Construction Digital magazine - January 2017

Ja nu a r y 2017

THYSSENKRUPP Moving people with innovative transportation solutions

www.constructionglobal.com

Microsoft Hololens

making waves in industry

Reaching for the Sky

TOP10 TALLEST BUILDINGS IN MEXICO

MAKING A MONSTER HOW CORESITE ACHIEVED THE IMPOSSIBLE WITH ITS ENORMOUS SV7 DATA CENTER PROJECT

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EDITOR’S COMMENT

High-rise innovation HELLO AND WELCOME to the January edition of Construction Global.

The cover this month features Microsoft’s HoloLens, where Aviad Almagor, Director of the Mixed Reality Programme at Trimble discusses how the technology has proved advantageous to the construction industry and will transform construction sites in the future.

Also featured is ThyssenKrupp’s MULTI, rope-free elevator system. We visited the Innovation Centre in Gijon and spoke with General Manager Javier Sesma Sanchez and his views on how such a transformation in the elevator industry can provide long-term benefits, ensuring people continue to move and continue to travel efficiently in spite of growing populations.

Also included is our top 10 tallest buildings in Mexico. The country has seen a construction boom in the last decade, with an increased numbers of mixed-use tower’s dominating Mexico City and Monterrey, providing increased employment facilities and living accommodation within the regions.

We sincerely hope you enjoy the issue, and as always, please tweet your feedback to @ConstructionGL

Enjoy the issue!

Catherine Rowell Editor catherine.rowell@bizclikmedia.com 3

CONTENTS

F E AT U R E S

06 PROFILE

Thyssenkrupp: keeping people moving through innovative transportation solutions

TECHNOLOGY

16

Microsoft Hololens 4

January 2017

LIST

26

Top 10 tallest buildings in Mexico

Infomart Data Centers

C O M PA N Y PROFILES

USA & Canada

54

34

CoreSite

USA & Canada

DavidREED Huntington Hilton Project USA & Canada

84 74

PayneCrest USA & Canada

Prometal Metal Industries Factory L.L.C Middle East

94

106

PwC

Australia

5

PROFILE

Thyssenkrupp

keeping people moving through innovative transportation solutions W r i t t e n b y : C AT H E R I N E R O W E L L

EACH DAY THE humble elevator, unsuspectingly to most, moves approximately one billion passengers worldwide, moving more people than cars, and has become one of the safest forms of transportation in the world. However, the global population is continually increasing, and with that is the average height of high rise 6

January 2017

buildings. Cities are growing vertically, where high-rise buildings have grown from 300 metres to 600 metres, which has bought several challenges for transportation systems and growing infrastructures, where governments are under considerable pressures to find solutions which are cost-effective and sustainable with low energy costs.

Opening in 2007, thyssenkrupp’s Innovation Centre in Gijon, Spain has continually provided technological solutions for urban mobility. We visited the centre and spoke with Javier Sesma, General Manager at thyssenkrupp’s Elevator Innovation Centre, who discussed the importance of developing seamless transportation systems to make cities a better place to live

Approximately 70 percent of the world’s population will inhabit cities by 2050. Almost every day a city the size of Manhattan is being built to accommodate for this increased influx. At thyssenkrupp’s Innovation Centre, prototypes to move people more efficiently within new and current infrastructures

are researched, constructed and designed, and then trialled to ensure all innovations remain organic and compatible with current city builds.

Opening in 2007, the Centre has since obtained 56 patents worldwide and has become the only establishment in Spain to gain certification for a number of integrated 7

PROFILE quality management systems: ISO 90001, ISO 9001:2000, ISO 9001, ISO 14006, and OHSAS 18001.

The research and development centre is situated within a large historic building spanning several floors, incorporating a number of sophisticated technologies, highlighting that thyssenkrupp is continually ahead of the game with world-class engineers at the helm. The site also encompasses a number of laboratories and a Real Scale Prototype Lab, built behind the main centre, where the company is able to test concepts and prototypes at Real Scale.

mobility and a certain quality of life. The company has provided a number of new innovations, and has thus become one of the smartest companies in the world.

Thyssenkrupp acknowledges that although the habits of the world population are continually changing, individuals wish to retain 8

January 2017

MULTI In 2003 thyssenkrupp elevator invented the TWIN tow cabins within one shaft, revolutionizing the elevator industry and reducing energy and transportation time. The company

KEEPING PEOPLE MOVING THROUGH INNOVATIVE TRANSPORTATION SOLUTIONS

has since expanded on this concept with the long-awaited MULTI, which General Manager Javier Sesma has described as “the first ropeless, cableless, multi-cabin; multi-direction, scalable and unilateral transportation system, the first in the world.” He adds succinctly: “In one sentence, MULTI is like a metro in vertical.” The system breaks away from a 160-year tradition of rope-driven elevators, in which the MULTI is able to increase traditional

passenger shaft capacity by 50 percent. “Without ropes, they can be built without any limits in height shape or type of mobility, enabling architects to build taller, more daring structures,” adds Sesma. “If we are able to take out the rope, we can fit in more cabins, reduce transportation time and move people into different directions.”

The MULTI would prove advantageous for high-rise buildings, as with most modern skyscrapers, 9

PROFILE 50 percent of build plans are taken up by elevator shafts, which has proven to be an inefficient use of space, with shafts traditionally housing a singular cabin. With the removal of ropes, more cabins can be placed in the same shaft, and are propelled through the use of linear motors and magnetic levitation technology.

With regards to passenger safety, Sesma is passionate that the MULTI will be even more advantageous than traditional elevator systems. He explains: “In any line of the shaft, there is a linear motor which is propelling the cabin. If there is an emergency, we can close parts of the shaft. Because it is multidirectional, we can reroute the cabins, even if there is loss of power.

“If we need to rescue people in any elevator, what we are doing is lowering or taking the cabin to the closest floor possible. In the case of MULTI, it is exactly the same. The linear motor is not just acting in one direction; it not only propels but can also be used as a brake. If you think of the metro; if there is a fault, the rest of the metro keeps running.”

With the MULTI’s unique design, a cabin will be available every 15-20 seconds, with four cabins placed 10

January 2017

in every shaft, allowing for an increased number of passengers to be transported at any one time.

“In the psychology of elevator transportation, it is about waiting times - not moving times,” reflects Sesma. “It is also about managing that waiting time. What MULTI is giving us is first of all is the possibility to cater for increased traffic through having more cabins, which then gives full flexibility in building while reducing the floor space needed for elevator shafts by 50 percent.”

Concerns surrounding bottlenecks in the elevator shafts have been eradicated through the use of inbuilt exchangers, enabling the cabins to move freely from one shaft to another.

“Once we have multi-cabins which can go multi-directional, the system starts to be scalable due to the combination of these two elements,” adds Sesma, allowing architects to design cities differently, alongside new buildings and the development of new and existing infrastructures.

The MULTI has been constructed to be fully modular, allowing various elements to be replaced with minimal downtime and increased accessibility for engineers. By increasingly

KEEPING PEOPLE MOVING THROUGH INNOVATIVE TRANSPORTATION SOLUTIONS

creating various transportation solutions to support both current and future transportation systems, inventions such as the MULTI could be utilised within metro systems to keep people moving, such as the London Underground where an increased number of commuters could be bought to the surface through the technology with increased accessibility. “When we started to talk about MULTI, we were always thinking vertical,” Sesma says. “We were always thinking that when we present MULTI into the market and the technology, people will start to think in a lot of different applications.”

MAX and HoloLens: Smart and connected By utilizing MAX Technology, connected to Azure, Microsoft’s Cloud, technicians will be able to predict an accident or malfunction before it occurs through capturing operational data from the elevator, such as the position of travel, the opening and closing of doors and technical error data.

Sesma explains: “Our commitment is to have in the next 18 months, 20 percent of our maintenance base in 11

PROFILE

12

January 2017

KEEPING PEOPLE MOVING THROUGH INNOVATIVE TRANSPORTATION SOLUTIONS

USA, Spain and Germany connected to the cloud. In that regard, 50 people from Microsoft and thyssenkrupp are working on data analytics, Internet of Things and are working on data on the elevators, putting it into a useful format for the technicians.”

Thyssenkrupp is currently utilizing MAX Technology in three main markets - the US, Spain and Germany. The US is currently connecting 600 elevators per day to the cloud. Sesma comments: “We’re going to make sure that when we go to the site, we know what is the most likely route of that issue to be able to fix it. With MAX, the technician will have the knowledge or the relevant parts in order to fix parts of the elevator.”

Thyssenkrupp is also incorporating Microsoft HoloLens technology, which will bring this intelligence to the eyes and ear of the technicians at any site when needed, supporting engineers to visualise and identify any issues. By enabling workers to map their environments and bring different elements into the real world to undertake essential work, the holographic computer has reduced remote support maintenance tasks

from two hours to 20 minutes.

Engineers are able to visualize in real world, holographic models of the elevator. Using voice recognition, they can resize, rotate or expand elevator subsystems to get a closer look and see which parts are in need of repair.

The HoloLens will also allow engineers to gain vital support from any other Subject Matter expert around the world through the use of Holo-Skype, where engineers can call any of the 24,000 technicians to get online support and visually show them parts which need to be restored, even allowing engineers to order correct parts to the manufacturing centre. Sesma concludes by acknowledging that “the technicians are the key of our business and the face and ambassador for our customers.

With MAX and HoloLens, we will empower our technicians, our engineers and our sales managers in the world of Digitization. Our commitment is to reduce the downtime of elevators by 50 percent.”

HoloLens offers additional possibilities, particularly bringing innovation to several markets. Sesma adds: “Could you imagine, we could 13

PROFILE co-create with our customers, harvesting the most interesting features by sharing the same virtual assets. Imagine if this experience was easy, repeatable and also fun?”

In such a fast-paced world, breakdowns in transportation can create significant stress - the number of elevators out of service worldwide is around 190 million hours. Sesma explains: “Our focus is to reduce the amount of time elevators are out of service by 50 percent and we can do that by giving our technicians intelligence and empowerment.”

ACCEL and iwalk Alongside these new innovations, we also saw two thyssenkrupp solutions that have become staples at airports around the world. ACCEL is an accelerated moving walkway, connecting metros, airports and multimodal systems, reducing congestion and increasing access, moving over 7,000 passengers per hour. The technology is a cost-effective alternative to the construction of new underground transport networks. ACCEL and MULTI for metros are currently at the discussion stage with the 14

January 2017

designers and consultants for Transport of London in order to bring these technologies into fruition.

In addition, thyssenkrupp’s moving walk, the iwalk, is a flat moving system, constructed with 30 percent less weight to appeal for future constructions and is a cost-effective alternative and has been built wider to encompass wheelchairs, trolleys and an increased number of passengers.

Thyssenkrupp’s main aim is to continually keep people moving and become an integrator of transportation systems. The company has a clear focus on future concepts and designs to ensure quality of life is maintained.

Instead of viewing the current issues with transportation infrastructures, thyssenkrupp focuses solely on solutions.

With the challenge to maximize existing demand of public infrastructures, thyssenkrupp will continue to test future prototypes, create various designs and ensure the world is able to move freely, providing long-term advantages within larger cities and throughout the world.

KEEPING PEOPLE MOVING THROUGH INNOVATIVE TRANSPORTATION SOLUTIONS

15

TECHNOLOGY

Microsoft HoloLens making waves within the construction industry

Since its release, the Microsoft HoloLens has been utilised within several industries, from medical research, construction and design, to space research. We spoke with Aviad Almagor, Director of the Mixed Reality Programme at Trimble, who discusses how the HoloLens has proven advantageous to the construction industry W r i t t e n b y : C AT H E R I N E R O W E L L

TECHNOLOGY

MICROSOFT HOLOLENS IS the world’s first fully self-contained holographic computer, running Windows 10. While we’ve made incredible advances in the way in which we interact with computers, we are still constrained by the need to conform to the ways computers recognize our commands through mouse clicks or by touching a screen.

Using holograms, the user can pin their digital content, such as 18

January 2017

apps, information, and even multidimensional videos, in the physical space around you, so you can interact with them in the same ways that you interact with other physical objects. It’s a great example of mixed reality – the ability to blend holograms into the real world.

The technology is completely self-contained, meaning there is no need for wires, phones, or a connection to a PC. HoloLens allows

MICROSOFT HOLOLENS

the user to pin holograms in their physical environment and provides a new way to see the world.

A hologram is an object like any other object in the real world with only one difference: instead of being made of physical matter, a hologram is made entirely of light. The holograms seen with Microsoft HoloLens can appear life-like and can move, be shaped, and change according to interaction with users or the physical

environment in which they are visible.

HoloLens in construction Aviad Almagor is Director of the Mixed Reality Programme at Trimble, providers of technology to the construction industry.

Here are his thoughts on how HoloLens can transform construction sites in the future: Mixed Reality technology such as Microsoft HoloLens and Trimble’s 19

TECHNOLOGY

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January 2017

MICROSOFT HOLOLENS

Mixed Reality applications blends real world objects with digital content, interactively, and in real time. It helps users efficiently interpret physical and digital information, and the spatial relations between them.

Unlike Virtual reality - in which the user is fully immersed in a digital world, disconnected and isolated from the surrounding - mixed reality is anchored to the physical space.

This allows keeping the user engaged while enriching the environment with related digital content.

There are three main aspects of mixed reality which provide clear advantage for construction workers: i) Real 3D Visualization The Architecture, Engineering and Construction industry (AEC) is spatial by definition. The last few years’ transition from 2D documents to 3D models was a natural evolution, which improved team communication and coordination. 3D models are common today, but still, interacting with volumetric data behind a 2D screen is extremely limited. Mixed Reality and holographic technology bring the models out of the screen and provide users the ability to engage

and interact with design data more intuitively. Moreover, unleashing the 3D model democratizes the data by offering a natural way to experience and understand the design. While years of education and practice might train architects to visualize their designs in 3D, other stakeholders have a hard time deciphering them.

By using Mixed Reality, stakeholders can walk around and explore the design in real 3D without the need for an expert to guide them and dictate their point of view. The freedom to move along the Reality Virtuality Continuum is an additional advantage of Mixed Reality, with a major impact on the efficiency along the design-build-operate workflow. For some decisions or specific tasks, a real “unmodelled” world is required as visual input.

For other tasks, a mixed reality – a “world partially modelled” – or even a completely immersive Virtual Reality mode is ideal. With Mixed Reality, the user controls the “mix” and adjusts it according to his task requirements.

Mixed Reality and holographic technology also improves remote collaboration. The ability to share 3D holograms with remote stakeholders, 21

TECHNOLOGY including participants’ position and gaze, improves communication and collaboration efficiency. ii) Seamless Translation In every construction project, there is a decisive process, in which design is transformed into reality, abstract ideas are translated into physical objects. As almost every project is unique, site-specific and labour-based, intensive and accurate “translation” of the design information is required. The current translation process of turning design documents into reality is a constant struggle. It is a complex cognitive process in which wrong interpretation of data often leads to costly errors, quality issues and rework.

Digital 3D models reduce the level of abstraction and help clarify the design intent, but still, at the execution stage, there is a clear boundary between documentation and the real world. Mixed Reality technology blurs this line. With Mixed Reality, the information is superimposed on the physical environment. This minimises the need for translation and reduces subjective interpretation.

The user visualises the design in 22

January 2017

context, and can better understand, interact with and execute the required actions in real time. The immediate visual feedback also supports a more effective production control process. Overlaying design on as-build structures reveals any deviation and provides immediate feedback. iii) Extending the Digital Thread Integration of business workflows and improved communication are clear goals in today’s AEC industry. The silo structure and the need to re-create data, when moving from one stage to the other, are still sources for major inefficiencies. Project delivery methods like IPD and technology changes such as Building Information Modelling (BIM) support this trend and have proven to positively impact project quality, cost and schedule. Mixed Reality technology supports integration and collaboration along three main axes: The Project Stage Axis: Design to Build (and Operate): Moving along this axis, Mixed Reality brings 3D data to life and puts information in the user’s hands without the need to change or adjust the data format.

A sign-off BIM model can be projected in context to guide

MICROSOFT HOLOLENS

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TECHNOLOGY

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January 2017

MICROSOFT HOLOLENS

construction teams on-site, and later, by facility management teams when evaluating required changes or maintenance work.

The Digital to Physical Axis: Holographic display is not limited to 3D models. In fact, using Microsoft HoloLens, multi-layered datasets can be overlaid as holograms on the real world. A partial list includes 2D documents, energy analysis, light simulation, acoustics, layout data and equipment metadata. The ability to integrate digital and physical content and present data in context improves communication and leverages confidence in decision-making.

Office to Field Axis: Design to Build, Build to Design Sharing up-to-date design data with on-site teams is crucial in the dynamic construction environment.

Using Mixed Reality technology, construction, teams benefit from access to geo-located, context-based data, which can be projected and anchored to the physical environment around them. The ability to map the as-built physical environment supports communication from the field to the office and completes the Build to Design – Design to Build loop.

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TOP 10 TALLEST

BUILDINGS IN

MEXICO W r i t t e n b y : C AT H E R I N E R O W E L L

TOP 10

MEXICO HAS SEEN a steep rise in the construction of tall buildings within the last decade as a result of significant investment which has been placed within Latin America.

Large corporations have expanded their operations to the metropolis, alongside the development of current and existing infrastructures and cultural establishments to accommodate for an ever-increasing number of tourists who visit the country.

We take a look at our top 10 tallest buildings, which have provided sustainable benefits to the regions in which they are situated

10 TORRE REFORMA LATINO: MEXICO CITY Gaining LEED Platinum upon completion in 2014 is the Torre Reforma Latino, a mixed-use tower containing 47 floors, providing office and retail space within a column free design. The build provides stunning views of the city, at the centre of the financial district, alongside embedded energy efficiency systems, obtaining LEED Silver certification.

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Originally opening in 1970s, the World Trade Center (WTC) underwent extensive renovation in the 1990s to incorporate a number of technologies and services. With close rail links, the build now houses an office and convention centre spanning 50 storeys, reaching heights of 587ft.

The WTC is also home to cultural and entertainment areas, such as a cinema and theatre, restaurant a retail center. Similar to other skyscrapers in the region, the tower also incorporates intelligent systems to detect seismic activity, but also control lighting and equipment to ensure human safety.

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WORLD TRADE CENTER: MEXICO CITY

T O P 1 0 TA L L E S T B U I L D I N G S I N M E X I C O

08 TORRE ALTUS: MEXICO CITY Built with reinforced concrete, glass and aluminium, the Torre Altus in Mexico City was also one of the first initial green buildings in the area, with sophisticated technologies throughout its structure. Designed by architect Augusto Alvarez, the tower has survived several strong earthquakes through a number of reinforcements, spanning 640ft.

The building contains 45 floors, of which seven are below ground level, housing over 40 apartments.

A Building Management System has been incorporated to ensure the safety of residents, in addition to several sports and leisure facilities which are accessible for residents.

Situated in Monterrey lies the PabellĂłn M, a mixed-use skyscraper incorporates a multitude of facilities, from a hotel containing over 170 rooms, leisure facilities and auditorium, which can accommodate over 4,000 citizens.

Designed by architect AgustĂ­n Landa, the skyscraper reaches heights of 214 metres and also contains over 10 restaurants, a number of retail facilities, convention center, but also incorporates 30,000m2 of office space, embedded within 27 floors.

Similar to other skyscrapers, the eradication of internal columns has created a sense of space. The auditorium incorporates a mechanical lifting system and an array of sophisticated technologies to become one of the most iconic cultural venues. Built by engineer Salomon Marcuschamer alongside architect Landa, the auditorium is utilised for plays, concerts and cultural events.

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PABELLĂ“N M: MONTERREY

TORRE EJECUTIVA PEMEX: MEXICO CITY One of the older skyscrapers built within Mexico, the Torre Ejecutiva Pemex, has withstood earthquakes due to its ingenious design, encompassing shock absorbers to minimise displacement, with an embedded x-braced structure, reaching heights of 214 metres.

Named after the state-owned Petroleum company, the building was designed by architect Pedro Moctezuma Diaz Infante alongside developer Robledo Construcciones e Instalaciones S.A de C.V, the build now is home to over 7,000 employees, situated over 53 floors, and has become an iconic landmark within Mexico City.

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Situated in Guadalajara, the Hotel Riu Plaza Guadalajara has become one of the largest hotel resorts in the region at 705ft. Built at a total cost of $110 million, the concrete, steel and glass build opened in 2011, and contains over 40 floors, with over 550 rooms, communal and restaurant areas spread over 88,000sq ft.

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HOTEL RIU PLAZA GUADALAJARA: GUADALAJARA

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TORRE MAYOR: MEXICO CITY

Designed by Adam Associates Architects, Zeidler Partnership Architects and IDEA Asociados de los Estados Unidos Mexicanos, the Torre Mayor took approximately four years to build, completing in 2003 and achieved LEED certification, reaching heights of 225 metres.

Constructed by Reichmann International, the reinforced concrete and steel build has embedded several features to counteract seismic activity, with the implementation of seismic dampers, ensuring the build can survive earthquakes measuring up to 8.5 in the Richter scale.

An embedded Building Management System has also been implemented, allowing elevators to detect any movement and cease at the nearest floor in an emergency, increasing passenger safety.

Constructed with luxury materials, such as marble and granite for communal areas, the modern design also houses over 20,000m2 of glass, creating a sophisticated design and world-class technologies.

TORRE BBVA BANCOMER: MEXICO CITY

03

Situated in Mexico City, the Torre BBVA Bancomer skyscraper has been designed and constructed by LegoRogers, a partnership between LegoRogers + Legorreta and Rogers Stirk Harbour and Partners at a total cost of $655 billion. Achieving gold LEED energy standard, the build is now home to BBVA Bancomer, Mexico’s largest bank, housing approximately 4,500 staff.

Reaching heights of 235 metres and encompassing 50 storeys, the skyscraper has a triple height lobby, with separate access for senior level executives. Sky gardens provide sufficient relaxation areas, which can be accessed through glass elevators, leading to a sky lobby which provide full views of Chapultepec Park and the city.

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TOP 10

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02 TORRE REFORMA: MEXICO CITY Reaching heights of over 800ft, the Torre Reforma skyscraper has become one of the tallest buildings in Mexico, encompassing over 50 floors accommodating both retail and office space over 60,000m2.

Designed by Mexican architect Benjamin Romano at LBR & A Architects, the reinforced concrete build is not supported by columns, creating an internal open space, but has also been built to withstand seismic activity.

The $100 million construction has gained LEED Platinum due to its focus on sustainability, with over 80 percent of local materials also utilised within the construction.

Incorporating entertainment, retail outlets, restaurants and fitness facilities, the skyscraper also contains a carpark for over a thousand vehicles.

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T O P 1 0 TA L L E S T B U I L D I N G S I N M E X I C O

TORRE KOI: SAN PEDRO GARZA GARCIA Currently under construction, the Torre KOI will become the tallest building in the region once completed, spanning a total height of 918ft. Reaching 69 storeys, the construction has been designed by V&FO Arquitectos and Stark+Ortiz, with engineering work from Thornton Tomasetti and contractor Internacional de Inversiones. Upon completion in 2017, the mixed-use tower will incorporate a hotel, office space and luxury apartments. Like many tall buildings in the region, the building will aim to achieve LEED Silver certification.

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01

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MAKING A

MONSTER Jay DiMaggio, Director of Real Estate and Construction at CoreSite, proudly describes the development of the company’s incredible SV7 project and what it means for the industry

Written by Nell Walker Produced by Tom Venturo

CORESITE

C

oreSite Realty Corporation has enjoyed an incredible rise to national prominence since its conception in 2001. A carrier-neutral data center provider, it operates 19 such centers in eight metropolitan areas across the US, creating a service for over 1000 customers of every size and value. Jay DiMaggio is the Director of Real Estate and Construction at CoreSite, and became involved in the industry because, after training to become an architect, he quickly discovered that – in his own words – he wasn’t cut out for it.

“I realized I was a very bad architect,” DiMaggio wryly says.

“But I love architecture, and this way, I get to work with really great architects and engineers. I was with the Walt Disney Company for 12 years and wanted a change, then became involved with Carlyle Realty Group West who, in 2009, changed the company’s name to CoreSite. In 2003 we were all of a sudden building data centers! The rest is history and a great history it has been. I’ve been with CoreSite for 15 years, almost

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January 2017

from its beginning, but I never had a long-term vision. Carlyle Realty Group West was not really a data center developer or operator back then, but very quickly morphed into a very profitable investment. Today I am still amazed as to how the company began but as I look back the recipe is pretty simple. Take a lot of smart, hardworking and creative people, who care, and success is imminent.

“My role has always been on the real estate development side of the business, so I support the projects from inception to completion. I have been involved with all five buildings on the CoreSite Santa Clara campus, with the last one being the SV7 building - which is a monster.”

The monster CoreSite’s monster is unique. The SV7 data center in Santa Clara is a large building on a small piece of land, and in DiMaggio’s words, was “very, very difficult to build”. SV7 is a 248,000 square foot building on 118,000 square feet of land, stretching upwards four stories, which

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Strategic Partner You Can Count On

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PJK Consulting Engineering designed, speciďŹ ed and developed all the electrical infrastructure supporting the data centers on all oors at CoreSite SV7.

Construction was planned and coordinated with teams of electrical constructors, general contractors and switchgear manufacturers so that the very tight schedules were met. We worked very closely with the CoreSite engineering and facilities team to implement a practical system which is concurrently maintainable.

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prompted an exceptionally aggressive construction schedule. The work was finished in an astonishing sevenand-a-half months, but officially the Temporary Certificate of Occupancy – or TCO, the paperwork signed by a building official when all life safety construction items are completed – was awarded at the nine month mark.

“There were tremendous challenges in building this large of a building this fast,” DiMaggio says. “Challenges from the city and local jurisdictions as well as the tight constraints on the site. We had over 400 workers onsite for the majority of the project which required a full time shuttle service driving workers to and from an offsite parking lot we rented. Ensuring we had street access and encroachment permits proved to be difficult as well, but the City of Santa Clara and Silicon Valley Power fully supported the SV7 project as they had on the previous four buildings. Ultimately the success of SV7 came down to the CoreSite Leadership and our incredible staff who were fully committed to and supported the project. Also, without question we had the best Project

Jay DiMaggio Director of Real Estate and Construction

“THERE WERE TREMENDOUS CHALLENGES in building this large of a building this fast” – Jay DiMaggio, Director of Real Estate and Construction

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Team I have had the opportunity to work with in my 30 years developing projects. We were fortunate to hire all “A” players on this project otherwise SV7 would not be the success that it is.

It turned out that finding the right people was no mean feat.

The schedule dictated seven day work weeks, meaning that subcontractors were dedicating entire workforces to CoreSite and there was little-to-no downtime.

“For the past 2.5 years, the workforce in the Bay Area has been scarce due to a significant number of large developments all under construction at the same time. We had to bring in skilled labor from all over the US in order to execute the project,” DiMaggio explains. “We had people flying all the way from Maine and Georgia to work on the project. Seriously, we had workers from at least ½ of the 50 United States. Our subcontractors did an amazing job working out the logistics of getting people to our project.

Again and again, the Project Team we ended up with enough, including the leadership at CoreSite, which is

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the foundation. At least 70 percent of the company touched this project in some way, shape, or form.”

Building up CoreSite made it a point to not build single-storey data centers in Santa Clara, instead challenging itself and maximizing space. As DiMaggio says, building one-storey buildings means losing all the land above the first storey, so SV7 required working with steel companies which specialized in very rigid materials systems fabricated and erected

quickly. The structural steel frame (1,700 pieces) of SV7 was erected in just 14 days, an unprecedented speed for any construction project.

“That’s an insane amount of steel to go up; four storeys in that large a building in 14 days, but we had to figure out the quickest and most cost-effective way to do this if we were going to create multi-storey data centers and minimize the schedule.”

DiMaggio has partners like these steel manufacturers to thank for the incredible organization required in this type of project. The partnerships

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CORESITE

USA

needed to be strategic, as CoreSite would be entirely reliant on them all playing an integral part. A large element of this was believing in the vision, which DiMaggio admits was not necessarily forthcoming for all.

“We sat down with every partner whilst putting the project together, and discussed what they would deliver within the timeframe and what we could do to shorten the timeframe. Almost all of them stepped away saying ‘there’s absolutely no way this can be done’ – which was exactly the response I expected.

“I told our then-CEO, Tom Ray, I just need to work harder to convince them!

So a lot of conference calls turned into a lot of meetings, putting our partners in a room together and saying ‘this is what we need to do, I just need your help to figure out how’. Slowly but surely, everyone bought into the idea.

What is even more gratifying is that just a few weeks ago, I got all of them together in a room and asked what they thought of the finished project: they all said ‘we could have done it faster, knowing what we all know now’.

No one has designed, engineered and

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constructed a data center building of this size this quickly, and now, we could do it better, cheaper and faster.”

Reaping the rewards For all involved, the hard work paid off – but for DiMaggio, it was particularly rewarding to be proven correct that SV7 could be done. He ensured that all of the partners knew how valued they were by CoreSite, and that their dedication, commitment, and tireless input was key to the success

of the project. The majority of the workforce involved in the construction of SV7 had worked with data centers for many years previously, proving that their initial reluctance to get involved was not borne out of inexperience, and makes it even more impressive that each of them left so content with the role they played.

“I came out of this saying ‘it will be a long time before I do something like this again’,” says DiMaggio. “That’s not to say I wouldn’t do it, but I wanted

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to get the Teams reaction – which was ‘let’s do another’. The reality is, they are the success of the project.

If they say it can be done, it can be done. We’d never built a project with this kind of schedule before; our SV4 building went up in around six months, but the interiors were not fully built out. SV7 was entirely finished in such a short time. It was a tough nine months; it was crazy, but worth it.”

Some element of the project’s success can be attributed to DiMaggio’s unwavering resilience that drove him to keep convincing and pushing CoreSite’s partners until they saw SV7’s true potential. Considering almost all of them believed it could not be done, and each of them not only threw themselves into it, but then came away wanting to do it again – and better – DiMaggio’s positivity and influence clearly made a firm and lasting impact.

“One of the things I learned many, many years ago was to listen to people,” he explains. “Truly listen to what they’re saying, and don’t try to push them beforehand.

When listened to, people become

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invested and ultimately want to make sure that the goal is achieved and everyone is successful. We had a lot of “counselling” sessions over the course of the project – which I needed as much as anyone. I had to walk into a room full of partners with a lot of confidence so that I could say ‘look, I’m here with you shoulder-toshoulder. Tell me what I can do and how I can help’. I wanted to make sure they knew they had my support.

“But this isn’t about me,” DiMaggio

is keen to stress, with sincere modesty. “Really, every one of those subcontractors, architects, engineers and CoreSite staff – the job they did was just phenomenal. This is all about SV7 and the people who made it happen. It’s monumental.

There’s no other data center like it. At some point there will be, but right now its one-of-a-kind.”

For CoreSite, the focus is new development, specifically on the east coast (which is not within

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DiMaggio’s remit). Development is also occurring within the company’s data centers in Los Angeles, and in Silicon Valley it is actively seeking out new opportunities. “Our acquisition folks are extremely busy all over the place. We’ve got our sights set on some big opportunities.”

DiMaggio has no qualms referring to SV7 as “the best, most monumental project I’ve had the opportunity to work on”. While he is delighted with every project he has been a part of over the past 30 years, he is most proud of this one because it required so much planning, preparation, and innovation, and then went so incredibly

well, leaving partners, customers, and CoreSite itself equally satisfied.

“It is incredibly humbling, hearing our partners say they’d love to do this again,” DiMaggio concludes with a smile in his voice. “CoreSite’s a great company with an even greater culture.

It really is. The culture, the leadership, and the people – it’s a wonderful company to work for and people I have been fortunate to work with. I wouldn’t have stuck around for 15 years – half of my career – if it wasn’t. I planned to come in and work here for one or two years, but I have no regrets. It’s been an amazing opportunity.”

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OF COLOCATION

Written by Leila Hawkins Produced by Tom Venturo

I N F O M A R T D ATA C E N T E R S

The rapid growth of outsourcing data storage requirements has fuelled a now burgeoning industry in the USA, with Infomart taking full advantage and offering best-in-class services

D

ata is big business. Information is arguably one of the most valuable business commodities in the world today. As the internet scales, and volumes of data exponentially rise, cloud computing is now the industry standard for running vital business operations.

Instead of developing their own data suites, for many businesses it makes more sense to outsource these services to a data center provider and host applications on the cloud. These colocation centers - aptly named because they host different companies under one roof - perfectly cater to their needs, providing the critical infrastructure necessary to power and cool the IT equipment. In addition, colocation providers distinguish themselves by the availability of abundant ultrafast connectivity security, and best

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in class operational procedures.

In additional to all of these things, Infomart delivers economies of scale, and expertise that are difficult for some companies to achieve.

Back in 2000 when the notion of a colocation data center was a faint flicker on the horizon, Infomart Dallas secured its first data center tenant – a now-prominent retail colocation provider. One of the first colocation providers in the market, Infomart remains a leader to this day, as the Dallas center alone is home to more than 110 technology and telecommunications companies, including several of the top five cloud providers in the U.S. Currently, Infomart has four sites covering key U.S. markets in California, Texas, Oregon and Virginia. Each is very successful - award-winning in fact.

Paul Vaccaro is the Senior

TECHNOLOGY

Currently Infomart has four sites covering key U.S. markets in CALIFORNIA,

TEXAS, OREGON AND VIRGINIA – Paul Vaccaro, senior vice president of operations and engineering

Vice President of Operations and Engineering. He oversees the standards of technology and product selection across all the sites, and the entire portfolio of development and construction projects. He is also in charge of managing the operations team along with the contractors hired for each project, who tend to number around 35. As he says himself, “At times it is a daunting responsibility.”

infomartdatacenters.com

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Paul Vaccaro SVP of Operations & Engineering

Paul Vaccaro is the Senior Vice President of Operations and Engineering for Infomart Data Centers. He is a 30 year IT Professional, and has spent the past 10 years working in the Mission Critical Facilities and Data Center Industry as an Enterprise Operator, and Data Center Engineer.

Vaccaro’s previous role was working for Intel Corporation, where he managed Data Center Operation activities around the globe. Vaccaro has co-authored several white papers on important industry topics such as: 1,100 wpsf High Density Data Center Design, High Efficiency Data Center Design and Retrofits Best Practices, Data Center Infrastructure Management Best Practices, and Data Center Site Selection Criteria. Vaccaro supported Intel’s internal customer groups from Silicon Design, Manufacturing, and Enterprise IT on cost and energy efficient requirements, facility design, deployment, and sustaining operations of Intel’s global data centers. He has extensive experience traveling both nationally and internationally, speaking at conferences, and supporting Data Center Best practices engagements for top multi-national corporations.

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Vertiv, formerly the Network Power business of Emerson, brings together the most trusted and experienced names in critical infrastructure. We were first to protect mainframes with precision cooling systems. We were the first to introduce an integrated enclosure system to distributed networks. We helped some of the largest names in the industry bring new capacity online faster and at a lower cost when search and social media required it.

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I N F O M A R T D ATA C E N T E R S

John Sheputis President

Sheputis has a proven track record of building successful IT infrastructure firms.

Prior to Infomart Data Centers (formerly Fortune Data Centers), John has founded and managed several Silicon Valley ventures, most of which specialized in large-scale infrastructure management and hosting of global applications. From 1999 through 2003, he was COO and Co-Founder of Totality (now a unit of Verizon Business), which helped launch and manage over 100 Internet applications for some of the nation’s most trusted and well respected firms. John also held senior management positions at Solidcore (sold to MacAfee [MFE] in 2009), BeVocal (Sold to Nuance [NUAN] in 2007), Enron, Gemini Consulting, and Accenture. John has a BS in Electrical and Computer Engineering from the University of Texas at Austin, and MBA from Northwestern’s Kellogg School.

After spending over 20 years in management at one of the world’s most recognizable PC companies, Intel, Vaccaro switched to this leadership role at Infomart because he was ready for a change. It was an exciting opportunity for him to jump into the co-location industry, albeit one that matched his skills and experience.

“It’s just a great opportunity to learn a new industry, but continue in the path of my first job out of college, which was in a Data Centers,” he says.

Strategic landscape Each of the centers is strategically located to make the best use of the surrounding resources. California’s San Jose facility for instance is deep in Silicon Valley, the world’s premier spot for high-tech corporations.

Portland’s Hillsboro site is stateof-the-art, and a Direct Access (DA) agreement with the Portland General Electric (PGE) means they can choose their energy suppliers in that market, and that power will be delivered through PGE’s grid. Moreover, a Power Purchase Agreement (PPA) with Noble

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Americas Energy Solutions enables in Dallas successfully delivers 21st Infomart to purchase electricity century services in terms of power, sourced from Pacific Northwestcooling and network connectivity based federal power agency despite being modelled on a 19th Bonneville Power Administration century British design - that of the (BPA), which is among the largest original Crystal Palace in Hyde Park, suppliers of hydroelectric built in 1851. It actually power in the U.S. and has the fifth-most boasts one of the connected network lowest carbon of any building footprints in in the U.S. the country.

The striking Infomart glass design Ashburn is boasts an located in the impressive 1.7 top data center million square – Paul Vaccaro, market in the feet set over Senior Vice President U.S., a hotbed seven stories, of Operations for cloud and and immediately and Engineering connectivity services, stands out from the and while it may be the other constructions in company’s newest location, it has downtown Dallas. “Everybody tremendously good form. Previously knows Infomart Dallas because of its owned by AOL, it sits in the Dulles architecture, but not a lot of people Technology Corridor’s ‘Data understand it’s actually inspired by Center Alley’, so, unsurprisingly, the Crystal Palace,” Vaccaro adds. it’s one of the most connected properties on the East Coast.

Standout Infomart’s flagship data center Competition in the data industry

“Infomart has the edge over its rivals because it has several unique approaches to its business”

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63

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has been fierce in recent years.

But Infomart has the edge over its rivals because it has several unique approaches to its business. “It’s our ability to consistently execute and deliver, plus being a very sustainable company,” Vaccaro explains.

Sustainability is at the very core of everything Infomart does. Droughts hit California hard every year, and data centers traditionally use substantial amounts of water to cool down their servers. So, Infomart’s San Jose plant uses ‘greywater’ recycled from wastewater. Hillsboro has an award from the Energy Trust of Oregon for their ground-breaking watercooling system and commitment to using renewable energy.

Of equal importance is Infomart’s expertise and how closely the team partners with the clients. They have working sessions ahead of each project to make sure they come up with the fastest, most specific solution that’s custom-built start to finish. “It’s very important that Infomart is the advocate and expert on our customers’ business and

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Bruce MacLean CFO

MacLean has over 20 years of experience in the real estate/financial industry. Prior to Infomart Data Centers (Formerly Fortune Data Centers), he was the President of Embarcadero Advisors, a real estate advisory/ brokerage firm focused on tenant representation. Prior to that, he spent eight years at Trammel Crow, including three years as the Controller for Northern California. At Trammel Crow, MacLean participated in the sale of a 19-property portfolio with $170M value for PacBell (now AT&T), performed all Acquisition/ Disposition of properties for Exxon, among many other significant transactions. He has also held various accounting & consulting positions with PWC, Ernst & Young, and Deloitte. He has a BA from UC Berkeley and holds a current California CPA license.

Infomart Portland, Hillsboro, Oregon

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Everybody knows Infomart Dallas because of its architecture, BUT NOT

A LOT OF PEOPLE UNDERSTAND

it’s actually inspired

by Crystal Palace

– Paul Vaccaro, senior vice president of operations and engineering

technical requirements,” Vaccaro explains. That way we can work on behalf of our clients with the architects, designers, and equipment

suppliers to deliver state of the art and industry leading efficient offerings.

“Infomart has designed data centers that deliver sustainability and agility in response to growing customer needs,” said John Peter (J.P.) Valiulis, Vice President of Vertiv, formerly Emerson Network Power. “Our Liebert brand cooling and power solutions help meet customer SLAs for protection and efficiency while reducing operating costs and enhancing the revenue potential of colocation data centers.

“Vertiv systems are redefining the data center infrastructure space.

These solutions are intelligent, selfoptimizing and rapidly deployable, and help meet the growing IT challenges and demands of colocation customers,” Valiulis said.

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Aerial Shot Post Constructon

The company has a negligible amount of staff turnover, mostly because there’s a strong focus on developing and promoting its existing talent pool. “People are very excited about the work they see at Infomart and they’re very loyal to that,” Vaccaro says.

Last but definitely not least, Infomart presents very good value for its customers. The company has proven cost effectiveness in following a sustainable business model and delivering speedy work, with the savings passed

directly to the customers. This approach has won very large deals with some of the biggest social media companies in the U.S. This was confirmed by an advisory organization in 2012, when the Uptime Institute awarded Infomart Silicon Valley with the Uptime Institutes Management & Operations Stamp of Approval. “It’s very important to have an independent auditor come in and transparently open the books,” Vaccaro says. “It’s a seal of approval that shows the design for our data center is efficient, and

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our resource utilization is under tight operational control.”

Future growth It’s exceptional that Infomart has been awarded the Uptime Institute M&O Stamp more times than any other data center - San Jose and Portland, Oregon have gone on to win every year it’s been awarded since the original award in 2012, and Dallas followed this year. It represents a recognition of Infomart’s high standards in energy efficiency, site location, staff and vendor training, and the design of the buildings. Most recently Infomart’s Portland facility along with our anchor tenant at the site, were awarded the Uptime’s Efficient IT award. This is a clear example of the differentiator an effective partnership with the end client, resulted in constructing a world class sustainable facility, and an equally efficient IT Operation.

Growth is Infomart’s biggest challenge. As the business attracts more and more high profile customers, expectations for the services the company can deliver will rise too.

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Andrew Gold Chief Counsel & SVP of Corporate Development

Gold has been practicing law at large law firms and in-house at technology and venture capital firms in the US and Europe for almost 20 years. In 2000, he was a founding Board member of iWorld Group, an investment fund focused on mobile applications. From 2007- 2009, Gold served as CEO of Straitshot Communications, a Seattle network services company.

He has a JD, magna cum laude, from the Washington College of Law. He earned a BA from Emory University and was a Lecturer in Public Speaking and Director of Debate at Stanford University.

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“You have to scale those things beyond what you would traditionally do as a colocation center,” Vaccaro says. “Things like increasing power densities, new cooling technologies, and new certification requirements from a vast array of differing customer segments.”

In the last quarter of 2015 alone, the workforce carried out an impressive 500,000 hours of construction work, with impressive safety record of zero lost hours across all sites. Getting bigger means the workload will increase too, which will pose quite a challenge. “The key is the relationships we have with our designers, contractors, and with our vendors and suppliers,” he says. “It is Infomart’s ability to leverage those relationships to a common set of success criteria.”

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Scott Mitchell SVP of Sales & Marketing

Mitchell serves as the Senior Vice President of Sales and is responsible for Infomart’s National Sales Team, including growth of the data center portfolio and professional services. Mitchell has 25 years of technology and senior leadership experience running veteran high-caliber sales teams for market leading companies such as Verizon, Ericsson, and Rackspace.

These experiences have given him specific industry experience and knowledge in telecom networks and systems, IT outsourcing solutions, combined with the managed services provider (internet hosting) category.

Mitchell holds a Bachelor of Business Administration (BBA) in Marketing and Finance from The University of Texas at Austin and earned his Masters of Business Administration (MBA) from Baylor University.

At the

FOREFRONT ENGINEERING OF INNOVATIVE

Written by Nell Walker Produced by Tom Venturo

PAY N E C R E S T E L E C T R I C , I N C .

Vice President Operations of PayneCrest, Cory Borchardt, describes the unique mark the company has made on the electrical contractor industry

P

ayneCrest maintains a vision to be the most trusted electrical contractor, the top choice for complex and high-risk projects, and to be recognized for its excellent levels of customer satisfaction. The company prides itself on an interwoven combination of profitable growth, passionate employees, a labor-centric strategy, and customer-focused ethos.

Cory Borchardt is a new addition to PayneCrest, having taken up the mantle of Vice President of Operations in September 2016. He has a solid 15 years of experience in the sector behind him, from industry and utility electrical contracting to large EPC powerhouse and manufacturing projects. In his latest role,

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January 2017

Borchardt oversees large travelling projects all over the US, which currently are predominantly in the power and automotive sectors.

So how does PayneCrest manage its supply chain for these large, widespread projects?

“We’re somewhat unique in that realm,” says Borchardt. “We’re really focused on prefabrication, engineering support, and partnering with clients. When we have a large project in a remote location, we go out and try to partner with a supplier that has a large footprint – or a smaller footprint within a specific geography – who can support the transportation of supplies to our facilities even at the last minute, and keep us on a competitive landscape. We use in-house

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“The level of engineering support we have really makes us the best choice for a large general contractor” – Cory Borchardt, Vice President Operations

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trucking and third parties if we need to, and if you talked to our suppliers, they would consider themselves our partners.

“We like to have conversations early on to work out where we all see the project going, what we expect from the partner, what type of timetables we’ll need, and maintenance of budget. What can we do to improve the process? Are there any material opportunities we can utilize? Everyone brings something different to the table.”

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January 2017

PayneCrest is a union contractor with a somewhat transient workforce, but the workforce is always the company’s responsibility. It offers safety training on-site, and boasts some impressive statistics. The safety page of PayneCrest’s website displays real-time updates showing the number of days passed without an injury, the below industry average for lost time injury rate, and safety awards, among other figures. The

USA

company is a member of various don’t accept mediocrity when it safety organizations, including comes to supervision. If you don’t ISNetworld, Avetta, and First perform, we coach at first to try Verify, and PayneCrest’s record is to get you where you need to be, particularly impressive considering but long-term performance is a the high-risk projects it undertakes. necessity to be part of our team.”

“I think a lot of our success Part of PayneCrest’s staffing in safety comes from strategy is to empower both our senior and each employee field management,” to allow them to Borchardt explains. advance. According “One thing we to Borchardt, take a lot of pride “we really rely in is using the on the project Number of employees highest quality managers and at PayneCrest foremen that are field staff to control Electric, Inc. able to not only teach their own destiny,” that safety message, but and as such, the company lead by example and set the doesn’t micromanage day-to-day safety expectation. We really operations. Instead, it trusts hold a high standard for our field its contract workers to work at supervision and I think most of the a consistently high quality and guys that are with us long-term exercise their own entrepreneurial wear that as a badge of honor. We spirit in executing all tasks.

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“Our engineering and pre construction team is hands-down the most advanced and sophisticated” – Cory Borchardt, Vice President Operations w w w. p a y n e c re s t . c o m

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PAY N E C R E S T E L E C T R I C , I N C .

www.ckpower.com

them and work to achieve it. It talks about how we partner with labor and are respectful, open, and honest about conditions on a job. You really see, if you talk to PayneCrest customers, that they see us as part of the solution on a project because of the way our people operate. Other contractors come to our engineering staff to Critical power applications are part of every industry; protecting them starts with reliable KOHLER generators from CK Power. get answers because they become From small-load residential and business to heavy industry, every KOHLER generator is engineered to provide maximum a hub of information on the job. power, performance, flexibility and fuel efficiency.

“Even when it’s not in our OU AN EPEND N scope to install, we try to help where we can; our customers see that and trusts us as a partner.

Your complete source of engine and generator power.

When all is said and done, and when our customer comes back CNR_CKpwr_NewKohlerAd.indd 1 1/22/15 12:00 PM An important aspect of the job for to us and says ‘thank you’ and field staff and project managers is wants to talk to us about the customer satisfaction, something next thing they’re doing, that’s PayneCrest is especially proud of definitely the most rewarding having an excellent reputation for. part of the business for us.”

“We strive for repeat business, PayneCrest, like many other and we have a strategy called electrical contractors of its The PayneCrest Way, which really size, has a responsibility to highlights what our core values are keep ahead of the curve when it to our customers,” says Borchardt. comes to technology. Its team of “We share that information with professional engineers and CAD

Reliable Power.

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“Other contractors come to our engineering staff to get answers because they become a hub of information on the job” – Cory Borchardt, Vice President Operations

staff is constantly undergoing further education, something which has led to the company being at the forefront of building information management (BIM) use.

“On large commercial projects, general contractors are using BIM, and we’re part of the coordination that goes with that,” explains Borchardt. “We make sure everything fits in the right place, and we take it a step further by modelling an electrical room, prefabricating the supports and

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layout of the conduits, verifying that everything is going to fit properly, and then prefabricating the entire thing with a BIM 3D picture of how it will look when it’s done. This can be a great laborsaving opportunity, reducing congestion on a job, and placing the safety issue into the prefab facility where we can control it. When we get into a big job where we can be effective on pre-construction, the level of engineering support we have really makes us the best choice for a large general contractor.”

Included in PayneCrest’s plan for the future is to continue to grow in the electrical power construction market, with a focus on solar and gas power construction to bring prefabrication, spooling, and engineering

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expertise to new projects.

“You don’t see a lot of prefabrication in a power house, because of the nature of the fasttrack EPC projects,” Borchardt concludes. “It becomes difficult but I really think that PayneCrest’s expertise lends itself nicely to that industry. We’re one of the largest contractors here in St. Louis, and we’re all very similar in the work we do, but the thing to emphasize here is that our engineering and pre-construction team is handsdown the most advanced and sophisticated. When you look at the nationwide footprint of contractors that are doing the big power and automotive jobs, you’re going to see PayneCrest right at the top of that list of expertise, customer satisfaction, and repeat business.”

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Building

success

Business Review USA speaks to Derek Krider, Group Manager at DavisReed – the construction company tasked with revamping the Waterfront Beach Resort at Huntington Beach, California Written by Nye Longman Produced by Tom Venturo

DAVISREED CONSTRUCTION

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s Group Manager at DavisReed, Derek Krider is overseeing a major expansion of the iconic Waterfront Beach Resort at Huntington Beach, California, and is doing so using the latest technology, bringing together talents of all ages and stages of development.

Furthermore, the company is leveraging innovations in construction methods and supply chain management to deliver the project on time and on budget.

lawns, new restaurants, a pool bar, and even a roof top lounge.

Additionally, the existing hotel is being renovated. This work includes revamping the lobby and Porte Cochere, adding a new spa, refurbishing back of house spaces, and reforming the restaurant and sundries store. A completely new bar and restaurant space will also be added, and the swimming pool and surrounding patios will also be completely renovated. The gross area for expansion will stand The Waterfront at 307,230 square – Derek Krider, Group Manager Beach feet with all phases Resort Project of construction completed DavisReed’s remit is to add 152 by the start of 2018. new hotel rooms to the existing 290 “This is a GMP project where we guestroom hotel, of which 106 will have taken a collaborative, open-book be suites. Furthermore, the whole approach with the owner,” Krider complex will be renewed through explains. “The on-site ownership a number of tasteful additions, team is extremely knowledgeable and including ballrooms, meeting construction savvy. Their expertise spaces, pre-function areas, a new and understanding has contributed to swimming pool, outdoor function a fully synergistic environment where

“Frankly, after you ensure the skill and expertise is there, it’s all about chemistry”

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Derek Krider Group Manager/Sr. Project Manager

Derek Krider has been with DavisReed and brings over 30 years of construction industry experience to his role, having worked on many large projects, amounting to billions of dollars. He holds an MBA from the University of South Carolina, as well as a BSc in Science and Construction Management from California Polytechnic State University.

Krider prides himself for his proficiency at maximizing revenues while minimizing costs, increasing profits and market share while simultaneously improving employee engagement and satisfaction.

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efforts and energies are focused on problem resolution rather than traditional owner/contractor roles.

“This collaborative effort has been expanded to include the design team and we truly have a once in a lifetime team working together to construct a successful project.”

Skills for the job Alongside his role as Group Manager, Krider is also Senior Project Manager. These dual responsibilities require him to assist with preparing the GMP budget, validating the construction schedule, assembling project teams and, ultimately, executing the work. Hiring the best personnel with adequate experience to execute a large project of this magnitude has been crucial.

“Frankly, after you ensure the skill and expertise is there, it’s all about chemistry,” he says.

“Retaining personnel is always a challenge. I believe the only way you can retain them is by increasing employee engagement.

“I subscribe to the philosophy that ‘you have to love them to lead

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them’. This requires that we step past traditional employer-employee relationship and take a personal interest in the employee’s wellbeing.”

The landscape in the construction sector is changing, and no more so than personnel management.

For Krider, increasing millennial involvement (and the subsequent decrease in baby boomer participation) requires adaptation.

He says: “If you can invest in an employee in such a way that they feel like they are an integral part of value creation, then you increase employee engagement and increase the chance to retain this asset. This can be accomplished by allowing flex-time, working from home (when practical), mentoring on both a work and personal level, and simply showing a genuine interest in what is important to your employees.”

DavisReed encourages training for anything that will add value to the employee/employer relationship, Krider explains. This includes training for Primavera and Sure Trak scheduling software, as well as safety training covering first aid,

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West Progress

SW Progress

Post - Tensioning

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Paul Nelsen Sr. Superintendent

Paul Nelson has been active in the construction industry for over 40 years as both a superintendent and owner. Nelsen has built numerous project types of varying degrees of sophistication including tilt-ups, wastewater treatment plants, parking garages, three hotel towers, a high-rise condo tower, a highrise office building, and medical tenant improvements, amongst others.

Nelsen holds a number of certifications, ranging from first aid and OSHA 30, to primavera and prolog.

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OSHA 30-hour certification, and in-house ‘Lessons Learned’ training.

Krider adds that, while the workplace is adapting to cater to the needs of a younger workforce, Millennials must take advantage of the opportunity to interface with some of the old-school builders who will soon be retired and out of the workforce.

“If you can create an environment that bridges this multi-generational gap, everyone wins,” he says.

Continuous improvement Krider recognizes that younger workers are on the pulse of the latest developments in technology and he is using this knowledge to drive organizational change. He says: “Being willing to listen to their suggestions and being openminded to implement change, fosters an environment conducive to continuous improvement.

“From a generational perspective, the willingness for the Baby Boomers and Gen-Xers to be open to the technological advances that Millennials bring to the table is paramount. Simultaneously,

Millennials learn traditional face to face communication methods.”

DavisReed has deployed a file sharing and collaboration platform (Box) that allows for real time updating and interface with project teams. This platform allows files to be updated and shared; information can also be shared between subcontractors, designers and owner’s personnel efficiently. “The program ensures everyone has access to the most current documents and can be accessed remotely by anyone that has been given access,” Krider says. “This allows for us to manage our supply chain more efficiently.

“We are using Level 300 BIM modelling for clash detection and MEP/Structural coordination. We are utilizing design-build methods with the auger pressure grouted piles, MEPF trades, steel stairs and aquatics. We also took on pile cap design under our scope.”

Leveraging the construction supply chain was something Krider and his team were keen to do at the very beginning of the project. “By being in a position to selectively pre-qualify subcontractors and vendors that can

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deliver the best product in the most effective manner,” Krider adds.

“Utilizing cloud-based technology for file sharing increases value by minimizing approval durations and release of procurement. Utilizing design-build methods with the major MEPF and aquatics trades allows for increased coordination and expedited procurement of long-lead materials.”

Overcoming challenges “The footprint of the new expansion takes up the majority of the 3.5 acre site,” Krider explains – delivering the project in spite of local limitations is a key challenge for DavisReed, but the company is overcoming this.

“The west side of the project houses the existing 290 room guestroom tower; the south side of the site is bounded by the major 4 lane thoroughfare of Pacific Coast Highway.

We have been able to utilize part of the public streets at the east and north for trailer parking, pedestrian traffic, product delivery and fire lane access.

“The site is very tight and requires significant coordination with delivery and offloading of materials. Concrete placement and material deliveries require a wellorchestrated process where trucks are temporarily staged offsite until they are ready to be offloaded.

“One of the most noteworthy challenges is the work hours are limited to Monday through Friday, 8:00am until 6:00pm (5:00pm during winter months where daylight is limited). This constraint limits our ability to work overtime or make up for time lost due to weather and/or material delays.”

Having leveraged all the assets at its disposal, DavisReed is delivering the Waterfront Beach Resort project in line with its own high standards and with those of the owner. Combining both old and new knowledge from its workforce, and by taking advantage of technological and supply chain innovations, the company is on course to showcase the best of its abilities.

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PROMETAL AND PRESENCE IN THE MIDDLE EAST Written by Catherine Rowell Produced by Dennis Morales

Chief Operating Officer Mark Lutton has been leading the company’s operations and driving ASSA ABLOY’s strategy of radically reducing break-even costs

“

My job is to cover operations, quality and operational excellence,” comments Mark Lutton, Chief Operating Officer of Prometal Group. Through ASSA ABLOY’s acquisition of Prometal in 2015, the company has sought to increase its market presence within the Middle East construction industry by becoming a ‘one stop shop’ in supplying the total door opening solution.

Undertaking a multitude of projects from specifications to execution and installation, the company is working on projects such as the Workers’ hospital in Doha and the Doha Metro (currently at design stage), in addition to the Jewel of the Creek, a residential development in Dubai, the company’s prominence within the region is significant.

Having recently finalised Habtoor city, one of the biggest construction developments in Dubai, incorporating

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three hotels, an array of shops and several facilities, the company is also undertaking one of the most rewarding projects in Jeddah, the King Abdulaziz International Airport (KAIA).

There is no project too large or complex for Prometal, which aims to be considered for an array of projects going forward. Mark explains: “A lot more projects are now taking longer because of the current business climate. Saudi Arabia has been on hold all year but we’re starting to see signs that things are starting to move again.” Prometal’s acquisition by ASSA ABLOY has enabled it to offer a onesupplier strategy for doors, hardware, and access control, thereby reducing costs, hassle and complexities for the industry at a time when companies need to rein in costs without sacrificing the quality of their services.

By continually seeking to economise direct material costs without impacting

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the quality of its products, Prometal aims to ensure cost efficiency through various processes. Mark explains: “The cost efficiency comes from using technologies or manufacturing processes, such as Lean, Value Analysis and Value Engineering (VA/ VE) and Automation.” All staff at the company are trained in using Lean tools, in addition to the hiring of Lean managers, ensuring improved efficiency within the manufacturing process. We also undertake sufficient research and development to improve products through VA/VE, reanalysing materials and the functionality of products to reduce costs and increase quality. By utilising Should Cost, a professional procurement tool, Mark explains “it is about going to the supplier and working out the price the components should cost based on the material weight, the material type, the surface finish and the quantity that we’re buying”. This method enables the company to reduce current labour costs, direct material costs and improve product quality, incorporating a zero defects policy.

However, the company is also keen

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“The cost efficiency comes from using technologies or manufacturing processes, such as Lean, Value Analysis and Value Engineering (VA/VE) and Automation” – Mark Lutton, Chief Operating Officer, Prometal Industries

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to implement further technologies through the use of automation and robotics. “Our European sister factories have been implementing robots for over five years and we believe robotics is the way forward, even in the door industry,” Mark comments. “The labour rate will eventually rise and robots will become more effective. We are looking at investing in robotics in 2017 and 2018.”

Overcoming regulatory challenges Prometal is currently able to produce 45,000 steel doors sets and 30,000 wooden doors sets per annum, and have recently had their Latched Single Acting Double Leaf Steel Doorset certified by Thomas Bell-Wright

International Consultants, a strategic supplier which undertakes vital tests of the company’s fire doors, for both British or UL American standards.

In the Middle East we use European and American regulatory standards in the construction industry. Mark explains: “The government and civil defence have realised with several high-profile fires in the middle east in high rise buildings that there needs to be almost a higher standard. That’s going to put an emphasis on us to have tighter controls in terms of having certification and a verified supply chain to provide quality products meeting these new specifications.”

“Everyone will have to be more on

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30 MN USD

Annual Revenue for Prometal Metal Industries Factory

Building integrity, safety and comfort through fire, smoke, sound and energy solutions • Intumescent fire & smoke door seals • Acoustic door sealing & testing facility • Weatherstripping & thresholds • Antimicrobial clean room seals • Fire rated glazing solutions • Fire rated louvers & dampers • Door hardware protection kits (interdens) • Fire rated & acoustic sealants T +97142674339 F +971 4 267 5339 M +971 50 255 3265 E jafri@kilargo.com.au www.kilargo.com.au Kilargo Middle East LLC P.O Box: 231386, Dubai, UAE.

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their toes in terms of having the correct certification and traceability that the door has been manufactured to the correct standards and specification.”

To this end, the company is currently working with Thomas Bell-Wright to construct a labelling system which Mark says will link back to an online website so anyone can scan the QR code on the door and immediately see what rating it is, who manufactured it and that it’s been approved.

The company currently utilises expert suppliers such as glass manufacturing company Saint-Gobain, in addition to Kilargo seals which provides vision panel beading and fire seals. On top of providing fire doors, Prometal have also the ability to offer a master key system for businesses who wish to obtain high levels of security. Mark explains: “Master key systems allow convenient access to authorised personnel while providing high levels of security against those without access rights. With both mechanical and electromechanical solutions ASSA ABLOY are able to ‘tailor make’ some of the largest, most flexible master key systems in the world.”

Rise of green building Alongside the change in regulations, the Middle East is increasingly moving towards sustainable buildings and the rise of LEED through the prevalence of Green building regulations.

Prometal is effectively responding to this change by transforming its products and services. However, Mark acknowledges that companies in the region are a few years behind Europe with regards implementation of sustainability initiatives due to the increased costs this incurs. “We need more suppliers here to offer LEED products to get economy of scale and bring down costs,” he says. More FSC materials, which Mark explains is “about how much of the wooden material comes from a sustainable forest” will need to be utilised, where it encompasses up to 100 percent of the product. With all these changes, staff will have to undergo vital training and an update of our current systems.

Not only are there a limited number of LEED materials suppliers, the company initially struggled to find suppliers who were prepared to undertake recycling services. However, Mark confirms:

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“In the last quarter we have managed to recycle cardboard and plastic.

We’re also looking to remove organic solvents from our products, so we’ve made the decision to move to water based paints.” Mark is also currently collaborating with Emathal about how they can utilise water-based paints within the region on wooden doors.

However, he acknowledges: “It’s going to take us working with Emathal and the Dubai municipality in order to change the behaviour of the construction industry. It’s only legislation that’s really going to drive it because price is still the key player.” Nonetheless, the company has become increasingly proactive, offering customers a LEED alternative up front, whilst also recording sustainability efforts through quarterly

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reports, covering various aspects, from energy and water consumption, to paper and plastic recycled.

Ensuring successful communication ASSA ABLOY’s acquisition of Prometal has bought many advantages, alongside a number of challenges.

Mark reflects that the company is multicultural, where many different languages are spoken within the factory areas alone, so translation is a large factor to consider. However, the company has overcome this through the use of visual communication boards. Mark explains: “We have visual communication boards to

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communicate with the labourers, who speak Hindi, Punjabi, Urdu, Bangladeshi and Nepali. We use a lot of photographs with as little words as possible and everything is displayed around the walls of the offices and factories.” With external staff, a number of technologies are used, such as video calls and WhatsApp to provide information to remote staff.

“It’s about adapting or taking on board the new technologies that are available today”, comments Mark, “teaching people to be proactive, and for managers to take responsibility and ownership of information and share it.”

With such diversity and communication techniques, ASSA ABLOY is eager to deliver a safe working environment, maintaining high global standards which many employees might not have previously experienced. Through rigorous policies and increased communication, the company has decreased its injury rate from 20 to 4 in 10 months, below the ASSA ABLOY group average. An impressive feat which Mark is proud to acknowledge. “My policy is to be open and empower people with information,”

“If I look at the vision for the factory, it’s about improving efficiency to lower cost, maintaining our continuous improvement journey and speeding up automation by adding robotics” – Mark Lutton, Chief Operating Officer, Prometal Industries

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he says, supplying appropriate training and guidance. An employee survey over the last year has highlighted that more than 88 percent of employees stated they were proud to be part of ASSA ABLOY. “That was very positive, and that was within nine months of the acquisition that they felt part of the bigger company,” comments Mark.

Despite internal changes and external challenges, the company has seen an improvement in construction in the region due to the World Cup and various infrastructure projects in the region, which has enabled Prometal to implement distributor networks and enable future growth.

However, Mark is cautious at this rapid growth, of which he explained: “I think the market really needs to

learn how to expand at a slower rate.

I don’t think we are going to get back to 100 dollars a barrel very soon, so the industry needs to learn how to improve cashflow in order to utilise its money better at a lower price of oil.”

Nonetheless, Prometal has a strategy to increase its sales, and is always looking for new companies to acquire in the region and worldwide, including opportunities in Iran. With regards to the long-term vision, Mark reflects: “If I look at the vision for the factory, it’s about improving efficiency to lower costs, maintaining our continuous improvement journey and speeding up automation by adding robotics.”

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PROJECT PERTH STADIUM

Western Australia’s highest-profile and most eagerly anticipated project is nearing completion: we look at the role of project management in delivering a complex construction and maintenance contract.

Written by John O’Hanlon Produced by Jeff Debicki

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n 2012 the State Government of Western Australia committed to build a 60,000 seat multi-purpose stadium on a contaminated brownfield site in the state capital Perth, close to the banks of the Swan River. Whilst the site has some environmental and geotechnical challenges for design and construction of the new stadium, it’s location on the Burswood Peninsula with stunning views across the river to the city is postcard perfection. This was the culmination of a long period of deliberation during which different sites had been considered, including the location of Perth’s existing Domain Stadium, also known as Subiaco Oval.

The new stadium will be the third largest venue in Australia and, it is hoped, will establish the state and city in the international consciousness where sport and event tourism is concerned, as well as hosting AFL (Australian rules football), and major rugby union and league, football (soccer), cricket and entertainment events.

Perth Stadium sits in a surrounding Sports Precinct, which is being

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developed concurrently with the new stadium, and will incorporate cafes, alfresco dining, playgrounds, community spaces and other infrastructure that can be utilised on both event and non-event days.

Construction of both the Stadium and Sports Precinct is on schedule to open in March 2018, in time for the start of the AFL season. There has been considerable speculation over which sport may open the stadium, however with construction of the stadium at just over 66 percent complete in early December 2016 there have been no commitments made for an early opening as yet.

The contract to build the Perth Stadium and Sports Precinct was awarded via a two stage tender process in which three major consortia participated, Westadium (led by Brookfield Financial Australia Securities and John Laing Investment), Confidem (led by Capella Capital) and Evolution Stadium (led by Plenary Origination and Bouygues Construction Australia). Westadium was awarded the contract in August 2014. The contract model taken to

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market was design, build, finance and maintain (DBFM), which, according to Nadia van Dommelen, a partner at PricewaterhouseCoopers (PwC Australia), is fairly self-explanatory, but within which there’s a lot of expertise required to define the functional, technical, commercial and operational parameters to make the project a success. In November 2012, Appian (which was acquired

by PwC in March 2015) secured the Design Development contract, providing design expertise in addition to project management resources supporting the State Project Team, led by the Department of Treasury – Strategic Projects and Assets Sales in partnership with client agency, the

Perth Stadium construction progress December 2016 Courtesy Perth Stadium website

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Nadia Van Dommelen Partner at PricewaterhouseCoopers (PwC Australia)

Nadia van Dommelen is a professionally qualified civil and structural engineer with over 20 years of industry experience focused predominantly in project management of building and infrastructure projects.

She has 5 years’ experience in structural design and a further 5 years’ experience working as a project manager for a pre-eminent global construction contractor. labore renis aliquis et ullaboriati consequia sita que dolut ilibusam quatiss itatintis etus dis recesti

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Department of Sport and Recreation.

“There was a lot of competition,” she recalls, “because there were not many capital projects of a similar scale in the market at the time that were not already progressed or in an indefinite holding pattern.”

projects are my niche and what I love to do,” says van Dommelen. “It’s an area in which I have specialised, and I’ve been fortunate to gain a lot of experience advising government on the client side, developing project briefs, service specifications and

Enter PwC The project was of interest due to the significant scale and complexity, and to be procured through a public private partnership (PPP). “Complex

guiding procurement and contract documentation for PPP projects.” She is not exaggerating: a professionally qualified civil and structural engineer with over 20 years of industry

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They say a stadium’s reputation lives or dies by its pitch

experience focused predominantly in project management of building and infrastructure projects, she has had a pivotal role advising government in most of the PPP projects undertaken in Western Australia.

The first tasks for the team were to review the preliminary work that had been undertaken on the project and consult with the State Project Team in developing a detailed design brief for the project. They also assisted in a thorough risk assessment of the services that were to be considered for outsourcing, such as facilities maintenance, cleaning, waste management and catering, evaluating scope demarcation, interfaces, dependencies and reputational risk.

One such service which was flagged as critical was pitch maintenance.

“They say a stadium’s reputation lives or dies by its pitch,” says van Dommelen. While she points out that there are clearly other factors,

– Nadia Van Dommelen, Partner at PricewaterhouseCoopers (PwC Australia)

she adds that “players and fans alike are quick to notice if the surface is not fit for purpose”. Maintaining elite playing surfaces in major stadia is a very specialist and complex job, because the structure and roof create challenges in maintaining a microclimate throughout that is optimal for turf health and growth.

Rather than risking a long term playing surface services contract, the Project Team, in conjunction with PwC, proposed to treat this and other high risk services, such as asset security and ICT, as a “reviewable service”, whereby the service is undertaken

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as a series of shorter terms which are subject to review at each expiry. This approach allows those services to be brought back in house during the 25 year operating period if the services are not performed to an acceptable service standard. In mid-2017 local turf expert HG Sports Turf will install stabilised natural turf which combines a natural couch grass mixed with rye and artificial grass. This combination provides outstanding stability, durability and a flat playing surface and responds well to regular maintenance.

Another innovative aspect of the project has been the level of stakeholder engagement undertaken.

“A major aspiration of Perth Stadium

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is to be ‘fans first’ and to ensure it is delivered a user group consisting of a range of sports fans - fans who will use the stadium – was created,” says van Dommelen. A brief was prepared outlining the purpose and intent of a “Sports Fans User Group”, and public nominations were invited over social media, radio and other platforms. Over 450 applications were received from which 30 representatives were selected from a range of demographics and sports to create the Sports Fans User Group. Their input was fed in as the project progressed and is being maintained though the construction process – the first time an exercise

of this sort has been run in Australia, and maybe the world. The notion of a fans user group has been such a resounding success that PwC formed a similar group for consultation on the Western Sydney Stadium project.

Multi-purpose A geometrical headache presents itself at multi use stadiums around the world. To accommodate cricket, which is played on an oval or circular field, AFL, athletics or equestrian sports an oval shape is required, and most stadiums are oval or circular. Football (soccer), rugby and many other sports are played on a rectangular pitch.

“Accommodating rectangular sports

in an oval configuration is always challenging,” says van Dommelen.

“The brief included something quite novel. Instead of restricting the design requirements for viewing to sight lines to the pitch (or C values based on a focal point), it introduced a concept of key viewing elements – the visibility of key areas of the field such as sidelines, try lines and penalty areas to be viewable from the seating for the various sporting uses. Also incorporated was a concept around the extent of obstructions affecting views to the field of play to minimise the proportion of seats that will be built with obstructed views. A Seating Bowl Report demonstrating performance

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PERTH STADIUM HASSELL, Cox Architecture and HKS are the architectural team delivering the Perth Stadium with Westadium/Multiplex for the West Australian Government

www.hassellstudio.com

www.coxarchitecture.com.au

www.hksinc.com

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against these requirements was refining options to arrive at a solution requested at tender stage, and this which optimises outcome and cost. drove optimisation of the Seating Bowl from the earliest stages of design as Safety part of the competitive process. ” To Early in the briefing stage there was accommodate rectangular events, strong support for briefing compliance many options were considered before with the UK’s Sports Ground Safety arriving at the solution of elevating Authority’s (SGSA) guidance materials, the first row of the including the Green lower tier that allows Guide, which is drop-in seating to recognised as be bumped-in right international best up to the pitch wall. practice. “Something The design brings we and the State fans closer to the Project Team are field than is typically very proud of is achieved in an oval the focus that we configuration venue, have placed in the and importantly design on the safety has the effect of all stadium users,” ‘rectangularising’ the – Nadia Van Dommelen, says van Dommelen. venue. Nadia credits Partner at PricewaterhouseCoopers “Designing and this exceptional (PwC Australia) building for outcome to the mass gathering relentless pursuit and persistence is a massive responsibility, and of the Department of Sport and we don’t take this lightly. We also Recreation’s Project Director, advocated bringing the SGSA in as Ronnie Hurst, a keen rugby man an advisor to the project to monitor himself who pressed Westadium’s compliance”. As a result of these designers to keep exploring and initiatives, we strongly believe Perth

Accommodating rectangular sports in an oval configuration

IS ALWAYS CHALLENGING

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Stadium will set a new benchmark for safety in Australian stadia.

As construction ends, the Perth Stadium and Sports Precinct will be handed over to the governance agency responsible for managing the project’s transition from construction to operations, VenuesWest, which will in turn place day to day management in the hands of its operator VenuesLive – with Westadium continuing to maintain the facility its future will be secure in a ‘marriage’ of these three entities.

Soon Perth Stadium will be seen as one of the great stadiums of the world: the lessons learned in its delivery, with expertise from PwC, will be a benchmark for future projects.

“A key thing we assisted with was to create a clear and unambiguous, performance based brief defining the outcomes to be delivered, so that when it was issued to market the functional, technical, commercial and operational requirements were known and understood. A number of stadium

Perth Stadium and Sports Precinct Courtesy Perth Stadium website

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AUSTRALIA

projects around the world have gone off the rails spectacularly because they have not taken the time required upfront to prepare quality procurement and contract documentation covering the facilities and operations.” This is exactly the service that PwC can provide, van Dommelen adds, to

help set the project up for success.

Above all, the State Project Team has been able to keep the stadium’s ‘fans first’ aspiration always in sight, working out precisely how the facility is going to be used and by whom, in the light of those users’ expressed requirements and aspirations.

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