Information INDUSTRY
Construction HEADQUARTERS
600 East Main St. Ste 2120 Richmond, VA FOUNDED
2010 EMPLOYEES
10 REVENUE
Not Disclosed PRODUCTS/ SERVICES
Government/ Infrastructure
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Turner Construction
One Common Goal: The Anaheim Convention Center Expansion Turner Construction Project Executive, Ryan Nordin, discusses the company’s approach to building the Orange County epicenter as well as key partnerships to achieve one common goal. Written by: Robert Spence Produced by: Tom Venturo 99
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ocated in sunny southern California next to Disneyland, the historic Anaheim Convention Center is set to undergo a major expansion project in 2015 to enhance its size and curb appeal. Undertaking the massive $190 million Design-Build project is Turner Construction, a North Americabased, international construction services firm with an esteemed reputation in the industry for quality workmanship. Expected to be completed in mid 2017, the Anaheim Convention Center project will include a wide range of alluring benefits and 100
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amenities for the Orange County epicenter. Turner will be adding 200,000-square-foot of space on two levels, building a climatecontrolled pedestrian bridge connecting to the second floor from the existing facility, dedicated loading docks, and replacing 1,364 parking spots. While the convention center is already the largest exhibition facility on the west coast, the new expansion will increase potential exhibit space beyond the one million square foot mark. One common goal In March 2014, Turner Construction
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Photo credit Populous
was selected to provide the design-build service for the $190 million expansion of the Anaheim Convention Center. For the monumental project, Turner enlisted the assistance of top engineering firms, contractors and material providers to ensure the project is not only completed on time and within budget, but to guarantee the project is as impressive as envisioned. The company teamed up with architecture firm Populous to spearhead the project, as well as brought in MKA as a structural engineer for their experience in designing unique and iconic projects. “This isn’t just a Turner Construction project,” said Ryan Nordin, project executive for Turner Construction and the Anaheim Convention Center expansion. “It’s a partnership and synergy with
“This isn’t just a Turner Construction project” – Ryan Nordin, project executive for Turner Construction and the Anaheim Convention Center expansion
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TURNER CONSTRUCTION Populous, MKA and our designbuild trade partners to create a welldefined product that exceeds the expectations of our client, the City of Anaheim. We all have one common goal here and it’s to complete this project to the best of our abilities. “Our companies have worked together in the past and we know the strengths of each partner. It’s a good fit for this project because every partner brings something significant to the table,” added Nordin.
The company will construct the project in two phases. The first being the construction of the parking garage, including the connector bridge, and the loading dock, and the second phase being the multi-purpose spaces, interstitial parking levels and perimeter site improvements. According to Nordin, the project has already involved many innovative ideas. “There have been a lot of structural innovations informed by
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Populous’ experience and MKA’s advice to us. We use the term ‘let the dirt do the work’ and that’s why we used a lot of subterranean area from the existing parking structure to help mold the form of the building, making it as structurally efficient as possible. This approach helped us align to the budget expectations of the City of Anaheim.” The company is expected to complete phase one within one year of commencing construction and phase two within two years. Ensuring the best outcome Along with having key partnerships in place, Turner Construction employs some of the most effective technology and processes in the business. “We implement BIM modeling to find our conflicts early versus during construction,” said Nordin. The software, which is an industry standard, is a 3D model-based process to plan, design, construct and manage buildings and infrastructure. “We also use a LEAN process called Last Planner. It’s a process which is a planning measurement
where we take the milestones and work backwards.” The idea is to work backwards with trade partners to build a schedule and to obtain more input. By using this process, we learn what our trade partners need, what are the true predecessors and successors for activities, but most importantly, you learn the specific ways in which our trade partners rely on each other,” said Nordin. The company has a weekly percent completion plan in place to monitor and measure everyone’s completion rate. “We take the weekly percent complete plan and results to measure the success of our commitments,” said Nordin. “It looks at several weeks in advance of all of our commitments to each other, and we measure our commitment completion success.” “It’s really effective. We capture every party’s needs and designate a responsible party for providing the information or closing the activity. We track results weekly with all the partners.” Another component Turner Construction employs is ‘nothing
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TURNER CONSTRUCTION hits the ground.’ The process involves having everything on wheels, as well as real-time delivery, to limit inefficiencies of moving materials. The real advantage for Turner is its employees. The company is employing roughly 300-400 staff members, including workforce, management and partners. “The biggest asset we have is our people,” said Nordin. “We’re largely responsible for the education of our team members, including internal and external training such as 360 degree training for management and leadership, as well as a web-based learning and resource database.” Safety is the primary facet
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that’s very close to Turner’s heart. According to Nordin, the company is always working hard to maintain a company culture of safety and security. “The most important thing for us is that everyone goes home safe to their families. We’ve always been on the cutting edge of safety but now we’re implementing a new culture called Building L.I.F.E, which stands for ‘Living Injury Free Everyday. It’s a top-down, bottom-up approach; it’s about caring for individuals at every level and about responding to their feedback. It’s a very transparent approach and it helps our tradesman to know we not only care, but empower them and respond to
“It’s a partnership and synergy with Populous, MKA and our design-build trade partners to create a well defined product that exceeds the expectation of our client, the City of Anaheim. We all have one common goal in completing this project to the best of our abilities.” – Ryan Nordin, project executive for Turner Construction and the Anaheim Convention Center expansion. w w w. t u r n e rc o n s t r u c t i o n . c o m
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their concerns. Civic benefits According to the Anaheim Convention Center’s website, the expansion project will include an array of benefits to the county. “With this expansion, the ACC will be able to: • Retain existing business and capture larger meetings and conventions that the ACC currently cannot accommodate due to a lack of meeting space. • Maximize occupancy by holding concurrent conventions. With an expanded convention center, the ACC will have room to hold multiple large events simultaneously, or have one event being set up while another event is breaking down. • Capitalize on economic and fiscal benefits. The total measurable tax revenue to the city is estimated to be $9.5 million annually or $112 million over a 10-year operating period.” For Turner Construction, one of the more important aspects to the project is hiring locally. The project is estimated to create 1,860 jobs during construction with another 2,043 jobs annually. “One team goal we have for this project is to hire local people,” said Nordin. “Our goal is to have30 percent of the workforce from the project this area.” He added, “From day one this has been the common goal for Turner Construction and the City of Anaheim. We’re determined to make it happen.”
Company Information INDUSTRY
Construction HEADQUARTERS
375 Hudson Street New York, New York, United States, 10014 FOUNDED
Construction EMPLOYEES
10,000 REVENUE
Not Disclosed
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Carolinas AGC CAGC Author: Lori McGovern
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Pinnacle Awards
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he rebounding construction industry in North and South Carolina has already seen some major investments in infrastructure, such as the recently completed Raleigh-Durham International Airport terminal modernization, a $68 million project. A recently completed 20year South Carolina Department of Transportation Commission study found a $29.54 billion gap in funding for transit needs over the next 20 years, making future funding for infrastructure projects an even greater emphasis for the industry. The Carolinas Associated General Contractors (CAGC) lobbies for funding of building, highway and 110
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utility construction projects, and supports its members through tools and resources to help the industry thrive. Since 1920, CAGC has worked to help members influence, plan, grow and connect to other contractors in the Carolinas and beyond. CAGC is a trade association for general contractors, specialty contractors, suppliers and service providers who work in the commercial construction industry throughout North Carolina and South Carolina. Lobbying On Our Members’ Behalf CAGC has four full-time staff lobbyists who, along with members’
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assistance, lobby on behalf of the commercial construction industry. In North Carolina, CAGC led efforts to enact legislation that resulted in a legislative study of the multibillion-dollar need for public building and utility construction work and permanent funding sources through the year 2025, as well as a new law that takes North Carolina from one of the weakest states to perhaps the strongest state concerning underground safety and damage prevention involving construction. In the upcoming North Carolina legislative session beginning in February 2015, CAGC will work with the transportation coalition it co-founded, NC Go!, to secure long-needed additional transportation funding revenue to support a sustainable North Carolina Department of Transportation program of delivering needed transportation projects and associated maintenance activities. In South Carolina, CAGC was instrumental in the passage of a $600 million road funding package, which includes $50 million in recurring funds allocated to the State Infrastructure Bank to be
bonded for $500 million, $50 million in one-time funds to be used for bridge repair, and moves half of the sales tax on automobiles to the Highway Fund on a recurring basis, generating approximately $41 million annually-- the first increase in highway funds in 20 years! Carolinas Construction Projects Other exciting construction projects that have been completed or are nearing completion include the I-485 turbine interchange in Charlotte, the I-77 toll road from Charlotte to Lake Norman, and major investments from Duke Energy in North Carolina and Boeing in South Carolina. Projects like these are making a big impact on the industry. But more funding and projects need to be planned to ensure prevention of ailing infrastructure in the future. Carolinas AGC will continue its crusade to bring positive impact to the Carolinas for its members and the entire construction industry. Recognition of Members’ Good Work In recognition of the great work by members, CAGC honors stellar w w w. c a g c . o r g
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construction projects with the CAGC Pinnacle Awards, the most prestigious recognition in the Carolinas construction industry. The awards honor the work of general contractors and their partners, and projects are awarded in the building, highway, and utility construction categories. A panel of CAGC member representatives evaluates the work of their peers
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and winning projects are celebrated at CAGC’s Annual Convention each year. Along with the Best Building Project Award, the Best Utility Project Award, and the Best Highway Project Award, CAGC also recognizes the contributions of a non-contractor individual for his or her role in advancing the construction industry and the overall Carolinas economic welfare. This
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distinguished Build With The Best Award honors individuals from outside the industry altogether or from a Carolinas AGC supplier/service company member. In 2013, this honor was bestowed on North Carolina Representative Mike Hager, who led efforts to rewrite the state’s underground safety/damage prevention laws. Together with members, Carolinas AGC provides a strong voice in the legislature, advances construction companies, unifies the industry and fuels its future. With 30 volunteerled committees and five Divisions (representing building, utility, highway, and specialty contractors and supplier/service providers), CAGC provides many opportunities to directly impact the direction of the construction industry in the Carolinas. The CAGC Foundation, Inc. supports the future of the industry through workforce development programs as well as safety, leadership and craftworker education and training. Preparing a qualified workforce continues to be a focus of the Foundation, as a recent Associated General Contractors of America study found that 83 percent of construction firms report having trouble finding qualified workers to meet the growing demand for construction services. Hear about the latest CAGC initiatives or learn more about membership at www.cagc.org.
Company Information INDUSTRY
Construction HEADQUARTERS
Charlotte, NC
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G.J. Gardner Homes NZ:
The Team is a Family at G.J. Gardner Homes New Zealan
How one company used continuous improvement to b nation’s top residential construction business. Written by: Ian Hanner Produced by: Bryan Giles
. nd
become a
G.J. GARDNER HOMES NZ
Harnessing long summer nights can be achieved through indoor and outdoor flow
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here are certain things that one can simply luck through in life, be they winning the lottery or not catching a cold. However, nowhere is that principle less true than in the solid business that G.J. Gardner Homes NZ (G.J. Gardner) has been shaped into over time. G.J. Gardner was founded in 1983 by Greg Gardner. According to the G.J. Gardner website, 116
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a young Greg saw a market in desperate need of a better option in the residential construction company sector; an area that he saw as suffering from a lack of quality options at the time. “Greg commenced his own building company, basing his business around uncompromised quality and value, with homes designed to meet individual customer needs and built to a
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committed time frame,” the G.J. Gardner website reads. “The formula was such a success that G.J. Gardner Homes grew to be Queensland’s largest home builder and in 1995 Greg decided to franchise the business with locally owned offices using the same proven formula to build quality homes right across Australia.” In 1997, a key franchisee inquired about opening a G.J.
Gardner franchise in New Zealand, officially opening the door for what would become the country’s number one residential building group. G.J. Gardner Homes in New Zealand “We started [in New Zealand] as a business that hadn’t operated in this market— we had no brand recognition, no base, nothing,” said w w w. g j g a r d n e r. c o . n z /
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G.J. GARDNER HOMES NZ Grant Porteous, co-owner of the G.J. Gardner NZ master franchise company. “The company had a reasonable start, but then the wheels started to get a little wobbly, and I was brought into the business in 2002 to run the New Zealand master franchise company.” For over a decade GJ Gardner has dominated the New Zealand building industry and Grant is nothing if not humble. Taking a more hands-on approach to management, his attention to detail and quality above all has shaped G.J. Gardner into a major force in New Zealand in a relatively
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short amount of time. Throughout this he has worked closely with his partner and wife, Ellie. “[2002] was when we really looked to change the business and the way we operated,” Grant said. “We refined our values and who we were; the things we wanted to be revered or famous for, both with our clients and within our industry. We wanted to set a new direction going forward and that’s the path we’ve remained committed to.” The journey has not been without challenge but we always remain true to our vision and our ideals. Initially we bought into the
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G.J. GARDNER HOMES NZ company as equal shareholders with three other partners. While the other partners were totally passive in relation to the business, these relationships also caused challenges as many partnerships do. . As of the end of March, Grant and Ellie Porteous secured the remaining 25 percent of Deacon Holdings Ltd; the holding company for G.J. Gardner in New Zealand. This has provided extra stimulus and excitement for the couple to continue to develop the GJ Gardner team in New Zealand. Their desire is to move the group from what they see as a very good
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business to a great business. “In comparison to some other building franchises in New Zealand, we have a long-term focus,” said Ellie. “We are the top building brand in this country, yet to buy one of our franchises is often cheaper than to buy one of our competitors. We do that on purpose because we understand some of the issues around setting up a new business. It is paramount that we choose the best people, not those with the biggest chequebook. Additionally we’d rather not have them cashstrapped in the beginning and
Creating spaces planned around family needs ensures longevity of design. w w w. g j g a r d n e r. c o . n z /
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Bathrooms and ensuites can be designed perfectly to customer taste.
G.J. GARDNER HOMES NZ prefer they have a long-term focus where they will still be with us in five to ten years, rather than us making more income up front but having a franchise that’s not economically viable.” “Our people, our teams, create our success and bring the vision to reality, so we choose on heart, those with big tickers,” Grant added. “I call them ‘good buggers,’ an old New Zealand colloquialism for real, genuine, hard-working people.” Part of this success is the focus on an old-fashioned, family orientated approach to doing business, backed by a foundation of professional standards, systems and processes. With nearly every franchise being family owned this culture works extremely well.
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To ensure smooth business operation, both Ellie and Grant often travel across New Zealand, a country roughly the size of California. They check in with the different franchises and conduct quarterly business performance reviews. When they travel, singularly or together they most often don’t stay at a motel but rather stay with the franchisees, in their homes to get to know their families. “We’re really a business that has managed to develop a fantastic professional team culture and still have, to a degree, a family culture,” he said. “To give you an idea, I was just visiting franchisees up north recently. I had to stay at their homes, that was just a given, I didn’t want to insult them by staying at a hotel. But the eldest sons and daughters came from
“We refined our values and who we were; the things we wanted to be revered or famous for, both with our clients and within our industry.” – Grant Porteous
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G.J. GARDNER HOMES NZ living away to have dinner and a catch-up. So when you’ve got a twenty five year old that you used to know as a ten year old dropping by to have dinner with you, it’s kind of special.” Company Culture Whilst many business owners talk about building a company culture that feels like a family, most fall short in actually implementing that. For Grant and Ellie that wasn’t an option. Why, because family look after family, you help each other through the good and tough times and you don’t let family down. “We want to be revered for being an organization of integrity, and one you can be proud to be part of,” said Grant. “When we walk around in uniform with our brand on our chest we want all our team to be proud to do so. As we travel around New Zealand we frequently have people say to us, ‘Oh, you work for G.J. Gardner. What a fantastic business to work for’ or ‘that’s a great company’ and they tell us a good story about one of our teams building
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a home for them or their friends.’ That is what we get all the time. Nothing beats that feeling.” This is a common theme throughout, with many of their supply relationships over a decade old, secured with only a handshake. Grant prides the business on forming effective supply partnerships which reduce cost to serve and increase efficiencies. This attitude of professionalism and ethics is encouraged throughout the entire network, with joint success paramount. “We try not to have too many rules but integrity in our relationships and in everything we do is of utmost importance. Cross that line in the sand and the right to represent the brand ends” “Most things in our business are driven back to ‘Does it add value for our franchisee?’ and most importantly ‘Does it add value for our customer?’ Will it help drive our vision of having every customer recommend us to their closest friend? If not, why would we do it?” Grant said. “When I get to do some work with other franchise groups in New w w w. g j g a r d n e r. c o . n z /
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G.J. GARDNER HOMES NZ Zealand, in the food industry or other sectors, they always tend to have a focus on themselves as a franchisor and their income. They seem like they look down on their team. We’ve always looked at it the other way. Our franchisees’ success is ultimately our success and every one of them actually forms the brand. In any market we are only as good as our local franchisee.” That same consideration is paid to customers through a comprehensive plan that ensures open communication between G.J. Gardner and its clients. The process starts with a speedy response to the customer’s initial inquiry. From there, employees try to estimate the cost for the client as quickly and as accurately as possible, whilst explaining anything the customer is confused about. “We try to answer all questions customers don’t even know to ask, we want to help customers make quick decisions by being well-informed so that when they move into the completed home they have absolutely no regrets, nothing is missed out, and there is nothing
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they want to change. “We actually have what we call our Customer Service Standards Protocols in our business, which was agreed by the team to be the minimum actions that we do for every customer,” Grant said. “’We will contact you at these agreed upon times throughout the build; we will invite you to the site this number of times.’” 10,000 Built The dedication to being known not only as an extremely skilled and efficient company, but also as one that cares about the customer’s experience from commencement to completion, is a trait that has already carried the company extremely far. Earlier this year G.J. Gardner New Zealand completed its ten thousandth build, a major milestone along the path the company has walked down for close to seventeen years. . This has been achieved through four to five years of the worst building recession ever seen in New Zealand where permit numbers for the whole country has been as low as eleven thousand per annum. w w w. g j g a r d n e r. c o . n z /
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G.J. GARDNER HOMES NZ Grant is hesitant to assign honour to any one factor but does believe that living the vision and customer service ethos right across the organisation has been critical to that success. He notes you can only deliver on a vision by having great people and that he believes is their leading edge. “I also think it’s been from doing a myriad of things really well,” he said. “We really did drive ourselves on being a great franchise network throughout the team. We are clearly great marketers of our brand in New Zealand. What would be considered a paltry budget by any corporate [in advertising] managed to make us a household name. We invested heavily in our wonderful testimonial and TV campaigns that have been absolute top quality, showing our full range of skills in the homes that we build.” He added, “It’s about being a good support office and helping our franchisees be as successful as they can be in their individual markets, which then creates a greater team and a greater
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good. We generally put ourselves second in the income stream, but by doing that, we are rewarded in the long-term.” The Future Grant and Ellie both make it very clear that whilst they don’t have a lot of room left to expand in New Zealand, they’re not finished trying to improve. As part of their standard practices in dealing with customers, surveys are sent out after the completion of every job. These surveys are intended to allow the customer to provide feedback that could help the company improve its practices. Clients are encouraged to rate the company on everything from overall job satisfaction to the attitude the crew had in dealing with them. Whilst the questionnaires are about 60 questions long and all the information collected is important, according to Grant if you don’t get the key questions answered positively it’s game over “would you build with this franchise again?” and “would you w w w. g j g a r d n e r. c o . n z /
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Grant & Ellie
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recommend this franchise to a close friend for their build?” “What we do after those key questions, we ask them how they would rank the franchise’s performance overall [on a scale of one to ten],” Grant said. “Research shows that if people do not score you above an eight, they are not truly an advocate, even if they said that they would definitely recommend us. We therefore only count the ‘yes’ scores above this level.” That sort of feedback is vital to the organisation, allowing it to respond to criticisms along every step of the company’s journey. It helps shape the vision and direction for G.J. Gardner, forcing Grant and Ellie to ask themselves are we still the organisation we set out to be, are we revered for our customer service standards and are we still leading the group effectively. “We’ve always just had two or three longterm focuses for our brand. For everything we do, we ask ourselves, ‘Who will we be in the next five years?’, ‘How will our business look in the next decade?’ and ‘Will we be able to sit back in our rocking chairs in our 70s or 80s and still see this as New Zealand’s number one building group?’ For now, the company seems to be on track.
Company Information INDUSTRY
Construction HEADQUARTERS
North Harbor, New Zealand FOUNDED
1983 Australia, 1997 New Zealand EMPLOYEES
300 nationally, 12 in support office REVENUE
Over $350 Million PRODUCTS/ SERVICES G.J. Gardner Homes was founded in 1983 by a young builder, Greg Gardner. With an emphasis on quality, G.J. Gardner grew to be Queensland’s largest residential construction company. By 1995 Greg decided to franchise the business throughout Australia. In 1997 the company responded to significant interest from potential franchisees in New Zealand and made the jump to an international company. In 2002 Grant and Ellie Porteous bought into Deacon Holdings Ltd, the holding company for the G.J. Gardner Homes NZ master franchise. Since then the pair has run the company with the utmost deference to customer satisfaction.
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Colliers International:
Colliers International Poised Major Industry Overhaul
Colliers International provides a sneak peak at the bevy o improved service offerings on the horizon. Written by: Ian Hanner Produced by: Bryan Giles
for
of new and
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We enable our clients to make better, faster, more informed decisions
F
rom their seat in Australia, Colliers International is looking to change the property management business landscape in a fundamental way. Colliers got its start in 1976 in Australia when three of the country’s real estate services firms joined forces. According to the company website, it was only two 134
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short years before the company was expanding internationally. Today, the organization consists of more than 16,300 employees spread out across 67 countries. Managing thousands of different locations, the company is today known globally as a top 2 services provider in the field. But while Colliers has built a reputation for
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excellence of service, they’re not content to call it a day just yet. “We’ve really challenged the way we deliver our services— and the market is pretty vanilla, right?” said Andrew Bull, national director of engineering and operations at Colliers International. “Everyone’s got more or less the same offering. So we’ve really
challenged ourselves to come up with something special which really differentiates us from the rest of the competitors [while providing] our clients with a service that exceeds their expectations and helps their bottom line. As a result, we’ve made some changes in our business and are about to make some more which will really set us w w w. c o l l i e r s . c o m . a u
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Forbes | 2014
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C O L L I E R S I N T E R N AT I O N A L apart from most of the field.” The Revolution to Come At face value, it’s difficult to imagine how a company could stand out in an industry where all companies have relatively small variations on the same service. But Colliers hasn’t grown to the size it is today by lack of imagination. And Bull meant it when he said the company has big plans for differentiation. “A really good example of that is our call center,” he said. “Traditionally call centres in the industry have have provided a reactive service.”
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The way most building management companies handle call centers goes something like this: one of the company’s many tenants will discover that an essential feature of a building is out of commission, such as an elevator being out of order. That tenant would then call the property management company, who would send someone out to remedy the issue. The process seems simple enough, but Colliers saw a means to improve the process. “What we’ve done is shifted the call center into an environment
The average tenure of a Colliers International call centre operator far exceeds the industry norm w w w. c o l l i e r s . c o m . a u
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C O L L I E R S I N T E R N AT I O N A L where they can monitor alarm outputs,” he said. “So now what we are doing is pushing alarm outputs from some of the building management systems into our call center environment.” In essence, this shifts a very large portion of the building’s maintenance requirements from a situation where someone is sent out after a tenant gets irritated over an issue to one where the company can be proactive. By allowing call center representatives to
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monitor alarm outputs in real-time, maintenance professionals can be dispatched long before the tenant even realizes there’s a problem. “This changes the entire paradigm for the industry— we’re moving from a very reactive approach to actually monitoring the building condition and trying to stop faults before they become tenant-related issues,” Bull said. This is all made possible by the information that “big data” provides. As the monitoring of
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systems is increasingly automated, the necessity of an individual to come out to the site for a routine inspection is greatly reduced, allowing for the most seamless tenant experience possible. It also means that tenants aren’t annoyed by essential building services regularly failing, and in the long term, this increases tenant retention for the landlord. “The key for me is how we present that information to our clients in a way that not only adds value to the process, but enables our clients to make better, faster decisions,” Bull said. “I read a statistic the other day which said that in 1976 the average supermarket or grocery store stocked 9,000 items and now the average store stocks about 40,000 items. But your average shopper only needs about 150, so you think about all of those snap decisions that they have to make, walking around the supermarket. I used that analogy in our market as well. If I know my client needs 150 things then I’m going to try and create an environment where they’re not faced with 40,000 items, they’re
faced with 150 that they do want.” Their call center optimization is only one of many changes Colliers is making to pass greater value on to their clients. Another is the total redesign of the company’s facilities management software, which governs day-to-day operations throughout the business. It manages a host of factors including workflow, procurement, risk management, contractor management and more. According to Bull, the change in platform for Colliers will allow them some exciting new capabilities. “[It] changes how we operate on a day-to-day basis because it’s optimized for use on mobile devices and now frees people up from their desks, enabling them to get out in the buildings in front of tenants and in front of clients,” Bull said. “It adopts things like producing QR codes for assets. So we can apply a QR code to an asset and someone can walk up to it, scan it, text it to a relevant person and straight into our facilities management platform where they can pull up information about that asset.” w w w. c o l l i e r s . c o m . a u
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Andrew Bull
“So it really does change the way that we interact with the building environment and the users of that environment,” he added. The Continuing Company Standard of Excellence When looking at the attention Colliers pays to passing value on to their clients, it’s no wonder the company has a veritable treasure trove of awards to point to. According to a 2013 Business Review Australia article on the company, Colliers was honored at 140
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the CoreNet Sydney 2008 Summit as a prime example of a company “developing a competitive advantage through a sustainable talent management program.” The company is also routinely ranked in the Global Outsourcing 100 top businesses and the World’s Best Outsourcing Advisors by the International Association of Outsourcing Professionals. It’s an area Colliers has some experience in. “We’re going through a
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procurement initiative at the moment which is really seeing us leverage our scale in the marketplace to the benefit of our clients, not only in dollar terms, but in terms of exposure to best practices and innovation,” Bull said. “And some of the things I’ve talked about wouldn’t be possible without finding the right partner, like in the call center, for example. “That’s not in-house. We outsourced that to E-Group and they have been absolutely fantastic. We’ve always outsourced our call center. I was fortunate enough to bring, I think, 75 percent of the call center team from one provider to E-Group. To put that into perspective, the average tenure for that call center team is over 10 years and that’s unheard of in a call center environment.” So with a host of loyal partners and a range of sophisticated updates coming soon to Colliers’ service offerings, the property management powerhouse looks well positioned for another 40 years of business.
“We’re moving from a very reactive approach to actually monitoring the building condition and trying to stop faults before they become tenant-related issues.”
Company Information INDUSTRY
Construction HEADQUARTERS
Sydney NSW, Australia FOUNDED
1976 EMPLOYEES
15,800 PRODUCTS/ SERVICES
Colliers International is one of the largest commercial real estate services in the world. Since its start in 1976, the company has grown to include 16,300 employees in 67 countries. With an emphasis on passing value on to their tenants while delivering dependable functionality at all of their facilities, Colliers is one of the most trusted names in the sector today.
– Andrew Bull, National Director, Engineering and Operations. w w w. c o l l i e r s . c o m . a u
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Life Architecture The firm Arias, Serna and Saravia has made a name for itself in Latin America thanks to its commitment to permanent and innovative designs in residences and real estate, creating classic buildings on Latin territory which are now international attractions in various Latin American cities.
Written by: Rebecca Castrejon, Editor Produced by: Jassen Pintado, Construction Project Director at WDM Group Interviewee: Eduardo Saravia, CEO of Arias Serna Saravia S.A.S
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ARIAS, SERNA Y SARAVIA S.A. 35 years creating spaces that elevate the quality of life
Innovative architecture. A look inside the La Reserva de Potosí complex
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uilding complexes like the HOTEL SANTA CLARA LEGEND (restoration), the real estate projects SUMMUM, ARBORETTO, LA PRADERA DE POTOSI CLUB RESIDENCIAL, the popular TRUMP OCEAN CLUB in Panama City, among others, are part of the iconic architecture conceived in the creative mind of Arias, Serna y Saravia, a firm with 35 years of experience in the field. Even though it was founded in Colombia, the company has spread its operations into different Latin American economies. During its more than three decades in operation,
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they have stood out for transforming the areas where they build their projects. Once they finish them, they create additional features which, in many cases, go on to form part of the touristic beauty of the cities and surroundings. Arias, Serna and Saravia, as its name suggests, was founded by three Colombian entrepreneurs on August, 8, 1980. Engineer Eduardo Saravia and architects Alvaro Jose Arias and Luis Fernando Serna joined their talent to make different sites in Latin America shine with new, transcendent spaces. “Arias, Serna and Saravia is a project builder which is renown today in the national and international markets,� highlighted proudly Eduardo Saravia, CEO of Arias, Serna and Saravia S.A.S. In celebration of its 35th year, the company wants to continue its national and international work without neglecting the issues of sustainability and social responsibility. This is why they plan to grow along with communities, all the while practicing environmentally-friendly policies.
Key People Eduardo Saravia CEO of Arias Serna Saravia S.A.S. Mr. Saravia is a civil engineer trained at Universidad de los Andes in Colombia and graduated in 1976. He also studied at INALDE Business School, specializing in upper management. Upon leaving the university, following his entrepreneurial vision, Saravia created his own project development business. In 1980 he partnered with architects Alvaro Jose Arias and Luis Fernando Serna to found the firm Arias, Serna y Saravia.
MEMORABLE WORKS
1) Hotel Santa Clara project in Cartagena de Indias:
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Aquatic complex Simón Bolívar in Bogotá, Colombia (2003-2006)
One of the most important hotel projects in Colombia. Arias, Serna and Saravia is responsible for the restoration of the historic monument, which had been in disrepair, transforming it into an architectural colonial jewel. Exiting Torre Trump in Panama City
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2) Valle de Sopo residential project in a suburb of Bogota: The firm began construction of the Pradera de Potosi Residential Club in 1995, on a 200 hectare plot, knowing they would build one of the most innovative projects for the city market. It’s also considered the first residential complex with an integrated club. It has 329 residential units, a golf course, skiing lake, 18 tennis courts, social hall
SECTOR
Hotel IBIS in Bogotá, Colombia (2008-2010)
and equine area, among many other recreational services. “A plot of land, which 20 years ago was designated for second-grade cattle herding, is today one of the most attractive first-home markets for Bogotans, where the landscape is the central attribute,” pointed out Saravia. Even though various other projects have emulated it, none have reached the grandeur of Pradera de Potosi because land appreciation won’t allow the development of an equal project.
Human Relations Arias, Serna y Saravia personnel supporting the Colombian national soccer team
3) Trump Ocean Club in Panama City: Is considered one of the most important mixeduse buildings of the last decade and the most important building in Latin America (a complex
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ARIAS, SERNA Y SARAVIA S.A.
Trump Ocean Club, the most luxurious hotel in Panama and Latin America, located in Panama City (2007-2012)
with 70 floors each 262 thousand square meters, 635 residential units, a 369-room hotel, international casino, mall and other public spaces designed by the creative minds of Arias, Serna and Saravia.) Construction began in 2007 and concluded in mid-2012. Since then, it is considered an architectural icon in Panama City. “During the building of the project we endured the global real estate market crisis and thanks to the financial restructuring and injection of funds into the financial markets we were able to arrive at a happy ending,” said Saravia.
Current operations
35 years of iconic architecture for the Latin region
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Even though the firm has focused on building luxury residential complexes nationally and internationally, it has also successfully ventured into the hotel sector, the Hotel Santa Clara being a shining example. Furthermore, the company has also set out to build public works. Such is the case with the Germania building at Universidad de los Andes, the humanities building at Universidad Javeriana, the aquatic complex “Simon Bolivar, Transmileno” and the La Sabana station, among others. By 2017 construction of seven hotels for the IBIS brand—property of the French group ACCOR— will conclude. Three of those are already in operation in Bogota, Medellin and Cartagena. The
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remaining four are being built in other important Colombian cities. They will also finalize blueprints for the Manoa Port project in Cartagena which will have a view to the bay, and based on its location it will serve a global market; which will complement the area and city tourist attractions. Nevertheless, recalling Arias, Serna and Saravia’s commitment toward sustainability, this project will be the first residential complex in the country with a GOLD LEED certification. Among its own investments is the purchase of ten hectares in Bogota in an exclusive area where there are no more parcels available, with the aim of building a residential complex which will also become a city icon. Presently, it’s in the stage of fulfilling legal requirements prior to the breaking of ground. Additionally, they will continue their rural projects after the success of La Pradera de Potosi Residential Club.
Cabo Tortuga complex in Santa Marta, Colombia (2011-2014)
“The company’s vision has always been to build innovative projects that create new markets and ways of life for our clients in such a way that we always exceed expectations” – Eduardo Saravia, CEO of Arias, Serna y Saravia S.A.S.
Managing a project from start to finish The builder established itself quickly in the market thanks to its work in the building of real estate projects because they offered a comprehensive vision, including concept and structure, project management, architectural design, marketing, w w w. a r i a s s e r n a s a r a v i a . c o m . c o
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ARIAS, SERNA Y SARAVIA S.A.
ARBORETTO urban development in La Calera, Colombia
and building and delivery. “Since we formed the company, it participated in all the steps of development in a real estate project. In other words, we found leads, markets, visualized projects, financial and legal structures; designed, built, managed and marketed; all of this, inside the company,” stated Saravia.
(2005-2013)
AMONG THE PHASES THE MANAGE, THE FOLLOWING STAND OUT: 1. Vision and structuring: Investment, location, land, legal requirements,
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among other aspects, are analyzed to ground a proposal. 2. Design: visualization of location and surroundings for proper functionality on the scale of finished project. 3. Construction: This is the pivotal phase of the process. Where project management and design collaborate, and with excellent personnel and top-shelf supplies, produce an iconic work representative of the Arias, Serna y Saravia tradition. 4. Management: Another key process in the building of projects is the efficient management of operations. Arias, Serna y Saravia have managed not just to adhere to time tables, but to deliver final projects satisfying the expectations of everyone involved. 5. Marketing: Arias, Serna and Saravia’s sales and marketing experts effectively communicate the value of each building.
Residential complex Sierralaguna in Santa Marta, Colombia (2011-2013)
Recognitions and certifications For its untouchable work in exemplary projects over 35 years, Arias, Serna y Saravia have received various awards. Among the highlights are the 2014 2nd placing in the “XXII CEMEX International Project Prize,” 1998 Cartagena de w w w. a r i a s s e r n a s a r a v i a . c o m . c o
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ARIAS, SERNA Y SARAVIA S.A. Indias Prix D’Excellence and the International Paris FIABCI Prize for the restoration of the Santa Clara Hotel. Social initiatives Aquatic complex Simón Bolívar in Bogotá, Colombia (2003-2006)
As part of its efforts in the community, the company has worked with the non-profit organization PROBOGOTA whose mission is to bring the private sector and government together to develop the city in an organized and sustainable manner. ASYS Professional Team All Aria, Serna y Saravia personnel from administration to technicians to engineers and laborers, share the company’s vision and mission, to create buildings that increase the quality of life. “The company’s vision has always been to build innovative projects that create new markets and ways of life for our clients in such a way that we always exceed expectations,” added Saravia. Supply Chain Since logistics are the foundation of operations at Arias, Serna y Saravia, they treat their contractors and suppliers as part of the company team, integrating them into the firm’s vision and mission. “Our suppliers and contractors, with whom we’ve created a way of working, dedication and determination around projects, are already
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recognized as part of our market differentiation,” said the CEO.
Company Information
Outlook for 2020
NAME
Arias, Serna y Saravia seek to build more national and international projects and to increase their revenue at no less than 15 percent per annum.
Arias, Serna y Saravia S.A.S. INDUSTRY
Construction (real estate, hotels, etc.)
“Since we formed the company, it participated in all the steps of development in a real estate project. In other words, we found leads, markets, visualized projects, financial and legal structures; designed, built, managed and marketed; all of this, inside the company”
HEADQUARTERS
Bogota, D.C., Colombia FOUNDED
1980 EMPLOYEES
160 direct y 2,000 indirect REVENUE
USD $250 million WEBSITE
www.ariassernasaravia.com.co
– Eduardo Saravia, CEO of Arias, Serna y Saravia S.A.S.
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VALORCON S.A., Improving Colombia’s Infrastructure
Leaders in the construction of civil works in Colombia.
Written by: Rebecca Castrejon Produced by: Jassen Pintado Interviewee: Jaime Massard, General Manager of VALORCON S.A.
VA L O R C O N S . A .
T
Aerial view of the construction process
Valorcon: integrated system Transmilenio
he construction company Valores y Contratos SA, better known as VALORCON, has stood out for participating in important public works in Colombia. The undertakings run the gamut from managing international projects with construction giants, to investing in the future through infrastructure developments. VALORCON has nearly five decades of experience in the Colombian construction sector. The company is now consolidated as a reference point for civil works, infrastructure design, and engineering with high standards. Additionally, each process is based on global best practices in terms of sustainability and the adequate use of technology and latest machinery. As part of its quality standards, VALORCON has the ISO 9001: 2008 quality certification for its high competitiveness in the production of cement, asphalt mixtures and concrete; and for its distinguished labor in the construction of roads, water infrastructure, bridges, utility networks and public spaces. Leading Services They include engineering and construction of buildings up to 10 floors high, urbanization projects, public health works, environment and transportation structures, industrial plants, road concessions, water and sewage works, maintenance and repair of old developments, among many others.
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Some of VALORCON’s main projects are: 1. Project Villa Olimpica in Galapa. 2. Concession Via de Carga in Atlántico/Bolívar. 3. Thermal Power-Plant Termoflores in Barranquilla, with gas turbines and capacity of approximately 450 megawatts. 4. Thermal Power-Plant Termobarranquilla 3 and 4. 5. Metropolitan Stadium Roberto Melendez Barranquilla. This stadium holds 60,000 spectators 6. Integrated System Transmilenio in Bogota. 7. Paving the national platform of Ernesto Cortissoz International Airport in Barranquilla.
Key People
Jaime Massard General Manager of VALORCON S.A. Jaime Massard is a civil engineer, graduated from the University of Cartagena in 1969. After finishing his studies he immediately joined the firm Julio Gerlein Echeverria and Compania Limitada, and then work with Odebrecht Colombia. Over the years Massard returned to Gerlein, but now under the name GERCON SA, now known as Valores y Contratos S.A. (VALORCON SA) where Massard is the current General Manager. Recounting his business history, Massard has been part of VALORCON since November 1969.
New machinery for the pavement of roads w w w. v a l o rc o n s a . c o m
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VA L O R C O N S . A . Machinery and Technology Being at the vanguard of the construction industry in Latin America, VALORCON has incorporated its own equipment, composed of 200 dump trucks, 4 asphalt production plants, 11 production plants of concrete with mixer trucks, as well as the ability to auto-supply asphalt cement and concrete.
Asphalt Plant
Valorcon: Concession Road “Via de Carga”
“We have paved around 1.5 million square meters of flooring in the last five years,” said Jaime Massard, General Manager of VALORCON and civil engineer. Massard has been linked to the company for more than 45 years. Current Operations VALORCON S.A. has emerged as a leader in civil works, developing government water and sewage projects, and constructing storage tanks up to 5,000 cubic meters in volume. In 2015, one of its biggest projects will be the construction of 7,500 homes for a social housing initiative. The company will also participate in the “Nordeste” concession, a five-year project where 145 kilometers of road and 96 bridges will be created in Antioquia. Another concession is “Vía de las Americas,” one of the largest, which will modernize roads in Choco, Cordoba, Cesar and Antioquia.
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Environmental Management VALORCON’s department of environmental control ensures that all management plans continue its conservation standards, from the use of global best practices in the management of industrial resources to respecting all communities. “We are always respecting the environment and it is a requirement that we have with all citizens,” said Massard. Social Activities As part of VALORCON’s commitment to improving the quality of life in Colombia, the company has stimulated the surrounding communities through social programs and environmental sponsorships. Furthermore, its human resources department is always incorporating and training local personnel, forming specialized technicians for major development endeavors.
“Our key differentiators are our dedication to an extreme degree, our investment in equipment and our specialized staff at a technical level” – Jaime Massard, General Manager of VALORCON S.A.
Suppliers Better known as “allies,” its suppliers are one of VALORCON’s main resources, known for providing quality material and complying with established delivery times.
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VA L O R C O N S . A . “We’ve had great support from our suppliers. With timely delivery and with the provided credit,” said the general manager.
Management Certificate ISO 9001: 2008
VALORCON in Five Years Colombia has digitized its procurement system. This has increased long term concessions for construction companies such as the ZaragozaGuerrero concession, a bridge over Rio Magdalena, and Ernesto Cortissoz Airport, both in Barranquilla.
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“The construction industry in Colombia is one of the main drivers of success, providing jobs for thousands of people which efficiently develop the country. The government will continue to invest to innovate roads, to have better communication between the center and the coast to upgrade competitiveness on imports and exports,” said Massard.
“Dr. Julio Echeverria, founder and president of the company, has been working very hard, highlighting the company’s presence, and putting much effort at the foot of all jobs in VALORCON”
Company Information NAME
VALORCON S.A. INDUSTRY
Construction HEADQUARTERS
Carrera 64D, #86-134, Barranquilla, Atlántico, Colombia FOUNDED
1967 – November 5, 1992 (merger) EMPLOYEES
1.300 – 1.500 REVENUE
USD $180 - $250 million WEBSITE
www.valorconsa.com
– Jaime Massard, Gerente General de VALORCON S.A. w w w. v a l o rc o n s a . c o m
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