Construction Global Magazine - April 2015

MAJOR PROJECTS: The Skyscraper of the Future

www.constructionglobal.com

April 2015

TOP10 Construction CEOs In The World

The Future of

GREEN BUILDING PRACTICES A Case Study with Barratt Homes

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EDITOR’S COMMENT

The Future in Sustainable Building H E L L O A N D W E L C O M E to the April edition of

Construction Global magazine; yet again we have some cracking features alongside some in-depth reports from major multinational companies.

Our front cover feature this month centres on Barratt Homes and its green building practices in the UK construction industry. Then continuing on the theme of the latest construction trends shaping our world, we present a special ‘skyscraper of the future’ story detailing some interesting recent developments such as a building made of hightech wood aptly named the plyscraper. Then there is also the Top 10 Construction CEOs in the world article for you to peruse.

Companies such as Evolution Glass, North Carolina Department of Transportation and Schindler Lifts Australia all have some impressive spreads in the magazine too, so be sure to look out for them.

Happy Easter, enjoy the issue

Abigail Philips Editor abigail.philips@wdmgroup.com 3

CONTENTS

Features

MANAGEMENT/PLANNING

The Future of Green Building Practices: A Case Study with Barratt HomesBuilding Practices

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MAJOR PROJECTS

Top10 Construction CEOs In The World

8 4

The Skyscraper of the Future

April 2015

20

Company Profiles CANADA 32 Evolution Glass

Aztec Renovations 32 Evolution Glass 40 and Refit

40 Aztec Renovations and Refit 48 Association: PPP Canada

54

North Carolina Department of Transportation

USA 54 North Carolina Department of Transportation 64 VCC 70 The Congress Companies 78 WEST Builders Inc. 86 Archer Western Construction Norman Wastewater Facility Project 96 Association: Carolinas AGC

AUSTRALIA 102 Schindler Lifts Australia 114 Hansen Yuncken Leighton JV/New Royal Adelaide Hospital

64 VCC 86 Archer Western Construction Norman Wastewater Facility Project

102

Schindler Lifts Australia

130

Brickworks Building Products

ansen Yuncken Leighton JV/ H New Royal Adelaide Hospital

114

130 Brickworks Building Products 142 Association: Green Building Council of Australia 5

MANAGEMENT/PLANNING

Barratt Homes:

A CASE STUDY IN GREEN BUILDING PRACTICES How does the UK property development company dominate its sector, while providing exemplary standards in green construction?

W r i t t e n b y : N Y E LO N G M A N

IN 2012 BARRATT Homes turned over around £2 billion while maintaining its commitment to meeting government green targets. While the objective for any company is to maximise profit, as environmental conditions and associated legislation become more pressing the new drive is to fuse profitability with sustainability. From a business perspective, protecting the environment can function as an investment that will bring savings in the long run – and that can’t be too bad for company profits.

Barratt oversees 25 housebuilding divisions, making it a key player in its sector. For the fifth consecutive year the firm has been awarded with the Housebuilders Association’s ‘5 Star Housebuilder’ Award and was also named as by The Housebuilder Magazine as ‘Housebuilder of the year.’ This case study will examine the measures that this industry leader has taken in order to champion the green cause.

Barratt is on a journey towards ‘Zero Carbon’ in line with government policy, which will require “new homes to mitigate all carbon emissions produced on-site as a result of 7

MANAGEMENT/PLANNING regulated energy use” by 2016. While most companies will state that they are “working toward” going green, few will set a precedent like this company has.

Through its work on the ‘Green House’ Barratt is pooling the knowledge of industry suppliers in order to create models for the future. Its Green House is designed to achieve a zero carbon Level 6 rating and, under the current government system, would also avoid stamp duty, incentivising buyers.

The Green House certainly has an array of gadgets that all function together to make the structure, fixtures, and fittings perform as efficiently as possible. The house is heavily insulated using triple glazing an external wall block system, 180mm high-performance wraps and automatic shutters. The heat saved by these features is absorbed by an air source heat pump and then used for either ambient heating or to produce domestic hot water; heavy concrete floors help reduce loss of heat. The house is mounted with photovoltaic panels that provide a significant contribution to its power supply.

Another challenge that Barratt has had to address is making its home sustainably aesthetic, which 8

April 2015

has resulted in the use of some novel solutions. For example, the bath towels are made from an unusual combination of organically sourced bamboo and cotton.

Any wood used in the makeup of the house is FSC certified and has also had its custody chain recorded from the forest to the final product, which further ensures that the material is as sustainable as possible. Barratt moved off the beaten track when it came to designing its Green House,

B A R R AT T H O M E S

‘Barratt is on a journey towards ‘Zero Carbon’ in line with government policy, which will require “new homes to mitigate all carbon emissions produced on-site as a result of regulated energy use” by 2016’

seeking to offer architectural variety and choice. Aside from functioning as airtight structural support, the wall blocks support a variety of external finishes, which allows designers to add genuine character to their homes.

Barratt already implements a number of measures that steer it towards government benchmarks.

The company uses ecological reports that detail plant life that will be complementary to the local ecosystem; from an 9

MANAGEMENT/PLANNING aesthetic point of view this offers the developer the opportunity to landscape a garden that can display originality and also maintain the feel of the surrounding area.

This does not appear to be a simple piece of green window dressing either. Based on its 2013 Sustainability Report, 27 percent of the land on Barratt’s developments is used specifically for gardens and communal areas, a significant percentage in a sector traditionally associated with bricks and mortar.

Aside from reducing damage from habitat loss, gardens that have ‘wild’ areas are easier to maintain, saving the owner time while supporting

biodiversity. Gardens such as these could be a used as a model to be rolled out universally, however this approach is limited by both owner choice and government policy.

The National Planning Policy Framework broadly outlines that biodiversity must be considered in the planning process, but does not detail how this would be implemented and would rest upon the interpretation of individual planners. Ultimately, the efficacy of this strategy would be determined by the choices of the homeowner as there is no law to prevent a homeowner from tarmacing over those carefully selected wildflowers or even replacing them

‘It would be even more exciting to see what green innovators would be capable of if even more funding and government support were available’

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April 2015

B A R R AT T H O M E S

with a more exotic non-native variety.

Barratt’s work is rich in examples for the home builders of today and tomorrow; what they have demonstrated is reminiscent of the eighteenth century philosopher Emmanuel Kant’s categorical imperative: act as if your actions will one day become universal law.

Currently, Barratt is at the forefront of housing innovation and if the construction market could bring more players like this to the industry then the problem of sustainable building developments could be solved almost completely.

If the trend that Barrett has set through its innovative work takes root, then the pool of technology available to green developers would only deepen, as green tech companies would have more money at their disposal from the growth in demand for their products and services.

The Green House project is an extremely exciting project with great potential but it does however rely on technologies that in today’s market are new and relatively expensive.

While the 2008 Climate Change Act was a strong start towards achieving a green economy, the act

did not provide enough stimulus for the construction market to make a unified decision. It has been the habit of successive governments to provide token investment in green technologies. A major increase in governmental support for the private construction sector would support leading pioneers like Barratt and would ensure that, alongside saving the environment, money would be saved too. It would be even more exciting to see what green innovators would be capable of if even more funding and government support were available.

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MAJOR PROJECTS

The Skyscraper of the Future The latest construction trends shaping our world W r i t t e n b y: A B I G A I L P H I L L I P S

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MAJOR PROJECTS THE WORLD’S FIRST skyscraper was built 131 years ago, in Chicago in 1884. Standing at just 500 feet (152 metres) tall, the tower totally redefined the modern cityscape beyond all imagination. Today, the world’s tallest skyscraper - Burj Khalifa in Dubai – stands at a whopping 830 metres; in China, they have built a new skyscraper every five days since 2011; the world’s first shadowless skyscrapers have been developed in London and a wooden skyscraper is about to be erected in Vienna.

The skyscraper has evolved to become one of the most recognised symbols of economic growth and prosperity around the world.

However, the proliferation of such huge edifices has had, and indeed still has, a pronounced negative effect on the environment. They require huge supplies of materials and machinery to construct, and once they’ve been constructed, they continue to contribute heavily to greenhouse emissions.

Going into 2015, architects and construction firms need to be more aware of the issues facing skyscraper construction, and figure out how human civilisation can continue to 14

Month 2014

expand while limiting harm to the environment and society in general.

Sustainable construction accounts for a far more complex series of targets than most people may assume. As well as striving for social inclusion, environmental preservation, aesthetics and profitability, it also calls for a constant awareness of innovative and emerging approaches to design and development.

Construction Global takes a look at some of the latest trends in skyscraper construction, which would go a long way towards building a greener 2015: 1. The year of the plyscraper Could 2015 be the year of the plyscraper? It’s not a question that many people are asking, but that’s mainly due to unawareness rather than unwillingness.

Though wood may be one of the most basic building materials, and more worryingly flammable, thanks to the research and development of cross-laminated timber, wooden buildings could be the most viable option for future construction. Each

THE SKYSCRAPER OF THE FUTURE

‘Going into 2015, architects and construction firms need to be more aware of the issues facing skyscraper construction, and figure out how human civilisation can continue to expand while limiting harm to the environment and society in general’

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MAJOR PROJECTS layer of wood used to form the timber is weak and of variable quality, but when they are pinned into precise layers, the panels can be engineered to be stronger than concrete and fireresistant. Furthermore, according to the US Department of Agriculture (USDA), in terms of cutting emissions a four-storey building constructed from mass timber would have the same effect as taking 500 cars off the road.

Vertical gardens

‘As research and innovation into sustainable building continues, the loss of green spaces for construction purposes could be reconciled with a greener future that sees wood, plants and biodiversity playing an important role in urban development’ 16

Month 2014

2. Green walls and roofs While wooden buildings could alleviate the dangers of urbanisation continuing to pollute the planet, the question still remains to be seen about what can be done about the existing urban areas already made of asphalt, granite and concrete? The International Union of Architects has revealed that one of their aims is to reduce carbon dioxide emissions from the built environment by 2050. And one of the most visual ways that we could start to see green changes being made is via the introduction of green walls and roofs. These are walls or roofs that are either partially or completely covered in living vegetation. Recent research has shown that not only do they look nice, reduce pollutants and

THE SKYSCRAPER OF THE FUTURE

Shadows? what shadows? lower the temperatures of buildings (thus helpful in preventing urban heat islands forming), but they can also provide effective acoustic insulation.

3. Shadowless solutions And while the boom in skyscrapers is good for elevator manufacturers, it can be bad for residents who have to live in their shadow – quite literally. Using computer-aided design and some seriously big mirrors, an architect firm in London has come up with a plan to build a pair of skyscrapers with no

shadow at all. This level of innovation means that skyscrapers can continue to emerge in urban environments with minimal adverse effects on the local community. Further, a lack of shadow means that greenery can continue to grow even in built up areas.

As research and innovation into sustainable building continues, the loss of green spaces for construction purposes could be reconciled with a greener future that sees wood, plants and biodiversity playing an important role in urban development.

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TOP 10

TOP 10 Construction CEOs in the world Written by: Abigail Phillips

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TOP 10

Anna Stewart CEO, Laing O’Rourke Anna Stewart joined the Group with the acquisition of Laing Construction by R O’Rourke & Son in 2001. She was appointed Group Chief Executive with effect from April 2013. She was previously Group Commercial Director from 2004 and was appointed Group Director of Finance and Commerce in March 2010. Stewart is responsible for leading the operational and 20

April 2015

performance management of the Group within the limits agreed by the Board, including the development and delivery of the Group’s strategy, budget, business plan and corporate policies.

She is a member of the Group Executive Committee, chairs the newly formed Group Management Committee and was a Commercial Director at Laing Limited, where she had been employed in a number of senior commercial and general management roles since joining as a trainee in 1982.

CONSTRUCTION CEOS IN THE WORLD

Rob van Wingerden CEO, Royal BAM Group Rob Van Wingerden graduated as a civil engineer from Delft University of Technology in 1988. He joined the Royal BAM Group as a project surveyor in 1988 and subsequently worked in a variety of project management roles for operating companies in the Netherlands and

elsewhere. He completed his MBA at Twente School of Management in 1994. He was appointed Director of HBG Bouw en Vastgoed in 2000, and subsequently became Director at BAM Utiliteitsbouw in 2002, prior to being appointed Chairman of the Board of BAM Woningbouw in 2005. He is a Dutch national.

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TOP 10

Bruce Grewcock CEO, Kiewit Bruce Grewcock, Kiewit’s president and CEO, has steered the company to excellence since 2004. He is only the fifth person to assume leadership of the company in its modern era. In 2012, Grewcock was chosen as chairman of the board. Kiewit had 2012 revenues of more than $11 billion and consistently ranks 22

April 2015

among the top five contractors globally. Kiewit is one of North America’s largest and most respected construction and engineering organisations. The employee-owned company operates through a network of offices and projects in the United States, Canada and Australia. Nearly all construction projects are staffed by one or more owners of the company.

CONSTRUCTION CEOS IN THE WORLD

Philippe Bonnave CEO, Bouygues Construction Born in 1953, Philippe Bonnave is an engineering graduate of École Centrale de Lille. He joined Bouygues Construction in 1988 and held appointments as Chief Executive of subsidiaries in France and Europe. In 2003 he was appointed CEO of Bouygues Entreprises France-Europe, the division of Bouygues Construction, which

encompasses its regional subsidiaries in France and Western Europe. He was also appointed Chairman of Bouygues Travaux Publics in June 2010.

He was appointed Deputy CEO of Bouygues Construction in August 2010 with particular responsibility for Bouygues Entreprises France-Europe, Bouygues Travaux Publics and the Concessions division.

Eventually he was appointed Group CEO on March 3, 2015.

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TOP 10

Leo Quinn CEO, Balfour Beatty Leo joined the Group following five years as Group Chief Executive of QinetiQ Group plc., and five years as CEO of De La Rue plc.

He spent almost four years as COO of Invensys plc.’s Production Management business, headquartered in the US, and 16 years with Honeywell in senior management roles across the US, 24

April 2015

UK, Europe, the Middle East and Africa including Global President of H&BC Enterprise Solutions.

Leo is a non-executive Director of Betfair Group plc. and was formerly a non-executive Director of Tomkins plc. He is a civil engineer, and began his career at Balfour Beatty.

Leo is the founder of The 5 Percent Club, which encourages industry to increase graduate training and apprenticeships

CONSTRUCTION CEOS IN THE WORLD

Johan Karlstrom CEO, Skanska Johan Karlstrom has been the President and Chief Executive Officer of Skanska since April 2008. Karlstrom serves as the Chief Executive Officer of Skanska Commercial Development Europe.

He joined Skanska in 2001. He served as an Executive Vice President of Skanska AB and also served as its Acting Head of the US Unit since February 1,

2005. Karlstrรถm served as the President and Chief Executive Officer of Skanska USA Building from August 2006 to September 2007. He has been a Member of the Board of Directors at Skanska since 2008 and Sandvik AB since May 2011. He holds an MSc Degree in Engineering from Royal Institute of Technology, Stockholm and has completed Advanced Management Program at Harvard, Boston, MA, USA.

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TOP 10

Marcelino Fernández Verdes CEO, HOCHTIEF Born in 1955, Marcelino Fernández Verdes has been a member of the Executive Board of HOCHTIEF Aktiengesellschaft in Essen since April 2012.

In November 2012, he was appointed Chairman of the 26

April 2015

Executive Board of HOCHTIEF Aktiengesellschaft and assumed responsibility for the HOCHTIEF Asia Pacific division. In March 2014, he also became Chief Executive Officer (CEO) and Managing Director of HOCHTIEF’s Australian Group company Leighton, and was elected Executive Chairman in June 2014.

CONSTRUCTION CEOS IN THE WORLD

Riley P. Bechtel CEO, Bechtel Riley P. Bechtel, 62, is chairman of the board and a director of Bechtel Group, Inc. Bechtel joined the company in 1966, working summers in various field construction and other jobs while attending school. He was

named a director of Bechtel Group, Inc. in August 1987 and executive vice president three months later. In March 1989, he was elected president and chief operating officer of Bechtel Group, Inc. He became president and chief executive officer in June 1990, and chairman and chief executive officer in January 1996.

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TOP 10

Florentino Pérez CEO, Grupo ACS Pérez started his career in the private sector and held different posts in public administration between 1976 and 1982 when he was Delegate for Sanitation and Environment of the Madrid City Council, General Sub-Director of Promotion of the Centre for the Development of Industrial Technology in the Ministry of Industry and Energy, General Manager of Transport Infrastructures in the Ministry for Transport, as well as Chairman of IRYDA in the Ministry of Agriculture. In 1983, he returned to the private sector as top executive of Construcciones Padrós, S.A., of which he was one of the main shareholders.

Since 1993, he has been the Chairman and CEO of the ACS Group, first as the chairman of OCP Construcciones S.A., and since 1997 as the chairman and CEO of the so-called ACS Group.

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CONSTRUCTION CEOS IN THE WORLD

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TOP 10

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April 2015

CONSTRUCTION CEOS IN THE WORLD

1 Xavier Huillard CEO, VINCI Xavier Huillard is a graduate of the École Polytechnique and the École Nationale des Ponts et Chaussées. He has spent most of his working life in the construction industry in France and abroad. Huillard joined Sogea in December 1996 as Deputy Chief Executive Officer in charge of international activities and specific projects, and then became

its Chairman and Chief Executive Officer in 1998. He was appointed Deputy General Manager of VINCI in March 1998 and was Chairman of VINCI Construction from 2000 to 2002. He was appointed Co-Chief Operating Officer of VINCI and was Chairman and Chief Executive Officer of VINCI Energies from 2002 to 2004, then Chairman of VINCI Energies from 2004 to 2005. Huillard became Director and Chief Executive Officer of VINCI in 2006 and was appointed Chairman of the Board of Directors and Chief Executive Officer of VINCI on 6 May 2010.

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Evolution Glass Inc.

Evolution Glass Fosters Evolution of Supreme Customer Service Evolution Glass pivots success on comprehensive service-based operations and willingness to embrace challenges Written by: Andrew Rossillo

Produced by: Rich Gentile

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EVOLUTION GLASS INC.

Calgary Zoo Komodo Dragon Enclosure

F

rom new construction to high rise curtain wall repairs, to high profile retrofits to changing windows in 30 story skyscrapers, and from fixing the front door of local businesses to investigating and repairing skylight leaks, Evolution Glass Inc. is one of the finest, most comprehensive commercial glazing contractors.

“We’re a commercial glazing company. We are involved with commercial service — door and window replacements, and things of that nature. We also get into commercial construction, so that can be new construction or 34

April 2015

retrofit construction, such as new buildings, glass partitions, insides of buildings, aluminum and glass doors, etc. We do a fair amount of retrofit, which can involve stripping a building down, and then repairing the inner workings of it and putting it back together,” said Evolution Glass’ Senior Project Manager Richard Munro.

As the company name might suggest, the Company itself has gone through quite a significant evolution since its beginning, starting off as a very small, strictly service based company. They started just fixing doors and

CANADA

Deerfoot Meadows PAD Site

changing windows, and have since branched out from there into much larger, multi-million dollar projects.

What makes Evolution particularly unique, what their branding revolves around, is the company’s very intense focus on customer service.

“We’re constantly trying to address whatever the needs of the customer are; very quickly, promptly and efficiently,” said Munro.

Evolution counts their dedication to supreme customer service as one of the strongest contributors to their overall competitive advantage.

They use the fundamentals of their customer service department, and

inject those into every aspect of the business. The Company has been able to quickly adapt their speedy service approach to all their areas of operation thanks to service having been at the core of what they do from the very beginning.

Evolution readily recognizes that they wouldn’t be able to provide the customer service they do without all the genuine, hard working people that work their business.

“We’ve always been highly focused on employee satisfaction. Our employees are out there every day, representing Evolution Glass in the field, and we trust them explicitly. w w w. e v o l u t i o n g l a s s . c o m

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EVOLUTION GLASS INC. We’re always on the lookout for how we can do better for them. They’re doing a top-notch job for us, delivering a high-quality product and service for the customer,” said Munro.

Munro also highlighted Evolution’s people as being one of the top contributors to the Company’s steady growth: “Our people are the most important part of our business.

The guys that are out there in the field, doing the work, they’re constantly generating repeat business through the quality they execute.”

Providing Personal Service, Even When It’s Commercial Another competitive advantage the company enjoys is furnished by the closeness in which their dedicated project managers work with their clients. These project managers apply the Company’s supreme customer service element in everything they do, combining that with extensive industry knowledge and experience. Their project managers work with clients to ensure that schedules and budgets

Automated Entrances We o p e n d o o r s f o r y o u .

We service doors from many manufacturers. We have experience with manual, revolving, sliding, and swinging door types from manufacturers such as Besam, Dorma, Hunter, Record, Horton and others. Our inventory allows for fast service!

ph 403.219.3206 | fax 403.219.3256 | www.automatedentrances.com 4710 14th Street N.E. | Calgary, AB T2E 6L7 Canada

CANADA

are met at all times. And the Company’s state of the art aluminum manufacturing equipment delivers the highest quality of fabricated curtain walls, skylights, storefronts, windows and doors.

With a fleet of commercial glazing vehicles and an outstanding crew of journeyman and apprentice glaziers, they are ready for all challenges.

Furthermore, their service vehicles and technicians are equipped with the knowledge and materials required to handle most jobs immediately and upon their arrival. They also offer a triaged priority call service to ensure that all requests are handled smoothly, quickly and efficiently. “We’re constantly diverting and reworking our schedules to accommodate the fluctuations that come with working in the dayto-day service world. We’ve applied that same technique to our new construction world,” said Munro. This flexibility in service calls and ability to respond quickly continues to help the company secure an increasing variety in clientele.

Despite their willingness to work fast, the Company always takes time for health and safety, integrating proper protocols throughout their operations. Evolution Glass has proudly developed a comprehensive and in-depth health and safety program and policy manual, and they have successfully achieved their Certificate of Recognition in the Partners in Injury Reduction program (COR) through the Government of Alberta. They are also Contractor Check and Comply Works certified.

715 5th Avenue SW

“We’re constantly trying to address whatever the needs of the customer are; very quickly, promptly and efficiently” – Richard Munro, Senior Project Manager

w w w. e v o l u t i o n g l a s s . c o m

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EVOLUTION GLASS INC.

Calgary Zoo Penguin Enclosure 38

April 2015

CANADA

Calgary Zoo Projects Evolution Glass’ variety of experience has enabled them to work on a wide variety of projects, including a unique Komodo Dragon enclosure at the Calgary Zoo alongside PCL Construction. This project had specific, unique requirements and challenges, but Evolution was able to address all their concerns, make the zoo happy, and as a result win additional business there, such as the predator barrier glass addition at the Penguin enclosure. This project included some unique engineering that Evolution hadn’t incorporated before, further expanding their portfolio of work.

Evolution has also completed successful projects at Central Park Plaza, 715 5th Avenue SW, Cactus Club, Bromley Square, Royal Tyrell Museum, Peter Lougheed Hospital and a wide variety of other significant bodies of work throughout the city and Southern Alberta.

Company Information INDUSTRY

Construction HEADQUARTERS

Bay #1 – 1411 25th Avenue NE, Calgary Alberta, Canada T2E 7L6 FOUNDED

2011 EMPLOYEES

35 REVENUE

Not Disclosed

Next Stage of Evolution As part of the Company’s steady growth and great success, Evolution has some major investments in play. For example, they will be relocating their office space in the next couple of months as they’ve outgrown their current space. This move will triple the size of their warehouse and office area.

“We’ve found our niche in the industry, made a name for ourselves, and have a consistent client base. We’re going to see where we can take it from there,” said Munro. w w w. e v o l u t i o n g l a s s . c o m

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Aztec Renovation & Refit

Aztec Renovation & Refit Bringing Quality Work to Canadian Market The one-stop-shop for mold to crown moulding.

Written by: Ian Hanner

Produced by: Rich Gentile

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W

ith a name that implies their structures will stand the test of time, Aztec Renovations & Refit is bringing one-stop service to the Canadian contracting market.

Founded in 2009 by Doug Dumelie and Patrick Ballard, Aztec Renovations & Refit (Aztec) is anything but typical. Having started 42

April 2015

in the midst of a global recession, one would be fairly safe in assuming the partners had a hard time getting the company off of the ground, but that isn’t the case.

“I think because we were building through the downturn we had a bigger impact than if we were established and then the market dropped out,” Dumelie said. “I

think we’d have a bigger challenge adjusting to that as opposed to building a business in the middle of the [recession].”

Aztec could be seen as the culmination of the partners’ years of general contracting experience.

Starting off as a renovation maintenance-centered company run out of Dumelie’s garage with six

employees, Aztec has blossomed into a full-service remediation and renovation company with 75 fulltime staffers and three distinct departments: Interior Commercial Renovations, Hazardous Material Removal and Custom Millworks which also includes Furniture Collections.

With their HAZMAT department, w w w. a z t e c g r o u p . c a

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Flooring Calgary for over 65 Years

hardwood • carpet • laminate • luxury vinyl • tile • window coverings

1115 11th Avenue SW • Calgary, AB T2R 0G5 • 855.848.3009 • 403-245-1115 • centurycarpetonecalgary.com

A Z T E C R E N O VAT I O N & R E F I T Aztec professionals are able to handle asbestos abatement, mold remediation and other sorts of hazardous waste containment.

While not all of their clients need the services offered by the HAZMAT department, keeping HAZMAT and Renovation under one roof has given Aztec a strong competitive edge.

“A lot of the existing clients we were working with ran into hazardous materials before we could do the renovations, so instead of creating two companies, we kept it under one umbrella,” Dumelie said.

“It’s our way of servicing the clients.

CANADA

Instead of hiring two contractors, they’re able to hire one and avoid getting any extra markups from other contractors.”

He added, “One of our key advantages is that we do all these things in-house. That just translates into savings for the client, which they tend to appreciate.”

Aztec, which just opened its second office in Edmonton, has gained a substantial reputation for their attentive safety that doesn’t sacrifice quality. The company’s commitment to safety is very distinguished, they are members

w w w. a z t e c g r o u p . c a

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A Z T E C R E N O VAT I O N & R E F I T

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April 2015

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with the Calgary Construction Association, hold COR, Contractor Check, and COMPLYWORKS certifications and have an impressive Employer Premium Rating from the Workers’ Compensation Board of Alberta for their safety record.

Even more integral to the company’s success thus far are the solid relationships Aztec’ Managers have built and maintained with clients.

“We relied on the relationships that we had prior to opening up Aztec and worked from there,” Raz Mandru, business development manager said.

“We also weren’t afraid to knock on doors and go after new clients with unique scopes, and we took it one project at a time. Whenever we were awarded a contract, we ensured to complete the project to meet or exceed the client’s expectations in order to build our company name and reputation. Once that initial foundation was built Networking became easy.”

Dumelie said he believes the importance they placed on relationship building was arguably the most essential quality, having secured them the financial support of the Alberta Treasury Branch when most lenders would have been hesitant to back a start-up.

While still a young company, Aztec has wasted no time building a name for itself. Expanding quickly, the founders and the family of employees that make up the foundation of the business need only continue delivering safe, quality services with a lasting impression and the sky is the limit.

Company Information INDUSTRY

Construction HEADQUARTERS

Unit 4, 1313 – 44th Ave NE, Calgary, Alberta Canada, T2E 6L5 FOUNDED

2009 EMPLOYEES

+75 REVENUE

$6,000,000 + PRODUCTS/ SERVICES

Renovation & HAZMAT

w w w. a z t e c g r o u p . c a

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PPP Canada

PPP Canada Delivering Maximum Value to Taxpayer How one unique approach to infrastructure is overhauling Canada Written by: Ian Hanner Produced: Association

rs

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PPP CANADA

A

s the world moves further into the 21st century, much the infrastructure of the last 100 years will need replacement or upgrades, and in Canada taxpayers will know for certain that these projects are being completed with value in mind.

Founded in 2008 as a whollyowned corporation of the Canadian federal government, PPP Canada exists with one mission in mind: to assess the P3 viability of largescale infrastructural projects throughout Canada and to deliver the maximum value on each project to the taxpayers. John McBride, chief executive officer and the first employee of PPP Canada, has the task of steering the company along as it demonstrates the benefits of the P3 model.

“We work with all levels of government in Canada to make sure that P3s are used in a wise and effective way,” McBride said.

“When we work with provinces and municipalities, we have a fund that we can commit to good P3 projects to encourage their use at the provincial and municipal levels. And 50

April 2015

we work with the federal government to screen, structure and execute P3 projects.”

How a P3 Works Short for “public-private partnership,” the P3 model transfers a significant amount of risk away from the public to the private sector by structuring payments to a developer out over the useful lifespan of a project, optimizing efficiency, reducing costs and attracting the best talent from around the world.

McBride describes the P3 model as an excellent solution for infrastructural projects that meet a few certain criteria. First, they need to carry a price tag for taxpayers of more than $50 million—though probably more than $100 million— to make the P3 model financially viable while attracting companies to the bidding process. Second, the organization attracting bids for a project needs to be able to specify performance standards over the lifespan of the development, only paying the remaining amount owed after the long-term obligations are

CANADA

SRO Dowtown Eastside Vancouver_BC Housing

fulfilled. Finally, successful P3s adopt a whole life-cycle approach, transferring the risks of some, or all, of the components (design, build, finance, operation and/or maintenance) of a project to the private sector and deliver positive Value for Money.

“Part of the advantage of a P3 is that you’re getting the best skill set on the planet with a certain type of expertise to come and help you,” McBride said. “If you’re building a hospital—a community doesn’t normally build a new hospital more than once in a generation. So there usually isn’t expertise built into the institution about how to build a new hospital.”

He added, “It’s kind of like building your own house. By the time you get to your third house, you’ve learned a lot of lessons, but if you’re doing it yourself you’re going to pay the cost of your own inexperience.”

P3s at Work in Canada While a relatively young organization at just five years in business, PPP Canada has an impressive portfolio of large-scale projects under its belt.

Perhaps its most significant project right now, PPP Canada is acting as the lead P3 advisor on the procurement of a bridge to replace the aging Champlain Bridge in Montreal as part of the St. Lawrence project.

According to McBride, PPP w w w. p 3 c a n a d a . c a

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PPP CANADA

Evan-Thomas Water and Wastewater Treatment Facility project Kananaskis Country, Alberta

Canada is actively working with Infrastructure Canada “to complete a study to support their procurement process. PPP Canada

52

April 2015

is similarly involved with Transport Canada and Windsor-Detroit Bridge Authority in the development of the Detroit River International Crossing.�

CANADA

With a long list of other ongoing projects, it would seem the private sector is eager to do business in the sector despite the risk that the P3 model transfers to them.

“These are business opportunities for them,” McBride said. “They are experts in their field and they’re experts in knowing how to assess and manage these types of projects and risks.

They’re certainly doing it because they see it as a profitable enterprise for them. And there’s value for taxpayers because they’re better at doing it than the public sector is. So it’s a win-win situation. They can earn business revenues and profits and the governments can reduce risk and get better value.”

A far cry from the days of five years ago when the organization was new and McBride was the only employee— there are now around 60— McBride’s main focus now that PPP Canada is staffed by experts is to raise awareness of the benefits of the P3 model throughout Canada. While the organization’s successes are many, McBride is looking to the future.

“I’m hopeful that by the end of the next five years, all jurisdictions in Canada will be participating in P3s,” he said. “And that we will have made entries into new sectors of infrastructure. I think that in the next five years people are going to be starting to see more and more of the good results of P3s— on-time and on-budget.

Company Information INDUSTRY

Federal Crown corporation HEADQUARTERS

Ottawa, Ontario, Canada FOUNDED

2008 The Government of Canada has committed to supporting innovative public infrastructure projects, using the Public-Private Partnership (P3) model that deliver maximum value for Canadians, stimulate the economy, create jobs and support long-term prosperity.

To this end, it created PPP Canada, a federal Crown corporation, with an independent Board of Directors reporting through the Minister of Finance to Parliament.

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North Carolina Department of Transportation

N.C. Department of Transportation Bringing Infrastructure into Digital Age With innovative approaches to funding and prioritization, the NCDOT is setting an example for states across the nation.

Written by: Ian Hanner

Produced by: Tom Venturo

55

N O R T H C A R O L I N A D E PA R T M E N T O F T R A N S P O R TAT I O

Evening view of Downtown Raleigh with free-flowing traffic

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n North Carolina, one of the nation’s fastest growing states, the Department of Transportation is hard at work overhauling major pieces of critical infrastructure.

America’s aging infrastructure has become something of a campaigning tool in recent years as more and more facilities fall into disrepair. But while regarded as a priority for almost every candidate, it’s rare to see the kind of followthrough evident in the North Carolina Department of Transportation (NCDOT).

One of the men calling the shots at the department is Mike Holder— the 56

April 2015

department’s chief engineer. Holder is a 31-year veteran of NCDOT and a proud graduate of North Carolina State University. Filling a number of roles throughout his extensive career, Holder now oversees over 12,500 employees and a number of vital projects throughout the state.

Within North Carolina, management of transportation infrastructure is broken down into 14 transportation divisions, each with division engineers reporting to Holder.

“We probably own and manage about 5 million square feet of office and field office space across the state,” Holder said.

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Holder added that while he loves his job, he misses going out in the field.

“I spend a lot more time on the computer and working with our legislature here in Raleigh than I do out in the field anymore,” he said. “I do definitely miss that.”

It’s easy to see why. There are a lot of major changes within the NCDOT right now.

“There are just a lot of people coming to our metro and rural areas both and the governor charged us with providing connectivity throughout the state to move people and goods in a safe manner,” Holder said. “And that’s what we as

engineering staff try to do every day.”

A Change in Direction Holder isn’t just referring to the governor’s directive in an abstract sense. When Governor Pat McCrory came into office, he approached the NCDOT with a clear set of goals, including a 25-year plan for transportation infrastructure in the state.

“The governor came in and wanted to create a 25-year vision for North Carolina for transportation,” said Mike Charbonneau, deputy secretary of communications. “His whole approach coming in was, w w w. n c d o t . g o v

57

phone 252-482-7071

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‘Let’s figure out how to be more efficient with the dollars we have.

Let’s create a vision for the future to show people where we want to invest, how and why. Then, let’s figure out the other funding reform piece.’”

The funding reform that Charbonneau referred to has to do with a major problem facing North Carolina, and many other states in the nation: revenue isn’t keeping up with the state’s growth. While the state’s population growth— especially from citizens coming in from other states— is a measure of how well the state is rebounding from the financial maelstrom of the

SUPPLIER PROFILE

last few years, it also means extra stress on roads, bridges and other infrastructure on which goods and people move. And without the money to overhaul them, the NCDOT was faced with the choice to either ignore their necessary projects or find alternate ways of diverting funds.

“We’re now branching into conversations about how to pay for infrastructure moving forward,” Charbonneau said. “Not just about being efficient with the dollars that we have, but looking into some possible funding reform models, [including] more public-private partnerships.”

WAFF CONTRACTING, INC.

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w w w. n c d o t . g o v

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C O M PA N Y N A M E

Road crews work to repair Highway 12 on the coast of NC after Hurricane damage

He added, “I think from a high level it’s really about making sure that North Carolina is moving forward with the infrastructure that’s going to help us to continue to support the people who live here, create more jobs, connect people and make sure that we have a vision for the future and the funding to get us there.”

One program introduced under 60

April 2015

the governor’s watch isolates key data points on infrastructure from employees across the state and plugs the metrics into a centralized system. From there, the data is able to be analyzed objectively and funds are diverted to the projects that are deemed most essential.

While this approach is one that companies have been adopting

SECTOR

more readily in recent years with the advent of “Big Data” and “The Internet of Things,” it’s somewhat less common to see its implementation within a government organization, marking what seems to be an earnest move toward reducing inefficiency and waste within state departments. “[The data program] makes good

value-based decisions about what projects we’re going to actually implement and move forward with,” Holder said. “And the division engineers that I have across the state are integral in the success of that process.”

As a side note, this same principle is at play in North Carolina’s Department of Motor Vehicles w w w. n c d o t . g o v

61

N O R T H C A R O L I N A D E PA R T M E N T O F T R A N S P O R TAT I O

An NCDOT airplane sits on the runway at RDU

(DMV), which falls under the purview of NCDOT. When McCrory took office, he directed DMV and NCDOT leadership to find ways to streamline processes at the DMV, cutting down on wait times and expanding online service offerings.

Major Projects From this data-driven approach to project prioritization, several key projects were isolated and are now underway. One such project is the Winston-Salem Northern Beltway.

The NCDOT website says of the project, “The Winston-Salem 62

April 2015

Northern Beltway is a multi-lane freeway that will loop around the northern part of Winston-Salem. By building this road, NCDOT will help alleviate congestion and enhance safety along heavily traveled routes such as U.S. 421/Business 40 and U.S. 52 in Forsyth County.”

“We’re really excited about that job,” Holder said. “It’s a large earth job with a lot of structures on it and it’s in a section of the county that is growing quite a bit. There’s a lot of traffic up there. It’ll definitely be an improvement to the transportation system in that part of the county. “

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Another key project is the I-40 and I-77 Interchange in Statesville. According to the NCDOT website, the current interchange was constructed at the end of the 1960s with use projections of up to 5,000 vehicles per day. Now, over 70,000 vehicles use the interchange daily—a rate projected to grow to 110,000 by 2035.

Finally, just to the south of that project is another improvement to the I-77: express lanes.

In addition to generating some revenue from tolls, the express lanes will provide drivers a choice that should in turn alleviate severe congestion on one of North Carolina’s busiest roads.

“In addition to being the first major privatepublic partnership road project, it’s also the first express lanes concept project being built in North Carolina,” Charbonneau said. “For this area in particular, this 26-mile stretch is one of the most congested roadways in North Carolina and the public-private partnership is allowing us to move forward with the project now and have it built in just a few years instead of having to wait more than a decade before funds could be available to even start the project.”

The ability of a transportation department to reliably maintain and upgrade its infrastructure is one of the most important factors to any governor, but in North Carolina it would seem McCrory has taken it a step forward in alleviating the budgetary and structural woes within the NCDOT. If successful, the state could serve as an example for the rest of the country.

Company Information INDUSTRY

Government; construction & maintenance HEADQUARTERS

1501 Mail Service Center, Raleigh, North Carolina USA, 27699-1501 EMPLOYEES

+12,500 REVENUE

NOT Disclosed

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VCC

Tampa Premium Outlets Project in VCC’s Able Hands 10 months from groundbreaking to grand opening Written by: Ian Hanner

Produced by: Tom Venturo

s 65

VCC

Ashley Park

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n Dec. 12, representatives of VCC and Simon Property Group broke ground on what is to be the large Tampa Premium Outlets.

That same project is to be completed by October of this year, but the story missing here is about the construction company behind the project, which boasts such great streamlined efficiency that a project of this size could be completed in less than a year. That company is VCC. VCC was brought into the project 66

April 2015

by client Simon Property Group (SPG), one of the world’s leaders in retail real estate development and management. With more than 441,000 square feet of leasable space, the mall is no small undertaking. According to SPG, the outlet will predominantly feature apparel, home furnishings, specialty items and other high-end consumer goods in an environment with a “Key West” style.

“We are excited to be breaking ground on this long-awaited project,” Danielle DeVita, senior vice

USA

Park & G

president of development for Simon Premium Outlets, said in a news release. “We are looking forward to serving the Tampa Bay region and expect Tampa Premium Outlets to make a significant economic impact with the creation of 300 to 500 construction jobs and more than 800 full-time and part-time retail jobs upon opening.”

So what sort of company can build a full-scale outlet mall in 10 months?

VCC has offices in Arizona,

Arkansas, California, Florida, Georgia, Texas and even Brazil. With such an expansive presence, the company is able to take complex jobs in the United States and many international regions, but it’s what the company does inside its own office walls that form the back bone of the capable contractor.

According to seemingly everyone in the company, VCC fosters a very transparent, team-oriented environment that facilitates the utmost cooperation on all tasks.

“Everybody has an open door w w w. v c c u s a . c o m

67

VCC policy, whether you’re going into the vice president’s or executive vice president’s or project manager’s office,” said Ryan McClendon, president. “Everybody wants that person to succeed.”

McClendon’s view is shared by the rest of the company.

“While VCC is a robust organization with significant resources at its disposal, there is no greater asset in our organization than our people,” the company’s website reads.

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“Individuals working seamlessly together are what ultimately make a project succeed and we believe that we have the best team members in the industry. Through the preconstruction/pre-bid process all the way to project close-out, every VCC employee works together internally and with the broader project team to ensure a job well done!”

Of course, with millions of dollars on the line, simple teamwork isn’t the only way the company ensures success. Through proprietary,

USA

company-developed software called Endeavor, every stakeholder is able to see the most recent updates on project progress. “[Endeavor] gives our whole team, plus ownership and architects, access to real-time data across the board,” said Project Manager Justin Couch. “So everything from RFIs to submittals to daily reports, job photos [and] schedules.”

While this particular software is proprietary, construction management systems are anything but new. These programs allow for seamless sharing of vital information across the entire chain of operations, allowing for greater efficiency and attention to detail.

Things like Endeavor—relatively small changes that can streamline the way entire companies operate—have allowed VCC to build a reputation for quality work over the last few decades. With that reputation growing, VCC’s ability to attract and retain new clients has never been stronger.

“One of VCC’s most important principles is client retention and you can see that by our client list,” McClendon said. “We’ve worked with the same clients for over 25 years. Our number one goal when we obtain a new client is to ensure their complete satisfaction so we do that second project and third project with them.”

Company Information INDUSTRY

Construction HEADQUARTERS

600 E. Las Colinas Blvd., Suite #1225, Irving, Texas, USA, 75039 FOUNDED

Not Disclosed EMPLOYEES

Not Disclosed REVENUE

Not Disclosed

w w w. v c c u s a . c o m

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The Congress Focusing on Collabor to Demonst

Bill Nicholson, CEO of The Congress Companies, discuss best value, not lowest price, has resulted in customer Written by: Lindsey Ryan

s Companies ration and Experience trate Quality

ses the company’s growth and success and how offering r satisfaction and continued business time after time.

Produced by: Tom Venturo 71

T H E C O N G R E S S C O M PA N I E S

Golden Pond Assisted Living Community, Hopkinton, MA Owned and Operated by Golden Pond Resident Care Corp.

Designed by Khalsa Design, Inc.

S

ince its establishment over 60 years ago, The Congress Companies has been providing exceptional construction projects that are customized and designed to meet every client’s individual needs and specifications.

The company was created by its two founders, brothers Paul and Peter Nicholson, who had a vision to start a construction company that would demonstrate the simplicity of building quality buildings while developing strong client relationships.

It was when Howard Johnson Corp. took notice of the firm that The 72

April 2015

Congress Companies really began to experience success. Building 80 Howard Johnson Hotels and over 200 Howard Johnson, Ground Round, and Red Coach Grille restaurants, the company was able to obtain the experience and build a reputation within the industry that was needed to move them forward.

Primarily working in New England, New York, and New Jersey, the company is known today as a merit shop construction firm that specializes in Senior Living/Health Care and Multi-Family Residential market sectors.

The company is now in its second

USA

The Residence at Riverbend, Ipswich, MA Owned and Operated by LCB Senior Living, LLC Designed by The Architectural Team

generation of ownership and is currently led by CEO, Bill Nicholson, who has been with the company since he was in high school and has since moved his way up through the ranks.

In his years with the company, Nicholson has seen how the company has evolved with the times and he believes the company’s experience and knowledge in the industry has enabled it to thrive.

He explains, “We see how the industry is evolving and we’re able to respond to those evolutions.”

Commitment to Quality The Congress Companies is

a specialized company that is constantly increasing its knowledge and expertise with every new project it takes on within its sector.

Nicholson explains that customers can trust that the staff working on their project will be experienced construction managers and consequently deliver an excellent project.

The company uses its experience to follow trends and evolve with the industry to ensure that they are always delivering quality products that clients are proud of. Because each project has its own unique factors, there is a commitment

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T H E C O N G R E S S C O M PA N I E S to quality that must be taken to meet the expectations and standards of the client.

The Congress Companies goes above and beyond to provide finished buildings that are marketable and meet the particular business, operational and economic objectives of each client. To ensure this, senior managers meet weekly to review continuous improvement strategies and development processes that the company stays very disciplined to.

To Nicholson, quality is more important than quantity so the company is careful not to spread itself too thin and compromise the excellence of the final product.

“The company is pretty boutique in its nature, so while we view growth as a good thing, we’re not focused on growth, we’re really focused more

SUPPLIER PROFILE

USA

William A. Nicholson – President

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w w w. c o n g r e s s c o m p a n i e s . c o m

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T H E C O N G R E S S C O M PA N I E S

Rendering - Avon

on quality. We’re focused on serving a select number of clients at any one time who value a collaborative approach to construction,” states Nicholson.

Collaborative Model When asked how the company ensures that projects will be 76

April 2015

completed on time and in budget, Nicholson answers that it is the collaborative model that has contributed to countless successful projects.

He explains, “We’re interested in a collaborative model —What that means to us is that before we put our shovel in the ground, we’re

USA

collaborating with our customer and the design team to make sure that the building meets the customer’s needs and that we have the best possible approach to building it in terms of construction and design.”

This pre-construction strategy and constant communication throughout projects allows The Congress Companies to perform to the highest ability and produce a well thought-out finished product.

Additionally, while it is important to collaborate with the clients, collaborating with subcontractors is just as important. Sub-contractors play a huge role in the delivery of projects and Nicholson explains that there are very stringent requirements for trade subcontractors to be considered by The Congress Companies.

Just as the company succeeds by selling best value, not lowest price, that is what they look for in sub-contractors as well. Nicholson discusses how the company has built strong relationships with the experienced subs that they constantly use time after time for their quality work and willing to collaborate to complete a project.

He believes, “At all levels in the company, if you have the experience, you do the right collaboration up front, and you don’t spread yourself too thin, then, to me, that’s a recipe for success.”

Company Information INDUSTRY

Construction HEADQUARTERS

MA, USA FOUNDED

1952 EMPLOYEES

25

w w w. c o n g r e s s c o m p a n i e s . c o m

77

WEST Builders Inc.

Setting a Higher Standard Todd Whitlock, CEO of WEST Builders Inc., discusses how strategic planning and a commitment to company culture have played a role in the company’s success in the industry and how employees can make the difference to avoid becoming a commodity.

Written by: Lindsey Ryan

Produced by: Tom Venturo

79

WEST BUILDERS INC.

Beverly Hills Luxury Residences

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stablished in 2003, WEST Builders Inc. is a customerdriven construction company that offers negotiated general contracting, design build and design assist services, and development management to commercial private real estate sectors. The company is highly organized and committed to providing exceptional customer service and solutions that elevate it above the level of being a hardbid commodity. Success in this effort has afforded WEST Builders the opportunity to negotiate work with a large client base including developers such as Prometheus 80

April 2015

Real Estate Group, UC Berkeley, Tooley Company, LBA Realty, Veeva Systems and CBS. Todd Whitlock, CEO of WEST Builders Inc., strongly believes that the company needs to perform beyond customer expectations.

Through engineering expertise and effective communication with the client throughout a project, WEST Builders Inc. stands apart from the competition.

He states, “If we’re not moving heaven and earth for our customers then we’re just a commodity and would be forced to function in the bid environment. Why should

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Raymond Theatre Condominium Conversion and Addition - Pasadena, CA

an owner pick you if you’re just performing at a commodity level?

You ought to be a hard bid.”

a reality and WEST Builders was established. The strong commitment to the company culture, which each founder Strategic Planning demonstrated by working an entire WEST Builders Inc. was first year without compensation, was established when the three founders quickly rewarded as the company’s decided to branch off from their annual revenue reached $100 M within existing companies to create its first four years.

WEST Builders Inc. Having worked When the recession hit in 2008, together since the early 1980s, the industry had no significant they knew they each had a united private sector commercial desire to exclusively build projects construction occurring in the market within the private sector, as they and many companies opted to had done in the early years of their begin bidding on public sector careers. work, which was the only area with In 2003, their vision became constant activity at the time. With w w w. w e s t b u i l d e r s . n e t

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WEST Builders Inc.’s focus on private sector work, they had to make a decision pertaining to the company’s future position in the industry.

Whitlock states that they decided to take a risk and stay true to the company values. He explains, “We thought that would change our culture and to be successful in hard bidding you have to exploit gaps in scope, but what we want to do in our delivery system is close gaps in scope and be incentivized to do that.”

As a result, the company downsized to survive and sustained itself on retained earnings from the first growth period coupled with numerous renovations to existing office buildings that were being repositioned by their customers. In this way, the company was able to preserve its core culture while maintaining a strong clientele base.

Now, with the economy bouncing back and customers becoming active once again, WEST Builders has made a name for itself in the private sectors and is expecting to reach $100 M revenue again within the next year.

While many companies went out of business during the recession, Whitlock is pleased that WEST Builders stayed committed to the company’s founding initiatives and that this decision resulted in a positive outcome. Because of the decision to stay true to its values, the company came out on top with a larger platform, higher reputation and more exposure into the marketplace than it did prior to the recession.

“We don’t grow for growth’s sake; we grow

Sunset and Vine Apartments Hollywood, CA

“We thought that would change our culture and to be successful in hard bidding you have to exploit gaps in scope, but what we want to do in our delivery system is close gaps in scope and be incentivized to do that” – Todd Whitlock, CEO of WEST Builders Inc.

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83

WEST BUILDERS INC.

829 Folsom Street, San Francisco

because our customers like our product so we continue to have more and more repeat business with great customers. The growth is a bi-product of our success and our delivery system that we practice,” states Whitlock.

People Make the Difference Part of what makes WEST Builders Inc. an outstanding company is the people that make up the team of engineers. The company typically hires engineers directly out of college who buy in to the attitude and desire to bring value to every project. WEST Builders is often involved very early on in projects and uses this opportunity 84

April 2015

to work closely with the client to plan accordingly and efficiently so that there is very minimal re-design required. Because of this, projects are consistently completed on time and in budget.

Whitlock stresses how crucial this open communication is and states, “It’s important to us that our engineers feel like they really make a difference every day and that they’re not involved in a daily adversarial struggle. Our success is dictated by how seamlessly we work with our customers towards the common goal.”

With 60 employees, WEST Builders Inc. focuses on mentoring its young engineers so they can get experience and participate in all

USA

aspects of a project from start to finish. Whitlock explains that this has proven to be much more successful and beneficial than generic training courses. President of WEST Builders Inc., Bill Hughes, maintains a hands-on approach with the young engineers, monitoring their work and overseeing the projects, to ensuring they are receiving the necessary knowledge to succeed.

When asked how the team ensures that each project will be completed on-time and within budget, Whitlock replies, “By making sure you have great people that understand and follow the delivery system we use - that’s probably the biggest thing, really training engineers to evaluate if sub contractors’ productivity is keeping us on schedule and to conduct man power studies to make sure each crew size is appropriate early on.

We’re very proactive.”

Company Information INDUSTRY

Construction HEADQUARTERS

Point Richmond, CA FOUNDED

2003 EMPLOYEES

60 REVENUE

$100 M

Upcoming Projects In addition to its general contracting and design build services, the company also occasionally works as a developer and manages the permitting processes for various projects. For example, UC Berkeley has recently asked WEST Builders Inc. to build a student housing development for them.

The five-floor project will include a 220 room student housing facility with a full garden and terrace in addition to a 30 foot cliff that gives the appearance that the building has been built into the side of a cliff.

w w w. w e s t b u i l d e r s . n e t

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Archer Western Construction Norman Water Reclamation Facility Project Archer Western Construction Begins Wastewater Treatment Plant Project in Norman, Oklahoma

David Nine, Archer Western Construction Project Manager for the Norman Wastewater Treatment Plant Project, discusses how the company became involved with the project and explains how the project will benefit the city once it is completed.

Written by: Lindsey Ryan

Produced by: Tom Venturo

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ARCHER WESTERN CONSTRUCTION NORMAN WAT E R R E C L A M AT I O N FA C I L I T Y P R O J E C T

Activated Sludge Aeration Basin with Blower Pipe and Sanitare Diffusers

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he Norman wastewater system is owned, maintained and operated by the city of Norman, Oklahoma, and in November of 2013, the Department of Environmental Quality mandated that the treatment facility be upgraded.

This $60 million project, consisting of an expansion to allow for increased water flow, an ultra violet disinfecting plant and overall rehabilitation of the existing infrastructure, was bid out to six different pre-qualified contractors and after review and consideration of all bids, the project was awarded 88

April 2015

to Archer Western Construction (a subsidiary of the Walsh Group).

David Nine, Archer Western Project Manager for the Norman Water Reclamation Facility Project, explains that Archer Western Construction had been doing smaller projects in Oklahoma for about five years and when the company caught wind of this project in 2013 while it was in its early design stages, they knew this could be their chance to launch their operations and establish themselves in Oklahoma. After putting together a winning strategy and providing their bid, the company was awarded the

CONSTRUCTION

New Centrifugal Blowers installed

project in April 2014.

“It worked out great; it’s very seldom do you identify the project a year out, pursue it, chase it, win and get to go build it,” states Nine.

be working to expand the treatment capacity from 16 mgd to 32 mgd, adding two new clarifiers, 3 new activated sludge aeration basin, new sludge pump station and dewatering facility, new screenings About the Project facility and odor control. Prior to The Norman Water Reclamation beginning that work, Nine explains Facility expansion is the largest that Archer Western Construction wastewater treatment plant is first working to complete another expansion ever awarded in the component of the project, the UV state of Oklahoma and the project disinfecting plant. is being funded by the Oklahoma The UV Facility includes the UV Water Resource Board (OWRB), who basin, UV building and Post Aeration granted the city of Norman a $50 Basin, 3000 lf of 66” pipeline and million construction loan. outfall structure, all of which must Archer Western Construction will in operation by the early completion w w w. W a l s h g r o u p . c o m 8 9

LET’S SOLVE YOUR BIOLOGICAL TREATMENT NEEDS

RELIABLY. LET’S SOLVE

WATER.

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Sanitaire — a Xylem brand, is a proud supplier to the Norman WWTP and would like to thank the municipality for their continued support of our Sanitaire aeration solution.

Xylem’s Sanitaire brand is an industry leader in wastewater treatment solutions for municipal and industrial wastewater treatment applications.

Sanitaire offers complete biological wastewater treatment solutions, including diffused aeration, sequencing batch reactor systems and membrane bioreactor systems. Sanitaire’s highly qualified experts will provide the best possible solution for your wastewater treatment projects. To learn more about all Sanitaire has to offer you, call (414) 365-2200 or visit www.sanitaire.com/us.

Xylem is a global water leader deeply involved in every stage of the cycle of water, transporting, treating, testing and analyzing, then returning it to the environment. Xylem’s brands produce highly efficient products and systems that require less maintenance, use less energy and provide environmental benefits to users and communities. Doing business in more than 150 countries, the company plays an important role in improving quality of life, helping communities to grow, farms to prosper and industries to thrive. Xylem’s treatment brands include:

SUPPLIER PROFILE

XYLEM

​ ylem — a premium applications solutions company dedicated X exclusively to solving our customers’ most challenging water problems — was formed from ITT Corporation’s spinoff of several strategic business segments in October 2011, namely the Water & Wastewater, Residential & Commercial Water, Analytics and Flow Control businesses.

As a stand-alone company, we are a world leader in water technology, providing equipment and services for water and wastewater applications with a broad portfolio of products and services that address the full cycle of water — from collection, distribution and use to its return to the environment. Through our signature citizenship program, Xylem Watermark, we bring clean water, sanitation and hygiene education to schools and communities in emerging markets, and respond with water solutions when disaster strikes around the globe.

Website: www.xyleminc.com

ARCHER WESTERN CONSTRUCTION NORMAN WAT E R R E C L A M AT I O N FA C I L I T Y P R O J E C T

milestone of November 14, 2015.

Currently the treatment facility has primary and secondary treatment but no disinfection, so this is an additional treatment step which will allow the city to re-use that water in the future. In addition, $10 million is going towards odor control throughout the entire plant.

The UV plant and odor control are major components to the project and are extremely beneficial to the city of Norman.

Nine states, “Once the UV Facility is completed, a nearby composting facility will start using the reclaimed water for their composting operations so the city will be able to re-use this water.”

Archer Western Construction will build about 75% of the project itself, only sub-contracting about 25% of the job. The treatment plant is currently in phase 2 out of 3 and is

CONSTRUCTION

expected to be completed on time in November, 2016.

Looking forward, the treatment plant is expected to pump the reused water to Lake Thunderbird where Norman gets its drinking water.

Community Support The Norman Water Reclamation Facility serves the city of Norman, a population of about 100,000 people, and the community as a whole has been extremely supportive of the project.

“This is unique project because the citizens in the city of Norman voted 78% in favor of this expansion so the whole community is really behind the project,” Nine says.

On November 5, 2014 the mayor and city council were on site at the project for a publicized ribbon cutting event to launch the project

“It worked out great; it’s very seldom do you identify the project a year out, pursue it, chase it, win and get to go build it” – David Nine, Archer Western Project Manager for the Norman Water Reclamation Facility

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ARCHER WESTERN CONSTRUCTION NORMAN WAT E R R E C L A M AT I O N FA C I L I T Y P R O J E C T

New Centrifuge Thickening Equipment

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CONSTRUCTION

Company Information INDUSTRY

Construction HEADQUARTERS

Irving, Texas FOUNDED

2014 EMPLOYEES

60

and show their support. Also, since the University of Oklahoma is in Norman, Nine explains that Archer Western Construction has even hired three college graduates to work as engineers for the project.

Overall the project will be a great resource for the community and an environmental step towards sustainability.

REVENUE

$50M

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Carolinas AGC CAGC Author: Lori McGovern

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CAROLINAS AGC CAGC

Pinnacle Awards

T

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 98

April 2015

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’

USA

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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CAROLINAS AGC CAGC

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

USA

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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Schindler Lifts Austr

Staff and Safety Elevate Schin Lifts to Number One Spot in A

See how Schindler’s rapid growth over the past decad positioned the company as the leading provider of lift equipment in Australia Written by: Laura Close Produced by: Bryan Giles

ralia:

ndler Australia

de has t and escalator

SCHINDLER LIFTS AUSTRALIA

Schindler Lifts Australia: Manufacturing, Lift Installation, Service, Repair and Modern

T

here’s more to Schindler Lifts Australia than lifts.

The installation and service company, an operation of the Swiss-based Schindler Group, truly prides itself on ensuring safety for the users of its products as well as engaging its employees, which Managing Director Rob Seakins shares is the main reason for the company’s amazing growth over the last decade. “We had to invest in people and make sure our growth was sustainable,” he said. “We now have a strong team that will see us through the next decade.”

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Although people are the focus, what they do with lifts is pretty impressive. The company designs, manufactures, installs, services and modernises a broad range of elevators, escalators and moving walks for almost every building type. Schindler Group’s offerings move the majority of the world’s population—one billion people— every day in industries such as health, hotels, institutional, malls and retail, mixed use, office, residential and transport.

The Australian operations has over 900 employees and provides a number of different types of

AUSTRALIA

nisation, Property Services

equipment and services to its customers: new installation of high rise and low to medium multistorey buildings; modernisation of lifts and escalators, which includes upgrading and replacing various components to improve performance, reliability and safety; and service and repairs, which involves regular preventative maintenance, attendance to breakdowns and scheduled and unplanned repairs, such as water damage.

“a distant number three� in terms of size in the Australian lift industry, said Seakins. The last decade has seen the company grow more than 200 percent, now equal with the number one competitor in the market. This has made the AsiaPacific portion of Schindler Group the biggest segment of growth for the company.

One of the key drivers of growth has been the success in new installation markets, which has strongly positioned the company to potentially take over the top spot in A Decade of Major Growth the coming decade. In recent years, In 2003, Schindler Lifts Australia was the company has been in the number w w w. s c h i n d l e r. c o m / a u / i n t e r n e t / e n / h o m e . h t m l

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Genview Australia Pty Ltd A professional service company with experienced engineers, which specialized in providing escalators and elevators spare parts and field technical supports in Australia.

The managing director, Wanlin Wang, also owns a branch in Shanghai with manufacturing sites that can meet the need of customized products including PCBs, buttons, displays, driving wheels, guide shoes, door accessories, lift shaft parts, safety products, etc.

We offer full scale import and export service in air and sea freight with short lead times. As a long-term Schindler's partner, we are always striving towards providing the best professional services and quality products with rapid response to our customers.

GENVIEW

G

• STEPS, STEP CHAINS, PALLETS, COMBS • STEP ROLLERS, NEWEL ROLLER CHAINS AND OTHER ACCESSORIES FOR VARIOUS BRANDS OF ESCALATORS AND ELEVATORS.

Contact: Wanlin Wang 2 Moira Avenue Carnegie VIC 3163 Phone: +86 1390 168 7380 Mobile: 0425 273 750 Email: wwl881230@hotmail.com

www.genview.com.cn/en_index.html

SCHINDLER LIFTS AUSTRALIA one position for market share of new equipment sales and installation.

Schindler’s people is a big driver of this growth, and the company works hard to make sure its employees are motivated and engaged at work.

“Employee engagement is a critical piece of the puzzle for Schindler,” Seakins commented.

“We spend a lot of time and effort working with our employees

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to understand their needs and concerns and make sure we satisfy them. We’ve spent a lot of time on company communication, making sure that people are informed about what’s happening in the business and we ensure that our rates of remuneration meet or are above market levels. “I think we treat our employees well in this company, and it allows us to retain people.”

“We had to invest in people and make sure our growth was sustainable. We now have a strong team that will see us through the next decade.”

– Rob Seakins, managing director

SUPPLIER PROFILE

GENVIEW AUSTRALIA PTY LTD

Genview Australia Pty Ltd is a professional service company with experienced engineers, which specialized in providing escalators and elevators spare parts and field technical supports in Australia.

Our products include steps, step chains, pallets, combs, step rollers, newel roller chains and other accessories for various brands of escalators and elevators. The managing director, Wanlin Wang, also owns a branch in Shanghai with manufacturing sites that can meet the need of customized products including PCBs, buttons, display, driving wheels, guide shoes, door accessories, lift shaft parts, safety products, etc. We offers full scale import and export service in air and sea freight with short lead times. As an Schindler’s partner, we are always striving towards providing the best professional services and quality products with rapid response to our customers.

Website: www.genview.com.cn/en_index.html

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FIXTURES | PUSHBUTTONS | DISPLAYS | LANTERNS | KEYSWITCHES | DESTINATION CONTROL | CAD DRAWING

UNPARALLELED QUALITY | EXCEPTIONAL SERVICE | CUSTOMISED FIXTURE EXPERTS | WORLDWIDE RECOGNITION

WE ARE PROUDLY AFFILIATED WITH

5 SAGGART FIELD ROAD | MINTO NSW 2566 | AUSTRALIA | +612 9603 0200 | www.ausliftcomp.com.au © 2015 Australian Lift Components Pty Ltd | All Rights Reserved | A Dewhurst group company

SCHINDLER LIFTS AUSTRALIA Installation of the Year Award from Elevator World Magazine Schindler Lifts is the recent recipient of an honour bestowed

by Elevator World Magazine, a publisher for the international building transportation industry.

The company won the 2015 Project of the Year award for Category 1: Elevators, New Construction for Macquarie Bank Headquarters in at 50 Martin Place, Sydney.

The heritage listed-building was originally constructed in the 1920s; it was a premium building in Sydney’s banking district during its heyday. Macquarie Bank

SUPPLIER PROFILE

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purchased the building in 2012 with the intention of turning it into its global headquarters. Many of the aspects of the building, including the exterior, the marble lobby and the large interior columns needed to be restored—and that’s where Schindler Lifts came in.

Schindler collaborated with Johnson Pilton Walker, a Sydneybased architect firm, to design circular glass lifts that would carry clients from reception on the ground floor to levels 10 or 11.

These floors were designed to cater to the bank’s executives, as well as client meetings and entertainment.

AUSTRALIAN LIFT COMPONENTS

Australian Lift Components supply fixture solutions to the lift industry by merging competences developed over twenty five years with modern continuous Improvement principles.

All of our people and systems are customer –centric focused to deliver on-time, every time, removing non value added activity from our customers supply chain. These are the Dewhurst manufacturing principles embedded world- wide which benefit only our customers, helping them in their goal for world class customer care.

Continuing capital investment in our processes means that we have complete control over quality and lead times. In house capabilities of design, Laser cutting, folding, engraving, welding, wiring and assembly means we are not beholden to subcontractors varying lead times and quality levels.

Website: www.alc.au.com/

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Australia’s leading lift screen supplier with over 3000 installations and 14+ years’ experience.

Celebrating 500+ installations with Schindler including Barangaroo, Sydney.

Contact Martin Gibson +61 3 8696 4222 m.gibson@inlink.com.au

An Australian Company with Over 40 Years of Experience

Engineers Manufacturers of Lift Components to Lift Industry Complete Workshop Facilities Sheet Metal - Heavy Fabrication & Machining

WILD INDUSTRIES SERVICES THE LIFT INDUSTRY SPECIALISING IN MODERNISATION AND REPAIRS. OUR SALES AND DESIGN TEAM WILL PROVIDE QUALITY SOLUTIONS FOR YOU AND YOUR CLIENT.

Interior Refurbishment – Door Architraves – Indication Engineering and Steel Fabrication – Gearbox Repairs

SPECIALISED ENGINEERS SERVICING THE LIFT INDUSTRY ACN 070 165 481 ABN 65 070 165 481

20-28 Horning St, Kurnell NSW 2231 ph: +61 2 9668 9966 | fax: +61 2 9668 9387 email: tarenpt@bigpond.net.au

Phone: (07) 3399 8788 Email: sales@wildindustries.com.au www.wildindustries.com.au

SCHINDLER LIFTS AUSTRALIA

The solution would have to be unique, and there were many challenges to overcome to achieve the A-grade service.

The glass machine room is incorporated into a glass dome roof, and the panoramic lifts are in the middle of the building. Schindler was able to apply its ingenuity and innovation to achieve Johnson Pilton Walker and Macquarie Bank’s design, including unique finishes that complement the space.

“We were able to bring the architect’s vision to life, not only in a way that satisfied the customer, but

AUSTRALIA

also for the people who were involved in the development,” said Seakins.

Tech Innovation Although lift operation seems fairly straightforward—a lift must go up, and down, at a convenient speed—Schindler Lifts is in front of the pack when it comes to innovating a one hundred and fifty year old industry. The company’s PORT technology, now in its third generation, is just one example of how technology is changing the lift manufacturing market.

In what Seakins described as

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SCHINDLER LIFTS AUSTRALIA the “next evolution of our original destination control system,” PORT technology helps buildings optimise the traffic flow through throughout while offering personalised service and access control. Benefits are wide-ranging, and include predictive call entry, touch-less operation and individual profiles for security and flexibility.

The technology is offered with Schindler’s 2000, 5500 and 7000 series, primarily for mid- to high-rise buildings. PORT also

EWS has been proudly servicing Schindler for over 30 years

564 Church Street, North Parramatta Sydney NSW 2151 Ph: 02 8838 8000 | F: 02 9890 3671 E-Mail: Darren.redden@ewsco.com.au

www.ewsco.com.au

offers a revolutionary method of modernising existing lifts with an overlay that essentially interfaces the old with the new to deliver a destination dispatch system at the start of the project providing better lift service during the modernisation and minimising inconvenience to tenants and owners. This can be achieved on Schindler lifts as well as many other brands.

The end of last year also saw the company announce myPORT, a solution that has promised to make urban mobility even more efficient and secure. The myPORT employs Bluetooth to allow its user to navigate a building’s lift system just by unlocking their mobile with their PIN code or Touch ID. This eliminates security badges and codes in lifts, and helps increase the security of a building.

Schindler isn’t just bringing innovation to its industry. The company is a sponsor of Solar Impulse, the plan that is attempting to fly around the world on solar power alone. The Schindler team has sent engineers to work with the Solar Impulse team to help with research and development. Seakins

AUSTRALIA

commented that he hopes that his team can bring back ideas learned from the experience to improve Schindler Lifts’ own product offerings.

What Lifts Schindler above the Rest Upcoming projects include the installation of the highest elevators in France, and the completion of an order for 106 lifts for the Barangaroo South Project in Sydney, to be delivered next year. For each project Schindler works on, safety is a main priority.

“We work in a deregulated environment,” said Seakins, “so it is the responsibility of the local industry to manage safety requirements.”

Schindler Lifts takes a lot of pride in product safety, and makes sure it complies with local laws and regulations regarding lift maintenance and safety.

“Safety, Quality, and Customer Excellence are the three pillars of our business,” Seakins shared.

“By differentiating ourselves from the rest of the industry in these areas, we are looking to preserve our position as a leader in the industry. We will also continue investing in our industry leading apprenticeship program and ensure that we are engaging our employees.

Schindler Lifts does an impeccable job at putting its people—employees, customers and lift users—first in all of its business decisions.

Company Information INDUSTRY

Construction HEADQUARTERS

Botany, Sydney NSW Australia FOUNDED

1981 EMPLOYEES

900+ REVENUE

Over $300 Million PRODUCTS/ SERVICES

Schindler Lifts Australia is subsidiary of the Swissbased Schindler Group, a company that designs, manufactures, installs, services and modernizes a broad range of elevators, escalators and moving walks for nearly any building type. The company is responsible for moving over one billion people each day, or the world’s population every week.

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The new Royal Adela Hospital Project / Ha Yuncken - Leighton Contractors Joint Ve

Innovation Driving Constru

How the largest build in South Australia’s history has int to construction and manufacturing.

Written by: Laura Close Produced by: Bryan Giles

aide ansen

enture:

uction

troduced innovation

HYLC JOINT VENTURE

A view of three of eight cranes which were employed on the construction site.

L

eading the way in engineering, design and infrastructure, the $1.85 billion new Royal Adelaide Hospital (new RAH) is the largest social infrastructure project in South Australian history.

On completion in 2016, the new RAH will be the biggest, most technologically advanced hospital in South Australia and one of the most advanced in Australia, employing close to 6,000 people and accommodating 85,000 inpatients per year.

Several construction companies have been involved in the building of 116

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RAH including Hansen Yuncken, one of Australia’s leading, privately owned construction companies at the forefront of change and innovation in the building industry, and Leighton Contractors, one of Australia’s most recognised and successful infrastructure companies.

We had the opportunity to talk to Con Kerpiniotis, operations director for HYLC Joint Venture, about the progress that has been made on the build, as well as the numerous technological and construction innovations used throughout the project thus far.

AUSTRALIA

Largest Build in South Australia The sheer scale of the project meant that providing the logistical requirements to maintain the required rate of progress was a huge undertaking for the HYLC Joint Venture.

“Construction is a function of personnel and materials,” shared Kerpiniotis. “If the materials are not available, the personnel cannot perform.”

The team worked with two logistics planning and monitoring systems in tandem, as the two systems complemented each other.

There was an electronic booking

system for deliveries entering the site, as well as a series of boards that planned tower crane hook allocation. Having two systems that worked together seamlessly allowed for an organized, prepared construction site. At the peak of construction, eight tower cranes were used in conjunction with mobile cranes that provided logistical support. This feat may not have been possible without the planning and monitoring systems.

Logistics were affected by several uncontrollable aspects, including weather, traffic: even a flat tyre could throw the whole plan off a day. The w w w. s a h p . c o m . a u

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construction site is boxed in on all sides, with a railroad to one side and a flight path above. There were 25,000 deliveries of concrete alone on this project, so the joint venture had to do something to keep the work site operational.

Traffic played a heavy part in delivery schedules: the construction company ended up adapting their deliveries to work around peak-hour traffic of the morning or afternoon.

Planning and micromanaging every aspect was necessary, as was having the ability to adapt to the unforeseen circumstances to keep the material movements flowing.

SUPPLIER PROFILE

Project Landmarks The new RAH has been under construction since 2011, so many impressive construction landmarks have been met by 2015.

In the last year, the new RAH project team has grown to over 2,000 personnel. Since the beginning of the build, 8.5 million hours have been worked to construct the hospital, which has a building footprint of 176,000 square metres and an area of 360,000 square metres.

September of 2014 saw the topping out of the concrete structure; in total, there was

THE GETINGE GROUP

The Getinge Group continues to improve and innovate systems/processes in the pursuit of high-quality and accessible care in over 40 countries. Currently, the Group operates under the three brands of ArjoHuntleigh, Getinge and Maquet.

ArjoHuntleigh assists healthcare facilities to provide an exceptional standard of care and reduce operational costs, by assisting in the prevention of adverse events relating to mobility, pressure injuries, DVT for patients and residents, and manual handling for caregivers.

Getinge Infection Control provides complete solutions for effective cleaning, disinfection & sterilization in the healthcare and life science segments.

Maquet is a global leader in medical systems offering innovative therapy solutions and infrastructure capabilities for high-acuity areas within the hospital, including the operating room (OR) – OR integration, tables, lights & ceiling supply units - hybrid OR/cath lab, and intensive care unit (ICU).

Our success is driven by our dedication to solve customer challenges with innovative solutions that save lives and ensure excellent care, enabling healthcare professionals to achieve better patient outcomes & improve healthcare economics.

Website: www.arjohuntleigh.com.au | www.getinge.com | www.maquet.com

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C O M PA N Y N A M E

155,754m3 of concrete used, which included 18,000 tonnes of reinforcement. One slab per work day was poured, and a total of 4,200 columns were poured over the length of the project.

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April 2015

areas—have been completed.

The high-voltage infrastructure is complete and the hospital has connected the supply feed from South Australia Power Network to the substation.

The new RAH will be completed in 2016, so there is still much work to be done. Upcoming work includes completing the curtain

SECTOR

wall, as well as the emergency department, intensive care unit, acute medical unit, monitoring units and the mental health, pathology and outpatients wards.

Safety The scale of this project means that safety is even more paramount. “As a project we have some of the

most stringent safety requirements in the industry that all our contractors are expected to adhere to,� shared Kerpiniotis.

Each person who works on the project is required to undertake a full day induction. This takes them through the site environment, understanding safety essentials and also provides them training w w w. s a h p . c o m . a u

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DELIVERING GAME-CHANGING WORKFLOW INTEGRATION Imatis Australia designs and builds the networks and systems that run digital hospitals. Scandinavian innovation matched with Australian efficiency to create integrated healthcare workflows.

To learn what Imatis Australia can provide you, get in contact today.

Call 1300 855 714 Visit www.imatis.com.au

a leading naTional service provider To The infrasTrucTure, energy & resource indusTries

lucas Total contract solutions head civil contractor - stage 1 & 2 new royal adelaide hospital

Lucas Total Contract Solutions has been proud to be involved in one of the most significant development projects South Australia has seen. With proven results in Stage 1 as Head Civil Contractor, Lucas TCS was then contracted to undertake Stage 2 External Civil Works. The construction of the New Royal Adelaide Hospital has been a challenging project and has once again re-affirmed the Lucas TCS capabilities and diversity.

ToTal conTracT soluTions for mining & civil projecTs

Telephone 08 8179 4000 www.lucasTcs.com.au

AUSTRALIA

to help manage personal health and wellbeing, such as the Mates in Construction suicide prevention program, a not for profit organization aimed at reducing suicide and improving mental health and wellbeing within the Australian construction community.

Other safety tools recognised and used for this project have included minimum standards that tie in with the team’s safety essentials toolkit, monthly safety campaigns that target key areas of risk and hazard assessment cards that record daily hazard checks.

“Safety is of high priority and we measure the effectiveness of our toolkits / training and communication through specific KPI’s and total reportable frequency rates,” said Kerpiniotis.

“One of the key elements of managing the safety and wellbeing of our workforce was to introduce a drug and alcohol policy across the site. We are one of the first contractors in South Australia to implement a random drug and alcohol policy.”

Construction Innovation: Western Riser It’s no surprise that the biggest build in South Australia would also play host to several construction and manufacturing innovations.

For example, the western riser was fabricated offsite and brought to the construction site in modules, the heaviest of which were 6,500Kg. It consisted of a primary steel support frame with multiple engineering services hanging inside the frame.

The riser was designed for structural adequacy including thermal and seismic, engineering services compliance including fire rating and accessibility for future maintenance.

All design disciplines worked together seamlessly with use of BIM—Building Information Modeling, a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle.

Having a virtual understanding of the riser at design phase made agreeing on the size and the design of the modulations easy. When the modules were delivered, the pieces fit together perfectly.

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Construction Innovation: The Helipad The helipad also contains some genius innovation. Since the new RAH is categorized under the Building Code of Australia as an Importance Level 4 Facility, which is a building that is essential to post disaster recovery, a helipad was a necessity.

The current design is the outcome of months of workshops with the relevant stakeholders which has included RAH Emergency Department, SA Health, Civil Aviation Safety Authority (CASA), Adelaide Airport, State Rescue Helicopter Service, SA Air Ambulance and the Facility Manager, Spotless. PSNK Aeronautical Services were the specialist consultants advising HYLC on the actual helipad design.

The dual helipad has been equipped to allow 24-hour operation

and is fitted with an illuminated wind direction indicator, touchdown and lift off area lighting, area flood lighting, building warning lights and various radio controlled equipment.

Because the helipad is located in such close proximity to habitable rooms with windows that open, all of these aspects, as well as acoustic insulation and having an air conditioning system that switches automatically to circulation mode during helicopter arrivals and departures, are incredible, advanced features The helipad decking features the most advanced deck integrated fire fighting system available, which allows for the rapid extinguishing of deck fires. The perforated aluminium deck landing surface incorporates a patented, passive fire-retarding system that works by allowing burning fuel draining through the holes to atomize as it passes

“Construction is a function of personnel and materials,” shared Kerpiniotis. “If the materials are not available, the personnel cannot perform.” w w w. s a h p . c o m . a u

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C O M PA N Y N A M E

through an aluminium mesh screen.

Burning fuel is starved of oxygen and rapid heat dissipation occurs in the mesh. The fire is retarded immediately. Spilt fuel is quickly and safely drained away unburned, and any remaining vapour burn-off can be extinguished in seconds by deck mounted water sprays. Up to 97 percent of spilt fuel is recovered 126

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unburned. A full-perimeter drainage system ensures that liquids are channelled from the helipad decking to drain to an interception tank, in fuel spill mode, or to the stormwater system in normal mode.

The helipad was supplied by Aluminium Offshore Pty Ltd and was fabricated in China. It was fully assembled at the Chinese factory

SECTOR

and then partially disassembled sufficient to allow it to be packed into shipping containers and transported to Adelaide. Once on site a trained team bolted the aluminium framed structure together. The perimeter of the helipad is finished with a 1500mm wide strip of safety netting to prevent falls if someone was ever to step off the edge.

Construction Innovation: The Hyperbaric Chamber The hyperbaric chamber is a triplelock chamber that was fabricated by Fink Engineering in Queensland. The chamber, air receivers and deluge tanks were delivered via road to the project site.

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HYLC JOINT VENTURE the hospital was under construction and then the hyperbaric area will be built around it. And because of its weight (approximately 50 tonnes), size of the chamber and the requirement to navigate through the building to its final destination, a special trolley was built. The chamber is currently in its final home and work is progressing around it.

Green Initiatives The new RAH is an applicant for a Green Star rating, and will be evaluated for the title once the building is complete. The joint venture has implemented a lot of green initiatives through design and procurement to achieve facility operational green star targets plus environmental initiatives through construction.

“Communication is the key to keeping things running on the site, and we have that with the attached parties,” Kerpiniotis said. “We’re all focused on delivering the hospital to South Australia on time.”

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CONSTRUCTION

There are several important green initiatives that have been put in place. In the construction phase, criteria for re-use/recycling of the stated proportion of construction and demolition waste have been met, as has air and noise quality.

Hazardous materials’ handling guidelines have been followed, and Volatile Organic Compounds (VOC) have been used correctly. Perhaps the most notable is the joint venture’s decision to avoid using ozone-depleting substances in manufacture, and new RAH’s choice to forgo them in composition.

Company Information INDUSTRY

Construction HEADQUARTERS

Adelaide, South Australia, Australia FOUNDED

2011

Collaboration Hansen Yuncken and Leighton Contractors are 50/50 joint venture partners in the design and construction of the hospital. Both companies complement each other in providing staff and expertise. The team is branded as HYLC and they work together with common objectives.

Staff members have joined the team with domestic and international experience centred on either large-scale construction or healthcare experience. The SA Health Partnership stakeholders are working well together bringing their expertise for the journey.

“Communication is the key to keeping things running on the site, and we have that with the attached parties,” Kerpiniotis said. “We’re all focused on delivering a world class facility for South Australians.”

EMPLOYEES

500+ REVENUE

$1.85 billion PRODUCTS/ SERVICES Hansen Yuncken is one of Australia’s leading, privately owned construction companies at the forefront of change and innovation in the building industry. Founded in Victoria in 1918 by Lauritz Hansen and Otto Yuncken, the company has been in continual operation for over 90 years. Today, Hansen Yuncken has an annual turnover exceeding $1 billion.

Leighton Contractors is one of Australia’s most recognised and successful infrastructure companies. The company has more than 14,000 people delivering projects and providing services to the construction, industrial, energy, health, telecommunications and services sectors.

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Brickworks Ltd.:

A Study in Weathering Financial St through Innovation, Technology, C Service and Diversification

Starting in 1934, Brickworks Ltd. has since grown into a r public company and managed to innovate the building m industry for a greener environment.

Written by: Brett Ward

torms Customer

respected materials

B R I C K W O R K S LT D .

Gehry external facade.

B

rickmaking is one of Australia’s oldest industries, established within months of the arrival of the First Fleet at Sydney Cove in 1788. For the next 150 years brick manufacture was largely smallscale; hardly larger than the average cottage industry.

Brickworks Limited was formed in 1934, at the height of the Great Depression, by brick manufacturers who recognised the need for the industry to rationalise if it was to grow and prosper.

Rationalising facilitated the new business’s acquisition of stateowned State Brickworks in 1935, a 88

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purchase beyond the resources of any single manufacturer at the time.

This was the first of many such acquisitions and initiatives over the next 80 years that enabled Brickworks to become an Australian leader in the building products industry and a respected public company with a market capitalisation exceeding two billion dollars.

Diversification Despite its reputation and heritage, Brickworks Limited is a highly diversified company with operations in property, waste management and

CONSTRUCTION

a substantial investment portfolio which has helped the company weather the inevitable troughs of the building market.

However, its key focus remains building materials through Brickworks Building Products.

This division is responsible for the manufacture, marketing and sale of clay bricks and pavers, roof tiles, concrete masonry, precast concrete, facade panels and timber.

This includes such wellestablished and respected brands as Austral Bricks—a market leader since 1908 and still the group’s flagship brand—Bristile Roofing, Nubrik, Daniel Robertson and Auswest Timbers.

Brickworks Building Products is Australia’s sole national manufacturer of building materials with operations in all states and the ACT. Across the country, Brickworks has 1480 FTE employees in more than 50 manufacturing, sales and administration sites.

Growth Brickworks began as an amalgamation in 1934 and it has steadily grown by acquisition

since then. For its first 70 years, acquisitions were focused on the brick industry, culminating in 2003 with the purchase of major brick, masonry, paver and roof tile assets in Victoria, Queensland, South Australia, Western Australia and Tasmania. Two years later, Auswest Timbers was acquired with assets and manufacturing operations in Western Australia, Victoria and the ACT. In 2006, the company owned a single masonry plant and had no presence in the precast concrete market. In just a few short years, it has acquired manufacturing resources that enabled it to become number two in masonry and the dominant player in precast. This process is continuing.

Smarter Manufacture The company has also grown organically through keen marketing, meeting consumer needs, and containing costs through technological innovation. This began in the 1930s, with the merging of manufacturing facilities under the Austral Bricks umbrella, which continued into the 1950s and 60s

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SUPPLIER SUPPLIER PROFILE PROFILE

COMPANY NAME BRICKWORKS

PRODUCTS

BUILDING

Brickworks Building Products Part of the Brickworks Limited Group, Brickworks Building Products is one of Australia’s largest and most diverse building material manufacturers. Under the Brickworks Building Products umbrella are some of Australia’s best known building materials brands.

Our products include bricks, pavers, masonry blocks, retaining wall Employees: Xxxxx systems, precast concrete panels, concrete and terracotta roof tiles, Established: Xxxx timber products and specialised façade systems.

Industry: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx.

Services: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx.

With a broad product portfolio and manufacturing and sales facilities Ongoing Projects:Brickworks Xxxxxxxxxxxx xxxx xxxx xxx xxxxx across Australia, Building Products is xxxxx uniquely placed to service the demands of the building industry.

Management: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx Website: www.brickworksbuildingproducts.com.au/ Website: address goes here as the last entry

B R I C K W O R K S LT D . with innovations such as brick packaging, computer controls and the introduction of efficient, natural gas-fired tunnel kilns.

Over the past decade, Brickworks Building Products has conducted a concerted program of reduction in energy use and greenhouse gas emissions. On a large scale, this is evident in the Austral Bricks super-plant in Victoria, a state-ofthe-art operation that consumes an astonishing 65 percent less energy than a conventional brick plant.

On a micro level, all existing plants and processes have been subjected to incremental improvements such as the replacement of old-technology pneumatic, or hydraulic, drives with more efficient and reliable variable-speed electric drives.

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Water harvesting has also been introduced into a number of plants.

These, and other, initiatives were costly but have resulted in a remarkable reduction of 30 percent of greenhouse gas emissions since 2000.

Carbon-neutral Bricks An interesting and globally-unique initiative has been instituted at the Austral Bricks plant at Longford, Tasmania, just outside Launceston.

Kilns at this plant have long been fuelled by sawdust, a waste byproduct of the local timber industry.

Natural gas is only used to initiate the firing cycle.

This plant was subjected to a rigorous review, and update, that has allowed it to make carbonneutral bricks, certified under the

“Despite its reputation and heritage, Brickworks Limited is a highly diversified company with operations in property, waste management and a substantial investment portfolio which has helped the company weather the inevitable troughs of the building market.� – Brett Ward w w w. b r i c k w o r k s b u i l d i n g p r o d u c t s . c o m . a u

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Gehry external facade.

B R I C K W O R K S LT D .

Australian government’s National Carbon Offset Standard.

The use of sawdust, a lowemission biomass, as opposed to fossil fuels, has caused a dramatic reduction in the plant’s carbon dioxide emissions. These have diminished from an estimated 8000 tonnes per year for a conventional gas-fired plant to just 215 tonnes; about the same emitted by 12 average Australian households.

Meeting the National Carbon Offset Standard for a carbon-neutral certified product also required reducing emissions from ancillary operations such as raw material extraction, transport, water usage, packaging and waste and business operations including administration and delivery to the customer.

CONSTRUCTION

The relatively low remaining greenhouse gas emissions are offset by purchasing carbon credits that assist in local projects such as tree planting under the Forests Alive program.

Bricks from the Longford plant are marketed under the Austral Bricks and Daniel Robertson brands. Austral Bricks are also sold into export markets and Daniel Robertson premium-quality bricks are marketed across Australia.

Smarter Products Constantly improving product design is a key component of Brickworks Building Products’ ongoing success.

The company is constantly reengineering its existing products and designing new products to reduce

“The use of sawdust, a low-emission biomass, as opposed to fossil fuels, has caused a dramatic reduction in the plant’s carbon dioxide emissions. These have diminished from an estimated 8000 tonnes per year for a conventional gasfired plant to just 215 tonnes; about the same emitted by 12 average Australian households.”

– Brett Ward w w w. b r i c k w o r k s b u i l d i n g p r o d u c t s . c o m . a u

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B R I C K W O R K S LT D .

Gehry external facade.

excessive inputs, waste or high emission levels.

The use of non-virgin materials has also increased across the group. For example, Alphalite concrete masonry blocks use 85 percent recycled content. Other common additives include fly ash, bottom ash, furnace slag, crushed glass, coal slurry and coal shale.

However, even a seemingly simple change such as increasing the size of brick core holes to reduce the material component, requires considerable research and development to ensure the units retain their strength and 94

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consistency. Similarly, water-based glazes were developed to replace solvents on some Bristile concrete roof tiles.

Smarter Marketing Brickworks Building Products is in the exceptional position of being involved in its products from start to finish, from raw material extraction to product delivery.

This includes directly marketing and selling bricks, pavers, masonry and roof tiles, through a national network of retail outlets and design centres. Staff at these centres work with clients, be they owner-builders,

CONSTRUCTION

customers of building companies, or architects, to assist and refine their selections from the vast product range available.

More recently, design studios have been opened to cater to the growing architectural market. These are centrally located and staffed and equipped to allow architects and their clients to view the growing range of products designed for this sophisticated and fashionconscious market.

There are design studios in Sydney, Melbourne and Perth, with new centres opened recently in Adelaide, Brisbane and Hobart.

However, the all-important consumer market is not being overlooked, with new products being constantly developed to cater to the ever-evolving, and sometimes fickle, market requirements. Developments such as the 3D Visualiser enable consumers to select bricks, pavers and roof tiles and coordinate colours with trims, windows and rain goods.

The building industry is renowned for its volatility. In its 80-plus year history, Brickworks Limited has weathered the political, social and financial storms and grown through innovation, technology, customer service and diversification to reach the status of a well-respected public company valued by its investors.

Most importantly, it is acknowledged as a market leader by millions of Australians who live, play and work surrounded and sheltered by its vast array of products.

Company Information INDUSTRY

Construction HEADQUARTERS

Horsley Park NSW, Australia FOUNDED

1934 EMPLOYEES

10k+ REVENUE

$700 million PRODUCTS/ SERVICES Brickworks Limited began its tenure in Australia in 1934 at the height of the Great Depression. Since then, Brickworks has become a highly diversified company with operations in property, waste management and a substantial investment portfolio. The company’s key focus however, is on the manufacture, marketing and sale of clay bricks and pavers, roof tiles, concrete masonry, precast concrete, facade panels and timber.

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FROM GREY TO GREEN: Transforming Australia’s communities Romilly Madew, Chief Executive Officer Green Building Council of Australia

GREEN BUILDING COUNCIL OF AUSTRALIA

Curtin University

A

decade ago, Australia’s cityscapes were more grey than green. But a revolution, imperceptible to those outside the property and construction industry, was underway, and from the boardroom to the drawing board to the construction site, people were already thinking about how to meet the new sustainability benchmarks set by the Green Star rating system for buildings.

In a decade, Green Star has radically transformed the footprint of our cities – and today we have more than 830 building projects 144

April 2015

around Australia with Green Star ratings, and more every week.

Twenty three per cent of Australia’s CBD office space is Green Star certified. We have supported the delivery of more than 100 productive, healthy school and university buildings, 30 large-scale shopping centres, 25 industrial facilities, as well as apartments and libraries, convention centres, fire and train stations, hotels and hospitals, restaurants and retirement living villages.

The environmental benefits of this dramatic transformation of

AUSTRALIA

our built environment are selfevident. The Value of Green Star report shows that Green Star-rated buildings emit around a third of the greenhouse gas emissions and use the two thirds less electricity when compared with the average Australian building. Green Starrated buildings also use half the water of average buildings, and send a fraction of the waste to landfill.

But a city is more than simply a collection of buildings connected by roads and other hard infrastructure.

A city is more than bricks and mortar. A city is a collection of

people – and people require social as well as physical environments.

Building sustainable cities means creating employment opportunities and economic prosperity, supporting diverse and liveable suburbs that enhance people’s wellbeing, ensuring schools and hospitals are healthy places to learn or heal, and fostering the community’s connections with nature and culture.

This is where the Green Star – Communities rating tool comes in. Developed in collaboration with the industry, all tiers of government h t t p : / / w w w. g b c a . o r g . a u /

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GREEN BUILDING COUNCIL OF AUSTRALIA

Greater Curtin

and academia, Green Star – Communities is one of the world’s first independent, transparent, national schemes designed to assess and certify the sustainability of large-scale master-planned development projects.

Green Star – Communities benchmarks developments against 38 credits in categories of Liveability, Economic Prosperity, Environment, Design, Governance and Innovation – with a rating providing independent verification that a community development 146

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is environmentally, economically and socially sustainable.

We are currently working with dozens of projects – from small inner-city infill sites to large greenfield developments that will one day be home to hundreds of thousands of people.

The first project to achieve a rating was Brisbane Airport Corporation (BAC), for its 2,700 hectare site which will eventually house more than 50 commercial office, mixed use, retail and industrial buildings.

AUSTRALIA

BAC’s 4 Star Green Star rating represents ‘best practice’ for a master-planned development in Australia, and provides BAC with global recognition for its vision and commitment to sustainable development. What’s more, the people of Brisbane now have proof that their airport precinct is being planned and designed as an enduring, sustainable asset.

BAC has implemented a comprehensive stakeholder engagement strategy for the precinct, together with a plan for facilities, programs and events that promote cohesion and interaction between the people who use the precinct.

As Julieanne Alroe, BAC Chief Executive Officer and Managing Director, says: “This achievement gives us reassurance that we’re on the right track and further encourages us to do even more for sustainability so that Brisbane Airport is regarded as a world leader in this space.”

Curtin University achieved Australia’s first 5 Star Green Star – Communities rating, signifying ‘Australian Excellence’. Western

Australia’s largest university received the rating for its Master Plan, which will see its 114-hectare Bentley Campus developed into a ‘city of innovation’.

Curtin University ViceChancellor Professor Deborah Terry says the rating is an important endorsement of the University’s vision to transform its Bentley Campus through urban renewal and sustainable design.

“We are continually striving to be leaders in research and education and the 5 Star Green Star – Communities rating validates our ambitions to develop a vibrant urban centre, while achieving our vision to change the world through innovation and excellence. To be the first project in Australia to receive the rating is a significant achievement,” Professor Terry says.

The bottom line? The Green Building Council of Australia believes that everyone should have the opportunity to learn in a green school, work in a green office, or live in a green home. Green Star – Communities provides the pathways to create sustainable places for everyone. h t t p : / / w w w. g b c a . o r g . a u /

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