Construction Global magazine - November 2016

CHRISTIAN SANZ EXPLAINS HOW DRONES ARE BUILDING A BETTER CONSTRUCTION INDUSTRY

TOP 10

November 2016

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EDITOR’S COMMENT

HELLO AND WELCOME TO the November

edition of Construction Global.

The cover this month highlights how Gardens by the Bay in Singapore has transformed the city into a “city within a garden”, creating a sustainable space for local citizens and visitors to enjoy. CEO Dr Kiat W Tan discusses how the construction came into fruition and how it has provided advantages for Singaporean citizens.

Also featured is a piece by founder and CEO of Skycatch Christian Sanz, who discusses how the utilisation of drones within construction has revolutionised the industry.

Also included is our top 10 Australian megastructures which dominate the Australian skyline, enabling economic growth within the country.

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

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CONTENTS

06

F E AT U R ES

PROFILE

Gardens by the Bay Singapore breaks new ground in sustainable building

TECHNOLOGY

TOP 10

How drones are building a better construction industry

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4

November 2016

Australian megastructures

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C O M PA N Y PROFILES

34

70

P&T Group Middle East

HTS Engineering USA & Canada

Egyptian Steel Africa

82 110

AiNET

94

USA & Canada

Fulton Hogan

122

Schiavello

Australia

Australia

Department of Transport and Main Roads

42

Industry Sector

134

SCT&E LNG USA

54

University of Chicago Medicine and Biological Sciences

USA & Canada

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GARDENS BY THE BAY, SINGAPORE breaks new ground in sustainable building

Singapore is renowned for its stunning architecture, such as the Marina Bay Sands and Resorts World Sentosa – however, designers Grant Associates and Wilkinson Eyre have broken the mould in sustainable building in the construction of Gardens by the Bay, creating an exciting and vibrant space for visitors and locals to enjoy W r i t t e n b y : C AT H E R I N E R O W E L L

ATTRACTING MORE THAN 25 million visitors worldwide, Singapore’s Gardens by the Bay exhibits beautiful horticultural displays which link with Singaporean culture and countries worldwide. The build has transformed Singapore into a “city in a garden”, an initiative by the Singaporean 6

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government, creating permanent areas of conservation through a continuous energy cycle. The gardens have won multiple awards and will provide increased sustainable benefits for Singapore for years to come.

“Gardens by the Bay represents the ‘garden of the future’; one that breaks

PROFILE

new ground in the way that plants are presented in an urban environment, by fusing nature, architecture and technology to reach out to a new generation of urban visitors. It also plays a role in making Singapore green and liveable – a national garden and an urban oasis where city dwellers

can get away from the fast pace of life to sit back, relax and connect with each other amidst nature,� says Chief Executive Officer Dr Kiat W. Tan. Spanning a total of 101 hectares, the gardens are split into three main areas: Bay South, Bay East and Bay Central, incorporating different 7

PROFILE

themes and placing an increased emphasis on Singaporean culture.

Covering an impressive 54 hectares, Bay South encompasses the largest section, containing gardens, lakes and two self-sufficient glass biomes, Flower Dome (1.2 hectares) and Cloud Forest (0.8 hectares). The domes create an aesthetically pleasing and educational space, incorporating over 90,000 plants which are supported by several sustainable features.

Upon selecting Grant Associates, Tan commented: “Grant Associates concept for Bay South captured the 8

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essence of a garden in a downtown setting. With careful consideration of day and night programming, the display gardens and activity spaces were strategically located to create an experience of colour and vibrancy at all hours of the day, every day. The concept for the cooled conservatories was also attractive and technically possible to implement, as was the application of sustainable energy systems. Last but certainly not least, the introduction of the Supertrees as iconic structures gave their design concept an edge.�

G A R D E N S B Y T H E B A Y, S I N G A P O R E

‘Gardens by the Bay is a national garden and an urban oasis where city dwellers can get away from the fast pace of life to sit back, relax and connect with each other amidst nature’

Grant Associates supported the unique vision in the gardens’ creation by providing a clear aim “to create the most amazing tropical gardens in the world, incorporating cutting edge environmental design and sustainable development principles”.

Standing at 38 metres tall, Flower Dome is now the world’s largest glasshouse. The cooled glass conservatories are not supported internally through the use of columns or beams, but an outer steel frame ensures their distinctive shapes are maintained. Over 3,000 9

PROFILE double-glazed, glass roof panels allow sunlight to provide energy for the established vegetation, but a low emissions coating has been applied, in addition to a fabric, sensor-operated sail which provides plants with vital shade. Both dome roofs capture rainwater which is utilised for irrigation purposes.

To ensure these two self-sufficient structures are able to maintain differing climates consistently, architects and designers had to incorporate two opposing aims.

Whilst Flower Dome is designed to contain vegetation originating from semi-arid subtropical regions, Cloud Forest adopts a cool, moist climate, with humidity around 80-90 percent, supporting a 35-metretall mountain of plants typically grown 2,000 metres above sea level.

Chilled water pipes are installed within the floor spaces to cool air at the lower levels, whilst warmer air becomes expelled through thermal stratification, with a combination of cooling technologies resulting in at least 30 percent savings. One of the key technologies involves the use of horticultural waste as biomass.

Manmade Supertrees within the 10

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gardens are aesthetically pleasing and environmentally sustainable.

The imposing, 25 to 50-metre-high structures contain approximately 160,000 plants, with 11 out of 18 Supertrees containing environmentally sustainable features, such as inbuilt tanks which lead directly into the cooling of the domes. Seven Supertrees have photovoltaic cells on their canopies to harvest solar energy, whilst three serve as air exhaust receptacles and one is a flue for the co-gen system.

In addition to the vivid designs, visitors are able to view the gardens from 22 metres above ground via an aerial walkway between two Supertrees, incorporating light, colour and sound shows as a result of implanted photovoltaic cells within seven Supertrees which provide solar energy, showcased in an evening show called Garden Rhapsody, “creating a rich fusion of nature, technology and environmental management,” as said by Grant Associates. All developments complement one another to maintain sustainability and balance “becoming a seamless part of the cityscape, even as the city continues to progress and develop”,

G A R D E N S B Y T H E B A Y, S I N G A P O R E

but also “changes perceptions of what a garden should be”, commented Tan. When considering several bids for Bay East, Tan reflected that “the strength of Gustafson Porter’s design was in how it brought forth the essence of Marina Bay with subtlety and elegance. The design concept leveraged on the attractive views of the city skyline that you get when you look across the water from Bay East. It also brought out the intimate relationship between the garden and the bay, and provided spaces

and display gardens to generate interest and engage people.”

Whilst Bay South has been created to attract a multitude of citizens and provide entertainment, Bay East will provide peace and tranquility which will be “enjoyed by residents who go there for strolls and picnics, and to jog or cycle alongside the beautiful view of Marina Bay.” The garden will encompass a water theme alongside educational activities which will represent the symbiotic relationship between plants and 11

PROFILE animals in an aquatic ecosystem.

It is clear to see that the Gardens by the Bay provides continuous sustainability. Situated within Bay South, Dragonfly Lake and Kingfisher Lake incorporate a natural filtration and irrigation system which is utilised to filter captured water. This process reduces the level of nitrogen, minimising the volume of algae and unwanted residue and ensures aquatic life and dragonflies can flourish.

“Unlike a traditional garden, it seeks to entertain and capture the imagination of the public by bringing together the best of garden and floral

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“Unlike a traditional garden, it seeks to entertain and capture the imagination of the public by bringing together the best of garden and floral artistry, creative programming, and innovative technology” - Chief Executive Officer Dr Kiat W. Tan

G A R D E N S B Y T H E B A Y, S I N G A P O R E

artistry, creative programming, and innovative technology. In this sense, it is not so much a conventional garden, but rather a horticultural themed attraction with plants as its core theme.

It provides a unique tropical garden experience that is quite unlike any other in Singapore and the world,� says Tan. It has been recently revealed that further developments are planned to connect Gardens by the Bay with the 150km Round Island Cycle Route (RIR). The route will enable cyclists to travel around the island, from their homes and into the city, making the gardens more accessible and

an increased focal point. The first corridor, Coastal Adventure, will link with Bay East, with developments commencing at the end of 2016.

Gardens by the Bay will increasingly become a central sustainable feature within Singapore, setting the benchmark for environmentally friendly builds and support the health benefits of green building.

The synergistic partnership between Gardens by the Bay staff, international consultants, local contractors and government agencies facilitated in turning the dream of creating this national garden into reality.

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How drones are building a better construction industry Christian Sanz, Founder and CEO of Skycatch, discusses the advantages of utilising drones within construction and how such developments have resulted in a revolution in the industry S u p p l i e d b y : S K YC AT C H

TECHNOLOGY

TECHNOLOGY

BACK IN 2012, the Federal Aviation Administration predicted just 30,000 drones would fill the nation’s skies in 2020. However, right now, about 2.5 million drones regularly traverse America’s airspace, with 500,000 of those belonging to commercial organisations. In March 2016, the FAA updated its forecast to project that 7 million will buzz above us by 2020.

What’s behind this colossal boom?

In a word, drones are addictive. Some new to the technology think they’re just sky-high video cameras, but many builders have come to rely on drones for their everyday operations.

Three years ago, one of our clients wanted drone data maps of its construction site delivered monthly. Instead, we began delivering updated maps every day, and site managers quickly came to rely on that data to formulate daily work schedules. When the drone pilot called in sick one day, we received dozens of angry calls asking for the map — including from one person who didn’t think he needed a new map more than once a month.

Tech-savvy builders have already begun to realise the benefits 16

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drone data has to offer. With the world drone market ballooning from today’s $2 billion to $127 billion by 2020, drones will soon play integral roles in construction projects around the globe.

Drones and the next industrial revolution Before the Industrial Revolution, construction was arduous and inefficient. Without modern cranes and other industrial equipment, laborers cleared sites and laid bricks by hand. Projects that might take months today then spanned years.

The advent of new construction technologies didn’t kill the job market, though: It created a demand for workers who possessed the skills of a new generation.

Drones, likewise, represent the next revolution in industrial technology.

These are some of the easiest ways to get started using drone data to augment your construction project: • Earthworks management.

Traditional land survey equipment, such as laser scanners or theodolite, can get the job done.

H O W D R O N E S A R E B U I L D I N G A B E T T E R C O N S T R U C T I O N I N D U S T RY

“Some new to the technology think they’re just sky-high video cameras, but many builders have come to rely on drones for their everyday operations” – Christian Sanz, Skycatch’s Founder and CEO

When coupled with the appropriate software, however, drones can create contour maps and take volumetric measurements 85 percent faster and at onetenth of the per-survey cost.

• Structure location validation.

Location validation is typically completed by manual surveying.

Instead of verifying a structure after its completion, use drone data software with CAD overlay capability to compare as-built conditions to your plan. Using the plan overlay feature, one of our customers discovered its original manual survey was off by 8 inches — right before it was about to pour a $200,000 concrete slab.

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TECHNOLOGY

• Project measurement and management. Typically, builders manually assess a project’s dimensions, which is inefficient and often inaccurate. Use drone data tools instead to automatically measure project components such as stockpile volumetrics and to communicate progress with just a quick flyover.

Builders have also learned that drones make the oversight 18

November 2016

process simpler and more accurate.

Construction managers need to review invoices, sort through files, and ensure everything was finished as planned.

With drone data, overseers simply pull up day-to-day maps for near realtime exploration of their job sites.

The construction industry of tomorrow Drones don’t just lower costs and make life easier for site managers, though.

H O W D R O N E S A R E B U I L D I N G A B E T T E R C O N S T R U C T I O N I N D U S T RY

“Use drone data tools to automatically measure project components such as stockpile volumetrics and communicate progress with just a quick flyover” – Christian Sanz, Skycatch’s Founder and CEO

They’re radically changing how cities and transportation infrastructure function around the world by: 1. Enabling construction of more intelligent cities Many of the world’s major cities are bursting at their seams, housing millions more people than intended. Their sidewalks are stuffed to the brim, and their streets are so congested that it’s 19

TECHNOLOGY

nearly impossible to get around.

As new cities are built in the 21st century — and older cities rebuilt — drones will help nations construct them to be far more scalable. Drones, which can cover difficult areas over short time frames, map out maximally efficient roadways and enable more compact, space-saving building designs.

2. Spurring the development of autonomous machines Drones have ushered in a wave of automation that will soon reach all sorts of construction equipment. Soon, all dozers and cranes will operate autonomously, fed data by drones zipping above them. Machines can now work 24/7 in harsh conditions at rates unattainable by humans laboring from 9 a.m. to 5 p.m. As a result, build costs are falling, with impacts ranging from faster development of highways to more low-cost housing options across the globe.

3. Providing realtime site visibility Drones may not be able to wield hammers or move earth, but they can do something even more valuable: They can capture images, which technology providers then process into data such as orthomaps, point clouds, and 3D models. This means that site managers can essentially watch a project be built in real time from anywhere in the world. And more important, this facilitates visual coordination (both human-to-human

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H O W D R O N E S A R E B U I L D I N G A B E T T E R C O N S T R U C T I O N I N D U S T RY

and machine-to-machine) across hundreds of stakeholders and contractors operating on a site. As any site operator knows, visibility increases safety, boosts precision, and decreases build times.

During the previous industrial revolution, innovation in steel production dropped construction costs, enhanced build quality, and enabled new transportation infrastructure. Now, drones are

changing the construction industry again, and a new industrial revolution has arrived. Drones are making cities more efficient, building infrastructure more accurately than ever, and decreasing build and rework costs.

So whether it’s serving actionable intelligence to top decision makers or giving workers on the ground the dimensions they need, drones are hard at work building a better industry — and a better world — for us all.

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TOP10

AUSTRALIAN megastructures Written by Catherine Rowell

SINCE THE END OF THE SUMMER

2016, construction activity within Australia has strengthened with several proposed megastructures in the pipeline. With a population

of over 24 million which is set to increase, the number of high rise buildings which will be constructed will cater for this increased demand, in

TOP 10

addition to the development of existing infrastructures.

The country is home to several iconic skyscrapers, such as the

Sydney Tower and Australia 108, dominating the region’s skylines. Here we pick our top 10 megastructures, some of which are currently under construction.> 23

TOP 10

01/

Sydney Opera House

Built at a total cost of $102 million, the 600ft long, 394ft wide Sydney Opera House is now one of the most famous buildings within Australia, and has also received a 4-star Green Star Performance rating from the Green Building Council of Australia (GBCA).

Designed by Danish architect Jørn Utzon and completed by Peter Hall post his resignation, the expressionist build incorporates several precast concrete rib (or shell like) structures, built by Hornibrook Group Pty Ltd (now part of Bilfinger), which form the iconic roof design, with over one million different coloured tiles, created by Swedish firm Höganäs AB. The build is also supported through the implementation of over 550 concrete piers.

The performing arts venue took around 20 years to complete and encompasses several performance areas, becoming home to a number of performance companies, dining and retail outlets.

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TOP10 MEGA STRUCTURES

02/

Australia 108, Melbourne

Although currently under construction, Australia 108 will reach heights of 1,039ft, with 100 floors containing over a thousand apartments. Originally proposed in 2014, development company Brookfield Complex is involved in the residential building project, alongside Fender Katsalidis Architects.

With over 500 construction workers working on the $900 million development, the project is set to complete in 2020. Most planned apartments have already sold due to its unique location within Melbourne, providing spectacular views of Melbourne’s CBD and gardens – it will also become the tallest residential tower in Australia.

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03/

Sydney Harbour Bridge

Since its completion in 1932, Sydney Harbour Bridge has become an iconic feature within Sydney and is a vital transport link, with over 200,000 cars crossing the bridge each day. At 134 metres, it is the tallest steel arch bridge in the world, carrying the heaviest weight for a bridge globally, with over six million hand driven rivets.

The bridge was designed by Dr J. J. C Bradfield, who is renowned as the sole individual responsible for encouraging his vision to come into fruition, along with support from British consulting engineer Sir Ralph Freeman, based at steel manufacturer Dorman Long.

The bridge incorporates eight vehicle lanes, toll roads, a cycleway, walkway and two train lines, with a total length of 1149 metres. Over 90,000 cubic metres of concrete is within the construction, alongside 50,000 tonnes of steel. The weight of the arches is 39,000 tonnes, with a total span of 1,654ft.

To support the build, the use of concrete pylons has also been implemented, alongside several abutments.

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TOP10 MEGA STRUCTURES

04/

Q1: Queensland

Opening in 2005, the Q1 residential tower is one of the tallest buildings within Queensland, Australia with a total height of 1,058ft. Built by Sunland Construction and designed by The Buchan Group, the $307 billion tower gently twists round, removing any rigid forms which could create a negative impact upon the surrounding area, alongside the use of glass to create a beautiful but effective megastructure.

Containing a number of apartments, in addition to a ground-breaking lift system, also incorporated are two swimming pools, gym, dining area, spa, convenience store and facilities for children. Nonetheless, the most impressive element of the building is its observation deck, providing stunning views of the Gold Coast skyline.

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05/

Melbourne Cricket Ground

The Melbourne Cricket Ground is one of the most iconic builds within Melbourne. Built in 1853 close to the city within Yarra Park, the ground has been used for both military and sporting purposes, and was famously the main stadium for the 1956 Summer Olympic Games, 2006 Commonwealth Games and Cricket World Cups in 1992 and 2015.

Owned by the Government of Victoria, the area can hold up to 100,000 citizens and is home to the National Sports Museum. The cricket ground is the largest within Australia and has an extensive sporting history. It has since been placed on the Australian National Heritage List and undergone significant restorations.

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TOP10 MEGA STRUCTURES

06/

Eureka Tower: Melbourne

Designed by Fender Katsalidis Architects and built by development company Grocon with the use of more than 100,000 tonnes of concrete and 5000 tonnes of reinforced steel, the Eureka Tower has become one of the tallest buildings in Australia.

Completed in 2006 at a height of 297 metres and spanning over 90 storeys, the build incorporates over 550 apartments and over 50,000m2 of window area, creating a light and airy space. Top floors include a restaurant, in addition to a Skydeck which has become the highest in the southern hemisphere.

Tourists are able to undergo the Edge Experience, where a glass cube is able to protect groups 10ft out of the tower, where tourists can view iconic landmarks in the city 300metres from the ground.

Visitors can now also undertake The Walk Experience, described as “a specially constructed green screen set that gives the illusion that guests are crossing a tightrope – suspended high above the city of Melbourne”.

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07/

Sydney Airport

Sydney Airport is one of Australia’s busiest hubs, but dates back to the 1920s. Over 100,000 passengers enter its doors daily, at which the airport has been extended and renovated in order to cope with this increased demand, with three main runways and seven cargo terminals, investing over $2 billion on improving facilities, services and passenger safety since 2002.

The airport is seeking to undertake its plan of action, Sydney Airport’s Master Plan 2033, which will enable the airport to cater for over 70 million passengers by 2033 by developing and expanding current terminals and extend taxiways and key services at the airport, all of which align with the airports desire for strong partnerships amongst the rising numbers which access the airport and utilise their services.

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TOP10 MEGA STRUCTURES

08/

Australia Square Tower: Sydney

Completed back in the 1960s and becoming Australia’s first skyscraper, Australia Square has won several awards and was designed by Harry Seidler & Associates in partnership with engineer Pier Luigi Nervi.

Built by Civil and Civic Construction (now part of LendLease), with lightweight concrete, the mixed use tower has undergone extensive renovation, incorporating office space, a restaurant, bars and observation deck within its forty floors, winning several awards.

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09/

ANZ Stadium: Sydney

Built by ObayashI Construction and Multiplex Constructions at a cost of $690 million in time for the 2000 Sydney Olympic and Paralympic Games, the ANZ Stadium in Sydney is one of the most sophisticated multi-purpose stadia in the world. Also constructed in collaboration with architectural firm Populous and designers Bligh Lobb Sports Architects, the stadium incorporates a unique design, alongside several sustainable and energy saving features.

The 30,000 sq metre translucent, polycarbonate roof has allowed increased light to enter the structure and is slightly tilted, providing sufficient shade and protection, but also collects rainwater which is stored in tanks for irrigation. 90,000 cubic metres of concrete and 12,000 tonnes of steel have been utilised within the build, alongside a billion masonry blocks.

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TOP10 MEGA STRUCTURES

10/

Chadstone Shopping Centre: Melbourne

With over 500 shopping outlets over three floors, Chadstone Shopping Centre is the biggest shopping complex in Australia, opening its doors to 20 million individuals each year. Built by developer Novion Property Group, the shopping centre has recently been overhauled to incorporate over 50 new stores and dining areas in a $660 million project.

With over 129,000m2 of floor space, the layout of the shopping centre has also been redesigned, and the introduction of a 7000sq metre glass domed roof which has been constructed through 3D modelling, with nearly 3000 pieces of glass hand placed within the build. To accommodate for increased numbers, transport links to and from the shopping centre have also been strengthened.

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Standing the TEST OF TIME Written by Tom Wadlow Produced by Jordan Platten

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P&T GROUP

P&T GROUP CONTINUES TO BUILD ON ITS RICH HERITAGE THAT DATES BACK ALL THE WAY TO 1868, EXPANDING ITS PROJECT PORTFOLIO IN THE MIDDLE EAST WITH NUMEROUS AWARD-WINNING DESIGNS. THINKERS’ FREEDOM LIES AT THE HEART OF ITS PHILOSOPHY, ITS ARCHITECTS LEAVING NO STONE UNTURNED AND READING BETWEEN EVERY LINE

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CONSTRUCTION

“

Think before designing,” says Stephan Frantzén, Partner and Architect at P&T Group. Simple advice perhaps, but truly thoughtful architectural design is a rare and valuable commodity in times of rapid urban sprawl.

While the skylines of today are largely unrecognisable to those of even a decade ago, let alone the 19th century, P&T Group’s authenticity, attention to detail and pioneering spirit has more than stood the test of time. Indeed, 2018 will mark the firm’s 150th anniversary.

“Many old buildings – around 100 years old – are still standing, most famously the National Heritage buildings all along the Bund in Shanghai,” Frantzén points out. “The fact that these buildings are still in use is testimony to the design quality and to sustainability.

“A legacy like this carries with it a huge responsibility when we take on new projects, and the legacy inspires us to try and match the design quality of bygone buildings, importantly following the principle that good buildings never outdate.”

“My wife’s career took the family to Hong Kong in 1990 and I searched for the most international architectural firm,” Frantzén adds. “P&T stood out with its legacy and tradition of designing exiting and beautiful projects, shaping not only Hong Kong but many cities all over the Far East.”

William Salway set up the business in 1868, 20-odd

w w w. p - t - g ro u p . c o m

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P&T GROUP

2,000 Number of employees at P&T Group

One of the Largest International Contractors in the Middle East.

CSECE ME L.L.C has been actively involved in various sectors in Construction industry, such as Building, Infrastructure, MEP, Steel Structure as well as Project Financing & Investment.

Web: www.chinaconstruction.ae Email: info@chinaconstruction.ae

CONSTRUCTION

years after Hong Kong was established as a British Colony and when the demand grew for building banks, shopping pavilions, clubs and offices.

Project pipeline Having secured a huge project win for a city plan in Dubai, P&T established an office in the Dubai in 2004, which now has 150 employees. Frantzén spent four years in London and New York before returning to P&T’s Dubai branch in 2008, driving projects forward.

Today, P&T Group is one of the largest consultancies in the world, drawing on a global network of 2,000 architects and engineers. Its Middle East project portfolio contains notable award- and competitionwinning designs already.

The 70-story Burj Rafal is the first major project to be fully completed

by P&T Group’s Dubai office.

Home to stunning apartments and the five-star Kempinski Hotel, the tower required all of the firm’s vast high-rise experience as architects, structural and MEP (mechanical, electrical and plumbing) engineers.

“Burj Rafal is at the moment the

tallest completed tower in Riyadh, and it received the award for ‘the most sustainable large project in Saudi-Arabia’ some years ago, based on our in-house best practice in MEP,” Frantzén explains.

Another flagship hotel, nearing completion, is the Viceroy Hotel on the Palm in Dubai. “It will be spectacular with a 16 stories gateway structure containing guestrooms on the sides and a ballroom spanning across the opening on top,” Frantzén says. “The ballroom views are amazing: the Marina towers and beach hotels to the west and views of Burj Al Arab and Burj Khalifa to the east. Restaurants flank an 80m infinity pool that ends in a beach club and the beach. It will undoubtedly be one of the most memorable hotels in Dubai.”

P&T’s project scope in the Middle East does not stop there. Turning from hospitality to hospitals, the company is working on one of the largest hospital developments in the world in Riyadh, with 1,200 single bed wards. Other projects in progress include a multiple hotel complex in Aqaba, several residential projects in Abu Dhabi and

w w w. p - t - g ro u p . c o m

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P&T GROUP

Dubai, a headquarter complex in Dubai and a residential development in Bahrain down to the Gulf.

Frantzén also reveals that P&T has a residential tower under construction in Lagos, with another hotel also being designed. “We see more projects coming out of Africa, possibly in Ethiopia and Senegal,” he adds.

Standout Trust, thoughtfulness and reliability have formed the backbone behind P&T’s formidable growth into the global design giant it is today.

“P&T is known for working closely with clients, developing and expanding visions and finding opportunities, creating synergy and adding value,” Frantzén explains. “In simple terms we do thoughtful design that is appealing, where humane scale and functionality is key, and buildings are future proof.”

By utilising its expertise, P&T secures 100 percent of a project’s development investment, often saving its clients time, money and reducing maintenance efforts. Frantzén and other partners like to be involved close up with projects, combining their top-level strategic

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roles with the hands-on design work they remain so passionate about.

“One has to understand what is at hand, read between the lines and try to reveal every relevant opportunity,” Frantzén says. “Architects used to work in their home country and be specialist, understanding local materials, technology, culture etc.

Today architects work all over the world and have become generalists managing design to a great extent.

“Being all over the world means that we must learn and understand local culture, traditions, local climate and find suitable solutions, using suitable materials, and this can be good. We are all victims of ‘habituation’ meaning that we stop reflecting over things that we get used to. The danger is that we stop thinking.”

After discussing how difficult it can be to educate true thinkers - designers and architects of tomorrow - Frantzén revealed some of the criteria he looks out for when recruiting new talent.

“Most important for us is to recruit people that relate to our projects, are open minded, imaginative, intelligent and have a positive and

CONSTRUCTION

dynamic attitude,” he explains.

“IN SIMPLE TERMS The urban conundrum WE DO THOUGHTFUL With more than half of the world’s DESIGN THAT IS population living in built up areas today – a trend that is only going to strengthen APPEALING AND as populations continue to grow – IDEALLY BEAUTIFUL, Frantzén believes that urban design WHERE HUMANE SCALE is the greatest challenge facing the AND FUNCTIONALITY industry, together with sustainability.

Frantzén concludes: “We add to the IS KEY, AND BUILDINGS dialogue about urbanism wherever ARE FUTURE PROOF” we are and in Dubai that means we Burj Rafal Tower & Hotel Kempinski share experiences from the Far East on Smart Cities, sustainability being a large part of this. We share our knowledge from our offices in the Far East: how the likes of Singapore gives incentives to create elevated gardens in high rise and adding sculptures in public areas, and how Hong Kong has elevated climate protected walkways linked to subways, busses and trams.

“P&T is taking an active role in city planning, master planning and shaping urban spaces between buildings through the work we do, and with the momentum we have going this seems to continue, maybe for another 150 years.”

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SUSTAINING STEEL Written by Nye Longman Produced by Richard Deane

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EGYPTIAN STEEL

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CONSTRUCTION

LEVERAGING SIGNIFICANT INVESTMENT AND NATIONAL DEMAND, EGYPTIAN STEEL IS MAKING A NAME FOR ITSELF AS AN EFFICIENT, THOUGHT-LEADING MANUFACTURER AT HOME AND ABROAD

S

tepping into the steel industry in 2010, propelled by over $2 billion of investment, Egyptian Steel is growing to become a leading diversified manufacturer and stalwart of the recovering Egyptian economy. Backing up substantial capex with robust social, environmental and operational programmes, the company is looking forward to years of sustained growth and success. Since we spoke to CEO Ahmed Abou Hashima in the July 2015 issue, the company has undergone a number of structural changes and is now in the process of diversifying its offering to the domestic and international market.

Abou Hashima is proud of how far his company has come – and is optimistic about its place in developing the country. He says: “Steel is crucial for

the economy. We have a shortage of 8 million housing units and infrastructure.

The whole population lives on only 7 percent of the land. In order to develop Egypt, steel is vital for at least several decades. It’s a strategic industry that employs thousands of people.”

Operational development Operations are shared across a number of subsidiaries which consist of Egyptian Steel for Building Materials, National Port Said Steel (NPSS), and IIC for Steel Plants Management.

Together, these divisions enable the company to provide a range of steel production capabilities to the market – supported by a number of technological innovations.

“When all four plants of Egyptian Steel are at full capacity we will be able to acquire a 20-25 percent

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EGYPTIAN STEEL

market share in Egypt,” says Abou Hashima. “We’re also expanding into the cement industry with a production capacity of 2 million tons per year, and going into IPO is in our plan, although there’s no set time for it yet.

“We have already taken our first step into the cement industry by establishing the sister company Egyptian Cement, and in the future, after mainly operating in steel and cement we might look into diversifying into other building materials such as wood, ceramic, and glass.

Our vision is to make the group a onestop shop for all building materials.”

By the end of 2017, all of Egyptian Steel’s plants will become operational and the company will have an estimated workforce of 6,000 people. “With the opening of the Beni Suief plant we’re also opening a vocational development centre for training steel plant workers in order to improve their skills and performance,” Abou Hashima adds.

But the centre is not limited to just people working for Egyptian Steel: “It’s open for free to anyone who wants to learn,” he says, “It helps us raise

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the calibre of our workers, and at the same time is part of our role to give back to society, and enable people to have an opportunity to improve their skills to be able to compete in today’s workforce market.”

While Egyptian Steel is backed up by significant investment, the company has had to face up to the industry-wide challenge of sourcing enough energy for production. “The government has made an enormous effort to improve the power grid,” Abou Hashima says.

“There have been new power stations launched, as well as mega projects with companies like Siemens to generate power, and the outstanding natural gas field discovered by Eni, which will have a great impact in the future.”

“The situation is definitely better, but we have started using new energy-saving technology which will enable us to avoid any problems in both the long and short run.”

Sustainable steel Embedded within Egyptian Steel’s business model is the imperative to operate as responsibly as possible, a

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AHMED ABOU HASHIMA CEO

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EMB BUSI OPER

BEDDED WITHIN EGYPTIAN STEEL’S INESS MODEL IS THE IMPERATIVE TO RATE AS RESPONSIBLY AS POSSIBLE

EGYPTIAN STEEL

philosophy that it applies holistically to its workers, the environment and the Egyptian people.

At a technical level, the company has made massive strides in energy saving through use of more efficient technology. Combined, the eco-friendly technology the company is using saves almost 60 percent of the energy required and saves as much as 30 percent of emissions – innovations that have added an extra competitive edge. Egyptian Steel also recycles 100 percent of its steel scrap.

This technology is the first of its kind in the Middle East and Africa, and only the third instance in the world. The other two steel plants that use this technology - one in Arizona and the other in Greece - produce 250,000 tons/year, while Egyptian Steel’s Beni Sueif and Al Ain Al Sokhna plants each have a production capacity of 830,000 tons/year, making Egyptian Steel the biggest manufacturer of green steel globally.

Abou Hashima adds: “I created a concept that I like to call ‘socially responsible capitalism’ which emphasises that the civil society has rights that should be fulfilled - it’s our duty to improve people’s lives and to lessen their suffering as much as we can.”

And the company is continuing to achieve this social mission. In 2014 Egyptian Steel scrapped its advertising agenda in order to refit 40 of the poorest villages in the country with basic amenities. Since then it has also sponsored a large number of Egyptian

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EGYPTIAN STEEL IS w w w . e g y pBASED t i a n - s t e e IN l . c oCAIRO m 51

EGYPTIAN STEEL

WHEN ALL FOUR PLANTS OF EGYPTIAN STEEL ARE AT FULL CAPACITY WE WILL BE ABLE TO ACQUIRE A 20-25 PERCENT MARKET SHARE IN EGYPT – CEO Ahmed Abou Hashima

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athletes, and the Paralympic team.

What is clear from its conscious social work is a desire to share the success of the company in order to raise the standing of as many people in the county as possible.

Abou Hashima adds: “It’s very flattering that our CSR efforts got recognition on a local and on an international level. But what actually keeps me motivated is the happiness I saw on the villagers faces when they moved into their revamped homes.”

The company is also currently working to obtain ISO 9001 (Quality Management Systems), IS0 14001 (Environmental Management Systems) and OHSAS 18001 (Occupational Health Safety Assessment Standard).

Having built on an already strong foundation of investment and national demand for its products and services, Egyptian Steel is set to play a major role in developing the country’s economy and skills base for many years to come.

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Lean design and construction methodologies Written by Catherine Rowell Produced by Tom Venturo

THE UNIVERSITY OF CHICAGO MEDICINE AND BIOLOGICAL SCIENCES

Marco Capicchioni, Vice President for Facilities, Planning, Design and Construction for the University of Chicago Medicine & Biological Sciences, discusses how the extensive construction, renovation and improvement works to current healthcare facilities on campus, in addition to the implementation of smart technologies, have enabled the delivery of first-class care whilst remaining ahead of the game

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ppointed in 2014, Capicchioni has ensured the ongoing success of an array of projects currently in progress at the University. His extensive experience at Detroit Medical Center and the Henry Ford Health System has strengthened his passion in the construction and renovation of health facilities, ensuring ongoing projects on site will exceed the customers’ expectations and are delivered as quickly as possible.

Two recent projects has ensured the care provided at facilities on campus is of a high standard. The

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Orland Park ambulatory facility, situated off-site, will be opening at the end of 2016, enabling the delivery of high quality care for patients based in the south and southwestern suburbs of Chicago.

Also, the recent infill of the third and fourth floors at The Center for Care and Discovery situated on campus, with upgraded patient units and embedded observation unit, has enabled observation patients to be placed within one designated area rather than be dispersed throughout the hospital. In addition, the labor and delivery project at the

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Comer Children’s Hospital on campus has provided increased advantages to patients and their families with the introduction of enhanced medical technology.

“We used to have a lot of electronic devices in patient rooms, but they weren’t really smart devices. Now, virtually every device that’s in a room, including the patient temperature thermometer is all integrated into the informatics system for maintaining the Electrical Medical Record for the patient,” comments Capicchioni.

There have been significant advancements within medical technology, yet this has provided complex challenges with regards to construction and design.

Not only is it now imperative for workers to ensure embedded technology is smart, the Wi-Fi

©2014 POWELL PHOTOGRAPHY, INC.

Marco Capicchioni Vice President, Facilities Planning, Design and Construction

“We really want to ensure it is a state of the art facility which is able to be operated at a reasonable cost and also help support our sustainability efforts” – Marco Capicchioni, Vice President, Facilities Planning, Design and Construction

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has to consequently manage this increased load. All remaining wires are therefore placed within the ceiling space. Capicchioni explains: “It’s changed the way we look at the wiring of rooms and design of the buildings. Not as many devices

and integrated effectively.

Building Information Modelling (BIM) 3D has been utilised within all projects in order to eradicate any potential issues and has allowed workers to envision whether these technologies can be routed

Orland Park Exterior Construction

are now plugged in or hardwired to the wall for information, mostly everything has gone wireless, which means it’s very important that the antenna system to capture this information is robust, secure and capable”, in addition to ensuring all devices are regulated

alongside vital electrical, water and emergency works. “The ceiling space is a precious resource – not only to get all the equipment into the ceiling installed, but also for servicing of those items, making sure that valves are accessible,” Capicchioni adds. BIM 3D

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CONSTRUCTION

modelling has become an essential tool for not only the construction and design teams, but also with the team’s subcontractors, signifying its importance within project work on site and completion of project’s against set timescales.

Capicchioni continues: “Utilising that ceiling space and making sure each layer is designated for a specific purpose and making sure there aren’t any problems, where

we are trying to get ductwork through and trying to get another kind of service through - we require BIM 3D modelling to be utilised.”

When undertaking vital work on site, the health and safety of workers and patients is paramount. Whilst the teams work in collaboration with the infection control department situated on campus to ensure all standards are maintained, the construction and design team also extensively

UCM-Labor and Delivery-LDR Room

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McCauley

MECHANICAL CONSTRUCTION I N C.

McCauley Mechanical Construction Inc. 8787 S. 78th Ave. Bridgeview, IL 60455-1862 708.233.0606 Ph 708.233.0283 Fax mccauley@mccauleymech.com

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plan all routes to move the required rooms in advance - which will materials. Capicchioni adds: “This actually be in their final location allows them to put in place airlocks and do a final test fit to make sure between the construction and non- that everything all fits in place”, construction zones to make sure Capicchioni explains. In completing that we have pressurisation to keep these proto-types, the teams are the dust and other able to confirm contaminates whether they have from the incorporated all construction site patient needs, from getting into in addition to the occupied factoring in cost environment.” and logistics.

A lean approach To support is implemented the teams and at the early ensure they are stages in order to updated at all ensure positive, times, a monthly collaborative newsletter is working – Marco Capicchioni, Vice President, sent internally, in relationships, with Facilities Planning, Design and addition to alerts the undertaking of Construction which are used to critical flow paths inform workers of and processes to effectively reduce any potential changes to access on the impact on health services. A site. Once a week, senior leaders series of kaizen events and triare informed of any key issues storming is undertaken in order to regarding the pace of construction support the initial design stage. and any changes in timescales.

“As we build the facility we Capicchioni acknowledged typically build a few proto-type that not only is it important for

“We are looking at all aspects, not only the type of care, integration of research, but also how operationally efficient it will be”

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We are proud to be working with The University of Chicago Medicine and all of the fellow tradesmen bringing projects to life.

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workers to hear any updates, as their business evolves they need to be able to hear their workers’ input. To this effect, if employees have any concerns regarding any current work, the University enables workers to call a hotline number in order to stop work or discuss any developing issues.

With all the projects which are currently underway or in the pipeline, there is an increased focus on the sustainability and long term benefits, not just in the region but as a whole. “We really want to ensure it is a state of the art facility which is able to be operated at a reasonable cost and also help support our sustainability efforts,� Capicchioni says. The 1,800-space car parking deck, built in 2015 has also reduced parking difficulties on campus and has been designed to incorporate a loading dock for the site, where Capicchioni acknowledged all main supplies go in and all trash and other waste products exit.

Work has also recently commenced on the construction of a fifteen thousand square foot

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THE UNIVERSITY OF CHICAGO MEDICINE AND BIOLOGICAL SCIENCES

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ambulatory facility within the South Loop of western suburbs of Chicago, in addition to an emergency department within the parking deck on campus,

Hospital in a five-year project.

Although in the early visioning stages, such an expansive project incorporates not only complex construction challenges, but also

UCM-Labor and Delivery-Main Entry

which is set to complete at the end of 2017. In addition, the oldest facility on campus, the Mitchell Hospital, is set to be renovated and transformed into a Cancer Centre

recruitment and technological advances. Capicchioni explains: “We are looking at all aspects, not only the type of care, integration of research, but also how

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operationally efficient it will be.”

“It’s hard to foresee, as technology marches on, what that technology might be so we’ll be working with a futurist to help us to understand what might be some of the new things in the pipeline.”

The University has also had to factor in the construction boom in Chicago and consequent lack of trained union workers.

Capicchioni explained: “We’ve been having sustained growth of

over six percent for the last five years and so we typically start the day off with 100 percent of our beds filled.” However, it is clear that the completion of the array of projects on campus will have long-term benefits for the population of Chicago, with the implementation of key technologies and sustainable initiatives which will drive the projects forward and ensure the delivery of world class care within the region.

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Written by John O’Hanlon

USA

HTS Engineering

– keeping its cool

For the industrial and commercial heating, ventilation and air-conditioning (HVAC) installations that sit at the core of every major construction across North America the go-to partner is HTS Engineering and its sister company DXS: both are making a big impression in New England

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here’s no hotter engineering sector (forgive the pun) than HVAC. With inexorable pressure on new building construction teams to deliver sustainable solutions and ease of maintenance no project can be started without the involvement of specialists in environmental control. The North America air conditioning systems market alone is worth some $30 billion.

Air conditioning is becoming one of the most important facets of social infrastructure, indispensable

to providing people with good health and a culturally advanced lifestyle, as well as to fueling economic development. At the same time, air conditioning uses large amounts of energy. One of mankind’s greatest challenges will be to minimize the rise in energy consumption accompanying economic development, especially in the rapidly growing emerging countries. Now that the USA has ratified the Paris Climate Change Agreement the impetus toward energy efficiency in

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the climate control industry will undoubtedly intensify.

Key market players in North America include global manufacturers like Carrier Corporation, Daikin Industries, Ingersoll Rand, JCI, Trane and others. These multi-billion dollar corporations go to market via representative companies, of which HTS Engineering is a dominant name right across North America. With annual revenues in the region of $350 million HTS has grown since its foundation in 1992 through a strategy of entrepreneurial ownership: there’s a global ownership group of individuals who have a stake in each of the company’s 16 locations across Canada and the USA, and regional principals who have a share in their own territory. This structure gives HTS a unique focus on success and a single focus on creating success for all those involved with cooling and heating decisions – from selection, design and purchase, to installation and maintenance.

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Mike Donovan President

Mike Donovan, a 2009, 2010 and 2015 Ernst & Young Entrepreneur of the Year finalist, is the president and owner of HTS Texas. In this role, he has incorporated market-changing, innovative concepts and personalized customer service, enabling the company to grow from start-up to gross $163 million in 2015, receive Houston Business Journal’s Fast 100 award in 2010 and 2014, and Houston Chronicle’s Best Workplaces Award in 2010 and 2011.

The most active HVAC market and hence one of the largest HTS business is Texas. President of operations there, and a member of HTS’s global ownership group Mike Donovan epitomizes the entrepreneurial spirit of the company, having been a finalist in Ernst & Young’s Entrepreneur Of The Year program in 2009, 2010 and 2015, cited for the marketchanging, innovative concepts and personalized customer service he introduced, enabling HTS Texas company to grow from start-up in 2002 to gross $163 million in 2015.

The Texas economy, he explains, has done better than most though the global recession, though

“As a company we are very divested across sectors from healthcare, higher education, government and judicial and many others” – Mike Donovan, President

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USA

Dan Senese Principal

Dan Senese graduated with a Bachelor of Applied Science in Civil Engineering from The University of Waterloo. After working three co-op terms and one full year with HTS Engineering in Toronto, he joined HTS New England in Boston. Dan has over 20 years of industry experience, has been an ASHRAE member for over 9 years. He has extensive knowledge of HVAC equipment and systems with unparalleled attention to detail. Dan has solid relationships with contractors, engineers and owners and has proven success selling in each category. In late 2013, he stepped into a manager role before becoming a Principal in 2016.

Houston itself has felt the effects of the dip in oil prices. “Judging by non-residential construction starts in Texas I’d say the market is now stronger than in 2009. As a company we are very divested across sectors from healthcare, higher education, government, judicial and many others, so if someone isn’t starting an office building there is always something else going on. And HVAC demand is stabilized by the sheer amount of replacement that has to be done in what is a very mature market. Don’t forget that in Texas, if you don’t have air conditioning you don’t have a business!”

Another factor in HTS Engineering’s success has been the exclusive product rights it holds in many key markets to sell the products of the world’s largest air conditioning manufacturing company Daikin Industries. Daikin, with annual sales of around $18 billion, has a massive product line, allowing HTS to provide custom-built installations for its clients. With exclusivity in most

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of the Texas and Ontario markets, a recent restructuring of the organization in the important New England business has given a huge boost to that business too.

Key to growth in New England To hear about that we jump from Houston to Boston. Dan Senese is one of the most experienced engineers in the business having spent more than 20 years with HTS in Canada and the USA and now one of four Principals who lead HTS

New England. This company was highly respected in the industry by consulting engineers and contractors, but growth at the rate of Texas had eluded it, he admits, because it remained something of a boutique business focused on highly specialized, bespoke products. “We did not have the breadth of more standardized products available from the ‘big four’ manufacturers.” While it was representing a number of very high-end manufacturers

Setting a new standard for HVAC products, services, and expertise.

Congratulations to HTS and Stebbins-Duffy on forming a powerhouse to serve HVAC customers in New England.

Daikin is proud to have HTS New England as the local Daikin equipment sales representative. Our long-standing partnership makes us confident that this team will deliver great outcomes for building owners, engineers, and contractors.

Call (978) 977-9911 or visit http://newengland.htseng.com/ For more on Daikin Applied, visit www.DaikinApplied.com ©2016 Daikin Applied. All Rights Reserved.

USA

such as Haakon Industries, he added, and cross-pollination HTS New England was finding of industry knowledge between that its engagement with some the two companies could create major clients tended to be more a whole new level of expertise. intermittent than continuous.

Significantly for HTS, StebbinsBearing in mind what we have Duffy was the exclusive New said about the importance England representative of Daikin of a relationship with a major products, so the fit was perfect. manufacturer Agreement such as Daikin, was reached on it was strongly August 15, and felt that HTS the following day needed a broader the news was product portfolio released to the if it was to achieve industry. HTS significant growth.

New England Towards the is now led by end of 2015, HTS former StebbinsPrincipal Jeff Duffy VP Emery Ritchie and Peter – Dan Senese, Principa George together Foss contacted alongside three John Duffy, president of the 50 HTS New England principals, year old HVAC company StebbinsPeter Foss, Jeff Ritchie, and Dan Duffy. Duffy was receptive to Senese. The market has already the idea of a merger, observing responded very positively, says that together the companies Senese. “We had already shared deliver results that far surpass the business plan with suppliers to what they could accomplish as both companies. Manufacturers like separate entities. There’s very Daikin and Haakon aspire to be with little overlap in account coverage, a representative that dominates in

“Manufacturers like Daikin and Haakon aspire to be with a representative that dominates in its territory”

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its territory,” he says. They were ready and willing to take on the tasks of product familiarization and training that lay ahead. After all, he points out, they were seeing an instant doubling of the sales force promoting their products.

Next came the difficult task of dividing the accounts to focus on contracting clients on the one hand and consulting engineers on the other. In New England HTS had since its foundation in 1997 employed hybrid sales people,

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#VALUEthatdifferentiates

who called both on consulting engineers who design the system and mechanical contractors who purchase and install the equipment. “They are well rounded sales people but spread a little too thin. They would be selling a system then getting involved in project management while it was installed. But every minute you spend on project management is time you are not devoting to digging up new business!” The sales people from both companies

USA

were interviewed to see which path they wanted to take.

Out of the four principals it was seen as sensible to have two on either side. Emery George and Dan Senese were deeply involved on the contracting side, Peter Foss and Jeff Ritchie both had an engineering background, so the first two relinquished their engineering accounts and Foss and Ritchie their contracting accounts. “We all manage fewer accounts now, but have much more to sell, are more focused and

more relevant to our customers.�

With a full suite of products and the power of Daikin the merged entity can become involved in many more projects too.

Immediately after the merger was announced, the principals started to call on their clients to introduce the new sales teams and present to them the advantages the merger offers. “I wanted to thank the partners for their support over the years, and assure them that I am not going anywhere, but remain part of the leadership

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team and want them to know I care they are in good hands.”

Always innovating One of HTS’s great strengths is its in-house IT development team, which has created the TRAX software, a custom made solution that runs its back office functionality and ERP. Part of the logistics merger will be to migrate Stebbins-Duffy to this platform.

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shoulders ahead of the rest of the industry,” says Mike Donovan. “The next release will be when we go online with our project management module so our customers can track progress: that is a really neat feature and it’s rolling out in 2017. All of our software is in the cloud, with data center backup in Toronto and other locations.”

The HTS story is not complete without mention of its sister company Direct Expansion

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Direct Expansion Solutions Solutions (DXS) founded in 2007 to develop a dedicated team of specialists to address the rapidly growing Variable Refrigerant Flow (VRF) segment of the air conditioning industry. Daikin Variable Refrigerant Volume (VRV) equipment and VRV technology was very popular in Europe and other advanced economies like Australia but had not really impacted the USA till Daikin purchased McQuay, in 2006. “We wanted to create a business that sold the technology Daikin had brought in, so that we could become the go-to representative company for VRV,” explains Senese. “DXS is now that company, with a specialist team focused on selling a single product and doing it well. We have become very good at that!”

From its start in Central Texas,

DXS grew in Southeast and North Texas with offices in Austin, Dallas, Fort Worth, Houston and San Antonio. In 2012 it opened an office in Toronto and earlier this year the company launched operations in New England. As we have seen, a lot has been going on this year, and it couldn’t better time to celebrate these changes.

On November 3 HTS/StebbinsDuffy and DXS and Daikin will be hosting an industry-wide event to introduce their clients, their clients’ clients and the entire construction and maintenance community to meet the new teams. It will be a hands-on event, promises Global Marketing Director Ashley Heisler, with a chance to view the latest advanced technology from Daikin including VRV “We want to thank all our stakeholders and take this chance to let them learn from industry experts, while celebrating with a live band, great food, cold drinks and of course giveaways and door prizes!”

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SOLVING THE IMPOSSIBLE Written by John O’Hanlon Produced by Tom Venturo

USA

ONE DATA CENTER SERVICE PROVIDER DECIDED THERE WAS A BETTER WAY, SO HE SET OUT TO BUILD IT

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s anyone knows who was in business before then, the beginning of the 1990’s was effectively a pre-internet era. Nothing was standardized and few people foresaw the transformations that would take place in the ensuing two decades.

All the more remarkable then that a young high school student in Columbia, Maryland, had the vision to start up a business that today owns and operates more than 800,000 square feet of data center space, supporting it with its own private fiber network of more than 10,000 miles.

Deepak Jain was just 17 when he founded AiNET, in 1993. Mark Zuckerberg would have been nine.

“There were opportunities in the market place that made sense to me at the time,” he explains modestly. These opportunities were around the area of

dial-up internet access, which some of us remember with no affection at all — but AiNET was one of the first providers, and people had to have it.

“I understood the direction I wanted to take — so I managed to borrow $300 and set up in my mother’s basement.”

To explain this level of entrepreneurship and confidence at such a young age Jain thanks his parents. “I had used a computer since I was six or seven because my parents did not want to keep buying me toys. They handed me a computer and some books and said if I could learn how to use this I could write my own games. That sums my childhood up in a nutshell!” Without formal IT or business training, it was the potential of technology to change lives that fascinated him: even his business was initially conceived as way to pay for an absorbing hobby, and when the time

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Deepak Jain, CEO came he chose to follow a BA course in Molecular Biology at Johns Hopkins University, graduating in 1997. With his background, it came out of the blue at him that he would be nominated 2001 Young Entrepreneur of the Year by EY. A habit of growth These were times of extraordinary growth for the new company. In a couple of years it had evolved into a pure ISP provider, a service obtainable from very few companies at that time, and had attracted some international clients. “We grew fast, doubling from month to month, but

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Deepak Jain is the Founder and Chief Executive of AiNET. Since founding AiNET in 1993, Mr. Jain has led it through explosive technological and financial performance milestones while maintaining a strong commitment to best-inclass customer service. Mr. Jain’s management style emphasizes individual thought leadership and ground-up problem solving. His energy has infused AiNET’s unique performance-based culture. In the year 2001, he won the prestigious Entrepreneur of the Year award for his work with AiNET. Mr. Jain and the AiNET team are committed to farsighted solutions to the challenges facing enterprises and government at all levels.

Today, these include the areas of security, storage, energy efficiency and paradigmshifting cloud computing, Mr. Jain is the author of over a dozen pending domestic and international patents in the areas of power systems reliability, data center efficiency and green energy. With over 12 issued to his name and 90 patents pending worldwide Mr. Jain has worked to solve challenges throughout the electrical engineering, data center, mechanical engineering and telecommunications area.

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the breakthrough came when I had a call from Mark Cuban and Todd Wagner.” Cuban and Wagner founded Audionet in 2005, which morphed

small then. There was not as much bandwidth available as they needed: Yahoo! and other businesses were growing very fast, doubling and tripling

“We will never rest on our laurels, and will always be our own strongest critic” – Deepak Jain, CEO into Broadcast.com three years later and was bought up by Yahoo! in 1999 for $5.7 billion. “We engineered their solution and supported them with our servers right up to the takeover.”

The relationship with Cuban and Wagner shifted AiNET into a space that did not exist at the time, but foreshadowed its growth into becoming one of the world’s foremost data center providers. “We grew through IBM and GE and Lockheed Martin and other companies. We were getting huge requests from these large companies, yet the internet was very

their requests to us every few months.”

He soon found he could no longer meet this demand simply by adding more servers. “The company had grown on its IP services platform, but to do that well you must meet very specific structure and infrastructure requirements. The machines need to be running 24/7. They need to have good power, good cooling, good physical security, and be robustly built. We were retrofitting existing buildings to make that happen.”

Renting and managing space in third party data centers was a short term

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solution to the capacity need, but he found that the lack of reliability and control was not good enough to satisfy his commitment to his customers. AiNET set out a policy to acquire or build its own facilities and this it has followed since 2003.

Flexible power AiNET purchased and updated its first data center in 2003, then started to build its own facilities. In the process, he realized that most of

the standard construction practices were simply wrong. Even those MEP (mechanical, electrical and plumbing) engineers who specialized in data center construction were failing to understand that standard building trade approaches were not working in the best interests of the end users. “The first thing they do is to figure out the maximum power it will ever need and customize the hardware to cope with that. That means a huge investment before the

Check out Baltimore’s Largest Data Center

“One Market Center”

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AiNET www.constructionglobal.com

Visit our website for the latest news and trends from across the industry

www.businessreviewusa.com

building can take in its first customer server.” Over a decade, he argues, the requirements will dramatically differ from the projected design, and customer need will no longer be met.

AiNET’s approach is much more flexible. InfraGuard, based on a portfolio of patents, is 25 percent more efficient than competing systems.

Most recently, on June 17 this year the system added a patent from the State of Israel to awards from Europe, Japan and the World Intellectual Property Organization (WIPO).

InfraGuard could be developed in the face of received wisdom in the industry because AiNET is a vertically integrated owner, operator and builder of data centers. “The standard design for a data center is to have two power feeds from the utility,” he explains.

“Either one should be able to power the whole building and if both fail you switch to generators – these have to be connected and synchronized, a risky and complex process. Our design means that you don’t have to synchronize – each system iws independent. Our design does away with the single points of failure (SPOF)

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“There were opportunities in the market place that made sense to me at the time” – Deepak Jain, CEO

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that abound in the traditional model.”

It was further made possible by the company’s culture of innovation, the acknowledgment that what works today may not work tomorrow.

“We’re always questioning our own processes and constantly asking how we can make them better, even when we are already ahead of the curve.

How do we perform on cyber security

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penetration tests? How do we feed power in to our data centers? How are we cooling the infrastructure? Saying this is good, but is it good enough?

We will never rest on our laurels, and will always be our own strongest critic.” And AiNET will always focus on the most challenging 25 percent of its clients’ problems, he promises.

USA

The Baltimore hub In February 2014 AiNET purchased One Market Center for $20 million.

It is the largest data center in Baltimore. Standing seven stories high, and across the street from Baltimore’s historic Lexington Market, it is home to a host of networks, including every major telecoms carrier; Level 3 Communications,

XO Communications, Comcast, FiberLight, Zayo, Believe Wireless, Verizon, E911, Internet2, Windstream and Cogent- the last two having since expanded their presence there. One Market Center is a “carrier neutral” data center facility, meaning customers have choice of the ISP or provider they use to connect them to the internet and w w w. a i . n e t

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the world. It’s connected to all of AiNET’s data centers, which offer nearly a million square feet of space, using AiNET’s 10,000 mile private fiber optic network. This single data center directly supports over 25 percent of the world’s data traffic.

You need two things to run a data center well, Jain believes: reliable power and reliable communications.

As the largest privately held communications network in Maryland, Washington DC and northern Virginia with 10,000 miles of its

YEAR FOUNDED 1993

own fiber lines AiNET can offer its clients an end to end experience, with no third party involvement, that no competitor can match.

It’s no wonder that US government agencies as well as large corporations are locating their servers in AiNET facilities. The stability of the partner is critical in both the public and the private sector. Since that initial $300 (which has doubtless been repaid) the company has grown on its own revenues it has remained debt free and investor free – what acquisitions it

INDUSTRY Data storage and transfer

www.businessreviewusa.com

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USA

has made have been self-funded. As Deepak Jain puts it: “Our company has no outside stakeholders. No one looking for a return on their money.

No disinterested related parties. We are healthy with a sensible internal return on our success. I’m aware of no organization of our size or capability that can make the same claim – most are simply borrowing money until the day they can exit.”

Looking forward, AiNET will undoubtedly be expanding geographically – it is currently eying

NUMBER OF EMPLOYEES 150

up Hong Kong. However, Deepak Jain’s vision is already very close to realization. “Ten years ago we set ourselves a goal to touch every internet transaction in the world: back then that seemed far off but today we are very close.” Not unexpectedly his vision has simply expanded further and a project has been started that aims to bring food security to the poorest parts of the planet. “If that comes to fruition in my lifetime it would be amazing.”

ANNUAL REVENUE 2016 estimate- $26m

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THE ROAD TO SUCCESS Helping keep Australia on the move, civil engineering and construction major Fulton Hogan is responsible for some of the country’s most important infrastructure projects.

Written by Adam Turner

F U LT O N H O G A N

F

ounded in New Zealand in 1933, Fulton Hogan started in the asphalt business – building state highways – and soon grew to tackle major construction projects. Expanding across the Tasman, today Fulton Hogan is responsible for building major Australian transportation projects such as upgrades to Melbourne’s M80 Ring Road, Queensland’s Bruce Highway and the Princes Highway south of Sydney. Fulton Hogan is also involved in the construction of airports, ports and rail links across the country, as well as wind farms and hydroelectricity stations.

While Fulton Hogan’s interests stretch far and wide, with 25 regional businesses across Australia and New Zealand, it has maintained a decentralised business structure which empowers each region to deliver local projects. This freedom allows a large business like Fulton Hogan to remain agile, but in return it creates challenges in terms of supply chain management and making the most of its

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Jane Falconer, Executive GM Procurement Jane was appointed to the Executive General Manager Procurement role in March 2014. In this role she is responsible for establishing and leading a central procurement function to support Fulton Hogan’s third party purchasing activity across New Zealand and Australia.

Jane joins Fulton Hogan’s group management team from the automotive and energy sectors in Australia where she has spent over ten years developing and implementing strategic procurement teams and processes into organisations to reduce operating costs, manage suppliers and create sustainable value for organisations.

Jane’s qualifications include a BSc in Chemistry and an MBA.

bargaining power with suppliers.

Fulton Hogan operates its own asphalt manufacturing plants for its road-building and maintenance businesses, and operates a number of quarries throughout New Zealand and Australia.

“In a traditional manufacturing supply chain, all roads lead to the manufacturing facility and then on to the customer,” says Jane Falconer – Fulton Hogan’s Executive General Manager, Procurement.

“Our world is different because our supply chain is largely focused

on the provision of materials and services to project or work sites around the country, where these materials and services are consumed in the field.”

“We are a vertically-integrated business which means we can use internal resources, such as asphalt and aggregates, to meet our regions’ needs for their projects.

We are constantly reviewing our supply chain to determine what is best for the project and community. For example, if our quarries are located close to the

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Nick Miller, Managing Director Nick was appointed Managing Director of Fulton Hogan Ltd and Fulton Hogan Construction Pty Ltd, Fulton Hogan Industries Pty Ltd in January 2010. He is the director of a number of Fulton Hogan subsidiaries and joint ventures, including Blackhead Quarries Ltd, Allied FH Ltd, WFH Properties Ltd and Pokeno Village Holdings Ltd. He is also a Board member of the Australian Contractors Association (ACA). Nick was formerly the Chief Executive of Fulton Hogan Pty Ltd and he has over 20 years’ experience in various civil engineering and management roles, including as Chief Executive of Isaac Construction. Nick’s qualifications include a BE (Hon) in Civil Engineering from Canterbury University and a New Zealand Certificate of Engineering.

site, it makes sense to use them.

In other instances it may be more economical to use an external supplier if they are closer to the site.”

“We also leverage our size and negotiate national agreements with suppliers,” she adds. “Our centre-lead procurement team and national, or Trans-Tasman, supplier agreements are available to our people. They also have the flexibility to look elsewhere if they find better value. This means that we are constantly evaluating and balancing individual supply

verses our national agreements.”

“We’ve always been a decentralised business, almost like a federation of regional businesses, and part of my team’s role is to ensure that everyone understands the supply agreements that are in place. Having a nationwide supplier deal on paper is one thing, but the benefits only come when we realize the real value and savings in the field.

With around half of its 6,400 employees procuring goods and services in some way, Fulton Hogan is looking to implement a business-

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F U LT O N H O G A N

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Rob Woodgate, Group Chief Financial Officer Rob was appointed to the role of Fulton Hogan’s Group Chief Financial Officer in September 2016.

As Group Chief Financial Officer, Rob is responsible for the company’s fiscal strategy and risk governance frameworks, along with the delivery of shared services and IT across the entire operations. He has previously held senior executive positions in New Zealand and the United Kingdom, and across a range of sectors, including Chief Financial Officer of PGG Wrightson Limited, and more recently Chief Financial Officer of Silver Fern Farms Limited.

Rob’s qualifications include a BCom, and he is a Chartered Accountant and a Member of the New Zealand Institute of Directors.

wide purchase-to-pay system.

The system won’t be designed to centralise approvals and stifle autonomy, which Jane says would go against Fulton Hogan’s enduring principles of empowerment and autonomy. Instead the purchaseto-pay system will standardise and streamline processes, and offer greater insight into Fulton Hogan’s purchasing habits. The results will help Jane’s team strike more efficient procurement deals and develop more targeted sourcing strategies.

“We can leverage scale across

“We’ve always been a decentralised business, almost like a federation, and part of my team’s role is ensuring that everyone is on the same page and makes the most of the resources available to them” w wwww. fwu.lttm o nr.hqol d g .agno. vc .oam u

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New Zealand's Gough Group and Fulton Hogan have more than 80 years' partnership in the transport, energy, aggregates, civil construction and land development industries throughout New Zealand and Australia.

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Robert Jones, Chief Executive Officer – New Zealand Robert was appointed to the role of Fulton Hogan’s Chief Executive Officer New Zealand in July 2015, and is responsible for the leadership of the combined Regional and Infrastructure businesses across the country. He joined Fulton Hogan in January 2012 as Chief Operating Officer – Infrastructure, responsible for leading the company’s infrastructure expansion in the New Zealand market.

He came to New Zealand as the Project Director for the Northern Gateway Alliance and was subsequently appointed as the Country Manager for Leighton Contractors.

Robert has over 40 years’ experience in the construction sector.

His career includes extensive experience in managing major engineering projects around the world.

Robert is a Board member of the New Zealand Council for Infrastructure Development. He is also a Fellow of the Institution of Engineers, Australia, a Fellow of the Chartered Institute of Building (UK), and a Fellow of the Australian Institute of Building. He sits on the Board of Trustees for the Camp Bentzon Trust which runs a children’s and community camp on Kawau Island in the Hauraki Gulf.

the business, but it can only be done from the centre – which means striking the right balance between regional autonomy and centralisation. As we do this it is critical to get the stakeholder engagement right,” she says.

The new purchase-to-pay system must be mobile and accessible to frontline staff. This will involve

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issuing them with devices so they can process purchases on the move and with no downtime to our activities. As such the deployment and change management aspects of the project will be critical.

“A large part of the process will be teaching people how to use this technology both in the office and out in the field.”

“We need to approach the project’s deployment and training in a way that staff will see the benefits and embrace the change.

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“We’re excited about working with our regional businesses to deploy this technology right down to the front line, to facilitate our business becoming very tech-savvy in the 21st century”

CONSTRUCTION

Bob Fulton, Director Investments & Associates Bob was appointed as Director of Investments and Associates in July 2015, and is responsible for the management of our associate businesses including Land and Fulton Hogan’s Fijian investments. Prior to that he was the Chief Operating Officer of Fulton Hogan’s New Zealand operations. He is also a Director of Fulton Hogan Ltd, Fulton Hogan Construction Pty Ltd, Fulton Hogan Industries Pty Ltd, Horokiwi Quarries Ltd, Allied FH Ltd, WFH Properties Ltd and Rangititikei Aggregates Ltd. Bob has held various roles in Fulton Hogan Ltd from 1991 to the present day, with previous engineering positions in the UK and with a Local Authority. Bob’s qualifications include a BE in Civil Engineering.

We’re excited about working with our regional businesses to deploy this technology right down to the front line, to facilitate our business becoming techsavvy in the 21st century.”

Fulton Hogan is also looking to the future in terms of sustainability, aiming to minimise carbon emissions, improve energy efficiency and reduce waste. It is a member of the Clean Energy Council, the peak body for the clean energy industry in Australia.

Each business region is encouraged to develop its own environmental initiatives to encourage greater ownership at the local level.

“Sustainability is something we take seriously and our efforts include using more biofuels, such as biodiesel, to reduce our reliance on diesel and gas in terms of how we operate on sites and run our plants,” Jane says.

“Another aspect involves the installation of solar panels on all of

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NZ Prime Minister, John Key and Waimakariri MP, Matt Doocey, visit our project team constructing the Western Belfast Bypass, Christchurch

our major plants across Australia, which is helping to manage our carbon emission exposure. With the advent of more affordable battery storage devices we believe this will continue to drive value across our business”.

With many of its projects in regional and remote areas, there is also a strong focus on engaging with communities, and in particular indigenous communities, to increase their participation in the construction sector.

“We’ve been working on establishing processes and strategies which allow us to identify indigenous companies and then procure from them. For example, working with Supply Nation in Australia to identify suppliers that

are relevant to our businesses and project locations,” Jane says.

“At the same time and within our Australian business, we’re in the process of developing a reconciliation action plan, finalising an indigenous engagement strategy and strengthening relationships with our local communities. Procurement is just one area where we can create strong connections with communities.”

With Fulton Hogan’s unique and successful business model, optimizing the supply chain offers great opportunity and challenge to drive value throughout the business and to our shareholders.

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DELIVERING THE GOLD COAST’S TRANSPORT NETWORK Early engagement with stakeholders is one of the innovative approaches helping the Department of Transport and Main Roads deliver an extensive capital infrastructure program

Written by Lucy Dixon Produced by Vince Kielty

D E PA R T M E N T O F T R A N S P O R T A N D M A I N R O A D S

I

n 2014 the 1700km Bruce Highway in Queensland was named as one of the world’s most dangerous roads, accounting for a fifth of Australia’s road death toll. Just two years later, thanks to a safety program from Queensland’s Department of Transport and Main Roads (TMR), the number of crashes on this road has continued to drop.

Amanda Yeates, General Manager Program Delivery and Operations, explains: “Two years ago we had 50 deaths and last year this was down to 15. We carried out some safety work where we moved the centre line further apart on the road, which has reduced the possibility of headon crash impacts.” An impressive achievement that has come as part of the $9 billion Bruce Highway upgrade, although this particular improvement wasn’t at a high financial cost. Yeates adds: “I’m really proud of the fact our innovation doesn’t have to come through massive capital investment.

We’ve got some very, very clever people who are looking at world best practice and then having the

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courage to implement those things.”

This is just one of the programs Yeates heads up since being promoted to General Manager in May this year. She is responsible for about $4 billion of capital infrastructure expenditure annually, with overall responsibility for the transport network. “I am responsible for all of the capital upgrades across the transport network, both the road network and the rail network,” she adds.

Aside from the Bruce Highway upgrade, current projects Yeates is delivering include the $1.1 billion Moreton Bay Rail Link project – a 12.6km dual-track passenger rail line between Petrie and KippaRing – and the $1 billion, 41km Toowoomba Second Range Crossing, that will take heavy vehicle highway traffic around north of Toowoomba rather than through it, as well as the second stage of the Gold Coast Light Rail.

Game plan The light rail stage two, and about

AUSTRALIA

Amanda Yeates, Professional Business Women of the Year Award 2016

D E PA R T M E N T O F T R A N S P O R T A N D M A I N R O A D S

$160 million of major Gold Coast road upgrades need to be delivered in time for the Commonwealth Games, which are heading to the Gold Coast in 2018. Yeates says: “In the last 18 months we’ve opened the first light rail project in Queensland on the Gold Coast and we are finalising the second stage so we can connect light rail through to heavy rail. Queensland Rail is duplicating the final section of single track, between Coomera and Helensvale stations, which will deliver improvements to services

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for the Gold Coast, prior to the 2018 Games. The Games have absolutely been a catalyst for infrastructure projects such as this.” The Games have also given the Department of Transport and Main Roads an opportunity to look at its customer-facing transport information differently too. “At the moment we manage events in a traffic management sense very well, but the Games will give us a chance to showcase how we do that over the whole transport network and what opportunities

AUSTRALIA

there might be there for legacy projects applicable for the whole of Queensland,” Yeates adds.

The influx of people expected for the Commonwealth Games will be a challenge, but one that Yeates is well accustomed to, as it was only two years ago that the G20 was held in Brisbane. Yeates explains: “We managed all of the G20 transport arrangements, with the 20 world leaders here as well as all of their associated movements. We also manage a lot of smaller events which tend

to attract a lot of people, such as marathons. The big difference, in the case of the games, is it is on a much grander scale.”

Transport technology Technology is also a big focus for Yeates, who believes we are at the “very cusp of a step-change in what technology is going to look like in the context of transport”.

Innovations such as autonomous vehicles will, Yeates says, be a challenge for Queensland. “We have a very vast geographical

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landscape and vastly varying conditions. South-east Queensland is very urban and then we have very rural and very remote areas.

Over the last 12-18 months, we have been really gearing up to look at how we’re going to use technology to focus on the future for the transport network.”

Part of this involves engaging with stakeholders – and the private sector – early on in the process.

“We run a lot of early contractor involvement processes so we have a competitive process up front with two teams basically bidding against each other.”

This means that consortiums

Amanda Yeates General Manager Program Delivery and Operations, Queensland Department of Transport and Main Roads As General Manager Program Delivery

procurement, delivery and stakeholder engagement

and Operations, Amanda leads the delivery of

that has supported value-for-money outcomes and

the department’s $3 billion capital works and

solutions that are appropriate to the local context.

maintenance program and the management and operation of the state-controlled road network.

Amanda joined the Department in 2011

Amanda sets the strategic vision for the more than 1700 talented Program Delivery and Operations staff across the state who are at the front line of

and has held roles including General Manager

planning, developing and maintaining the extensive

Integrated Transport Planning, Deputy Regional

network required to keep Queensland moving.

Director Metropolitan Regional, and Regional

Amanda is a passionate advocate and

Director North Coast and Wide Bay Burnett.

supporter of workforce diversity and is committed

Amanda was appointed General Manager

to fostering an environment and culture that

Program Delivery and Operations in May 2016.

supports a vibrant, diverse, collaborative, safe,

Amanda leads innovation in planning,

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rewarding and high performing workplace.

CONSTRUCTION

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of designers, consultants and construction contractors get together at a very early stage in a project. The advantage is, says Yeates, that government can harness innovation. “What we find is industry does innovation really, really well. So we are trying to engage the industry in doing what they do best, which allows us to have solutions that are the right solutions for the local context – often at a far more competitive rate.”

Innovation is no longer thought of purely in the context of engineering – the procurement process is innovative. “We think about getting innovation in the planning stage.

In the past we would run three or four possible planning scenarios and it would take us a couple of days to work through each of them.

“The Games have absolutely been a catalyst for infrastructure projects”

We now use technology such that we can sit in a workshop with all of our stakeholders and run multiple real-time analyses of a variety of options in the space of several minutes. Then we are engaging the industry very early to make sure we’re getting that innovation in the construction, so we’re completely revisiting at how we engage with industry on every level.”

The transport industry might ordinarily be traditional but this fresh style of working is proving its value for TMR. “We have an approach where our relationships with our stakeholders are really key to our success,” Yeates said. It is no longer enough to simply deliver a technical solution. “We have to have the right technical solution and then we have to overlay the right social, environmental and economic outcomes.” And the Bruce Highway project is a great example of this, specifically the Caloundra Road to Sunshine Motorway upgrade. “This is a very significant safety and

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congestion project. When we took our concept design to market, we received negative comments from our stakeholders. Both from our community stakeholder perspective because we had limited some local access and also from an environmental perspective because we were going to impact on local forests. As part of the process, we engaged with industry to come up with a more innovative design in the procurement process. We’ve reduced the impact on the forest by more than two thirds and restored a whole lot of local access that was concerning the community.”

Over the next 10 years, the Bruce Highway Action Plan will involve a comprehensive program

South Coast District

of works to improve the safety, flood immunity and capacity of the Bruce Highway. Such a huge project will affect a huge number of people, so Yeates knows that public engagement is key. “In order for us to get all of that work done, we do have successive minor delays across our roadworks sites from Brisbane right up to the very north in Cairns. Ultimately what we found is the travelling public travelling is incredibly patient with roadworks because they know that when those upgrades are occurring they’re getting improvements in congestion or really big safety improvements.”

ANYTHING i s

p o s s i b l e

Written by Xenia Alexander Produced by Tom Venturo

SCHIAVELLO

As Schiavello celebrates 50 years of creating, we take a closer look at its journey from humble joinery and partition business, to multi-disciplinary global success.

Half a century is a long time by anybody’s measure – in business, it’s a lifetime.

F

ounded in 1966 by Tony Schiavello and his younger brother Joe as a joinery and partition business, Schiavello has transformed into an innovative, multi-disciplined, diversified and trusted property partner. Its diverse capabilities include construction, property development, people and culture consultancy, manufacturing, products and furniture. Far from a jack-of-all-trades, Schiavello continues to master everything it applies itself to. For two brothers from southern Italy, this kind of commercial success was beyond imagination when they immigrated to Australia in the 1950s.

While a lot has changed over the

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past 50 years, the principles upon which the company was founded have stayed the same: innovation, quality, service excellence and an ‘anything is possible’ attitude. Remaining true to these values has encouraged significant organic growth, both locally and internationally. The company now directly employs over 1,200 people, with a presence across Australia, New Zealand, South-East Asia and the Middle East, and an annual turnover of more than $550 million. A testament to its consistent growth, Schiavello has been recognised by the BRW as one of Australia’s top 100 privately owned companies for the past five years.

Today, Tony and Joe are still actively engaged in the business, with the help of the second and third generations of the family. Tony’s eldest son Peter is the current Managing Director.

Peter has literally grown with the

AUSTRALIA

Christopher Schiavello, Director Christopher Schiavello has worked in the family business for much of his life. As Director, he is responsible for overseeing business strategy for the construction division. With a strong customer service background, Christopher enjoys working collaboratively with clients to better understand their needs. He is an advocate for early contractor engagement, and is constantly looking for ways to push the boundaries and challenge industry norms.

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business, working in the company’s Melbourne factory on weekends and school holidays as a child. Joe’s son Christopher, Director of Schiavello Construction and International, has similar memories. Together they form a key part of Schiavello’s future. “I don’t think I will ever completely understand or appreciate what my father and uncle

located in the garage of Tony’s modest Brunswick home, Schiavello now owns and operates 100,000 square metres of highly advanced local manufacturing facilities, and an award winning headquarters in Tullamarine, Victoria. These facilities are the largest and most integrated of their kind in the southern

‘Despite its longevity within the industry, the organisation is proving that it can keep up with the times, investing in new technologies for smarter, more sustainable ways to do business’ have achieved,” says Christopher, “to come to Australia with little-to-no knowledge of English and create this kind of opportunity is nothing short of inspirational. They taught us to take nothing for granted, treat everyone with respect and believe that anything is possible. Culturally, this is what is instilled within our business today.”

A far cry from the two man fit-out

hemisphere. Schiavello offers a range of specialised services: engineering and tooling, metal, aluminium and wood processing, plastic injection moulding, electrical component production, powder coating, glass processing, upholstery, solid surface fabrication and assembly operations.

“As a company that values quality, innovation, safety, and customer

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service above all else, having access to these facilities is a great advantage,” says Christopher. “It means greater control over quality and risk management, and it allows us to provide clients with innovative and bespoke solutions, high volume runs, streamlined processes for delivery, and ultimately, increased certainty.” As a proud Australian company, 95 percent of Schiavello’s products are manufactured locally, including furniture, ceiling tiles,

glass, and partitions. The majority of the materials are sourced from Australian-owned and grown suppliers, making Schiavello one of the biggest customers of companies such as Blue Scope Steel, Laminex, Capral Aluminium and Dulux.

Anyone who has worked with Schiavello will testify to its reputation for creating world-class environments. This extends across a variety of sectors and build types, from workplace and education, to

Garden State Hotel, Melbourne

Lonely Planet HQ, Melbourne

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AUSTRALIA

hospitality, hotel and gaming, and even residential developments. No matter the type of project, the approach is always the same. “It’s about really taking the time to understand the client, what their needs are, and how we can provide a solution that works for them. This is not just about a single project, it’s about building a partnership based on mutual trust and respect,” says Christopher. “By engaging with our clients at the earliest possible stage, they not only get the

benefit of our technical expertise, but we can give them greater certainty – from a cost, quality and time perspective. We pride ourselves on being more than just a builder; we’ve assembled a team of specialists to assist our clients on their journey.”

The penchant for technically challenging, high-end projects is evident in Schiavello’s vast body of work, including iconic projects such as the opulent six star Crown Towers hotel, Fujitsu’s 6 Star Green Star head

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BHP Billiton, Melbourne

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office, the heritage listed Collingwood Football Club facility, and even the Commonwealth Parliament Offices.

Perhaps its brightest jewel to date, Schiavello is behind one of Australia’s finest multi-residential developments, Prima Tower. At 256 metres high, it’s one of Melbourne’s tallest buildings – a sleek 70-storey structure. It features a striking curved-glass façade that changes colour from bronze to gold depending on the time of day, reflecting the changing face of the world’s most livable city.

Having purchased the land in 1984 when Southbank was still an industrial area, Tony Schiavello knew Southbank was going to be something bigger.

Fast forward thirty years, the sixstar development is symbolic in many ways. “Our company motto has always been and always will be that

‘anything is possible’; Prima Tower is testament to how far we have come,” says Tony, Governing Director and Executive Chairman of the Schiavello Group. While prior forays in property development such as The Artist, Abode318, and Domain Lodge have proven successful for the company over the years, Prima Tower is by far the largest, and most significant venture Schiavello has completed to date.

With a reputation and portfolio of this calibre, it’s no wonder Schiavello has formed so many longstanding partnerships over the years. The relationship with Crown Resorts Limited – Australia’s largest gaming and entertainment group – is one such example. Having completed a number of successful projects together, their next joint venture will

‘Our people and relationships are the foundation on which Schiavello is built, without whom there would be no past, present or future’

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be the biggest by far. Whilst currently still in the planning phase, One Queensbridge will become the tallest building in Australia. At 90-storeys high, it will feature a new 6-star, 3888 room hotel and 708 luxury, high-end residences. The development will not only contribute to the city’s reputation as a world-class tourism destination, it will set a new standard for luxury apartment living in Australia.

With such a diverse service offering, Schiavello clearly challenges a number of industry norms. “I think a lot of people within the industry find it difficult to define us, but that’s the beauty of our business,” says Christopher. “We have a range of capabilities, and have learnt to be adaptable and responsive, always embracing new opportunities. My father and uncle always said, the worst thing you can do is sit still.” Despite its longevity within the industry, the organisation is proving that it can keep up with the times, investing in new technologies for smarter, more sustainable ways to do business. This allows the company to better forecast the future drivers, disrupters and

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Proposed Development: ‘One Queensbridge’, Melbourne

Schiavello owns and operates 100,000sqm of manufacturing facilities based in Victoria

Schiavello HQ, Tullamarine, Victoria

AUSTRALIA

trends impacting the property market.

One such initiative is Schiavello’s online, OFSC compliant quality, safety and environment management system. After identifying a gap in the market for a suitable platform, Schiavello partnered with an Australian developer to produce its own custom solution. This completely paperless system allows for project management plans to be generated specifically for each project, and made accessible to the entire team via desktop and mobile. The technology is an industry first and is redefining safety benchmarks.

The evolution of Schiavello into a multi-disciplinary company has clearly been a voyage of successes and lessons learnt, and one that Managing Director, Peter Schiavello is proud of: “We are honoured to share this journey with our clients, collaborators and employees. Our people and relationships are the foundation on which Schiavello is built, without whom there would be no past, present or future.”

Commonwealth Parliament Offices, Sydney

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Sustainability is at the forefront of

SCT&E LNG’S NEW FACILITY within LOUISIANA

Written by Catherine Rowell Produced by Tom Venturo

SCT&E LNG, INC.

SCT&ELNG is constructing a $6.9 billion Liquefied Natural Gas (LNG) Export Terminal within the State of Louisiana, providing an environmentally-friendly and clean fuel source to the global energy mix with an increased emphasis on sustainability

C

ompanies worldwide are increasingly tasked with finding cheaper, more sustainable energy sources that will reduce increasing levels of environmental pollutants while continually meeting the demands of its growing consumer base. Originally established by Southern California Telephone Company, SCT&E LNG is now globally renowned as the developer of a 12 mtpa natural gas liquefaction and LNG export facility on Monkey Island in Cameron Parish, Louisiana.

The company’s innovative and technical innovations in providing sustainable and affordable natural gas via LNG to countries in need of clean burning and inexpensive

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energy solutions has been globally recognized, at which the company has been recently nominated for the CWC Asia Pacific LNG Innovator of the Year Award for its unique 20year fixed price LNG supply offering, a first of its kind in the industry.

“The United States has an abundance of clean natural gas, and there are places in the world that are in desperate need of clean fuels, rather than pollutants which we are currently experiencing. SCT&E LNG will supply inexpensive, stable, and clean burning fuel into parts of the world that desperately need it,” explains Eric Smith, Executive Director of Business Development.

SCT&E LNG’s unique 20-year fixed price option is just the beginning of the company’s innovative offerings

ENERGY

in the industry. According to CEO Greg Michaels, the company is “currently working on crafting LNG supply deals based on exotic indexes, something no one else has been able to achieve before.”

Multiple natural gas pipelines are located close to the 246-acre project site, which will allow natural gas to be collected and treated effectively in order to go through the liquefaction process where the gas will be cooled to -162°C (−260 °F) degrees. The LNG will then be placed within three onsite storage tanks situated alongside three LNG trains incorporated into the SCT&E LNG development. The storage tanks will hold around 160,000 cubic meters of LNG supply each, which will cater to the increasing demand for clean burning fuels, and can be utilized for a multitude of needs, from commercial and residential use, to industrial and transportation services.

While innovation is a key distinguisher of SCT&E LNG’s business philosophy, pursuing “proven” strategies, technologies and locations is also a fundamental

about Strategically located on Louisiana’s Calcasieu Ship Channel, the future SCT&ELNG facility sits approximately 2.5 miles inland from the Gulf of Mexico. The project site is located near the heart of the U.S. natural gas intrastate and interstate pipeline systems, just miles from major gas pipeline interconnections.

SCT&E LNG has received Order No. 3566 from the Department of Energy granting them a 30year authorization to export approximately 1.60 billion cubic feet per day (bcf/d) of natural gas, or approximately twelve (12) million tons per annum (mtpa) of domestically produced LNG, by vessel from the proposed SCT&E LNG Export Terminal to countries with whom the United States has a Free Trade Agreement.

SCT&E LNG also has a nonFTA application on file with the DOE that is pending approval.

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aspect of its business model.

Louisiana already has a robust infrastructure in place and has garnered strong community and government support. The $6.9 billion SCT&E LNG development will provide over 1,500 construction jobs, boost the US economy and has garnered widespread political support.

Louisiana is also currently the third natural gas producer and the ninth crude oil producer in the nation. “Our facility will have a direct positive impact on the health of tens of thousands of people where our

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gas will be consumed as well as contribute to the health of the global environment,� adds Michaels.

The SCT&E LNG project is headed by a strong executive team of energy professionals with vast experience within the LNG and EPC industries.

Vice President of Engineering, Scott Ray, has extensive knowledge and vast experience in designing and constructing a number of LNG liquefaction facilities globally, in addition to commissioning five LNG trains and seven cryogenic storage tanks. With over 27 years

ENERGY

of experience in Engineering, Construction and Procurement (EPC) industry, Ray’s expertise compliments that of Smith, who is currently developing the project’s commercial and business development strategies.

“Our strategy is to have the most knowledgeable team of people with a high level of industry experience directly related to developing projects like ours. We run with a lean team to maintain staying power through the development phase, and to bring results and return on investment to our partners”, explained Michaels.

Running lean is a fundamental factor in SCT&E LNG’s continued success, and the project has been able to achieve several key milestones

at the fraction of the money spent by other, more heavily funded projects.

Michaels explains, “We are careful with our capital and understand what an important tool it is. We operate under a “waste nothing” mentality and negotiate with every contractor aggressively. We listen intently to our advisors and contractors, then apply their recommendations based upon our team’s extensive experience.

We approach our customers/ offtakers with the mindset of best supporting their needs. The response from offtakers on our commercial innovation, proven decisions, and customer service confirms that SCT&E LNG’s way of operating is working.”

SCT&E LNG has placed an

“The fact that establishing this facility will make a difference in the lives of so many people around the world is what excites me and the entire team most” – Greg Michaels, CEO

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increased emphasis on fulfilling what for the SCT&E LNG project. has been titled the “second wave” of “The long term, global benefit of our LNG demand, which is predicted to facility is the improved environmental begin in 2023 and rise thereafter. This impact it will have in places, such prediction coincides with the timing as China and India, where coal is of SCT&E LNG’s being used as a signed Natural Gas primary fuel source Supply Agreement, and resulting negotiated by in high levels of Michaels, which pollution in the begins at the atmosphere,” adds commencement Michaels. “This of the facility’s pollution is causing operations around devastating health 2023 and ensures consequences for a 20-year fixed the communities, price for the supply and natural gas of LNG for SCT&E fueled energy will LNG’s customers. work to greatly This agreement improve the air has enhanced quality of these the appeal of the countries.” Natural facility’s LNG for – Eric Smith, Executive Director gas is known buyers, creating of Business Development to be twice as a competitive clean burning as advantage for the company and traditional energy sources, such as oil its shareholders. Five confirmed and coal, and will provide increased MOUs have been signed to date benefits through the reduction of for a total of 5.7 mtpa of LNG, pollutants regularly emitted. signifying increased momentum A number of key partners have

“SCT&E LNG will supply inexpensive, stable, and clean burning fuel into parts of the world that desperately need it”

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been bought into the project to deliver crucial engineering services and help drive the project forward. Technip has been selected as the Owner’s Engineer for the development and will undertake work relating to the Federal Energy Regulatory Commission (FERC). In addition, Technip has significant experience working with Air Products and Chemicals Inc. (APCI), the liquefaction technology provider selected for the SCT&E LNG project, a relationship that will be advantageous

50

+

YEARS OF EXPERIENCE MITIGATING RISK

in successfully moving the project forward through completion.

Ray remarked, “We selected the world’s number one LNG technology, Air Products and Chemicals. We’ve done that because it’s proven to be the best technology with the lowest cost for producing LNG.” Ray further adds, “for technology, two gas turbine drivers are currently being considered – one by GE Oil and Gas and the other by Siemens.”

The expected demand for clean

Fugro is proud to be a selected partner for SCT&E LNG. We have a proven track-record providing data acquisition, comprehensive project management and risk mitigation. Clients trust our capability providing integrated solutions onshore and offshore to the LNG industry while maintaining world HSEQ standards.

Fugro inquiries@fugro.com www.fugro.com

ENERGY

fuels is predicted to triple within the next 20 years, which will yield a multitude of challenges for both suppliers and consumers. Eric Smith explains, however, “the main challenge presently faced in the global market is getting customers to make the switch from coal to natural gas on a long term basis”.

He adds: “Coal has historically been cheaper than natural gas, but it’s also extremely bad for the environment. What we’re finding is that the carbon tax being considered in many countries around the world is an attempt to equalize the price of coal with other cleaner fuels to encourage those nations to make the switch to fuel sources that will have less of an impact on the environment.”

The company, however, has acknowledged the need to find sustainable solutions that will also benefit the global community while driving the delivery of greener, cleaner energy sources for the world: “A huge driver for us is the environmental impact the increased use of natural gas will have, which in turn affects society as a whole.

People would like to have a cleaner

atmosphere because it affects their quality of life, and our project will deliver fuels to these communities that will provide them with their electricity and create a cleaner atmosphere,” concludes Smith.

The long term benefits of the project are evident. “The fact that establishing this facility will make a difference in the lives of so many people around the world is what excites me and the entire team most”, reflected Michaels.

SCT&E LNG are clearly passionate about not only the sustainability and superiority of LNG as an energy source, but also the increased advantages it has over dirtier fossil fuels which the SCT&E LNG development can deliver globally.

Strong partnerships will support the delivery and key outcomes, which in turn will effectively support countries in utilizing greener fuel alternatives to provide benefits for the future.

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SCT&E LNG, INC. EXCECUTIVE MANAGEMENT TEAM development of a $6.9 billion natural gas liquefaction facility located in Southwest Louisiana for the export of LNG globally.

As Chairman and CEO of SCT&E LNG, he has spoken on LNG issues internationally and is a published author.

At the age of 26, Mr. Michaels founded Wholesale Airtime, Inc., now Southern California Telephone Company, one of the few privately-held

Greg Michaels CEO

telecommunications companies to successfully navigate the Telecom Act of 1996 that deregulated the telecom industry in the United States. Early

A lifelong entrepreneur, Greg Michaels

in his career, Mr. Michaels wrote his

completed the highly selective and well

company’s first brief petitioning the

respected Entrepreneurship Program

California Public Utility Commission

at the University of Southern California

(CPUC), who subsequently granted

(USC) Marshall School of Business.

his company’s Certificate of Public

Mr. Michaels majored in Business

Convenience and Necessity, creating one

Administration and completed an

of the first privately-held public utilities

additional pre-medical curriculum. During in the State of California. As a pioneer his four years at USC, he competed of the telecom industry, he developed as a student-athlete on the acclaimed

the process and platforms that allowed

USC Men’s Varsity Tennis Team. After

Competitive Local Exchange Carriers

his time at USC, Mr. Michaels pursued

to interconnect their networks via

a career as a professional tennis player.

incumbent communications providers

Mr. Michaels is a national champion

and contributed to the success of number

and still competes currently. Today,

portability that all Americans enjoy today.

Mr. Michaels is a successful business

Mr. Michaels has capitalized on his ability

leader and is the developer, owner, and

to build successful teams by identifying

operator of a number of businesses

personal strengths in individuals

encompassing telecommunications,

and further developing them. He has

real estate development, energy, and

employed thousands of people and

oil and gas. In 2014, Mr. Michaels

is well respected by his management

established a LNG company for the

teams and personnel. He has bought,

Greg Michaels, CEO

GREG MICHAELS

ENERGY

sold, and started over two dozen

LNG, a company he founded to help fill

companies. A recent acquisition gained

the growing global demand for natural

him a controlling interest in North Energy

gas. Focused on the energy revolution

Central (NEC) www.northenergycentral.

taking place in North America, Mr.

com. The principals of NEC have

Michaels seeks to become an exporter

developed over $5 billion in power

of U.S. natural gas while simultaneously

generation facilities worldwide which

helping the United States become a

include bio fuel, nuclear, and natural gas-

net exporter of its energy. In March

fired power plants fueled

2014, Mr. Michaels led SCT&E LNG, via

by LNG.

the LLC, to acquire approximately 246

Upon acquisition of the controlling

acres of land via a 99+ year (including

interest in NEC, Mr. Michaels took over

the option terms) Option-to-Lease

stalled negotiations with the Dominican

agreement in Southwest Louisiana

Republic government to build a 300

for the development of an LNG export

megawatt gas-fired power plant. Within

terminal. The project is modeled as a 12

months of the purchase of NEC, and

mtpa natural gas liquefaction facility.

leading new negotiations with the state-

In addition to his business interests, Mr.

owned electric utility, Corporación

Michaels’ passion for his community

Dominicana de Empresas Eléctricas

and sense of civic responsibility led

Estatales (CDEEE), Mr. Michaels

him to coach youth soccer and tennis

increased the scale of the project and

for over fifteen years where he parlayed

signed a Memorandum of Understanding

his strengths in talent development

(MOU) with the CDEEE for the

and team building. Mr. Michaels

development of a 400 megawatt gas-fired

successfully led his soccer teams to

power plant and LNG receiving terminal.

earn fifteen division championships and

The total project costs were estimated at

over thirty tournament championships.

approximately $850 million. Mr. Michaels

Mr. Michaels believes, “Success is

negotiated additional terms that included

achieved by helping people accomplish

provisions which allowed NEC to provide

what they never thought possible.” Mr.

the Dominican government with its

Michaels runs all areas of his life by this

foreseeable natural gas requirements.

philosophy. He is a dedicated family

Mr. Michaels and his wife founded

man, husband of 24 years, and father

and 100% own Southern California

of three adult children, one who is a

Telephone Company, a United States

graduate of Cornell University, another

public utility. Mr. Michaels’ latest

currently attending Cornell, and one

endeavor is the development of SCT&E

who attends Pepperdine University.

SCT&E LNG, INC. EXCECUTIVE MANAGEMENT TEAM positions designing, building, and commissioning LNG liquefaction facilities globally, and has engineered and commissioned five LNG trains and seven cryogenic storage tanks to date.

Mr. Ray’s engineering career began at MW Kellogg, now Kellogg Brown and Root (KBR), in a program designed to develop young engineers. MW Kellogg was recognized as an international leader in the field of LNG facility

Scott Ray, Vice President of Engineering for SCT&E LNG

design. After completing the MW Kellogg engineering program, Mr. Ray joined a startup team from MIT, Aspen Technology, to develop software for

Raised in an entrepreneurial family

chemical engineering companies. While

in a small town near Pittsburgh,

at Aspen Technology, Mr. Ray was part

Pennsylvania, Scott Ray grew up working

of a team that successfully took the

on farms and developing real estate with

company public. During the time Mr.

his father. His father instilled in him the

Ray worked at Aspen Technology, the

importance and value of hard work and

stock price increased over 400%. He

dedication, and this work ethic propelled

was recognized at Aspen Technology

him to strive for excellence which landed

for making the company’s single largest

him in one of the most prestigious

sale to Fluor, a highly recognized

engineering colleges in the world,

global engineering company. As part

Carnegie Mellon University. Mr. Ray

of the sale, Mr. Ray spent roughly

covered much of the cost of his college

one year at Fluor implementing a

tuition from the proceeds of his real

training program with its employees.

estate transactions. After completing his

Upon the completion of his

Chemical Engineering degree at Carnegie

responsibilities at Fluor, Mr. Ray

Mellon’s College of Engineering, Mr. Ray

rejoined KBR to pursue his passion for

has had a successful 26-year career

LNG development. At KBR, Mr. Ray

in the EPC business. With a focus on

was part of a world-class engineering

world scale LNG projects, Mr. Ray has

and design team that developed LNG

served in a wide variety of leadership

facilities globally, which included

S C O T T R AY

ENERGY

Qatar Gas LNG Liquefaction, Malaysia

of Maryland in the United States. His

LNG Liquefaction, Nigeria LNG

Aker Kvaerner team served as the EPC

Liquefaction, Australia Northwest Shelf

contractor for Cameron LNG, Adriatic

LNG Liquefaction, Sonatrach LNG

LNG, Gulf LNG, and also completed

Liquefaction at Skikda and Arzew, Arco

a number of projects for Chevron and

Tangguh LNG Liquefaction, and others.

ConocoPhillips, among others.

He also led several different studies

During his time at KBR, Mr. Ray worked

and analyses for companies, such as

for eight years with the world’s best team

Trinidad LNG Liquefaction, Angola LNG

for engineering, design, and construction

Liquefaction, and a number of other

of the Air Products and Chemicals,

very significant projects. As a Senior

Inc. (APCI) Propane Pre-Cooled LNG

Process Engineer for KBR, Mr. Ray

liquefaction process. APCI is the number

gained valuable EPC experience and

one liquefaction technology provider

led the process engineering through

globally and is the process selected by

design, commissioning, and startup

SCT&E LNG for its project on Monkey

for several multi-billion dollar LNG

Island. Mr. Ray is currently serving as

facilities, including Nigeria Bonny

the Vice President of Engineering for

Island LNG Trains 2 & 4, Australia

SCT&E LNG and is primarily responsible

Northwest Shelf LNG Train 4, and

for the engineering, procurement,

two trains for Malaysia LNG Tiga.

planning, development, and construction

Because of his work at KBR, Mr. Ray

efforts for the company’s natural gas

was hired by Aker Kvaerner where

liquefaction and LNG export project.

he was effective as first the Business

In addition to his involvement with

Manager, and later the Project Manager,

the engineering and construction

for the EPC of several multi-billion dollar

industry, Mr. Ray is committed to

LNG facilities, such as Cameron LNG,

serving his community. He volunteers

Gulf LNG, and Adriatic LNG. Mr. Ray’s

his time weekly leading a mentoring

valuable contributions were recognized

group for men and rebuilds homes for

at Aker Kvaerner and he was promoted

disadvantaged and elderly people in

to the Director of Business Development.

the Houston, Texas, area. Mr. Ray is

In that leadership role, Mr. Ray’s team

a dedicated family man to his wife of

won the Pre-FEED and FEED contracts

23 years and the proud father of five

that led to the successful EPC bid of

children, three of whom are currently

Dominion’s Cove Point LNG $4 billion

studying at Texas A&M University, and

liquefaction facility off the east coast

two of whom are in high school.

SCT&E LNG, INC. EXCECUTIVE MANAGEMENT TEAM years, Mr. Smith has focused his career in the EPC sector of the energy industry concentrating on large scale energy and petrochemical projects. While developing commercial strategies to pursue and win EPC projects, Mr. Smith gained valuable experience in logistics, proposals, contracts, subcontracts, procurement, and construction.

While serving in the United States Air

Eric Smith, Executive Director of Business Development Eric Smith is a motivated and effective energy executive with stellar accomplishments in the Engineering, Procurement, and Construction (EPC) and LNG industries. Growing up in an entrepreneurial family in a small town in Oklahoma, he spent his high school years working for the family furniture business his grandfather founded at the end of the Korean War. After graduating from high school, Mr. Smith joined the United States Air Force working as an intelligence analyst where he served proudly for nine years. Four years into his military service, he was recruited to join the National Security Agency (NSA) to manage multiple intelligence gathering teams supporting Operation Enduring Freedom (Afghanistan and Iraq). His contributions were recognized by the Director of the NSA and the Deputy Commander of the United States European Command. For the last eight

Force, Mr. Smith completed his Bachelor of Science Degree in Marketing and began studies toward a Master of Business Administration (MBA) from the University of Maryland. After honorably completing his military service, he finished his MBA and subsequently began working for the global engineering and construction company, Fluor. Due to his success at Fluor, Mr. Smith was later recruited by Mammoet USA for the commercial role of North American Business Development Manager where he developed and sold project logistics strategies that provided solutions for lifting, transporting, installing, and decommissioning large and heavy structures to EPC contractors and project owners. In this position, he leveraged his entrepreneurial upbringing to create business opportunities previously lacking for the company.

Recognized for his contributions at Mammoet USA, Mr. Smith was recruited in 2011 by Foster Wheeler, a well-respected international EPC

ERIC SMITH

ENERGY

firm in Houston, Texas, where he began

13,000 employees. He was promoted

working as a Project Subcontracts

to the role of Senior Account Executive

Manager. His strong work ethic and

in 2014, placing him in an elite group

high-level capabilities were quickly

of energy industry executives who

noticed by senior executives, earning

excel in developing business and

him a promotion and assignment in

commercial strategies to advance their

the business development department

respective company goals. In his last

where he was challenged by the CEO to

year at Foster Wheeler, Mr. Smith led

develop a business plan to penetrate the

a team that supported an early stage

midstream markets. Within 12 months,

LNG developer successfully raise over

Mr. Smith identified and negotiated

$100 million for their LNG project.

multiple master service agreements,

Mr. Smith is currently serving as

generated sole source business

the Executive Director of Business

opportunities, and created strong long-

Development for SCT&E LNG and is

term business relationships for Foster

primarily responsible for the commercial

Wheeler in the midstream market.

development of the company’s

Because of his immediate success

Monkey Island LNG project. Mr. Smith

at Foster Wheeler, Mr. Smith’s

is responsible for identifying and

responsibilities quickly grew to

negotiating LNG offtake sales contracts,

include work in the petrochemical,

raising capital, and developing the EPC

gas monetization, and LNG industries,

strategies for the company. He works

and he was challenged with the

directly with and is a key advisor to both

task of increasing the company’s

the CEO of SCT&E LNG and its Board of

commercial exposure to the North

Directors. His professional experience

American petrochemical and LNG

in the energy industry combined with

markets. Ultimately this business

his ability to quickly build relationships

line became the largest revenue

and develop trust and rapport with

generating division in the company.

colleagues has made him a successful

In 2013, Mr. Smith led an 11-month

member of the SCT&E LNG team and

proposal effort that resulted in Foster

a well-respected player in the LNG

Wheeler winning a $2.4 billion EPC

industry. Outside of his career, Eric is a

project in the U.S. Gulf Coast, the largest

loving husband of eight years and proud

project in the company’s 100+ years of

father of three children. He resides in

business. With this accomplishment, he

Houston, Texas, and spends his free

achieved recognition as the #1 global

time with his family and playing golf.

sales person in a company of over

2 – 3 November 2016 CTICC, Cape Town, South Africa

Developing Future African Cities DEVELOP YOUR PROPERTY PORTFOLIO IN THE TOP 10 AFRICAN CITIES Meet government officials and town planners from Africa’s real estate hotspots. Broker deals, drive real estate projects forward, expand your asset base and realise above market average double digit returns at this year’s launch of the African Real Estate Summit, taking place from 2 – 3 November in Cape Town.

Why is the African Real Estate and Infrastructure Summit for you?

•

View city plans and development launches from Africa’s top cities. Confirmed cities include: Dar es Salaam, Tanzania | Kigali, Rwanda | Lusaka, Zambia | Nairobi, Kenya | Luanda, Angola | Kinshasa, DRC | Johannesburg, South Africa | Cape Town, South Africa | Kigamoboni New City Development, Tanzania | Lilongwe, Malawi

•

Meet and expand your business network with investors, developers and government officials in one place

•

View city plans and development launches in our deal making exhibition hub with a 3D showcase

•

Make this your annual African meeting place with the commercial, industrial, retail and residential property sectors

The African Real Estate and Infrastructure Summit is the only meeting place for commercial real estate in Africa. To discuss your company’s participation or to secure your seat please, contact our team below: Cape Town Stephan Herman, +27 21 700 3598 stephan.herman@spintelligent.com Invited Host City:

Lagos/Abuja Mej Obada, +234 809 800 8906 mej.obada@spintelligent.com Promotional Agency:

www.african-real-estate-summit.com

London Russell Hughes, +44 (0) 20 7384 8017 russell.hughes@clarionevents.com African Event Specialists: