www.constructionglobal.com • February 2015
DOHA GREEN LINE UNDERGROUND SIGNALS A NEW ERA OF CONSTRUCTION IN QATAR INNOVATIVE SOLUTIONS to stop Chicago from flooding
BUILDING in the cloud
QATAR: The road to the World Cup
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EDITOR’S COMMENT
Building blocks of global success H E L L O A N D W E L C O M E to the February issue of
Construction Global magazine. This month our front cover story is all about the Doha Green Line, which is a train line under construction in the Gulf state. Tying in with that we have a more general feature on Qatar’s road to the World Cup due to be held in 2022, looking at what the country needs to do to be ready. We also have a rundown of some Chinese mega projects with cost of the featured builds going into the trillions of pounds, reflecting the economic might of China. We also have a nifty Top 10 article looking at the best football stadiums that are planned or under construction. Stadia all over the globe from Azerbaijan, Hungary and Qatar to Iran are featured! We hope you enjoy reading this issue
Sam Jermy Editor sam.jermy@wdmgroup.com 3
CONTENTS
Features
8
Top10 NEW FOOTBALL STADIUMS
INFRASTRUCTURE
Chinese mega projects MAJOR PROJECTS
20
QATAR The road to the World Cup
28 5
CONTENTS
92
46
ETINAR
Doha Green Line Project
COMPANY PROFILES EUROPE
CANADA
38 Rawlplug
132 Seko Construction
MIDDLE EAST 46 Doha Green Line Project
AFRICA 64 Comarco Group
142 PPP Canada 148 Southeast Stoney Trail 156 Paulsan Construction 164 Adler Insulation & Firestopping 172 Surespan
82 Unicon Development
USA
AMERICA LATINA
182 Turner Construction Alexandria Center at Kendall Square Project
92 ETINAR 106 Grupo HerdoĂza 122 Llansa Ingenieros
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February 2015
208 Archer Western Construction Norman Wastewater Facility Project 218 Association: Carolinas AGC 224 Association: CG/LA Infrastructure Group
AUSTRALIA 232 Cut and Fill Pty Ltd 246 Concrib 258 Shamrock Civil
192 The Congress Companies
BRAZIL
200 WEST Builders Inc.
272 ViaBahia
132 Seko-Construction 200 West Builders
258 Shamrock Civil
246
Concrib
272 ViaBahia 7
INFRASTRUCTURE
CHINESE
MEGA
PROJECTS The financial might of China is almost unrivalled and it is set to be a leading economic powerhouse going forward, so we decided to look at some of the country’s mega construction projects W R I T T E N B Y: S A M J E R M Y
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INFRASTRUCTURE
Chengdu Shuangliu Airport The modern Chengdu Shangliu International Airport, 16 km (10 miles) southwest of downtown Chengdu, is the biggest airport in southwest China and handles approximately 33 million passengers annually. The international departure building, built in 2004, cost ÂŁ400 million and brought the airport up to the best international standards.
TOTAL COST: ÂŁ1.26 BILLION
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February 2015
CHINESE MEGA PROJECTS
Wuhan Railway Station WHRS opened on December 26, 2009, with the opening of the Wuhan-Guangzhou High Speed Railroad. This station relieves the pressure on Hankou and Wuchang stations and serves the world’s fastest trains at 217 mph to Chengdu and Chongqing. Resembling a flying crane, the station is reputed as the world’s most beautiful railway station. It has one underground floor and 4 above ground floors.
TOTAL COST: £1.41 BILLION
Image By Joseph Kk Lee
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INFRASTRUCTURE
Shanghai Tower At 128 stories, the Shanghai Tower is the tallest skyscraper in China and the second tallest in the world. The building stands approximately 632 metres (2,073 ft) high, with a total floor area of 380,000 square metres.
TOTAL COST: ÂŁ 1.46 BILLION
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February 2015
CHINESE MEGA PROJECTS
Beijing Capital International Airport Terminal Beijing Capital International Airport Terminal 3 is the largest single construction project in China and the third largest building in the world since coming into use in 2008. It has a unique modernistic design and is the second largest airport terminal in the world, only after Terminal 3 of the Dubai International Airport. Some 26 national and international airlines have moved into this building that runs 2900 metres long from north to south.
TOTAL COST: ÂŁ2.32 BILLION
13
INFRASTRUCTURE
Shanghai Yangshan Deep Water Port Project The Shanghai Yangshan Deep Water Port Project will handle the largest container ships in the world. In 2000 and 2001, the decision was made to commence construction on the first of four phases. The first phase, which opened in 2004, can accommodate 2.2 million containers annually and includes 10 quay cranes. The second phase was opened in December 2006, and comprises 72 hectares (180 acres) with 15 quay cranes. The third phase, opened in stages, was completed in 2010 with seven berths. The fourth phase will add 4 million TEUs to the port’s annual capacity. The overall cost of building the port could reach $12 billion over 20 years.
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February 2015
TOTAL COST: ÂŁ5.31 BILLION
CHINESE MEGA PROJECTS
TOTAL COST: £21.9 BILLION
Beijing Shanghai High Speed Railway The Beijing Shanghai High Speed Railway is the world’s longest highspeed rail project. It has been under construction from April 2008. The train runs at a highest speed of 186miles per hour and shortens the 819 mile journey between the two cities to 5 hours. This rail line is the world’s longest high-speed line ever constructed in a single phase.
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INFRASTRUCTURE
TOTAL COST: £30.11 BILLION
Ningxia’s Ningdong Energy and Chemical Industrial Base Ningdong Energy and Chemical Base, a large-scale regional industrial zone integrated with coal mining, electrical power generation and coal-based chemical industry, was established in June 2003 with the approval of the People’s Government of Ningxia Hui Autonomous Region. Ningdong has proven recoverable coal reserves of 27.3 billion tons. By 2020, it is projected the base will double the province’s GDP.
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February 2015
CHINESE MEGA PROJECTS
South-to-North Water Diversion Project The South-to-North Water Diversion Project is expected to divert 44.8 billion cubic metres of water to Northern China by 2050. China’s booming economy over the past three decades, coupled with a longheld mandate to “grow first, clean up later”, has been cataclysmic for the country’s once-bountiful lakes, rivers and aquifers.
TOTAL COST: £48 BILLION
17
INFRASTRUCTURE
Tianjin Harbor Industrial Zone Tianjin Harbor Industrial Zone, one of the largest chemical ports in the world, has been in a state of constant change and development since it opened in June 2003. In that time, the park has secured 36 projects with a total contractual investment of more than 130 billion yuan. More than 10 billion yuan has been pumped into the park infrastructure alone.
TOTAL COST: ÂŁ303.8 BILLION
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February 2015
CHINESE MEGA PROJECTS
MAJOR PROJECTS
QATAR
the road to
the World Cup The Persian Gulf emirate has an enormous task on its hands after being hanaded the 2022 football World Cup, so how is the country getting tournament-ready? W R I T T E N B Y: S A M J E R M Y 20
February 2014
21
MAJOR PROJECTS
22
February 2014
Q ATA R T H E W O R L D C U P
1
global tournament
9
new sports statdiums
18.5 kilometre
new Doha green metro line
$200bn 450K
invested in the project
A MODEST COASTLINE once used as a pearl-fishing centre, and formerly one of the poorest Gulf states. It is not your typical place selected for the biggest sporting event on the planet is it? But of course, Qatar is no longer just a hub for speculative divers looking for profit on the seabed. Ever since 1939, on the precipice of World War Two, the country has never been the same due to discovering oil; leaving pearls and fishes trailing behind in terms of the state’s main revenue source. Driven by the oil revenue infrastructure was vastly enhanced
residents space in new city
through the decades, especially during the 1970’s when Qatar became independent. Still under the Al Thani ruling family after 150 years, the country has emerged as an intimidating force with a seemingly endless amount of finance. This is partly the reason why Qatar now finds itself rewarded with the 2022 FIFA World Cup. Because although there is a current lack of sporting infrastructure it is probably the only country in the world which can invest an eye-watering $200 billion to transform the whole nation, with a mere seven years left to bring the 23
MAJOR PROJECTS
‘The most eye-catching part of Qatar’s mammoth construction is the project to build an entire city from scratch, costing approximately $45 billion.’
construction project to fruition. The decision was controversial with the wider international community, particularly England and Australia who were both unsuccessful in the 2018 and 2022 bidding process despite possessing well-established sporting stadia, transport networks and a rich football history. Questions were asked about whether it would be too hot to 24
February 2015
play, and even allegations of bribery were made by the unsuccessful bidders. But the Qatari’s behind the bidding process will argue the Arab state has already demonstrated its ability to host a major multinational sporting event, as the country successfully hosted the Asian Games in 2006. In terms of transportation links, the country is fantastically well-served by
F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
Artists impression of Lusail city
Qatar Airways and Emirates Airlines. Akbar Al Baker, CEO of Qatar Airways has come out to defend his country and government in the wake of the ‘spurious allegations’. He stated that the allegations are being driven by “envy and mistrust by those who do not want the World Cup in the country” and he believes the country is not getting the respect it deserves.
Al Baker went on to say in German newspaper Handelsblatt that Qatar’s Emir strictly forbids and punishes instances of corruption and bribery and the Gulf state is probably one of the least corrupt countries in the region. Perhaps the most eye-catching part of Qatar’s mammoth construction is the project to build an entire city from scratch, costing approximately $45 25
MAJOR PROJECTS billion. Lusail will cover 28 square miles and will be situated on the desert coast, just nine miles away from the capital, Doha. It is set to include a commercial district, lagoon, two marinas, shopping mall, luxury hotels, a hospital, zoo, golf courses and more. Transportation will include a light rail, underground pedestrian tunnels and water taxis. Everything will be controlled by command centre computers. The Doha Metro construction project, which includes the 18.5 kilometre Doha Green Line, is under the first phase of construction at a cost of $8.2 billion. Doha Metro’s four lines will link major sites such as Education City, West Bay, Lusail, Hamad Bin Khalifa International Airport and the Qatar National Convention Centre, as well stadiums for the 2022 World Cup. There are 12 proposed stadiums, nine being new builds with the remaining three being refreshed and renovated. The sporting arenas are divided among seven host cities of Doha, Lusail, Al Khor, Ash-Shamal, Al Wakrah, Umm Salal and Al Rayyan. The Doha Port stadium is probably going to be the most iconic of the stadia, and the centrepiece that will 26
February 2015
Q ATA R T H E W O R L D C U P
ABOVE, FROM TOP LEFT : Artists Impressions: Al-Rayyan-Stadium, Doha Port Stadium, District Of Lusaill City, Inside Lusail Iconic Stadium.
epitomise the Qatar 2022 World Cup. Based on the brink of the port and marina area, the capital city arena would have a cooling system run by constant running water on the roof and facades of the football ground. The sheer scale of construction taking place in the remaining sever years leading up to Qatar 2022 is enough to leave you in awe, but concerns still remain in the international community. The Guardian reported that at least 185 Nepalese construction workers died in Qatar in 2013, many from heart failure or workplace accidents. Official figures on the death tolls among workers from other countries have yet to emerge, but further concerns were raised in regards to working conditions for the Nepalese, Sri Lankan and Pakistani labourers of subcontracted companies. For certain, Qatar is going to continue see a huge population increase in the coming years in light of the construction work taking place, in turn helping the Qatar Central Bank’s real estate price index rise exponentially. Question is, will the new arrivals and visitors to the wealthy Arab state be satisfied with what they find waiting for them? Only time will tell. 27
TOP 10
NEW FOOTBALL
As football becomes ever more of a global money-spin are planned or under construction in all parts of the w
Written by: Tom Wadlow
L STADIUMS
nner, new state-of-the-art grounds world. Here are ten of the best
29
TOP 10
10.) Stadio della Roma Italy After going through several layers of red tape this winter, Roma’s new stadium is earmarked for completion in time for the 2016-17 football season. With a capacity of 52,500 (able to expand to 60,000), the ground is inspired by the Italian capital’s world-famous Colosseum landmark and will end years of ground-sharing with city rivals Lazio.
09.) A makhosi Stadium South Africa
Part of a wider sports complex located 40 kilometres west of central Johannesburg, the planned Amakhosi Stadium will be home to Kaiser Chiefs FC. Phases of construction have been stunted since it began being built in 2010, with the final build expected to hold 55,000 or 35,000 if the second development option is taken. Currently it is uncertain as to when this project will be completed. 30
February 2015
N E W F O O T B A L L S TA D I U M S
08.) Naghsh-e-Jahan Stadium Iran Though not a new build, the expansion of Iranian team Sepahan’s football stadium is a sizeable one, taking overall capacity up from 45,000 to 75,000. It should be completed by the end of February this year, making it the second-largest ground in the country after the Azadi Stadium in Tehran, which can hold more than 84,000 people.
07.) New Puskás Ferenc Stadium Hungary
Construction of Hungary’s new national stadium, named after legendary forward Ferenc Puskás, will begin this year with a view to being complete in 2018. It will be 68,000-seater venue, sitting alongside a 180-room hotel, sports science laboratory and Hungarian Olympic and sports museum. The stadium will use 183,000 cubic metres of concrete with a highest point of 53 metres. 31
TOP 10
05.) Zenit Arena
Expected to host one o Cup semi-finals, this ne stadium will also be the St Petersburg. Planning has encountered sever brought about by the b for the 2018 tournamen capacity requirements and it is thought that th pass $1 billion, which w the most expensive sta
06.) Baku Olympic Stadium Azerbaijan Azerbaijan’s new national football stadium will boast a retractable roof and hold 69,700 supporters when it opens. Construction is expected to be completed imminently and will host athletics events at this year’s European Games. The construction of the stadium started in June 2011 after President Ilham Aliyev and FIFA and UEFA presidents Sepp Blatter and Michel Platini attended the ground-breaking ceremony. 32
February 2015
N E W F O O T B A L L S TA D I U M S
a Russia
of the 2018 World ew 67,000-seater e new home of Zenit g and construction ral delays in part bidding process nt and subsequent to host a semi-final, he overall costs will would make it one of adiums ever built.
04.) Estadio La Peineta Spain Scheduled to replace the Vicente Calderón Stadium for the 2016-17 season, Atletico Madrid’s new ground will house 70,000 fans and rival the colossal Bernabeu owned by city rivals Real. The new site is nearly three times the size of the existing facility (88,150 square metres) and better connected by public transport and other infrastructure. 33
TOP 10
03.) Tottenham Hotspur/White Hart Lane UK The new stadium for Tottenham Hotspur is under development and next door to its current ground on White Hart Lane in North London. Spurs expect their new home to be completed in time for the 2018-19 season, with the new 56,250 capacity stadium holding 20,000 more than its predecessor. Plans were floated for the club to share the venue with a new London-based American football franchise, but this looks unlikely to happen. 34
February 2015
N E W F O O T B A L L S TA D I U M S
02.) Hangzhou Sports Park Stadium Chinay This giant project is set for imminent completion and will become part of a fresh Chinese Olympic bid in years to come. The main stadium, holding 80,000 people, will also become home to Hangzhou Greentown Football Club. NBBJ, in partnership with CCDI, designed the Hangzhou Sports Park on a 400,000-square-meter site on the Qian Tang riverfront opposite the city’s new Central Business District, the build using 67 percent less steel than the iconic Birdcage stadium in Beijing.
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TOP 10
01.) Lusail National Stadium Qatar Qatar’s flagship stadium for its 2022 World Cup. The 86,000-seater stadium will be used for the opening and final games of the tournament and like the other stadiums planned for the 2022 World Cup, will be cooled using solar power and have a zero carbon footprint. Designed by British company Foster + Partners, it will have a circular base and be surrounded by a moat and connected by six bridges. It is located to the north of Doha and is part of a plan to stimulate 36
February 2015
N E W F O O T B A L L S TA D I U M S
further economic acitivity in the area, boosted by well-developed transport links that include new roads and a brand new metro line. The stadium is also an important statement of Qatar’s environmental construction strategy, as while the air conditioned inside will require enormous amounts of energy this will all be taken from the sun. After the World Cup it will be amended and redeveloped as a 20,000-seater football stadium.
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Rawlplug Steps Up
International Growth with New Dedicated Business Written by: Tom Wadlow Produced by: Richard Durrant
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R AW L P L U G
The global leader in the manufacture of anchoring and fixing systems continues to exercise trust and innovation across the whole company, staying true to its 1919 heritage
R
awlplug is set for an exciting 2015 as it launches its new venture Rawlplug International, a key part of the company’s plan to continue down the path of efficiency, innovation and growth. These three tenets are evident across a range of work and projects carried out by the anchoring and fixing producers, which include a number of initiatives aimed at internal efficiency and sustainability, something which is valued extremely highly across all layers in the business. In terms of growth, since being acquired by Polish company Koelner in 2005, the partnership has developed rapidly. Koelner renamed itself Rawlplug in 2013, and having generated incomes of ₏10 million in 2000, the holding company now earns in the region of ₏170 million a year.
Rawlplug has heavily invested in its production facilities
EUROPE
Rawlplug International Having launched in January of this year, Managing Director Mattias Andersson believes this exciting expansion will help maintain the upward trajectory of the group as a whole. He said: “I want Rawlplug to grow by 30 percent in the next three to five years and I believe we will achieve this. With the Rawlplug International set up, we are ready for growth, and the UK team will develop and improve the excellent work we have achieved in previous years.” The UK business is now headed up by David Harvey, who will bring his wealth of expertise into a new chapter in Anderson’s stead. Rawlplug International, still headquartered in the UK, will be taking the company’s products and services around the world, with initial primary focus on the Commonwealth countries and the United States. Rawlplug has been a world pioneer and leader since it began all the way back in 1919 with John Rawlings, and now supplies a range of anchoring and fixing products to construction, retail and industrial markets. Its extensive product range includes bonded and mechanical anchors, lightweight fixings, insulation fixings for roofing and facades, selfdrilling screws, passive fire protection, sealants & foams, gas & powder actuated tools, DIN standard fasteners, MTO fasteners for the car industry and power tool accessories.
Key Personnel
Mattias Andersson Managing Director (Business Dev. Dir. for UK, France, Irland, Scandinavia, Portugal and Spain) The Swedish born Mattias Andersson is a 16 year veteran in the industry and has spent 8 of them with Rawlplug SA. His last 5 years living in the UK successively turning around 2 subsidiaries of one of the oldest fixing companies in the world. He has worked his way up the structure with great success and has always been continuously rewarded with frequently new challenges and bigger responsibilities. The experience & knowledge Mattias has gained during this journey, combined with his experience from business trips around the world is priceless. Mattias is a driven, hand’s on person who motivates his employees by example and by sharing his positive attitude, knowledge and experience. Through the many challenges he has demonstrated to the Rawlplug Team that everything is possible.
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R AW L P L U G
Key Personnel
David Harvey Managing Director Rawlplug Ltd David has 30 years experience and a highly successful background across our industry. Having delivered impressive results across the fixing industry and has experience in developing and managing sales units and people. David’s skills, recent success and his background will assist Rawlplug Ltd to deliver strong performance outcomes from our existing customers and progress the strong development opportunities in our non performing sales channels. David’s leadership and focus on improvement of existing customers and the development of new opportunities will position him well to drive further development and growth across the Rawlplug Group. David Harvey has over the past 3 years successfully been developing the sales of EWI and Flat roofing in the UK from 0% to a significant market share.
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February 2015
Rawlplug has extensive R&D facilities
Investing in Innovation Research and development (R&D) will be a crucial driver of further company growth, and Rawlplug has recently invested in a number of innovative projects to help deliver efficiency and quality for customers. “Going forward R&D is imperative,” Andersson added. “We have 35 people working on this across three different locations in Glasgow and Poland. “Without R&D we don’t have a future and we know we have to come up with new and modified products; this is also about new packaging, new points of sales and new marketing. This is what we have done over the past four years and now we are perfectly placed to hit the global market.” “We need to be even more efficient in the factories and communicate better internally
EUROPE
and externally in order to compete with the likes of China on the manufacturing side. We are building up in order to double our capacity and become more reliable.” Several new internal systems are driving efficiency across the company. A new warehouse management system is removing any errors relating to delivery of goods thanks to simple yet extremely effective barcode technology. Rawlplug’s customer relations management system ensures that group makes the right decisions with clients, based on a true understanding of their needs and a drive to make them more profitable. Customers now also benefit
RIGHT VEHICLE FOR THE JOB
“Without R&D we don’t have a future and we know we have to come up with new and modified products” – Mattias Andersson, Managing Director, Rawlplug.
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R AW L P L U G
Key Personnel
Radoslaw Koelner CEO Rawlplug SA Since the very beginning of his professional career he has been with the Rawlplug SA (formerly known as Koelner SA) which has been transformed from a local, family-owned enterprise into an internationally successful global company. I have held the office of CEO at Rawlplug SA since 1999. Throughout the years Radek has worked his way up within the structures, having been willingly engaged in a wide range of tasks assigned to various different departments. By pursuing such methods, this enabled him to study the company’s operations on all levels and observe them “in motion”. He is convinced that his active involvement has allowed him to become a professional leader. He is very much interested in environmental sustainability and he tries to support various charities. The main field of his recent interest covers ideas connected with the Corporate Social Responsibility (CSR) topics.
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February 2015
from Rawlplug Essentials, a point of sale system which offers customers ‘minimal’, ‘optimal’ and ‘maximum’ product ranges suited to them. Sitting above these systems is PIM (Product Information Master), which contains all product information. Any change made to the status of a product on PIM automatically updates the other systems beneath it such as the warehouse management system, allowing instant and accurate visibility of operations. Further to this, Rawlplug is increasing its e-commerce activity to increase sales distribution channels to direct, wholesale and retail customers. Sustainable Growth What growth that will be achieved in the coming years Andersson is determined to make sustainable, both in the economic and environmental sense. Minimising Rawlplug’s environmental impact is certainly a priority moving forward. “This is another area of the business which has been built up and now has its own dedicated website,” Andersson said. An example of the company’s dedication to this principle is the development of a brand new ecofriendly packaging for its products which contains special fibres, conforming to a sustainable brand image while not sacrificing quality or appearance. The group also measures emissions from each factory and journeys made by
EUROPE
Rawlplug’s
Company Information
production and distribution hub
INDUSTRY
Manufacturing HEADQUARTERS
Glasgow, Scotland FOUNDED
1919 EMPLOYEES
2,000 REVENUE
staff in a bid to become carbon neutral. Andersson concluded: “For us this will help the world to recognise that we are a responsible company, that we are taking social responsibility in local markets, and that we force ourselves to be even more efficient in our own supply chain. From our banking partners through to our customers we are concentrating on sustainability and they start to recognise our responsibility in getting emissions etc in the right directions.” “The environment is a hot topic within the politics of the European Union and social responsibility of business is taken extremely seriously, and something which will help us to create a better future.”
€170 million PRODUCTS/ SERVICES
Anchoring and fixing solutions; Construction; Manufacturing
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DOHA GREEN LINE UNDERGROUND Signals A New Era Of Construction in Qatar Written by: Abigail Phillips Produced by: Richard Durrant
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DOHA GREEN LINE
From design through to safety initiatives, sustainability concerns to traffic management, the Doha Green Line Underground Project has been a resounding success to date
T
he Doha Metro is a rapid transit system currently under construction in Doha, Qatar and a number of its neighbouring municipalities. Upon completion, it is expected to comprise of 211.9km of route across four railway lines serving 85 stations. It will be an integral component of the larger Qatar Rail network, which will include long-distance high-speed rail across Qatar, and local light rail and people mover services within Doha. Construction of the Doha Metro officially began with a groundbreaking ceremony at the site of Msheireb station, which will act as the hub for not only the Metro but also entire Qatar Rail network. Throughout early 2013, Qatar Rail submitted tenders to various international firms to construct sections of phase one, corresponding
Breakthrough of cutting head
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February 2015
MIDDLE EAST
A visualization of a Doha Metro station
to the Red and Green Lines. In mid-May, Italian firm Impregilo was awarded a $2 billion contract to manage the construction of the Red Line North segment, running from Msheireb to Al Khor North. In June, it was revealed that QDVC and Porr were successful in their bids to lead the building of the Red Line South segment and Green Line, respectively. Fifteen tunnel boring machines will be used for the project from the German company Herrenknecht. The Doha Metro will ultimately consist of four lines opening in phases beginning in 2019 with an eventual completion date of 2026. The Red, Green and Gold Lines will radiate out from a central interchange at Msheireb in Downtown Doha, with the Blue Line providing a semi-orbital service. The Metro network will cover the Greater
211.9km The total distance of the four railway lines serving 85 stations
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Quality garunteed & proven worldwide DOHA GREEN LINE
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Metrotile 50
February 2015
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DOHA GREEN LINE
MIDDLE EAST
Doha area and will include connections to town centers and main commercial and residential areas throughout the city. In central Doha, the Metro will be underground, whilst at the outskirts; it will mainly be at ground level or elevated. The Green Line Underground Project The Green Line Underground Project is one of seven packages included in phase one of the wider Doha Metro, which will be operational before the FIFA World Cup, Qatar 2022. There are six different packages in addition to the Green Line Underground, forming the network in its entirety. As Eng Jassim Al Ansari, Project Director of Qatar Rail explains, “The Green Line Project is part of the whole network and should
Architects impression SUPPLIER PROFILE of the metro
Guenther Heilmayer, Project Director at Doha Green Line.
VME MATERIALS HANDLING
Main text goes here and can be a block of copy - if there is no desire to indent the copy with headings. Main text goes here and can be a block of copy - if there is no desire to indent the copy with headings. If you need to create a new paragraph then just hit return and a separating rule appears for segregating the paragraphs. The text in this box aligns from the bottom up. Adjust the text box height of course, but leave the position of the box so that the bottom of the box has a y co-ordinate of 742pt. AWebsite: r t i s t s iaddress m p r e s goes s i o nhere as the last entry of Doha Metro
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DOHA GREEN LINE
Doha Green Line -Breaking Through
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be considered as such. It will serve many people. The network will bring direct benefits from a social, environmental, economic and human perspective. The project truly encompasses the main vision of Qatar 2022.� The Green Line Underground Project will consist of 52km of track, including six stations, two switch boxes and additional structures such as evacuation shafts. The project also consists of 16.6km of twin-bored tunnels built at a depth of 20 meters. The line spans from Msheireb (Central Station) through to Education City and on to Al Rayyan and in total approximately 18.5km of track will run underground. The Green Line Project is also known as the Education Line due to the fact it will run through the Cattar Educational Institute. According to the project directors, the Doha
MIDDLE EAST
Green Line Underground Project is essential to the delivery of the 2022 FIFA World Cup and is a key contributor to Qatar’s 2030 vision. The project has been broken down into a civil phase and a system phase. Currently the project is in the civil phase and has been since construction began in June 2013. This phase of development is due for completion in August 2018, at which point the system phase will get underway. The Green Line in its entirety will be completed two years ahead of the World Cup in 2020 and will cost in the region of €2 billion.
“The network will bring direct benefits from a social, environmental, economic and human perspective. The project truly encompasses the main vision of Qatar 2022”
A Fully Integrated Joint Venture The Doha Green Line Underground is a fully integrated joint venture between Austrian contractor, Porr, HBK Contracting Co., and Saudi Binladin Group. The beauty of such a set up comes from the fact that all partners are working towards a common goal, rather than trying to secure individual interests. Furthermore, as a joint venture there is minimal need to sub-contract. As Guenther Heilmayer, Project Director of PSH JV explains, “We are not splitting the venture into different verticals, meaning we do not need to sub-contract. As a venture we execute most of the work internally and only sub-contract a few specialized elements of the project. This means that managing contractors is not a problem. The overall advantage is all three partners have the same interest for all elements of the project. “We have a very integrated and collaborative
– Jassim Al Ansari, Qatar Rail Project Director
The project will consist of 52km of track including six stations
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BSS Boray CONSTRUCTION AND PREFABRICATED BUILDINGS W.L.L. Labor camps Accommodation buildings Site offices Mess halls Schools
Single/double/triple storey buildings Villa compounds Mosques Administration buildings Portacabins
www.bssprefabrik.com • middleeast@bssprefabrik.com • Tel: +974 4410 1723 • Fax: +974 4410 1500
OFFICES IN QATAR, UAE AND OMAN
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DRILLING - ROCK BLASTING - CRUSHING - BOLTING & GROUTING EARTHWORKS - MARINE WORKS
Tel: +974 4466 4978
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Fax: +974 4466 4950
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E-Mail: info@alcatrbe.com
DOHA GREEN LINE
MIDDLE EAST
approach to managing the project,” he says. A Passion For Quality From day one, quality has always been a priority for the joint partnership. The Green Line Underground is a self-certifying project, which means it manages its own quality control, as per the contract. “Quality is within our scope of work,” explains Heilmayer “To ensure we are meeting our stringent requirements, we have established a Quality Control department, which schedules regular internal and external audits.” Since the project got underway it has been audited at least once a week. As well as its own quality control checks and measures, the Green Line Underground Project has had to adhere to a number of
Crane delivering segments from storage yard at Mesilla Station.
Conveyor Belt System at Trough Station (Copyrighted Avi Viljoen) 55
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DOHA GREEN LINE
We serve
Construction supervision in Qatar
BUILDINGS &your DEPARTMENT infrastructure projects We serve INFRASTRUCTURES Weyour serve your projects. infrastructure projects Environmental Impact Assessment Energy / Waste
Environmental Impact Assessment Management Monitoring
Doha Metro and other NEW DOHA INTERNATIONAL AIRPORT MUSHEIREB AREA selected references Construction supervision in Qatar CAT INTERNATIONAL MULTIPLEX Building Survey QA / QC DAR AL ROKHAM CCIC GREEN LINE UNDERGROUND World Wide imported materials inspection IDI NEW DOHA INTERNATIONAL AIRPORT MUSHEIREB AREA
CAT INTERNATIONAL QA / QC CCIC IDI
Construction Supervision Tunneling Monitoring
Fire Safety Study
Tunneling Monitoring
Fire Safety Study
Health & Safety Monitoring
DAR AL ROKHAM World Wide imported materials inspection
THE PEARL, DOHA
THE PEARL, DOHA
UDC- Qanat Quartier The Pearl Technical control for IDI
Qatar Foundation – SIDRA medical research center Technical control for IDI
Infrastructure works Technical control for IDI HSE services
Construction Supervision
Health & Safety Monitoring
Energy / Waste Management Monitoring
Client: Porr – SBG – HBK Joint Venture Third Party Services – Quality Control MULTIPLEX Consultancy Works for Precast Segments Production. Third Party Services - Structural Survey. Building Survey
LUSAIL CP4 and CP3 Projects, Technical Control for Inherent Qanat(IDI) Quartier DefectsUDCInsurance
RED LINE SOUTH Client: QDVC-GS E&C-ADE JV Contract Audits
Qatar Foundation – SIDRA medical research center Technical control for IDI
Infrastructure works Technical control for IDI HSE services
The Pearl Technical control for IDI
Project HSE and Technical control in Qatar LUSAIL Al Jasra twin towers & Al baraha tower HSE Audits and HSE Engineers
2 Pedestrian Bridges that interconnect the South Qetaifan Islands Quality and HSE Audits and Technical control for IDI
NEW DOHA INTERNATIONAL AIRPORT
MUSHEIREB AREA
Client: CAT INTERNATIONAL MULTIPLEX Project HSE and Qatar QA / QC Technical control in Building Survey
Signaling Safety Review
Rolling Stock Procurement Control Certification
Construction Material Testing Structural Design Review, QA/QC
Client: CCIC IDI
LUSAIL
DAR AL ROKHAM Worlwide imported materials inspection
Al Jasra twin towers & Al baraha tower HSE Audits and HSE Engineers
2 Pedestrian Bridges that interconnect the South Qetaifan Islands Quality and HSE Audits and Technical control for IDI
Ataturk International Airport
NEW INTERNATIONAL TERMINAL AND MULTI-STOREY CAR PARK Location: Istanbul, Turkey 380,000 sqm total area THE PEARL, DOHA Supervision Project period: 1998-2000
Geotechnical Investigation
Qatar Foundation SIDRA medicl research center Technical control for IDI UDC- Qanat Quartie The Pearl Technical control for IDI Concrete and steel works Structural Stability
Technical control for IDI HSE Services SERVICES
Signaling Safety Review National Safety Agency Accredited
Rolling /Stock IRIS Certification ISO Certification Procurement Control Certification
Construction Material Testing Structural Design Review, QA/QC
E: pedro.teixeira@ae.bureauveritas.com• Tel. +974 40 329 729 Geotechnical Investigation Ground floor, KG Building C-Ring Road PO Box 22157
Control Quality Control on Site Design Review for Fire Safety Witnessing Commissioning of Mechanical and Electrical Works
Ataturk International Airport
NEW INTERNATIONAL TERMINAL AND MULTI-STOREY CAR PARK Location: Istanbul, Turkey 380,000 sqm total area Project period: 1998-2000
www.bureauveritas.com.qa SERVICES
National Safety Agency Accredited
Concrete and steel works Structural Stability Control Quality Control on Site Design Review for Fire Safety Witnessing Commissioning of Mechanical and Electrical Works
IRIS Certification / ISO Certification
AUSTRIA
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QATAR
www.keckeis-systems.at
MIDDLE EAST
requirements from the Doha government. “We are following the full requirements in regards to waste management, noise pollution, traffic management and more. “We knew from day one that we would have to deal with these concerns, so we put processes and systems in place to ensure they were dealt with properly. As an example, we monitor the movement of all our trucks and analyze how they affect the flow of traffic in surrounding areas. All this information is shared with our directors, shareholders and government bodies. We have also limited the noise on site to the comfort of local residents and businesses,” explains Ansari. The main contractors are acutely aware that quality starts from the very beginning of a project.
“We have worked hard to achieve a four star rating and are committed in terms of design and construction to ensure we are building to green standards” – Jassim Al Ansari, Qatar Rail Project Director
15 tunnel-boring machines for the Doha Metro (Copyright Herrenknecht) w w w. q r. c o m . q a
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WORLDS LARGEST LIFTING BRIDGE Botlekbrug, Netherlands / © A-Lanes A15
Vienna Consulting Engineers ZT GmbH
Supports Your Project VCE operates in following lines of business: // the transportation sector (roads, bridges, tunnels, railways, metro) // the building and industrial sector // the development sector // the structural health identification (BRIMOS®) and Life Cycle Engineering // BIM Experts in all lines of business
Doha Green Line Underground – VCE Services: Design Coordination VCE Vienna Consulting Engineers ZT GmbH / Hadikgasse 60, 1140 Vienna / T +43 1 897 53 39 / schedler@vce.at / www.vce.at
PKE is a leading international service enterprise in the field of highly complex extra low current projects. For more than three decades, PKE has been carrying out complex, large-scale projects all over the world – ranging from safeguarding state-run central banks and penitentiaries to wiring Formula-1 tracks and monitoring underground railway networks. Our projects prioritize reliability and safeguard the future. To find out more about us please visit www.pke-me.com
PKE – PSS WLL QATAR T: +974 4431 7122 F: +974 4487 9970 qatar@pke-me.com
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PKE GULF WLL BAHRAIN T: +973 178 139 11 F: +973 178 139 22 bahrain@pke-me.com
February 2015
PKE GULF WLL - UAE T: +971 2 6433 396 F: +971 2 6433 894 abudhabi@pke-me.com
DOHA GREEN LINE
MIDDLE EAST
As such, the choice of designer was critical. “To ensure the quality of the design and build project we chose very renowned and experienced designers. The project is developed with stateof-the-art planning in mind,� says Heilmayer. This level of design quality has made environmental planning and considerations easier. Sustainable Development Solutions As well as monitoring waste, water usage and noise and light pollution on site, the Green Line Underground is also committed to obtaining a four star level of certification from the Qatar Sustainability Assessment System (QSAS). QSAS is a green building certification system developed for the State of Qatar, its primary objective being to create a sustainable built environment that minimizes ecological impact while addressing the specific regional needs and
The Green Line is commited to obtaining the QSAS certification
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AI Mesilla Station - conveyor belt with storage yard.
“We have given priority to local contractors and suppliers to boost the economy and resident businesses” – Gunther Heilmayer, Project Director
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environment of Qatar. “We have worked hard to achieve a four star rating and are committed in terms of design and construction to ensure we are building to green standards,” says Ansari. Supporting The Local Economy A large part of the Doha Green Line Underground centers on local development and progression, and the project has supported this initiative in many ways. For example, it is committed to using local suppliers and labourers where possible. As Heilmayer explains, “We have given priority to local contractors and suppliers to boost the economy and resident businesses. We have had to import some material, but we always look for local solutions when we can.”
MIDDLE EAST
A World-Class Safety Record Employee safety is a key concern and the Doha Green Line Underground Project is proud of its world-class safety record to date. During project peaks, there can be up to 4,500 people working on site and yet the project has clocked up an impressive 7.5 million hours major incident free; no mean feat in a construction environment. “We are achieving a very unprecedented record and have been awarded several times for it. This is a big point for us and we are very proud of this,” says Heilmayer. “Labour accommodation and welfare is an ongoing
Green Line through Education City timelapse.
ADVERTORIAL
Byrne Looby Partners contracted as Utility Designers for the Green Line Metro
B
yrne Looby Partners was awarded one of the initial contracts for Qatar Rail’s Green Line Metro back in early 2014. The scope of works included the design of both wet and dry utilities to enable the stations to be constructed. The work required close liaison with the design engine engineering team and the utility owners to locate, assess and design appropriate permanent diversions of utilities with tight timescales. These utilities included water, electricity, telecommunications, military and security, police utilities, medical utilities, sewage and storm water. During the course of our brief Byrne Looby Partners were invited to undertake civil and structural designs to assist the Contractor, Porr/ Saudi Bin Laden/HBK (PBH), in the design of temporary works to expedite the permanent design. This element of work is ongoing. As part of the overall project Byrne Looby delivered: Utility diversion concept design to accommodate station construction (telecoms, HV, MV, LV cables, foul sewerage and storm drainage in diameter from 300mm to 1500mm, TSE) • Utility diversion detailed design • Temporary works for main contractor
•
BIM 3D modelling for utility diversion associated with the Station Box Utilities. Byrne Looby are currently undertaking similar utility design work on Line 6 of the Riyadh Metro in the RSA. Byrne Looby Partners was established in 2001, and is an international engineering service provider, delivering solutions for the water, marine, infrastructure and energy sectors. It is now well established as specialist engineering consultant with particular expertise in geotechnical, civil, structural and water engineering services in Europe and Middle East. Offices locations include Bahrain, Libya, Jeddah, Saudi Arabia, Qatar, Abu Dhabi, Dubai, UK and Ireland. For more information on Byrne Looby Partners or to view recent projects visit www.blpge.com.
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Breaking through the concrete wall and tunnelling department Members with Mr.Christian Genschel, Tunnelling Director
“We are achieving a very unprecedented safety record” – Gunther Heilmayer, Project Director
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campaign for us and we recently had a visit of union representatives and the feedback is very positive. The level of welfare is well about European standards both on and off site.” In order to maintain superior standards of health and safety, the project managers have employed the use of sophisticated technology and software. Real-time cameras watch the site 24/7 to monitor safety processes. This software is also
MIDDLE EAST
Company Information INDUSTRY
Railway Construction HEADQUARTERS
Qatar Rail Tower, Doha FOUNDED
2013 EMPLOYEES
4,500 REVENUE
N/A PRODUCTS/ SERVICES
used to record the site so senior management can see progress even when not on site. To date, the Doha Green Line Underground Project has been a resounding success. Everything from design through to safety initiatives, sustainability concerns to traffic management and movement of trucks, and supplier management signals a new era of construction in Qatar.
The end-to-end management for the design, build and implementation of the Doha Green line undergroundw.
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Comarco Group: looks to m
momentum with projects in E Written by: Tom Wadlow Produced by: Richard Deane
comarco
maintain growth East Africa and beyond 65
COMARCO GROUP
This leading marine and specialised contractor is broadening its industry portfolio while continuing to deliver firstclass turnkey and standalone services from its Mombasa heartland
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T
he Comarco Group is expanding its industrial and geographical footprint as it looks to build on 44 years of experience in the industry. Driven by work as far as Brazil, the company has a series of exciting projects in line for 2015, which include a renewed venture in Myanmar, alongside several others outside of oil and gas, allowing it to remain flexible and active in a period of industry uncertainty. This said, Comarco is in a prime position to supply its unique services to the huge LNG projects ramping up in Mozambique, and Tanzania With continuing growth and corporate maturity, Managing Director Simon Phillips is expanding
E X P L O R AT I O N W O R L D
Comarco Supply Base, Mombasa, Kenya
the group’s Corporate Social Responsibility (CSR) activity beyond the valuable community-driven work already underway in Kenya. “We would like to develop and foster our current growth path over the next five years, and this will mean we can boost our HSE and CSR activities,” he said. “We aim to reach the highest working practices which will have a positive impact on our work force, our customers and the community in which we work.” Mombasa Hub Key to driving further growth is The Comarco Group’s flagship supply base adjacent to the Port of Mombasa, a crucial hub of activity for both the
Comarco has grown from a 2 to 16 acre mini port since 1975
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COMARCO GROUP
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company and clients, from small local operators to blue chip giants including British Gas (BG) and Anadarko. Having started out as a two-acre site in 1975, it has now grown to a 16-acre facility with is own deep water quay for clients of all sizes, able to accommodate ships up to 130 metres long. The flexibility and control offered by this service hub is an important pull factor for customers. “If, for example, a client such as BP or Anadarko have a drilling programme they will need a supply base with dedicated berthing, and we provide them with their own mini port so they can work independently of the main Port of Mombasa,” Phillips said.
“They rent the space and we provide the cranes, trucks, forklifts, people, open-air storage and jetty access, whatever they need” – Simon Phillips, Managing Director
Comarco Base in 1974.
Salvage tug
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Marine Construction, Kenya
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“It is a private facility which means they have control over their operations and can maintain the highest HSE standards, which is critical for these companies”. “They rent the space and we provide the cranes, trucks, forklifts, manpower, open-air storage, warehousing and jetty access, whatever they need, so they can control their shore based operations and ensure they do not encounter delays on their drilling. The cost of offshore drilling
E X P L O R AT I O N W O R L D
can be around $1 million a day so it is paramount that delays and problems do not occur.� The Comarco Group has embraced the importance of diversifying business away from oil and gas, with Mombasa also being used as a general cargo and logistics springboard for projects in and outside of East Africa. For example, the company helped to supply the World Food Programme, The Red Cross and other international agencies through its port. w w w. comarcogroup.com
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COMARCO GROUP
INFINITE SOLUTIONS FOR THE OFFSHORE INDUSTRY
Dan-Bunkering is one of the world’s leading offshore bunker suppliers with more than 30 years of experience servicing oil rigs, seismic vessels, construction vessels, cable layers, crew boats, and many other types of vessels across the world.
Even remote areas are within our reach With oil exploration moving to more remote areas, the need for flexible supply infra-structure is significant. Thanks to our experience in the offshore industry combined with a fleet of more than 30 tankers and an in-house chartering department, we can offer you unprecedented supply and storage solutions at offshore or onshore locations worldwide.
www.dan-bunkering.com
Rokem, an IALA industrial member, is a professional manufacturer and supplier of various AtoN products in China including high-tech products like RMB, Racon, AIS, SSS and remote monitoring system etc.
Best quality together with best service is the creed of Rokem.
Address: 9D Double Dove Great Tower, 438 Pudian Road, Shanghai 200122, China Tel: +86-21-50810062, 50811396 Fax: +86-21-58818728, 58302954 E: info@rokem.com www.rokem.com/Aton.htm
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COMARCO GROUP
AFRICA
From Mombasa and further afield, Comarco, through its several divisions (construction, marine projects, vessels and logistics), can offer clients any number of its varied marine services and is able to provide these on a full turnkey solution, or on a standalone basis with selected component parts to suit the client’s individual requirements. Marine and general contracting services include supply base management, marine construction, commercial diving services, vessel chartering and cargo haulage. However, it is The Group’s marine and specialised logistics services which differentiate it from other operators and forms the core brand of Comarco, with Instant Ports, Beach Landings,
Comarco can offer clients any number of its varied marine services
280T P&H Crane Salvage, Canda, Mozambique (2011) w w w. comarcogroup.com
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COMARCO GROUP Stevedoring at Sea, and the patented EBOS for Exposed Beaching Operations leading the service Comarco offers.
Comarco is developing an instant port for the Palma project ‘Comarco and Copenhagen-based Thorco Shipping have established a dedicated subsidiary to provide turnkey solutions for transporting any size cargo to the remotest and most challenging areas accessible by sea.’
Instant Ports In the niche field of “Instant Ports”, Comarco and Copenhagen-based Thorco Shipping have established a dedicated subsidiary to provide turnkey solutions for transporting any size cargo to the remotest and most challenging areas accessible by sea. Formed in September 2014, Instant Ports combines the expertise of both partners and can draw on a fleet of modern 5,000-20,000 DWT cargo vessels along with cargo barges, tugs, trucks, cranes, forklifts and an experienced workforce as well as the Industry Renowned EBOS. An Instant Port is ideal for oil and gas, exploration and other project-related operations that require an environmentally-friendly, rapidly deployable and removable, beach landing site, especially at remote locations in marginal sea conditions. Specific services include beach and site surveys, bathymetric and geotechnical surveys, project management and engineering, handling of local permissions and the delivery of heavy lift and out of gauge cargo. Diversifying A number of other notable projects set for 2015
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showcases the scope of work the company is able to carry out, keeping the project book healthy through an uncertain period for oil and gas exploration and development. A joint venture with multinational bunkering specialist Dan Bunkering has just been initiated, involving the purchase of an offshore bunkering vessel. The Comarco Pemba, 2,439 dwt, has been delivered to East Africa and is now in operation. Phillips said: “Dan Bunkering is working in East Africa to help supply the growing number of offshore projects which need fuel, together with seismic and exploration work happening up and down the
Comarco offshore vessel
www.crownpaints.co.ke
HERE’S TO A COLO U RFU L PARTNERSHIP Crown Paints Kenya congratulates Comarco Group for over 40 years of hard work, dedication and extraordinary growth. We look forward to an even brighter future.
Crown Paints
COMARCO GROUP
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coastline, which this vessel can serve in addition to conventional shipping and fishing fleets.” Comarco Group has also recently invested in a dedicated salvage tug, the CSC Nelson, which at 150t BP is currently the largest of its kind operating on the eastern coast of Africa The Nelson is currently in dry dock in Durban being prepared to be used for long distance towage and salvage. Nelson will be owned and operated by Consolidated Salvage Company, a Comarco Group company. Geographically the company is also broadening its horizons, with Executive Chairman Peter Phillips, the founder of the Group, returning to Myanmar to establish a new fully incorporated unit of the business. “We have spent a lot of time in Myanmar and believe there is great potential there,” the MD
Comarco Tug
Offloading 235-ton portions, Mozambique
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Size and flexibility With a versatile fleet of over 85 multipurpose vessels, Thorco Shipping is able to accommodate the diverse requirements of any project. In addition to a global presence, the size of our fleet offers our clients great flexibility, as we often have a variety of vessels to choose from for any cargo in a
Europe
Thorco Shipping A/S Tel. +45 6320 3000 europe@thorcoshipping.com
Asia
Thorco Shipping Pte. Ltd. Tel. + 65 6922 8620 singapore@thorcoshipping.com
Thorco Shipping www.thorcoshipping.com
Exceptional Service. Personal Attention. In order to provide comprehensive solutions to multi-faceted financial services industry requirements, and to deliver a strong client-focused approach across a range of insurance products, servicing corporates medium –size businesses and individuals in South Africa and the rest of Africa, the Pogir Group consists of four separate companies: Short Term Insurance, Healthcare Solutions, Employee Benefits and Life & Advisory.
Visit us online to find out more: www.pogirgroup.co.za
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St Andrews office park, Block A, Ground Floor 39 Wordsworth Avenue, St Andrews Bedfordview FTel:e(011) b r 879 u a7200 r y | Fax: 2 0(011) 1 5454 - 0581
particular area. On the shore side, Thorco Shipping offers full flexibility as well. With our highly-skilled personnel and 15 offices spread across the globe, we are available around the clock and always able to deliver fast and reliable transport solutions, to clients from any time zone in the world.
North America
Thorco Shipping America Inc. Tel. +1 (281) 404 4250 usa@thorcoshipping.com
South America
Thorco Shipping Brazil Ltda. Tel. +55 213 388 0837 brazil@thorcoshipping.com
COMARCO GROUP
AFRICA
Comarco’s global footprint
added. “While there is the challenge of limited infrastructure, it also represents opportunities for us to get involved with development of the country and offer our services and experience.” Other markets the group has already reached include Malaysia, Singapore and Indonesia, and Malawi and West Africa are possible target destinations for this year. Giving back As the group continues to grow and have a greater impact in the communities in which it operates, Phillips hopes it can expand its CSR reach and impact.
“Our main CSR activities at the moment are in Kenya, sponsoring events, working with the community and neighbourhood to improve and upgrade the area...” – Simon Phillips, Managing Director
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Comarco Supply Base, Mombasa, Kenya
Comarco is working with the communtiy in Kenya
“Our main CSR activities at the moment are in Kenya, sponsoring events, working with the community and neighbourhood to improve and upgrade the area, and developing schools and paying school fees for employees who qualify through a means test,” he said. “The infrastructure and municipal resources in Kenya has been quite severely stretched in recent times due to urbanization and population growth.” Comarco teams help to remove litter and clean roads, and are also building a park so children can play safely. A pilot canteen scheme is another initiative that has been received well, providing food, water and sanitation in parts of Mombasa
AFRICA
Company Information INDUSTRY
Exploration World HEADQUARTERS
Mombasa , Kenya FOUNDED
1971 EMPLOYEES
450 REVENUE
Not disclosed
lacking these facilities. A new sponsoring initiative will see line managers of the 450 workers nominate the brightest company prospects, who in return for at least three years of commitment to Comarco will receive added high-quality training. Growth will be key both to Comacro Group’s commercial and social success, and Phillips is carrying positivity into the new year on the back of new lines of business being generated from Mombasa and elsewhere as in Myanmar. He concluded: “I am optimistic and believe that much of the current hesitancy surrounding industry will disappear as 2015 progresses.”
PRODUCTS/ SERVICES
Offshore Marine; Construction; Supply Chain and Logistics
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Unicon Development is in
the business of doing good The path to become a world-class corporate citizen
Written by: Abigail Phillips Produced by: Richard Deane
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UNICON DEVELOPMENT
Key Personnel
Serge Pereira CEO
Offices Spain
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U
nicon Development is a leader in design and construction, delivering turnkey solutions to African clients. Founded in 2001 by President Serge Pereira, the company has developed the capacity, resources and inclination to offer its customers responsive and high-quality, design, build and financial solutions. Over the last 10 years, the company’s approach has centered on sustainable development, advanced technology and quality. Pereira is a Congolese citizen and a former investment banker. Educated in the U.S. he has a unique viewpoint of the African construction market in sectors such as Education, Real Estate, and Hospitality. Before starting Unicon Development, his father owned a construction firm in Africa
CONSTRUCTION
American University of Central Africa - Library
so with Pereira’s financial background and the knowledge of the local construction market, he created a local company with international standards and resources. “I have always been interested in how the construction market was fairing in Africa. Talking to my father I recognised a lot of problems, for example some Foreign contractors were controlling the market but not providing a quality product,” explains Pereira. “I decided to take the best of our experience and offer a quality service to customers in Africa. Today Unicon offer turnkey solutions to the market and can take projects from market analysis to completion in sectors such as Education, Real Estate, and Hospitality; we even help secure finance.”
“Our success is the result of our collaborative approach. We work with both government and private sector clients to create educational facilities tailored for their objectives” - Serge Pereira, CEO
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5 Star Hotel Camayenne
AFRICA
Sustainable socio-economic development Serge Pereira is not just focused on construction however; they want to have a positive socioeconomic impact on the regions in which the company operates. The company has extensive experience when it comes to delivering primary, secondary and tertiary education projects – something it has been passionate about from day one. “Education represents the foundations of economic development and is one the pillars of Unicon’s values,” says Pereira. Its projects range from K-12, boarding schools, educational complexes, to the kind of large-scale developments it undertook for the American University of Central Africa. “Our success is the result of our collaborative approach. We work with both government and private sector clients to create educational
American University Of Central Africa Campus – Infrastucture Works
American University Of Central Africa - School of Business w w w. u n i c o n d e v e l o p m e n t . c o m
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AnuncioSP_dic2014_DEF_TRAZ.pdf
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UNICON DEVELOPMENT
C
M
Y
CM
MY
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Optimize Your World The key to success in a challenging world
FUEL SAVINGS
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PROFIT Want to learn more about our Supply Chain Solutions? Contact us at:
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info@ortec.com
www.ortec.com
UNICON DEVELOPMENT
AFRICA
facilities tailored for their objectives,” he says. As well as developing educational establishments, the company also operates a division called Unicon Social Actions, the mission of which is to ‘facilitate sustainable socioeconomic development in Africa’s disadvantaged communities’. “We strongly believe in development through education,” says Pereira. “Education is the most powerful and effective tool to empower people and transform lives. It brings independence, innovation and prosperity.” Through Unicon Social Actions, the company helps improve the quality of life, health and
“Education is the most powerful and effective tool to empower people and transform lives. It brings independence, innovation and prosperity.” - Serge Pereira, CEO
Residential development in Bata w w w. u n i c o n d e v e l o p m e n t . c o m
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5 Star Hotel Camayenne
education of local men, women and children by providing opportunities to the community, generating employment, improving professional skills and labor conditions. “We created a sport program that provides children with training facilities and coaching, allowing them to develop confidence, athletic and leadership skills while discovering new sports. We take pride in contributing to the revitalization of communities and to the well-being of its residents,� says Pereira. Room at 5 Star Hotel Camayenne
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Good starts from within At Unicon, good starts from within. The company offers its employees education opportunities,
AFRICA
training and progression within the business. “Our people are critical to ongoing development,” says Pereira. “We have a young team and really put an emphasis on education. “We believe in internal promotion and encourage our employees to think like entrepreneurs. We want people to feel part of the business; they can offer their thoughts and input, make changes and move the business forward with hard work. We also have a bonus and profit share scheme because it inspires a culture of dedication. This entrepreneurial spirit has really moved the business forward,” he says. “As a company we pride ourselves in wearing the logo on our chests. We are dedicated to offering an honest product and all of our employees support this aim. Sadly, in Africa, many people take advantage of the lack of control, but we pride ourselves in being honest and being different,” he says. Looking to the future Moving forward, Unicon is dedicated to facilitating growth in Africa but also further afield. Already the business has branched out to United Arab Emirates and Spain and will continue to do so, using the African business plan as a blueprint. “We are a construction firm first and foremost,” says Pereira. “But we want good quality products and projects in Africa and across the globe. We want to promote quality as a company and as a corporate citizen.”
Company Information INDUSTRY
Construction HEADQUARTERS
Valencia, Spain FOUNDED
2001 EMPLOYEES
Not disclosed REVENUE
Not disclosed PRODUCTS/ SERVICES
Design and Construction
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Behind Ecuador’s Greatest Developments ETINAR is celebrating 40 years of operations in the Ecuadorian construction market. Founder and current CEO Jose Macchiavello recalls some of the most important projects and infrastructure developments since 1973.
Written by: Rebecca Castrejon Produced by: Jassen Pintado Interviewee: Jose Macchiavello, CEO of ETINAR S.A.
ETINAR S.A. Refined Over Time
J
ose Macchiavello Almeida, Jose Nunez Cristiansen and Angel Proano Briones founded the construction company in the city of Guayaquil, Ecuador on September 21st, 1973; with the common vision of transforming the country’s infrastructure, both in the commercial and rural areas.
Participation in the construction of pier “Malecon 2000” in Guayaquil
The construction company has been noted for working with the highest standards in more than 1,000 infrastructure developments over the last 40 years. Some of these memorable works have been in the construction of multi-family and social interest housing communities in Entrerios and Salinas, luxury condos and hotels in Salinas, as well as recreational areas, parks, bridges, commercial buildings (McDonalds, Silos Brewery, Supermaxi), and significant urban projects in Guayaquil and the surrounding areas. As a leading construction company in Ecuador, ETINAR created the Ecuadorian Green Building Council (Consejo Ecuatoriano de Edificacion Sustentable), seeking to ensure the best practices in the industry by promoting an environmental commitment. Human Resources The company’s human resource department has been listed as the most important source in
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construction. All workers are trained with the most modern techniques, and some of them have been part of ETINAR’s family for almost 37 years.
Key People
From the administrative staff, managers, engineers to the construction workers, all of them make a uniform team of people, responsible for implementing global guidelines and policies to project the best result for the country. Industrial Technology The use of modern technology is important in the development of projects for ETINAR. The company constantly buys and updates design software, internal control systems and administrative mobile applications as a way to evolve with the industry.
Jose Macchiavello CEO of ETINAR S.A. Jose Macchiavello is an Ecuadorian businessman, industrial engineer and the current CEO of ETINAR His education began in the Private Institute Abdon Calderon, where he finished his primary base. He then attended high school at Colegio Americano de Guayaquil, and high school at the Military Academy Juan Gomez Rendon. Took civil engineering as his college career at the Catholic University of Guayaquil in 1970. Macchiavello added to his international engineering career, courses at Berkeley (California, USA), Gainesville (Florida), Lima (Peru), Panama and San Jose (Costa Rica).
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ETINAR S.A.
With a network of agencies nationwide, supported by leading companies in the global reinsurance market and an important customer portfolio, clearly speaks about our soundness and solvency.
FOLLOW US ON:
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PROJECTS Current Operations: 1. Centro Comercial Terminal Milagro. This concession in the municipality of Milagro, seeking to satisfy the growing demand for mass transportation to major cities. It will also include a shopping center that will generate additional revenue to the community. Currently in progress (80 percent).
Sanctuary Via La Costa, finalized in 2011
2. Torre Baro. Residential complex with four apartment towers overlooking the mangrove community of Terranostra. 3. Vista Lagos. Six residential condominiums that extend in an area of 10,000 square meters. Its architecture includes luxury finishes and recreational areas (gym, pool and tennis area). 4. UNASUR. New headquarters for the Union of South American Nations in the city of Quito. This smart building contains the largest flown structure in Latin America (52 meters), with an investment of USD $40 million and the collaboration of 1,200 workers (labor, national and foreign experts) who examined all industrial applications and technological implements within. Its opening ceremony had the presence of political personalities such as Rafael Correa (president of Ecuador), Cristina Fernandez de Kirchner (president of Argentina), Dilma Rousseff w w w . e t i n a r. c o m
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MAIN DEVELOPMENTS SINCE 1973:
Urbanization Terranostra in Guayaquil
Pier “Malecon 2000” in Guayaquil
New headquarters for UNASUR in Quito
Hotel Colon Miramar in Salinas
Del Bombero Avenue in Guayaquil
Condominiums “las Carabelas de Colon” in Playas
Millennium building in Samborondon
Housing project “Caracol” in Guayaquil
Mall del Sur in Guayaquil
Overpass in Machala
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(president of Brazil) and Juan Manuel Santos (President of Colombia). Startup and Near Completion Projects: Building Quo in Guayaquil, building Mare Nostrum in Salinas, Building Tenis Plaza in Samborondon, urbanization Santa Ines in Machala, urbanization Terranostra in Guayaquil, Adelca production plant, industrial development PIADY in Yaguachi, building “Plaza Constitucion” in Guayaquil, urban project Bali in Daule, flooding control project in Bulu Bulu stream, artisanal port Anconcito in Santa Elena, expansion of Hotel Colon Barcelo in Salinas, new industrial plant for Resgasa in Guayaquil, Inter-hospital project, housing “El Fortin”, urbanization at Mocoli and condos in Vista Lagos.
“We expect to maintain our current development level in 2015, and we will limit our participation in public works” – Jose Macchiavello, CEO of ETINAR S.A.
Four Decades Building Ecuador At the top of ETINAR is the CEO and founder, Jose Macchiavello, who has been part of the company’s progressive developments for the past 41 years. The Civil Engineer recalled the most important projects of ETINAR’s 40 years history; these milestones have positioned ETINAR as a leading company in the construction sector.
THE INTERVIEW BRAL: In celebration of the company’s 40 years of operations, which have been some of ETINAR’s biggest business milestones? w w w . e t i n a r. c o m
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ETINAR S.A. JM: Our major milestones have always been those related to innovation, and works that are now icons of certain cities, such as:
Project for the port of Santa Ana in Guayaquil, finalized in 2007
• Caracol. The first social housing project with an access control gate and private recreational areas. • El Alamo. The first housing project with communal areas, transportation services and a private club in Entrerios. • Construction Terranostra. The most important in terms of private investments. The development has security control, a clubhouse and mixed-use areas for future developments.
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• El Oasis. The first housing project for lowermiddle class families in Salinas. It has a common area that includes a pool, BBQ zone and a playground. • Las Carabelas de Colon. The first residential building with an integrated sports area, heated pool with the use of solar panels, waterfalls and recreational areas close to the beach General Villamil.
New headquarters of UNASUR in Quito
We also participated in the first stage of pier Malecon 2000, and in the first construction stage of port Santa Ana, and in the mass housing development in Machala (Santa Ines). Recently, we were part of the construction team for the new headquarters of South American Nations (UNASUR), which contains the longest flown in the southern hemisphere. It is also the first building with seismic sinks in the history of Ecuador. BRAL: Does the company plan to provide its construction services to new industries in the near future? JM: Our mission is to be builders, general contractors, and under this scheme we look forward to building more infrastructures such as hydroelectric projects, roads, bridges, institutional and private buildings, overpasses, etc. w w w . e t i n a r. c o m
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ETINAR S.A.
Urbanization Laguna Dorada in Samborondoon, finalized in 1990
BRAL: Is ETINAR looking to manage international projects? JM: We are venturing with a project in Lima, Peru. BRAL: What are some of ETINAR’s environmental initiatives? Iconic building “Plaza de la Administración” in Guayaquil, completed in 2000
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JM: We are dabbling into a project we hope to qualify as Leed in Samborondon, in the Mocolí Island. Where the company is going to develop seismic sinks, a glass chamber, acoustic and thermal insulation with LED lighting, solar panels for water heating, waste water recycling, etc.
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BRAL: What is the role of your suppliers in the success of ETINAR? JM: They are vital; our suppliers are part of the financial support in the growth of our company.
Company Information NAME
ETINAR S.A. (Estudio Tecnico Ingenieria Arquitectura S.A.)
BRAL: What are your growth projections for the next five years?
INDUSTRY
JM: We expect to maintain our current development level in 2015, and we will limit our participation in public works.
Construction HEADQUARTERS
“Our major milestones have always been those related to innovation, and works that are now icons of certain cities”
Guayaquil, Guayaquil, Ecuador FOUNDED
1973 EMPLOYEES
2,500 WEBSITE
www.etinar.com
– Jose Macchiavello, CEO of ETINAR S.A.
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AN EVERYONE EVERYWHERE
WORLD Everyone deserves a chance to fulďŹ ll their potential. That’s why the Connect to Learn project exists. It uses information and communications technology not just to improve access to education, but to greatly enhance the quality of education for children everywhere. Because how you begin often affects where you end up going.
Grupo H
Takes Glo Standa
Grupo He beyond in their own
HerdoĂza:
obal Construction
ards into Ecuador
erdoiza construction and consultancy services now go nfrastructure projects, focusing into n developments.
Written by: Rafael Tablado Produced by: Jassen Pintado Interviewee: Jaime Herdoiza, President and Founder, Grupo Herdoiza
GRUPO HERDOÍZA
H
erdoiza has been a familiar and trusted name in the Ecuadorian construction industry for more than 50 years. When the second generation’s turn for creating a new company came up, brothers Herdoiza decided they would pour all of their knowledge and expertise, including experience gained abroad, in the enterprise known as Grupo Herdoiza, specializing in construction and consultancy; created in 2011. A key component of Grupo Herdoiza, Herdoiza Constructora has earned and fulfilled contracts for infrastructure projects in addition to earning a reputation in the project management and consultancy industry. New challenges faced by Grupo Herdoiza include diversification of their projects as well as exporting their knowledge. Jaime Herdoiza is the company’s president. The civil engineer graduated from Campinas State University, Brazil. He also earned a master’s degree in business management for construction companies and became Ecuador’s first Project Manager Professional (PMP), as certified by the Project Management Institute (PMI). He has worked for oil companies Petrobras (Brazil) and the Ecuadorian affiliate of Synergy Group Corp. Herdoiza also gained experience in consultancy when working abroad, along with the Catholic University of Chile’s construction consultancy companies.
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“Grupo Herdoiza thrived as a construction company, and time has allowed us to put our expertise in consultancy into construction efforts,” explains Jaime Herdoiza, president of Grupo Herdoiza.
Key People
Shifting from Public Works to Private Investment Investment in public infrastructure projects has increased in Ecuador since 2007, some of these developments resulted in 90 percent of Grupo Herdoiza’s portfolio; earned on their commitment and leadership in the construction sector. But already in 2014, Grupo Herdoiza’s strategy began shifting towards the Company’s developments. The first of these is a housing project of more than 500 units of 750 sq. ft. each, north of Quito, to begin construction in mid-2015. The other one
Jaime Herdoíza Holguín Jaime Herdoiza, President and Founder, Grupo Herdoiza Herdoiza inherited his family’s vocation for construction. He graduated as a civil engineer from Campinas State University, in Sao Paul, Brazil, ratified by the Catholic University of Ecuador. Herdoiza also earned a master’s in construction business management; he is also the first Ecuadorian citizen to be certified as Project Manager Professional by the Project Management Institute. He has worked in his family’s companies and with Petrobras and Synergy Group Corp. energy corporations. He developed his skills in consultancy companies related to the Catholic University of Chile. Jaime Herdoiza Holguin is married, parent of three sons who inherited their father’s persistence in accomplishing their goals.
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is a storage facility in Quito’s new Mariscal Sucre Airport in the Tababela suburb. Additionally, the Group plans to strengthen strategic alliances to develop public-private projects though road concessions and renewable energies. “We feel that in 2015 there will be a slowdown in the Ecuadorian public investment, due to the fall in oil prices and the global economic context. Therefore, we have changed our strategy to develop our own products, which will allow us to continue this sustained growth we have been experiencing,” Herdoiza said.
The Group plans to strengthen strategic alliances to develop public-private projects
“We thrive as a construction company, adding our expertise in consultancy into construction efforts” – Jaime Herdoiza, President, Herdoiza Constructora w w w. g r u p o h e rd o i z a . c o m
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C O M PA N Y N A M E
HERDOIZA, commitment and leadership in the construction sector
“Our resources allow us to deliver quality products ahead of schedule, without raising operational expenses” – JJaime Herdoiza, President, Herdoiza Constructora
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The Kind of Leverage Only Technology Can Provide Herdoiza’s Project management tasks are facilitated by an ERP system developed in Germany, which is paired with custom-made operation management software created in Ecuador; a system running from the company’s headquarters. CCTV systems are placed in each project’s location to monitor and track real-time progress, so both the company and clients ensure every procedure is performed properly. “These resources allow us to deliver quality products ahead of schedule and without raising
GRUPO HERDOÍZA
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operational expenses,” said the President of Herdoiza Constructora. Rebuilding Ecuador’s Superior Police Academy December 8, 2011 was a regular Thursday morning in the northern Quito neighborhood of Pusuqui, until 11:15, when two successive detonations came from the Superior Police Academy. Both explosions resulted in broken windows and glass doors in the surrounding area. Among other damages, 14 persons outside the facility were reported with injuries, including civilians and children attending schools near the academy. Cadets and recent graduates about to join the police corps inhabit the academy’s dorms, which were part of the facility’s areas that were destroyed. This demanded immediate reconstruction of dorm buildings to become fully operational within six months of the accident.
Their construction consultancy services will be driving the expansion
Herdoiza Constructions took care of this project through a fast-track schedule, accomplishing harmonious spaces, energy saving resources and optimal waste management systems. “Our entire experience in construction consultancy was of use in this project. We were able to deliver an excellent product with all the sustainable building principles we’ve learned,” Herdoiza proudly recalled. w w w. g r u p o h e rd o i z a . c o m
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Consultancy Services, the Business Unit Abroad Grupo Herdoiza already has expansion plans beyond Ecuador’s borders to occur between 2015 and 2016. Their construction consultancy services will be driving the expansion. Peru is considered their first target, given the sustained growth in infrastructure experienced by this country in recent years. And there are already partnerships being formed for such purpose in Honduras.
CCTV systems are placed in each project to monitor real-time progress
“We are partnering with companies in these countries to export our know-how in public works and especially in private investments, mostly in consultancy rather than construction itself,” explained Jaime Herdoiza. The Short-term Future: Highway and Renewable Energy Grupo Herdoiza’s main projects during 2015 are concessions from the government and a $300 million investment for a renewable energy project. “We are gradually shifting from public projects to our own internal developments, striving to achieve sustained growth through these investments. We want to support the economic growth the country has been experiencing and seek funding to enable us to offer fully funded projects,” Herdoiza Holguin declared. w w w. g r u p o h e rd o i z a . c o m
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GRUPO HERDOÍZA
Quality control in every project
Leadership in Sustainable Development In an effort to do something more beyond regular compliance with global construction standards, Grupo Herdoiza also offers their suppliers different training courses for sustainable procedures and environmental impact minimization. “These procedures and standards are new in Ecuador, Offering the proper training keeps us a step ahead of the competition and future regulations for both private and public projects,” Herdoiza said.
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Company Information
Fierce Times Ahead Through honest and high-integrity operations, the company has proven trustworthy throughout their country. However, the realistic forecast for the short term will prove to be challenging: prices are plummeting for oil and other commodities, and fluctuations in the currency market are indications that Ecuador is to face earning smaller revenues during the next few years. Herdoiza’s strategy of focusing on their own developments creates sustained growth expectations of 28 percent during the next five years, which has been the same net growth during the previous, first . “We provide jobs to support more than 800 Ecuadorian families. We believe in Ecuador and we are going to strengthen the path we’ve already been through,” Herdoiza’s President stated.
“We are developing partnerships to export our know-how in public works and other developments”
NAME
Grupo Herdoíza INDUSTRY
Construction HEADQUARTERS
Quito, Pichincha, Ecuador FOUNDED
2011 EMPLOYEES
800 REVENUE
USD $90 million WEBSITE
www.grupoherdoiza.com
– Jaime Herdoiza, President, Herdoiza Constructora
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2014
Delivering value through
COMMISSIONING
2013 EQUIPMENT INSTALLATION
2012 EQUIPMENT MANUFACTURE
2010 DETAILED DESIGN
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Internationalizing
Construction Services in Central America LLANSA INGENIEROS continues to expand in Nicaragua, obtaining bids and civil contracts to transform the country’s infrastructure.
Written by: Rebecca Castrejon Produced by: Jassen Pintado Interviewee: Benjamin Lanzas, CEO of LLANSA INGENIEROS
LLANSA INGENIEROS
L LLANSA participated in developments for Gran Pacifica
LANSA INGENIEROS was founded in 1969 with the objective of providing first class services for the construction sector in Nicaragua. Since then, the country has hosted thousands of structuring projects whose contracts have been driving the national economy, by connecting cities with road developments. In 2014, these contracts provided more than 20 percent of the country’s GDP. As a proven leader in the Latin American’s construction sector, LLANSA has excelled in managing major works inside and outside the country, utilizing its expertise of more than 45 years in the industry. Benjamin Lanzas, current CEO of LLANSA
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INGENIEROS, kept the entrepreneurial vision of the company’s founders and managed to internationalize all services. Willing to participate in projects outside Nicaragua, LLANSA has been using global-best practices in the industry, with technological advances such as logistics software to digitize all operations, the latest machinery and modern processes. Another value in LLANSA is its commitment to meet deadlines with customers and suppliers (raw materials and equipment providers). Being part of GRUPO BELASE, LLANSA collaborates with sister companies in the sector, such as PROINCO (supplier of crushed aggregates), CEDESA (producer of cement
Key People
Benjamin Lanzas CEO of LLANSA INGENIEROS Benjamin Lanzas Somarriba is a civil engineer graduated from the University of Miami. He has a Masters in Industrial Engineering and project management title from the same institution. Since 1991 he has worked in LLANSA INGENIEROS, getting to know the family business from various areas. Lanzas used to work in the company’s warehouse, as a budget manager, project manager, resident engineer, among others; until he reach the post of Vicepresident of the company. In 2005, he took over as CEO, supervising all operations, from the top floor to the warehouse, leading the company as the second generation of LLANSA Lanzas is an innovative entrepreneur, his 25 years of experience in the field gave him the necessary tools to become the president of the Nicaraguan Chamber of Construction, which presides successfully since 2012, directing this business sector for the wellbeing of its affiliate companies and for Nicaragua.
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LLANSA INGENIEROS
Civil works in Nicaragua
blocks, pavers and derivatives), SOLTEC (asphalt emulsion manufacturers), and PAVINIC (cold and warm mixed asphalt). LLANSA INGENIEROS has experienced a substantial growth in the last five years, along with the decline in gasoline prices, supply costs have also decreased, helping gain more income to its commitment to quality. Main Projects With just a few years left until its 50-year celebration, LLANSA INGENIEROS recalls some of its largest projects in Nicaragua, in public and private sectors. Among these are: Damn Asturias,
L AT I N A M E R I C A
Damn Wiwily, Apanas Spillway, Hotel Montelimar, Developments in Gran Pacifica, public works for the new Managua airport and the Military Hospital, among others. The “LLANSA” Team The company has been honored for its work in infrastructure, roads and commercial buildings; and its human resource team has been trained to perform civil and infrastructure projects with the highest quality standards and safety procedures, these being key elements in the end-product success.
Pier Salvador Allende
“We believe in our human capital, we encourage them because we know they are our greatest asset,” said the CEO. Part of the corporate culture is the internal promotion of employees. In turn, LLANSA helps workers with educational programs, financial sponsorship and promotions. Entrepreneurship From the Top In an interview with the CEO of LLANSA INGENIEROS, Benjamin Lanzas, he informed us about the company’s current operations, involvement abroad and successful business strategy. This same success has positioned LLANSA as a leading company in the field of horizontal and vertical works.
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LLANSA INGENIEROS
Hotel Montelimar
Lanzas is a civil engineer with a career of more than 25 years in the industry. He started working in the construction sector after graduating from the University of Miami in the United States, where he completed his career and added to his studies a master’s degree in industrial engineering and project management. The executive took the reins of the family business and became a multinational solution in civil works. The CEO also serves as Chairman of the Board for the Nicaraguan Chamber of Construction (Cámara Nicaragüense de la Construcción). An organization that works to strengthen Nicaragua’s construction sector.
L AT I N A M E R I C A
THE INTERVIEW BRAL: Have your logistics improved since the business alliance with subsidiaries CEDESA, SOLTEC, PAVINIC and PROINCO? BLS: Growing is always very important and we continue to do so. Integrating several companies under a common purpose gives us the opportunity to be more competitive and efficient, it also gives us great strength in the domestic market. BRAL: Is the company seeking to manage more projects outside Nicaragua? BLS: Nicaragua’s economy is thriving right now, there is a lot of work in our country and we are currently trying to capitalize on those opportunities.
“Nicaragua’s economy is thriving right now, there is a lot of work in our country and we are currently trying to capitalize those opportunities” – Benjamin Lanzas Somarriba, CEO of LLANSA INGENIEROS
BRAL: Is among LLANSA’s short-term goals to provide services to new industries? BLS: Sure, we have always tried to be innovative, to be at the forefront of technology and willing to study and learn about new businesses in the area. If any industry requires our services we will do everything we can to the best products and customer service available. BRAL: What competitive advantages place w w w. l l a n s a i n g e n i e ro s . c o m . n i
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LLANSA INGENIEROS
Benjamin Lanzas, at the forefront of the Nicaraguan Chamber of Construction (Cámara Nicaragüense de la Construcción)
LLANSA INGENIEROS at the forefront of Nicaragua’s construction sector?
Road rehabilitation of NIC3
BLS: We invest in our staff and equipment; we always see the positive side in problems and understand that there are very few without a solution. We are always looking to update our methods and technology in an effort to provide the best service. BRAL: What is the company doing to make their operations more environmentally friendly? BLS: Environmentally we have a pro-active
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attitude. The company has three reforestation areas in the north and center of the country. Also, our standards of quality, safety, and environmental friendliness, are always present in all our products projects.
Comopany Information NAME
LLANSA INGENIEROS
BRAL: What role have your suppliers played in the success of logistics?
INDUSTRY
BLS: Having an alliance with suppliers is essential; they are key to our success, because without their help we would not be where we are.
HEADQUARTERS
BRAL: How do you see LLANSA INGENIEROS in the next five years?
FOUNDED
BLS: Growing each day, and becoming more efficient and productive. The positive national situation and integrity of our team puts us in control to do great things and achieve big results.
EMPLOYEES
“Our suppliers are key, because without their help we would not be where we are”
Civil Works Contractors
Managua, Managua, Nicaragua
1969
232 REVENUE
USD $20 million WEBSITE
www.llansaingenieros.com.ni
– Benjamin Lanzas Somarriba, CEO of LLANSA INGENIEROS w w w. l l a n s a i n g e n i e ro s . c o m . n i
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Seko Construction Ltd.
The top quality contractor thr Western Canada
The design-build general contractor takes pride in providin services that help organizations go from good to great Written by: Stephanie C. Ocano
Produced by: Richard Gentile
roughout
ng design and construction
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Techmation - Reception
W
ith a reputation as a top contractor in Western Canada, Seko Construction is a design-build general contractor that specializes in commercial, industrial and recreational facility construction. Originated from pre-engineered steel building business The Permasteel Group in 1953, Seko 134
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Construction made a name for itself as a contractor of choice in the industry rather quickly. “As we grew, we were approached by our clients to provide additional solutions within the projects we were completing currently,” said James Savage, VP of Business Development, during a recent interview. “We naturally saw this as
SECTOR
an opportunity to offer these solutions to other prospective clients and therefore expanded our services and capabilities into the general contracting marketplace.” “Today, as we have been for some time, we have extensive experience in building with conventional steel, pre-engineered steel, structural concrete, wood frame, and basically all major types of construction,” Savage added. To add to its unique design-building process,
James Savage
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Seko Construction is a design-build general contractor and proud partner
S T I PU L AT E D PR I C E CO NS T RU C T I O N
of the Permasteel Group of Companies. We understand that time, budget, attention to detail, and open collaboration are important to our
CO N V E N T I O N A L B I D T E N D E R
clients. Our philosophy is to include our client’s team from the onset of the development process, educate and advise them about the construction
CO NS T RU C T I O N M A N AG E M E N T S E RV I C ES
process as it applies to their ideas, and ensure that the building created reflects their unique vision and company personality, while meeting their expectations, both financially and in terms of growth.
sekoconstruction.com | permasteel.com
COM M E RC I A L R E N OVAT I O NS
S E K O C O N S T R U C T I O N LT D . Seko Construction recently realigned the brand and has partnered with Percon Building Systems, XPS Contracting and The Permasteel Group to operate under one owner. With all companies now operating as Seko Construction, the company is bringing design, construction and project management professionals into one team that will help clients efficiently accomplish design-build goals on time and on budget. + Establishing Safety Parameters Safety is a primary priority at Seko Construction, and the company has taken extensive measures to be
CANADA
certified in all aspects. “We’ve built or are currently building for a number of companies such as Suncor, Harvest Energy and Keyera, and many of these projects are on strict safety protocol plant sites,” said Savage. “We’ve proven throughout work and safety records with these companies that we’re a contractor that prioritizes safety within the office and also out in the field.” Seko Construction’s approach to safety is through layers. The company has developed its own safety program which addresses not only specific safety protocols but is also tailored for specific clients.
SUPPLIER PROFILE
SEKO
PERMASTEEL
Permasteel is dedicated to excellence in the design and constructionof buildings. We are recognized for our strong customer service ethic, cost efficiency, innovation and the high standard of our low-rise construction expertise. To add to our unique design-build process, Seko Construction has recently acquired its partners, Percon Building Systems – Vancouver; XPS Contracting – Calgary; and The Permasteel Group – Vancouver to operate under one owner. Adding to our pre-engineered expertise, we still work closely with our sister company Permasteel – a trusted expert in pre-engineered metal buildings since 1953. Website: www.sekoconstruction.com
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S E K O C O N S T R U C T I O N LT D . “We have a committed full-time safety manager, Stacey Leclaire, who is based out of our Edmonton office, and she routinely meets with our Vancouver and Calgary safety officers,” explained Savage. “Our implemented safety procedures are regularly reviewed by our president, Stephen Elliott, who takes an active interest in reviewing these procedures to ensure a successful safety system.” A Driven and Committed Work
Exceptional experience. Superior skill.
ProjECt ManagEMEnt ELECtriCaL SubContraCtS gEnEraL SErviCE & MaintEnanCE DESign/buiLD ProjECtS
For over 25 years, Crestview Electric Ltd. has established itself as a respected commercial, industrial, service, and maintenance contractor in the Calgary and Alberta construction field.
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Force With a staff distributed amongst five offices from Calgary to Vancouver, Seko Construction pays careful attention to ensure that every employee is trained properly and feels like a part of the team. “We have a very much decentralized structure within our Vancouver, Calgary and Edmonton offices,” said Savage. “It basically means [these offices] manage their own work force. With that being said, with substantial resources
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throughout our five offices we can match the right resources and work force to the right project no matter where it is in Western Canada. That’s why our geographic footprint is so important to us, and that’s why “we can do that”. “We’re very thorough in our hiring process to start with, and through a number of assessments from simple identification of past experience to more complex personality profiling, we ensure we’re matching the right people to the right opportunities. We value our people immensely and treat them accordingly,” continued Savage. “Our corporate culture within the company is an important factor to our client relations which we value. So in order for us to succeed, we need to ensure we are providing our staff with the proper resources to do so, whether it’s enabling our junior positions to achieve a desired carpentry trade ticket or experience, continue product and software training for our project management and coordination teams, or ongoing leadership training at the executive level. We are complete supporters of our staff and their desires to
succeed.” State-of-the-Art Technology At Seko Construction, allowing clients to relate to their future building space and site plan layout is vital, as it allows owners become comfortable with their future investment. “We employ a variety of programs and mediums within our resources. Early on in our sales and proposal processes we employ programs such as Revit, Tekla, AutoCAD, and also SketchUp to provide our clients with the ability to physically view and grasp the overall scope of the project and the details that relate to the future building space,” explained Savage. “Something we also feel is important is matching the technology to our clients and also the market sector. Our turnaround times on our visuals and proposals are critical, and in some cases there isn’t a need for employing a program such as Tekla if a less advanced technology will deliver exactly what is needed.”
Top 5 Construction Projects
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S E K O C O N S T R U C T I O N LT D . When asked which projects Seko Construction was most proud of, Savage listed the following five: • Techmation Electric & Controls Ltd. • Cervus Agro / John Deere • Toad & Turtle Pubhouse & Grille • Chemco Electrical Contractors • Harvest Energy Each project in itself was customized to the clients’ list of requirements. “In the case of Techmation, we created a 35,000 sq. ft. head office in Alberta for them. This development needed to be an extension of their business mindset and corporate values and when you walk through the front door, its impressive,” said Savage. “What’s also impressive is quite frankly Techmation’s safety record. They’ve gone 4,770 consecutive days without an incident are recognized as Canada’s Safest Employer 2014 Gold Winner. 2014, and in the Top 50 Best Managed Companies in Canada. Working together as a team with Techmation created a facility that stands alone, from the three storey atrium, employee amenity roof-top patio, and exceptional 140
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level of finishing both to the interior and exterior of the facility. Our relationship with Techmation also enables us to tour future and current clients through the facility and speak with Techmation to discuss the facility and construction process with Seko.” The Cervus Agro project was 90,000 total sq. ft. of dealership showrooms, service and machinery storage. “The scale of the building really matches the scale of the equipment, whether it is the 40 foot wide aircraft hangar-style doors, numerous overhead cranes for heavy equipment maintenance,” said Savage. “When looking at the Toad ‘n’ Turtle Pubhouse & Grill, it’s the total opposite from the showroom dealership. It’s a twostory English-style pub which we recently completed in Calgary,” said Savage. “It’s got a rooftop patio, in-house meat smoker and extensive commercial kitchen. It differs greatly from a manufacturing project.” What’s in Store for the Future? “The year 2015 is going to be
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another exciting year for us at Seko,” said Savage. “We have recently expanded Seko Construction’s presence in both Alberta and British Columbia. With the emerging LNG market on the north coast of British Columbia we feel that our Terrace operation will be well positioned to provide our unique construction solutions within this geographic area and market sector. In southern Alberta we are in the process of opening our Lethbridge office as well. Staff for this office are long-term Lethbridge area residents and we are excited about bringing our service, knowledge, and expertise to the Lethbridge and area marketplace. We’ll continue to focus on design-building general contracting in Western Canada in commercial and industrial areas, and with our new locations and additional resources, we’re expecting serious continuous success.” “But with that being said,” he continued, “our heads aren’t in the sand. Today’s economic climate, in Alberta specifically, will definitely come into play. Therefore we plan on expanding our already successful position in the senior and assisted living facility construction market, along with possible future public tender opportunities as well.”
Company Information INDUSTRY
Sector HEADQUARTERS
Calgary, Alberta, Canada FOUNDED
1953 EMPLOYEES
70
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PPP Canada
P3 Knowledge, Leadership and Expertise Submitted by: Lisa Mitchell Director, Strategy and Market Development PPP Canada
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I
n Canada, Public-Private Partnerships (P3s) are about retaining ownership of infrastructure while protecting taxpayers by shifting responsibility for unexpected costs -- such as overruns, design flaws, and premature deterioration -- to the private sector. This is achieved primarily through effective and robust risk transfer to the private sector, lender due diligence and the bundling the design, construction, financing, operations and maintenance work associated with an asset into one contract with a single consortium. P3s can generate greater value for taxpayers when compared to traditional procurements because they consider the whole lifecycle of an asset, encourage private sector innovation, and harness the discipline of capital markets through the use of project finance and lender due diligence. Responsibility for unexpected costs across a project’s lifecycle (i.e. cost overruns, design flaws, and premature deterioration) is also transferred from the public to the private sector where 144
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appropriate. P3s are the right procurement solution when the benefits exceed the costs – but how can a government predict unexpected costs? This requires a very detailed assessment of the various risks linked to the asset, as well as an examination of the ancilliary costs associated with P3 procurement. This process is known as a Value for Money (VfM) analysis. A rigorous VfM analysis is considered Canadian P3 best practice. Although methodologies can differ between Canadian jurisdictions, they are structured to reflect an unbiased and transparent representation of the benefits and quantitative differences between procurement models. Value for Money 101 A thorough VfM analysis gives procuring authorities an opportunity to evaluate different procurement options, including traditional (design-bid-build) and P3 delivery models, and examine the qualitative and quantitative differences in order to choose the option that provides best value for tax dollars.
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SRO Dowtown Eastside Vancouver_BC Housing
Using past projects as benchmarks, a government can evaluate probabilities and assign dollar figures to the various asset-related risks over the life of the contract. In a P3 model, the government can also identify opportunities to transfer, share or retain such risks and engage in an apples-to-apples comparison of different procurement options. VfM analysis considers the wholeof-life costs of a project, from design, construction and financing to operations and maintenance of the asset. In the planning phase of a project – well in advance of the start of a procurement process – cost estimates for the P3 option
are compared against those of a traditional model, known as the public sector comparator (PSC). The analysis is designed as a check to ensure that projects are appropriately selected as P3s and that the risk transfer is cost effective to the public sector owner of the asset. Costs are adjusted to account for different levels of retained or transferred risk, and cash flows are discounted throughout the life of the project in order to provide the net present cost of the project. This includes an evaluation of any efficiency gains that might be offset by such things as risk premiums to compensate the private partner for assuming additional risks for w w w. p 3 c a n a d a . c a
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Evan-Thomas Water and Wastewater Treatment Facility project Kananaskis Country, Alberta
the P3, as well as higher private financing and transaction costs. If the VfM analysis concludes that these elements (including the additional costs associated with private finance) are offset by the cost savings from transferring selected risks to the private partner, the overall net present costs of the project will be lower under the P3 approach. The difference between the two estimates, known as VfM, is typically expressed in terms of a percentage of the total overall project cost. In the example below, 11.8% VfM is expected to be generated for the public sector through a P3 procurement. VfM analysis is not a static 146
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analysis and is refreshed at the awarding of the contract, or Financial Close, using actual costs to confirm the effectiveness of the procurement – yet another check that public dollars are being responsibly spent. Why Use Private Finance? We all know private finance costs more – so why do we use it? By asking a private partner to finance an asset, the government can guarantee the company will remain attached to the contract even if unexpected costs arise. Because the private partner is dependent upon the contract’s payment stream to repay its debt and generate a return on its investment, they are incentivized to correct
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deficiencies and absorb cost overruns. In addition, lenders perform extensive due diligence on the private partner’s business plan and throughout the procurement phase. This additional scrutiny provides government with an added layer of security. Walking the Talk: Putting Value for Money to work Value for Money analysis lies at the heart of the Canadian P3 model, and in addition to preparing this analysis for federal procurements, PPP Canada performs intensive due diligence on the VfM analyses prepared for projects seeking support through the P3 Canada Fund, the New Building Canada Fund and at the federal level to ensure that the proposed project truly fits the P3 bill. P3s deliver value for money because the value of the risk transfer as well as private sector efficiencies and innovation, outweigh the incremental costs of private financing. However, varying and often complex approaches within the domestic market to VfM can be confusing to Canadian taxpayers. Canada is recognized as a global leader in P3s, in particular for the use and emphasis on VfM analysis as a decision tool for the P3 delivery model. As more projects are realized as P3s in Canada, PPP Canada and other P3 agencies continue to look at ways to refine methodologies, deliver more projects on-time and on-budget, and ensure the best value for taxpayers in the delivery of public infrastructure.
Company Information INDUSTRY
Federal Crown corporation HEADQUARTERS
Ottawa, Ontario, Canada FOUNDED
2008
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The Southeast Stoney Tr
The benefits of being a P3
Garry Lamb, Southeast Stoney Trail (SEST) Project Manag discusses the final phases the project— how being a P3 pr what it will bring to the community upon completion. Written by: Lindsey Ryan Produced by: Mike Magno
rail Project
ger at Alberta Transportation, roject has been beneficial and
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S
ince the 1970’s, bringing an additional road network to Calgary and Edmonton has been identified as a provincial priority. In 2003, construction of the provincial project officially began and the project has since been moving along sequentially 150
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around Calgary in four different quadrants. Starting in the west and moving to the east, the Northern half of the project is now complete and in 2009, the third quadrant of the Calgary Ring Road project, the Southeast Stoney Trail (SEST), was commenced.
SECTOR
nce Imagery
About the Trail The Southeast Stoney Trail consists of a six lane roadway which runs 25 kilometers from 17th avenue SE to just east of Macleod Trail. There are nine interchanges, 27 bridges, one road flyover and two rail flyovers. This $769M public private
partnership (P3) is the second largest highway project in Alberta. The project was awarded to Chinook Roads Partnership (a jointventure between SNC-Lavalin Inc. and Acciona S.A.) in March 2010 and being a P3 project, the designbuild contract also includes a 30 year w w w. s estproject.ca
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THE SOUTHEAST STONEY TRAIL PROJECT
SE Stoney Deerfoot Tr Interchange Area - Photo credit to Keith Walker – Peak Experience Imagery
maintenance and operation agreement. With a predicted traffic availability date of October 1, 2013, the project was only slightly behind schedule, opening on November 21st, 2013. The road has been open since then and is already improving the traffic flow in the area. “We’re seeing traffic volumes in the upwards of 50,000 vehicles per day which shows that it is a much needed project for the area because it’s being well utilized already,” explains Garry Lamb, SEST Project Manager at Alberta Transportation. Currently Stoney Trail is open to traffic, offering 70 kilometers of roadway, which is about 70% of the total project, and upon completion it will
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offer approximately 100 kilometers of roadway. Due to the harsh winter conditions, the project is temporarily on hold but Lamb expresses that the road is proving to handle the weather well. He states, “We’ve gone through a full winter season last year and the start of winter season this year. Winter driving conditions are always challenging but I think this road is behaving well and it’s being well maintained. The public is being served appropriately by a high quality road that is operating well in both winter and summer conditions.” P3 Benefits The SEST has experienced multiple benefits from being a P3 project. The contract was signed in March 2010 and only two and a half years later by November 2013, the road was open to public traffic. According to Lamb, this is an impressively quick construction turn-around time for the size and scale of the project. Additionally, Chinook Roads Partnership’s bid of $769M was well below the estimated $1.8 billion predicted for the project. And because there is only one contractor working on the project, all risks such as weather delays or inflation are assumed by the contractor. In regards to the project’s funding, Lamb explains, “On this particular project the province has contributed over $200M during the construction phase, the federal government also contributed $100M during the construction phase and the contractor is paid the remaining costs
SE Stoney Chaparral Blvd Interchange - Photo credit to Keith Walker – Peak Experience Imagery
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THE SOUTHEAST STONEY TRAIL PROJECT
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in monthly payments over 30 years plus their operation and maintenance costs over the 30 years.” Community Improvement While it’s almost impossible to receive a positive response from everyone in the community surrounding a project, Lamb is proud to report that a majority of the Calgary citizens are happy with what the SEST means for the community. Opening the SEST has certainly reduced congestion and improved traffic flow in the area for both individual and commercial users. “We’re pleased that the road is open and its being well used by the public. That’s a sign of success in our world; it’s obviously meeting a need and its operating safely.” Additionally, an Environmental Management System (EMS) has been implemented to manage the potential impact the SEST will have on the environment. There have been written procedures and regulatory requirements that have been met to ensure the protection of the wildlife surrounding the project.
Company Information INDUSTRY
Construction HEADQUARTERS
Calgary, Alberta, Canada FOUNDED
2003
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Con
Q
How one con
Paulsan
nstruction Inc.
Quality Work, Caring Service
nstruction company is making a name for itself in Ontario Written by: Ian Hanner Produced by: Rich Gentile 157
PA U L S A N C O N S T R U C T I O N I N C . D E S I G N . B U I L D . C A R
T
aking a project from design all the way through build is already a tall order for most construction companies, but Paulsan Construction Inc. does more than that: they care. Founded in 2011, this Ontariobased company has quickly established itself as a reliable contractor with an eye for quality. While still relatively young, it’s quickly developing strong relationships with clients that know they can depend on Paulsan to get the job done right and on-time. Paulsan Construction was founded by partners Paul McCaig and Sandro D’Ambrosi. McCaig has served since as the managing partner and president. Among other duties, he establishes the direction for sales while facilitating active relationships with clients and prominent suppliers. “We are managing our growth,” McCaig said. “Our staff has grown to 25 employees very quickly, we are taking on larger projects and continuing to implement systems to handle more expansive projects while at the same time continuing to service our clients like a small company.” 158
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Keeping that small company attention to detail is incredibly important to Paulsan Construction. In fact, one of the cornerstones of the company’s business is an outlook on jobs that they call “Design. Build. Care.” The words are more than just a motto. In a nutshell, it’s a promise to plan and execute a project from design through to completion with the most innovative, quality and lasting solutions possible. While harder to define, caring means that the company is dedicated to ensuring that the customers’ needs are being met and they will never cut corners to achieve this. The founding partners are just as invested in a project as their employees in the field and the attitude is paying off—quickly. With a wide range of ongoing projects, clients are already recognizing the special attention to detail that Paulsan Construction was founded on. One example is the construction management of two large apartment buildings in Brantford. “We started construction in the fall on the first one – a seven story,
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Paulsan Construction Inc. was awarded the construction of the new Wayne Gretzky Sports Centre’s Sports Hall of Recognition by the City of Brantford. The new Sports Hall is an exciting new tourist attraction featuring display cases, memorabilia, interactive trivia game, and mini-theatre to honour Wayne Gretzky and the many accomplished athletes in the Brantford area now and for years to come.
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New Port Dover branch of the Norfolk County Public Library
153-unit apartment building,” McCaig said. “These buildings will be identical and will be the first major expansion for market rent units in the Brantford area in many years. They will be higher end finishes for the 50 plus crowd that does not want the hassle of ownership.” At the same time, Paulsan Construction continues to nurture a strong relationship with leading natural health retailer, Goodness Me! The company is currently in the middle of interior fitouts for their fourth and fifth stores for Goodness Me! located in Paris and Waterloo. According to McCaig, the two parties are already discussing plans for additional stores in the next year.
INDuStrIAl & COmmerCIAl
456 Queensway W. Simcoe, ON N3Y 2N3
519-426-2619
J Visser Painting is a father and son owned company, spanning three generations. With our combined experience, professional equipment, and quality workmanship, we ensure your project gets completed to the highest standards, on budget and on time.
Store hours: Mon-Fri: 9am to 5:30pm Sat: 10am to 3pm Sunday: Closed
905.701.0068 | fax 289.738.0068 | jvisserpainting@gmail.com 230 Broad St. W | Dunnville, ON N1A-1S9
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McCaig explains that the partnership continues to strengthen and grow due to the similar values the two companies share. He states, “We found that we had common interests, ideals and we shared the same type of business ethics, objectives and relationship building. We both want to work with good people that are honest, dedicated and responsive to the customer’s needs.” Partnerships built to last Warwick Flynn, Development Manager for Goodness Me! explains, “When we initiated and signed the first contract for Mississauga, we didn’t know what Paulsan was capable of. We just entrusted they would do a job well done.” He continues, “That project was the foundation of our relationship. We trust and know that Paulsan will provide a quality job because of the work they have already done for us.” Additionally, in a testimonial, Warwick writes, “My overall experience with your organization was very positive and I look forward to working with all of you again. I would without a doubt recommend Paulsan for any future Goodness Me! projects to any potential clients”. In fact, Paulsan Construction is currently working on its sixth project with Goodness Me! Paulsan Construction’s portfolio extends beyond private contracts, having completed numerous projects for the Grand Erie District School Board (GEDSB), including the Norfolk Public Library and Lakewood Elementary School.
Paulsan successfully completed multiple projects for Sheridan College ranging from underground services to interior renovations
Paul McCraig (left) and Sandro D’Ambrosi (right), founding partners of Paulsan Construction
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Complete interior renovation of historic building in downtown Brantford for the new head office of Extend Communications Inc.
New Goodness Me! Guelph Store opened December 2014.
“We continue to work with the GEDSB on small projects and have been awarded some of their larger projects too,” McCaig said. “We 162
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Paulsan Construction Team
treat their staff with the upmost of respect, making sure that their projects, goals and objectives are met. Our practice when it comes
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to costing and budgets has been very good for them. We treat them fairly and pride ourselves in not taking advantage of unknown conditions.” Paulsan Construction has covered a lot of ground in a very short period of time and their employees are growing with them. The company provides their dynamic and motivated employees with benefits, incentives and training, all designed to make them feel welcome and to allow them to grow along with a company that treats them like family.
Company Information INDUSTRY
Construction HEADQUARTERS
Ontario
And that’s central to Paulsan’s future. “[We want to] be better at what we do – it is not important to grow at such a pace, but what is important is that we will continue to do quality work and stay on top of innovation advancement in the industry,” McCaig said. “Everyone has room to develop and grow in their skills and, in doing so we will continue to provide exceptional service to our clients.”
Design innovative and lasting solutions for our customers Build upon our expertise to deliver outstanding, high-quality solutions, completed on-time and on budget.
FOUNDED
2011 KEY PEOPLE
• Paul McCaigPresident • Sandro D’Ambrosi Partner SERVICES
Include • Design-Build • General Contractor • Construction Management Visit Us On-line www.paulsan.com
Care about everything we do each and every day
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Adler Insulation and Fire
Professionalizing the Unprofe
How Adler Insulation and Firestopping is Bringing Consiste Written by: Ian Hanner Produced by: Rich Gentile
estopping:
essional
ent Quality to Canadian Market
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The Adler Calgary Team
W
ith a mission to “professionalize the unprofessional,� Adler Insulation 2005 Ltd. & Adler Firestopping Ltd. are keen on bringing a responsible eye for quality to a market flooded by bottom dollar, high-risk amateurs. Founded in 1984 by Harold Scheewe, Adler started out as a 166
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one-man operation specializing in mechanical insulation. Now, after more than 30 years in business, the company has evolved to keep up with the constantly changing economy, growing from 12 employees in 1999 to over 100 employees today, with offices in Alberta and Saskatchewan. When Scheewe passed away in
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Why Adler? Growth
1999, ownership of the company passed on to his kin, Curt Scheewe and Karla Williams. While the pair credits their father for taking the company from inception to a thriving entity, they’ve tried to change the delegation of responsibilities within the business to make sure everyone has a stake in the day to day operations. In a prior interview with the Edmonton Construction Association’s Breaking Ground, Curt Scheewe said, “Dad was a one-man show, and he did well at that. But [my sister and I] began to delegate to other people and give them things
to do that they were good at, and the business took off.” In the time since the siblings took over the business, the pair have diversified Adler’s services to include firestopping and fireproofing while still retaining the company’s insulation roots. “Looking back and reflecting on the changes that have happened, Adler has embraced those changes to sustain itself over the last 30 years,” said Joe ChinYaVong, business development. “That’s not an easy accomplishment, it requires vision and dedication.” While firestopping and fireproofing w w w. a d l e r i n s u l a t i o n . c o m
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A D L E R I N S U L AT I O N A N D F I R E S T O P P I N G exist within the same sphere of operation, they couldn’t be more different in how they function. As ChinYaVong explained, firestopping is essentially compartmentalizing a blaze in a way that slows, or in some cases outright stops the spread of smoke and fire from room to room. In this way it allows inhabitants of a building time to evacuate and buys firefighting personnel time to arrive on site and get to work. Conversely, fireproofing is the process by which structural supports are covered with
cementitious or intumescent coatings that protect the loadbearing steel from the rising temperatures of a fire. The necessity of this process is undeniable. Both firestopping and fireproofing are considered passive forms of fire protection, as opposed to active forms which include things like sprinklers and smoke detectors. Adler has had a lot of success with these services. The company is currently working on the development of the Edmonton Downtown Arena, which is designed
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Collaborative scheduling with clients is crucial to any projects future success
to be the standard for North American sports and entertainment facilities. “This is a high profile project with a demanding schedule,” ChinYaVong said. “But we’re definitely up to the challenge.” The company is also hard at work on the NAIT Centre for Applied Technologies (NAIT CAT) building at the Northern Alberta Institute
of Technology, National Music Centre, Fort Hills Oil Sand projects, numerous Southern Alberta hospital projects and much more. According to ChinYaVong, a large part of Adler’s success is the result of building a reputation of quality and delivery, working with clients who are partial to value and not completely driven by price has w w w. a d l e r i n s u l a t i o n . c o m
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helped build positive relationships.” He added, “Well much like we know in our everyday lives, lowest prices don’t always mean the best quality, you get what you pay for. I believe those who’ve worked with us know our brand, they know what we’re about and they know its quality. Thus we build a steady brand and credibility through our performance.” While the company has been around for over three decades now, they’re the first to admit they’ve still got room to grow and that they always have room to improve. With a host of industry safety recognitions from ISNetworld, PICS, ComplyWorks, CanQual Network to COR, contractors recognize Adler as a quality insulator, firestop and fireproofer with a proven record in safety. While it’s hard to say exactly where the company plans to go next, it seems the sky is the limit. “I’ve been preaching from the start that strategy and growth isn’t about being the biggest, strongest or fastest guy out there, or even being the ‘best guy’ out there because everyone is going to say that,” ChinYaVong said. “Those qualities mentioned can be by-products of what is truly important…It’s about the differentiation. What are we going to do differently and what kind of value are we going to add to the marketplace and to our clients?”
Company Information INDUSTRY
Construction HEADQUARTERS
Acheson, Alberta FOUNDED
1984 EMPLOYEES
120
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Sure Con
From ch
Surespan Construction
espan Leading Wind Turbine, nstruction Industry in Canada
hainsaw to business empire in just over 35 years, Surespan is nothing short of a success story Written by: Ian Hanner Produced by: Rich Gentile
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F
rom humble origins as a small, independent forestry bridge and construction service, Surespan has spent more than 35 years becoming the Canadian industry leader that it is today. Surespan was founded in 1977 by Nigel Bester (principal of the Surespan Group), a South African expat living in Vancouver, with little
more than a borrowed chainsaw and the knowhow to achieve results. According to the company website, Surespan’s early success was largely centered on erecting bridges in remote environments in British Columbia. “Today, Surespan Construction is the recognized specialist in permanent and portable bridge w w w. s u r e s p a n . c o m
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supply and construction,” the company said. “[It took] always staying ahead,” said Jordan Hiebert, divisional manager, on 35 years of business. “The technology, investing in new equipment and not being afraid to try new things… We’ve really made a push into wind energy in the last couple of years and that’s been driving a lot of our growth.” According to Hiebert, Surespan first got into wind energy doing infrastructural development— predominantly roads and bridges. Seeing opportunity in turbine erection, Surespan purchased some specialized equipment for heavy-lift crane installations and has been able to carve out a substantial market share in the time since. “Growth has been very steady and fast in Ontario, and throughout the rest of the country,
SUPPLIER PROFILE
Turbine Holst
TEAM -1 ACADEMY
TEAM-1 Academy Inc. Renewable Energy Services provides you with all the up to date, most advanced equipment needed to perform each and every job safely, efficiently, offering great rates and piece of mind knowing that the job will be done correctly and everyone will go home safe!!! TEAM-1 Academy Inc. is FULLY INSURED, we have the correct clearance certificate from WSIB & all of our technicians are FULLY CERTIFIED. Website: www.team1academy.com
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Experience the Progress. Liebherr cranes for wind power. Liebherr offers optimized crane concepts for the most diverse situations and requirements for the erection of wind power generators for highest efficiency and economy.
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The Group
S U R E S PA N C O N S T R U C T I O N
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it’s a project here, a project there. There are usually one or two large projects in Western Canada, but it’s hard to say what the future looks like,” Hiebert said. Aside from several infrastructure projects relating to power developments, the company’s website currently lists two turbine erection projects underway— the Grouse Mountain and Chatham-Kent Wind turbine erection projects. According to Surespan Wind Energy Services’ (a subsidiary) website, Grouse Mountain is the first wind turbine in North America to be built at what’s considered an extreme high altitude location. The company had the challenge of lifting a 1.5 megawatt, 250 tonne turbine into place in an area with exceptionally poor access. “The unique aspects of this project included
SUPPLIER PROFILE
LIEBHERR-WERK EHINGEN GMBH
Liebherr is the leading manufacturer of mobile and crawler cranes. The range of the all-terrain mobile cranes extends from the two-axle 35 t crane to the heavy-duty crane with a lifting capacity of 1,200 t on nineaxle chassis. The lattice-boom cranes on mobile and crawler chassis achieve lifting capacities of up to 3,000 t. The Liebherr plant in Ehingen covers a total area of 850,000 m2, of which 240,000 m2 is a roofed manufacturing facility. The Ehingen plant employs a workforce of 3,000. A comprehensive, worldwide service guarantees the high availability of mobile and crawler cranes. Website: www.liebherr.com
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S U R E S PA N C O N S T R U C T I O N
The Right Choice, The First Time.
At Industrial Choice supply we pride ourselves on being more than a catalogue of parts - we are a full service partner that can provide value, solutions and continuous improvements to your business. 151 Thames Road East Exeter, Ontario N0M 1S3, Canada 855.535.3976 fax 855.297.0302
SALES • SERVICE • RENTALS • CALIBRATION • CERTIFICATION
McCann Equipment is the leading supplier of Torque Tools for the wind and solar industry for all their construction and maintenance needs. McCann Equipment offers repair, calibration and certification services for all makes and models of torque products. Each of its branch offices is ISO17025 accredited.
info@torquetools.com | www.torquetools.com
industrialchoicesupply.com
One Stop Shop for all of your Industrial and Construction needs. BUILDING SUPPLIES | ABRASIVES | CHEMICALS | JANITORIAL | CUTTING TOOLS ELECTRICAL | FASTENERS | PLUMBING & HVAC | TOOLS & ACCESSORIES | SAFETY WELDING | MATERIAL HANDLING | TAPE & PACKAGING | PNEUMATICS & HYDRAULICS
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MONTREAL 514-636-6344
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mobilizing to the peak of Grouse Mountain up a winding narrow old mountain road,” the company stated. Surespan was also contracted for turbine erection at the Chatham-Kent Wind farm— Canada’s largest. According to CTV News, “The farm utilizes 124 Siemens 2.3 megawatt wind turbines, which are estimated to produce renewable energy for up to 100,000 local homes.” “We are committed to the local communities and are pleased to see more than 800 jobs dedicated to wind turbine blade manufacturing and tower fabrication in the Province,” said Jacob Anderson, who was VP of wind power for Siemens at the time of comment. Equipment plays a large role in distinguishing Surespan for jobs like these. With the largest truck-mounted crane in Canada, the company is able to gain access in ways competitors can’t. “We purchased a crane that allows us to install turbines up to 150 meter hub height. That will allow us to stay competitive for a number of years into the future and also lift in much higher wind speeds,” Hiebert said.
Company Information INDUSTRY
Construction HEADQUARTERS
North Vancouver, BC FOUNDED
1977
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Turner Construction Alex Center at Kendall Square
Building Alexandria Center
Project manager Greg Heiges discusses the company’s un Alexandria Center project and how new technologies and s with contractors is helping to ensure the project exceeds e Written by: Robert Spence Produced by: Tom Venturo
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nique approach to the strong relationships expectations
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Northern Kentucky University Griffin Hall Center for Informatics
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ince 1902, Turner Construction has earned a reputation for undertaking large, complex projects, fostering innovation, embracing emerging technologies, and making a difference for their clients, employees and community. Their latest project could be their biggest yet. Located in the thriving metropolitan center of Cambridge, Massachusetts, the Alexandria Center at Kendall Square is expecting its newest addition, a 910,000-sq mixed-use retail space that will include 10 stories and 6.5 levels of parking. 184
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Unique methodology One of the most distinctive aspects to the Alexandria Center project is the methodology being undertaken by Turner. In agreement with the owners, Turner Construction is utilizing the Up-Down construction methodology, a unique approach that requires the substructure and the superstructures to be built at the same time while the slurry walls are built around the building’s foundation. “The up-down methodology is bit of an artwork and economics and it takes a lot of on-site construction management to manage that and make it work,” says project manager
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of the Alexandria Center, Greg Heiges. “The approach helps to save time on the overall schedule and narrow the delivery time on the building. Turner was brought in for this project because of our expertise in up-down construction.” Commencing construction in July of this year, Turner is expected to have the shellcor aspect of the project completed by December 2016. “Right now we’re finishing up the slurry wall, which goes down 90 feet, and we’re putting in the down columns, which are 100 feet. Once those columns are set, we’ll start the race of digging down and putting those up,” says Heiges.
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“Safety is paramount for not only our success, but the success of our employees and our contractors. We drive the value and criticality of safety into every single employee.” – says Heiges
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Proven Experience. Powerful Performance. State Electric Corporation is a dynamic, full-service electrical construction company providing commercial, utility, and renewable energy and innovative systems services to a wide range of clients throughout the eastern United States. Over the past 26 years, State Electric has grown to become one of the region’s most trusted electrical contractors by consistently providing the proven experience, expertise, and “customer-first” attitude needed to deliver project performance that exceeds our clients’ expectations.
2 DeAngelo Drive | Bedford, MA 01730 | Tel: 781-933-5255 | Fax: 781-933-6205 | www.stateelectriccorp.com
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integrated lean approach is another interesting aspect to the project. According to Heiges, Turner is utilizing its design team and subcontractors in collaboration to bring the best of both worlds to designing and building the project. “We took a lean approach to find efficiencies for the project. First, the design team gets their work to 50 percent and then, based on the trade, they work with the subcontractors to finish drawing the job. Our subcontractors are drawing construction documents accompanied with the engineer of record.” “It’s a different approach but it’s interesting because we find that a lot of time the person with the hammer and nail understands a little bit better than the person with the mouse and keyboard,”
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Starboard Cruise Services
STATE ELECTRIC
State Electric Corporation is a dynamic, full-service electrical construction company providing commercial, utility, and renewable energy and innovative systems services to a wide range of clients throughout the eastern United States. We’ve built our reputation on the experience, expertise, and commitment to excellence in workmanship and safety of our teams of electrical construction professionals. Their “customer-first” attitude for effective problem-solving consistently goes beyond the ordinary to ensure every project performance exceeds the expectations of our clients. Since our founding in 1988, State Electric’s mission has remained the same: To be the partner our clients trust for outstanding service and uncompromising integrity. Website: www.stateelectriccorp.com
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INC.
TIMESMART PEOPLE Canatal fabricates and installs structural steel buildings. In the last 25 years, we successfully executed more than 1000 projects ranging from 100 to 10,000 tons.
Canatal Industries, Inc. | 2885 blvd Frontenac E. | Thetford Mines, Quebec | Canada G6G 6P6 Phone 418-338-6044 | Fax 418-338-6829 | Email : info@canatal.net | www.canatal.net
Masonry Construction • Waterproofing • Restoration Preservation • Concrete Repair With nearly 30 years experience, Commercial Masonry has grown to be a leading subcontractor in providing comprehensive commercial masonry and waterproofing services throughout New England. We take pride in being your reliable professional masonry and waterproofing experts by delivering quality results and exceeding your visions and expectations. 11 Aldrin roAd, Plymouth, mA 02360 -7245
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Heiges adds. “Bringing those two together and finding the best way to design and build something is like getting the best of both worlds.” One of the biggest reasons Turner is able to implement new approaches to the project is because of the owner. The owner of the building has allowed Turner to do what it does best, utilize new approaches and technology to develop the best possible outcome. “We’re in a fortunate situation because the owner is pushing new innovations and to find better methodology and better systems,” says Heiges. And new technology is what Turner is implementing. The company is applying a wide range of technological advances to the project. “One of the big things we’re using is Bin360.
Plaza Club of San Antonio Renovation
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The software allows us to virtually build the project in 3D, thus allowing the owner and their maintenance staff to virtually see the project before we build it,” says Heiges. “We’re always pushing technology 190
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and with this project, as a testament to it, we had a full time VDC consultant on board who is a Turner employee. They basically manage, push and drive the whole technological effort.”
KENDALL SQUARE PROJECT Relationships The one thing that really sets Turner apart from other construction companies is their strong relationships with subcontractors. One of the final pieces to the project has been Turner’s relationships with their subcontractors. In addition to helping with the integrated approach, the company’s long-term relationships have been an immense addition to the construction of the project. “We stand by our subcontractors through thick and thin. We see them not as an extension of Turner but a part of the Turner family,” says Heiges. “We work through difficult scenarios, through ups and downs, through tough economics and all kinds of stuff. They understand safety and quality is important to us, and we stick by them through difficult and complex scenarios on projects.” According to Heiges, a vital part to Turner’s success has also been their commitment to safety. “Safety is the very core of Turner Construction. Personally, I feel it’s our greatest attribute. We understand the ramifications of having an incident on site are not only detrimental to the person that could be injured, but its detrimental to the project and the value of the property if things are deemed unsafe. The ramifications and ripple effect for an unsafe work environment go well beyond the direct individuals involved in safety.” He adds, “Safety is paramount for not only our success, but the success of our employees and our contractors. We drive the value and criticality of safety into every single employee.”
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Company Information INDUSTRY
Construction HEADQUARTERS
New York FOUNDED
1902 EMPLOYEES
10,000
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The Congress Focusing on Collabor to Demonst
Bill Nicholson, CEO of The Congress Companies, discuss best value, not lowest price, has resulted in customer Written by: Lindsey Ryan
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Golden Pond Assisted Living Community, Hopkinton, MA Owned and Operated by Golden Pond Resident Care Corp. Designed by Khalsa Design, Inc.
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ince its establishment over 60 years ago, The Congress Companies has been providing exceptional construction projects that are customized and designed to meet every client’s individual needs and specifications. The company was created by its two founders, brothers Paul and Peter Nicholson, who had a vision to start a construction company that would demonstrate the simplicity of building quality buildings while developing strong client relationships. It was when Howard Johnson Corp. took notice of the firm that The 194
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Congress Companies really began to experience success. Building 80 Howard Johnson Hotels and over 200 Howard Johnson, Ground Round, and Red Coach Grille restaurants, the company was able to obtain the experience and build a reputation within the industry that was needed to move them forward. Primarily working in New England, New York, and New Jersey, the company is known today as a merit shop construction firm that specializes in Senior Living/Health Care and Multi-Family Residential market sectors. The company is now in its second
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The Residence at Riverbend, Ipswich, MA Owned and Operated by LCB Senior Living, LLC Designed by The Architectural Team
generation of ownership and is currently led by CEO, Bill Nicholson, who has been with the company since he was in high school and has since moved his way up through the ranks. In his years with the company, Nicholson has seen how the company has evolved with the times and he believes the company’s experience and knowledge in the industry has enabled it to thrive. He explains, “We see how the industry is evolving and we’re able to respond to those evolutions.” Commitment to Quality The Congress Companies is
a specialized company that is constantly increasing its knowledge and expertise with every new project it takes on within its sector. Nicholson explains that customers can trust that the staff working on their project will be experienced construction managers and consequently deliver an excellent project. The company uses its experience to follow trends and evolve with the industry to ensure that they are always delivering quality products that clients are proud of. Because each project has its own unique factors, there is a commitment
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T H E C O N G R E S S C O M PA N I E S to quality that must be taken to meet the expectations and standards of the client. The Congress Companies goes above and beyond to provide finished buildings that are marketable and meet the particular business, operational and economic objectives of each client. To ensure this, senior managers meet weekly to review continuous improvement strategies and development processes that the company stays very disciplined to. To Nicholson, quality is more important than quantity so the company is careful not to spread itself too thin and compromise the excellence of the final product. “The company is pretty boutique in its nature, so while we view growth as a good thing, we’re not focused on growth, we’re really focused more
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William A. Nicholson – President
BUSINESSFRIEND
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Rendering - Avon
on quality. We’re focused on serving a select number of clients at any one time who value a collaborative approach to construction,” states Nicholson. Collaborative Model When asked how the company ensures that projects will be 198
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completed on time and in budget, Nicholson answers that it is the collaborative model that has contributed to countless successful projects. He explains, “We’re interested in a collaborative model —What that means to us is that before we put our shovel in the ground, we’re
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collaborating with our customer and the design team to make sure that the building meets the customer’s needs and that we have the best possible approach to building it in terms of construction and design.” This pre-construction strategy and constant communication throughout projects allows The Congress Companies to perform to the highest ability and produce a well thought-out finished product. Additionally, while it is important to collaborate with the clients, collaborating with subcontractors is just as important. Sub-contractors play a huge role in the delivery of projects and Nicholson explains that there are very stringent requirements for trade subcontractors to be considered by The Congress Companies. Just as the company succeeds by selling best value, not lowest price, that is what they look for in sub-contractors as well. Nicholson discusses how the company has built strong relationships with the experienced subs that they constantly use time after time for their quality work and willing to collaborate to complete a project. He believes, “At all levels in the company, if you have the experience, you do the right collaboration up front, and you don’t spread yourself too thin, then, to me, that’s a recipe for success.”
Company Information INDUSTRY
Construction HEADQUARTERS
MA, USA FOUNDED
1952 EMPLOYEES
25
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WEST Builders Inc.
Setting a Higher Standard Todd Whitlock, CEO of WEST Builders Inc., discusses how strategic planning and a commitment to company culture have played a role in the company’s success in the industry and how employees can make the difference to avoid becoming a commodity. Written by: Lindsey Ryan
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Beverly Hills Luxury Residences
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stablished in 2003, WEST Builders Inc. is a customerdriven construction company that offers negotiated general contracting, design build and design assist services, and development management to commercial private real estate sectors. The company is highly organized and committed to providing exceptional customer service and solutions that elevate it above the level of being a hardbid commodity. Success in this effort has afforded WEST Builders the opportunity to negotiate work with a large client base including developers such as Prometheus 202
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Real Estate Group, UC Berkeley, Tooley Company, LBA Realty, Veeva Systems and CBS. Todd Whitlock, CEO of WEST Builders Inc., strongly believes that the company needs to perform beyond customer expectations. Through engineering expertise and effective communication with the client throughout a project, WEST Builders Inc. stands apart from the competition. He states, “If we’re not moving heaven and earth for our customers then we’re just a commodity and would be forced to function in the bid environment. Why should
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Raymond Theatre Condominium Conversion and Addition - Pasadena, CA
an owner pick you if you’re just performing at a commodity level? You ought to be a hard bid.”
a reality and WEST Builders was established. The strong commitment to the company culture, which each founder Strategic Planning demonstrated by working an entire WEST Builders Inc. was first year without compensation, was established when the three founders quickly rewarded as the company’s decided to branch off from their annual revenue reached $100 M within existing companies to create its first four years. WEST Builders Inc. Having worked When the recession hit in 2008, together since the early 1980s, the industry had no significant they knew they each had a united private sector commercial desire to exclusively build projects construction occurring in the market within the private sector, as they and many companies opted to had done in the early years of their begin bidding on public sector careers. work, which was the only area with In 2003, their vision became constant activity at the time. With w w w. w e s t b u i l d e r s . n e t
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The Leader in Multi-Family Electrical Construction
For the past 40 years, MDE Electric has been a leader in multi-family residential electrical. Whether residential or commercial, for your home or office, no job is too big or too small.
Lic. #752889
WELDING CENTER, INC.
408-738-8600 152 Commercial Street Sunnyvale, CA 94086
www.mde-electric.com
S& S
DRYWALL INC. FA M I LY
O W N E D
&
O P E R AT E D
Quality Work for Jobs of All Sizes For over 25 years, S&S Drywall Inc. has built a solid reputation throughout Northern California for its outstanding craftsmanship and superior customer satisfaction, through hard work and
LA City Certified Since 1988 Residential • Commercial • Industrial Railing • Gates • Stairs • Ornamental Metal
818 772-0930 20731 Prairie St. Chatsworth, CA 91311 www.noelwelding.com
FABRICATION | INSTALL ATION | ERECTION
dedication, strong attention to detail, and a culture of absolute safety. T EL: 408.294.4393 FA X : 4 0 8 . 2 9 4 . 4 3 9 8 202 NORT H 27T H ST R EET S A N J O S E , C A 9 5116 CA C ON T R AC T O R’S L IC . # 574 010
ssdrywall.net
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WEST Builders Inc.’s focus on private sector work, they had to make a decision pertaining to the company’s future position in the industry. Whitlock states that they decided to take a risk and stay true to the company values. He explains, “We thought that would change our culture and to be successful in hard bidding you have to exploit gaps in scope, but what we want to do in our delivery system is close gaps in scope and be incentivized to do that.” As a result, the company downsized to survive and sustained itself on retained earnings from the first growth period coupled with numerous renovations to existing office buildings that were being repositioned by their customers. In this way, the company was able to preserve its core culture while maintaining a strong clientele base. Now, with the economy bouncing back and customers becoming active once again, WEST Builders has made a name for itself in the private sectors and is expecting to reach $100 M revenue again within the next year. While many companies went out of business during the recession, Whitlock is pleased that WEST Builders stayed committed to the company’s founding initiatives and that this decision resulted in a positive outcome. Because of the decision to stay true to its values, the company came out on top with a larger platform, higher reputation and more exposure into the marketplace than it did prior to the recession. “We don’t grow for growth’s sake; we grow
Sunset and Vine Apartments Hollywood, CA
“We thought that would change our culture and to be successful in hard bidding you have to exploit gaps in scope, but what we want to do in our delivery system is close gaps in scope and be incentivized to do that” – Todd Whitlock, CEO of WEST Builders Inc.
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WEST BUILDERS INC.
829 Folsom Street, San Francisco
because our customers like our product so we continue to have more and more repeat business with great customers. The growth is a bi-product of our success and our delivery system that we practice,” states Whitlock. People Make the Difference Part of what makes WEST Builders Inc. an outstanding company is the people that make up the team of engineers. The company typically hires engineers directly out of college who buy in to the attitude and desire to bring value to every project. WEST Builders is often involved very early on in projects and uses this opportunity 206
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to work closely with the client to plan accordingly and efficiently so that there is very minimal re-design required. Because of this, projects are consistently completed on time and in budget. Whitlock stresses how crucial this open communication is and states, “It’s important to us that our engineers feel like they really make a difference every day and that they’re not involved in a daily adversarial struggle. Our success is dictated by how seamlessly we work with our customers towards the common goal.” With 60 employees, WEST Builders Inc. focuses on mentoring its young engineers so they can get experience and participate in all
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aspects of a project from start to finish. Whitlock explains that this has proven to be much more successful and beneficial than generic training courses. President of WEST Builders Inc., Bill Hughes, maintains a hands-on approach with the young engineers, monitoring their work and overseeing the projects, to ensuring they are receiving the necessary knowledge to succeed. When asked how the team ensures that each project will be completed on-time and within budget, Whitlock replies, “By making sure you have great people that understand and follow the delivery system we use - that’s probably the biggest thing, really training engineers to evaluate if sub contractors’ productivity is keeping us on schedule and to conduct man power studies to make sure each crew size is appropriate early on. We’re very proactive.”
Company Information INDUSTRY
Construction HEADQUARTERS
Point Richmond, CA FOUNDED
2003 EMPLOYEES
60 REVENUE
$100 M
Upcoming Projects In addition to its general contracting and design build services, the company also occasionally works as a developer and manages the permitting processes for various projects. For example, UC Berkeley has recently asked WEST Builders Inc. to build a student housing development for them. The five-floor project will include a 220 room student housing facility with a full garden and terrace in addition to a 30 foot cliff that gives the appearance that the building has been built into the side of a cliff.
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Archer Western Construction Norman Water Reclamation Facility Project Archer Western Construction Begins Wastewater Treatment Plant Project in Norman, Oklahoma
David Nine, Archer Western Construction Project Manager for the Norman Wastewater Treatment Plant Project, discusses how the company became involved with the project and explains how the project will benefit the city once it is completed. Written by: Lindsey Ryan
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Activated Sludge Aeration Basin with Blower Pipe and Sanitare Diffusers
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he Norman wastewater system is owned, maintained and operated by the city of Norman, Oklahoma, and in November of 2013, the Department of Environmental Quality mandated that the treatment facility be upgraded. This $60 million project, consisting of an expansion to allow for increased water flow, an ultra violet disinfecting plant and overall rehabilitation of the existing infrastructure, was bid out to six different pre-qualified contractors and after review and consideration of all bids, the project was awarded 210
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to Archer Western Construction (a subsidiary of the Walsh Group). David Nine, Archer Western Project Manager for the Norman Water Reclamation Facility Project, explains that Archer Western Construction had been doing smaller projects in Oklahoma for about five years and when the company caught wind of this project in 2013 while it was in its early design stages, they knew this could be their chance to launch their operations and establish themselves in Oklahoma. After putting together a winning strategy and providing their bid, the company was awarded the
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New Centrifugal Blowers installed
project in April 2014. “It worked out great; it’s very seldom do you identify the project a year out, pursue it, chase it, win and get to go build it,” states Nine.
be working to expand the treatment capacity from 16 mgd to 32 mgd, adding two new clarifiers, 3 new activated sludge aeration basin, new sludge pump station and dewatering facility, new screenings About the Project facility and odor control. Prior to The Norman Water Reclamation beginning that work, Nine explains Facility expansion is the largest that Archer Western Construction wastewater treatment plant is first working to complete another expansion ever awarded in the component of the project, the UV state of Oklahoma and the project disinfecting plant. is being funded by the Oklahoma The UV Facility includes the UV Water Resource Board (OWRB), who basin, UV building and Post Aeration granted the city of Norman a $50 Basin, 3000 lf of 66” pipeline and million construction loan. outfall structure, all of which must Archer Western Construction will in operation by the early completion w w w. W a l s h g r o u p . c o m 2 1 1
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Sanitaire — a Xylem brand, is a proud supplier to the Norman WWTP and would like to thank the municipality for their continued support of our Sanitaire aeration solution. Xylem’s Sanitaire brand is an industry leader in wastewater treatment solutions for municipal and industrial wastewater treatment applications. Sanitaire offers complete biological wastewater treatment solutions, including diffused aeration, sequencing batch reactor systems and membrane bioreactor systems. Sanitaire’s highly qualified experts will provide the best possible solution for your wastewater treatment projects. To learn more about all Sanitaire has to offer you, call (414) 365-2200 or visit www.sanitaire.com/us.
Xylem is a global water leader deeply involved in every stage of the cycle of water, transporting, treating, testing and analyzing, then returning it to the environment. Xylem’s brands produce highly efficient products and systems that require less maintenance, use less energy and provide environmental benefits to users and communities. Doing business in more than 150 countries, the company plays an important role in improving quality of life, helping communities to grow, farms to prosper and industries to thrive. Xylem’s treatment brands include:
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XYLEM
ylem — a premium applications solutions company dedicated X exclusively to solving our customers’ most challenging water problems — was formed from ITT Corporation’s spinoff of several strategic business segments in October 2011, namely the Water & Wastewater, Residential & Commercial Water, Analytics and Flow Control businesses. As a stand-alone company, we are a world leader in water technology, providing equipment and services for water and wastewater applications with a broad portfolio of products and services that address the full cycle of water — from collection, distribution and use to its return to the environment. Through our signature citizenship program, Xylem Watermark, we bring clean water, sanitation and hygiene education to schools and communities in emerging markets, and respond with water solutions when disaster strikes around the globe. Website: www.xyleminc.com
ARCHER WESTERN CONSTRUCTION NORMAN WAT E R R E C L A M AT I O N FA C I L I T Y P R O J E C T
milestone of November 14, 2015. Currently the treatment facility has primary and secondary treatment but no disinfection, so this is an additional treatment step which will allow the city to re-use that water in the future. In addition, $10 million is going towards odor control throughout the entire plant. The UV plant and odor control are major components to the project and are extremely beneficial to the city of Norman. Nine states, “Once the UV Facility is completed, a nearby composting facility will start using the reclaimed water for their composting operations so the city will be able to re-use this water.” Archer Western Construction will build about 75% of the project itself, only sub-contracting about 25% of the job. The treatment plant is currently in phase 2 out of 3 and is
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expected to be completed on time in November, 2016. Looking forward, the treatment plant is expected to pump the reused water to Lake Thunderbird where Norman gets its drinking water. Community Support The Norman Water Reclamation Facility serves the city of Norman, a population of about 100,000 people, and the community as a whole has been extremely supportive of the project. “This is unique project because the citizens in the city of Norman voted 78% in favor of this expansion so the whole community is really behind the project,” Nine says. On November 5, 2014 the mayor and city council were on site at the project for a publicized ribbon cutting event to launch the project
“It worked out great; it’s very seldom do you identify the project a year out, pursue it, chase it, win and get to go build it” – David Nine, Archer Western Project Manager for the Norman Water Reclamation Facility
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New Centrifuge Thickening Equipment
Custom Conveyor Corporation Proud Archer Western Material Handling Equipment supplier for Norman, OK & Lubbock, TX Norman, OK WRF Shaftless Screw Conveyors • Screenings • Sludge
Lubbock, TX Cake Loading Facility • Shafted Conveyors • Storage Hopper • Truck Loading
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Company Information INDUSTRY
Construction HEADQUARTERS
Irving, Texas FOUNDED
2014 EMPLOYEES
60
and show their support. Also, since the University of Oklahoma is in Norman, Nine explains that Archer Western Construction has even hired three college graduates to work as engineers for the project. Overall the project will be a great resource for the community and an environmental step towards sustainability.
REVENUE
$50M
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Carolinas AGC CAGC Author: Lori McGovern
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Pinnacle Awards
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he rebounding construction industry in North and South Carolina has already seen some major investments in infrastructure, such as the recently completed Raleigh-Durham International Airport terminal modernization, a $68 million project. A recently completed 20year South Carolina Department of Transportation Commission study found a $29.54 billion gap in funding for transit needs over the next 20 years, making future funding for infrastructure projects an even greater emphasis for the industry. The Carolinas Associated General Contractors (CAGC) lobbies for funding of building, highway and 220
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utility construction projects, and supports its members through tools and resources to help the industry thrive. Since 1920, CAGC has worked to help members influence, plan, grow and connect to other contractors in the Carolinas and beyond. CAGC is a trade association for general contractors, specialty contractors, suppliers and service providers who work in the commercial construction industry throughout North Carolina and South Carolina. Lobbying On Our Members’ Behalf CAGC has four full-time staff lobbyists who, along with members’
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assistance, lobby on behalf of the commercial construction industry. In North Carolina, CAGC led efforts to enact legislation that resulted in a legislative study of the multibillion-dollar need for public building and utility construction work and permanent funding sources through the year 2025, as well as a new law that takes North Carolina from one of the weakest states to perhaps the strongest state concerning underground safety and damage prevention involving construction. In the upcoming North Carolina legislative session beginning in February 2015, CAGC will work with the transportation coalition it co-founded, NC Go!, to secure long-needed additional transportation funding revenue to support a sustainable North Carolina Department of Transportation program of delivering needed transportation projects and associated maintenance activities. In South Carolina, CAGC was instrumental in the passage of a $600 million road funding package, which includes $50 million in recurring funds allocated to the State Infrastructure Bank to be
bonded for $500 million, $50 million in one-time funds to be used for bridge repair, and moves half of the sales tax on automobiles to the Highway Fund on a recurring basis, generating approximately $41 million annually-- the first increase in highway funds in 20 years! Carolinas Construction Projects Other exciting construction projects that have been completed or are nearing completion include the I-485 turbine interchange in Charlotte, the I-77 toll road from Charlotte to Lake Norman, and major investments from Duke Energy in North Carolina and Boeing in South Carolina. Projects like these are making a big impact on the industry. But more funding and projects need to be planned to ensure prevention of ailing infrastructure in the future. Carolinas AGC will continue its crusade to bring positive impact to the Carolinas for its members and the entire construction industry. Recognition of Members’ Good Work In recognition of the great work by members, CAGC honors stellar w w w. c a g c . o r g
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construction projects with the CAGC Pinnacle Awards, the most prestigious recognition in the Carolinas construction industry. The awards honor the work of general contractors and their partners, and projects are awarded in the building, highway, and utility construction categories. A panel of CAGC member representatives evaluates the work of their peers
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and winning projects are celebrated at CAGC’s Annual Convention each year. Along with the Best Building Project Award, the Best Utility Project Award, and the Best Highway Project Award, CAGC also recognizes the contributions of a non-contractor individual for his or her role in advancing the construction industry and the overall Carolinas economic welfare. This
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distinguished Build With The Best Award honors individuals from outside the industry altogether or from a Carolinas AGC supplier/service company member. In 2013, this honor was bestowed on North Carolina Representative Mike Hager, who led efforts to rewrite the state’s underground safety/damage prevention laws. Together with members, Carolinas AGC provides a strong voice in the legislature, advances construction companies, unifies the industry and fuels its future. With 30 volunteerled committees and five Divisions (representing building, utility, highway, and specialty contractors and supplier/service providers), CAGC provides many opportunities to directly impact the direction of the construction industry in the Carolinas. The CAGC Foundation, Inc. supports the future of the industry through workforce development programs as well as safety, leadership and craftworker education and training. Preparing a qualified workforce continues to be a focus of the Foundation, as a recent Associated General Contractors of America study found that 83 percent of construction firms report having trouble finding qualified workers to meet the growing demand for construction services. Hear about the latest CAGC initiatives or learn more about membership at www.cagc.org.
Company Information INDUSTRY
Construction HEADQUARTERS
Charlotte, NC
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CG/LA Infrastructure Inc Written by: Norman F. Anderson, President & CEO
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The North American infrastructure market is poised for take-off, ready to ride the way of three fundamental economic transformations. First, the explosion in energy production has given us a tremendous lift, with natural gas prices at less than $5 MMBtu less then 1/3 of our European and Asian competitors. Second, the tremendous growth in US exports is causing a re-design in our freight infrastructure (rail, ports, waterways, highways and intermodal facilities). Third, the increasing orientation toward transit-oriented communities - particularly among millennials - is creating driving new investments in urban mass transit (heavy rail, light rail and even streetcars) along with social infrastructure (schools and hospitals). CG/LA Infrastructure, a global market maker focused on doubling the level of infrastructure investment focuses on identifying priority projects, and ensuring that those projects go forward optimally as productively and rapidly as possible. Through our Strategic Infrastructure Leadership Forum Series and revolutionary online projects platform, GViP, CG/LA is 226
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bringing order, predictability and even imagination to the global infrastructure marketplace. Strategic Project Identification Norman Anderson, President and CEO of CG/LA Infrastructure and former project developer, founded the company to help countries and regions around the globe become more competitive and successful by making smart, robust investments decisions on strategic infrastructure projects and initiatives. Strategic project identification is the cornerstone of CG/LA’s global vision - bringing innovative leaders together from both the public and private sectors to focus on specific projects and push them rapidly forward to completion. CG/LA releases a quarterly market intelligence report, the Strategic Top 100, of the top infrastructure projects, with business opportunities in the next 3-18 months, in regions that complement the next Leadership Forum. The Strategic Top 100 is the cornerstone on which the Infrastructure Leadership Forums
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are built. The most recent report, The 2014 Strategic Top 100 North America list, shows what is actually required – in terms of financial and human resources – to rebuild the competitiveness of North America. Projects were selected over a sixmonth process, beginning with a preliminary list of over 400 projects and narrowed down using CG/ LA’s proprietary ranking model. Comprised only of shovel-ready projects with business opportunities within the next 3-18 months, the 2014 Strategic Top 100 North America is valued at US$369 billion. Download the Strategic Top 100 NA here.
The Infrastructure Leadership Forum Series As a project developer, Norman saw firsthand that the key to both infrastructure project development and business success was leadership. And the Leadership Forum - whether the Global Forum, the North American Forum, the Bahrain/EMEA Forum or the Latin American Leadership Forum - identify and recognize the dedicated and sophisticated executives who develop the strategic infrastructure that defines their country’s futures. The Leadership Forum events w w w. c g - l a . c o m
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CG/LA INFRASTRUCTURE, INC are differentiators in the industry, gathering a community of 500+ experts around a dynamic projects marketplace. Forum events focus on 11 infrastructure sectors, from highways, to power generation to water & wastewater projects, convening a global community that includes decision makers from all aspects of a project lifecycle: financial lenders and investors, legal, design, engineering, and construction firms, as well as owner operators. Save the Date: 6th North American Strategic Infrastructure Forum On October 28-30, 2014, over 500 executives will gather at the 6th North American Strategic Infrastructure Forum at the Mayflower Renaissance in Washington, DC to meet with the sponsors of the Strategic Top 100 infrastructure projects in North America ($369 billion in total project value). The North American Forum is a dynamic 2.5 day event, focused on infrastructure development in the U.S., Canada, and Mexico,
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while facilitating business and promoting projects across the region. Key Features of the leadership Forum include: • Project Presentations: Rapid project presentations of priority projects, allowing developers to make targeted presentations focused on their needs and business opportunities. • Private Meetings: Prescheduled private meetings system allows registrants to pre-schedule up to 10 meetings with project sponsors and Forum speakers, for the second day of the Forum. • Workshops and Roundtables: Thought leader discussions and debates on critical issues, fundamental for thinking about and building great infrastructure. • Community Building: Receptions, Special Breakfasts, and especially GlobalViP allow you to build strong relationships with project developers and sponsors, and experts throughout the global infrastructure community. GlobalViP (GViP) GViP harnesses the energy of the Infrastructure Leadership Forum w w w. c g - l a . c o m
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Series, taking it online for users to access 24/7/365. GViP brings together nearly 1000 (10,000 by the end of 2014) infrastructure experts as a Just in Time resource for project managers to identify and access critical expertise - when they need it, and how they need it. GViP’s algorithms cut down project development costs by 60%, and diminish the time required to develop a project by 50%. This translates into significant costs
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savings -- and also generates productivity increases that exceed 100%. Join GViP and access this thriving community of infrastructure experts today. About Norman Anderson As President and CEO of CG/LA Infrastructure, Norman Anderson has 35+ years of competitive project identification, advising strategic infrastructure investment, and conducting regional analysis
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Company Information INDUSTRY
Energy/Construction HEADQUARTERS
1827 Jefferson Place NW Washington DC 20036 USA
on energy projects worldwide. As the Founder and President of CG/LA Infrastructure, Inc., Norman oversees the development and execution of CG/LA’s proprietary analytic and regional infrastructure demand models, the successful Leadership Forum Series which selects, highlights, and hosts four regional events focused on infrastructure project investment. He is a member of both the World Economic Forum’s Global Advisory Council on Infrastructure and the Strategic Infrastructure Initiative and is fluent in English, Spanish, Portuguese, and Guarani.
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Cut & Fill:
Filling Construction Nee Throughout Victoria
Cut & Fill’s mastery in civil works led the company to Baanip Boulevard Written by: Laura Close Produced by: Bryan Giles
eds
o its current project,
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or 30 years, John Storey and David Dowling have worked together to establish Cut & Fill as a successful and dynamic civil engineering company, contracting across southern Australia. These gentlemen have grown their business to a company today which has solid foundations and a work force that has earned its reputation as one of the best in the business. Cut & Fill has been and continues to be a well-known partner in major civil infrastructure works across the South Eastern seaboard of Australia, particularly with the State Road Authorities in Victoria, the ACT and 234
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NSW. The company has established itself at the upper level of the prequalification scale with the State Government infrastructure bodies in Victoria (VicRoads), New South Wales (Road and Traffic Authority), the ACT, South Australia, Tasmania and the Northern Territory. The company’s past experience and diversified expertise has it complete challenging and varied civil projects for local government bodies and councils which include the NSW Department of Commerce, the Victorian Department of Transport, VicTrack, the Royal Botanic Gardens and Parks Victoria.
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Cut & Fill has a wealth of experience in managing works within the public domain, including its most recent project at Baanip Boulevard.
work forms an integral part of the country’s infrastructure. Thousands of metres of underground drainage, telecommunication electrical Areas of Expertise conduit and supporting assets Cut & Fill has performed several have been constructed by Cut & jobs in road construction, service Fill. The company’s expertise in this infrastructure, bridge construction area is an important facet of the and landscaping. total package civil work delivery The company has constructed mechanism that they espouse. hundreds of kilometres of roads Cut & Fill’s experience in Bridge throughout Victoria, NSW and Construction ranges from largeparts of the ACT. From eight-lane scale constructions over road, rail, freeways to single residential access or water where technical and traffic roads, from roundabouts to classic management issues dominate diamond interchanges, Cut & Fill’s to varying and smaller bridges in h t t p : / / w w w. c u t a n d f i l l . c o m . a u / i n d e x . h t m l
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VicRoads Geelong Ring Road Project Uses Vinidex StormPRO® Stormwater Drainage Pipe Systems The Geelong Ring Road project by VicRoads is a stretch of freeway in Victoria, Australia extending 27 km (17 mi) beside Geelong's western suburbs. The project commenced in early 2006 and finished late 2014, with a total funding cost of over $490 million from the Victorian and Federal Governments.
delighted to be Cut and Fill’s the first choice for their drainage and stormwater pipe system needs. As a result Cut and Fill nominated 2.2km of StormPRO® to use for another major section of the project which is an arterial road; the duplication of Princes Hwy, including bridge widening, from Austin St to west of Deans Marsh Rd Winchelsea.
Vinidex was contracted by Cut and Fill P/L to supply the majority of the stormwater drainage pipes necessary for Stages 4A and 4B in 2011. This highly successful installation then led Cut and Fill to nominate StormPRO® drainage systems as their product of choice for the next stage of the project section 4C, the design and construction of arterial road that extends 4.5km from Anglesea Rd to Surf Coast Hwy Grovedale. Vinidex StormPRO® Polypropylene drainage pipe was used in sizes ranging from 375mm to 900mm in internal diameter.
Vinidex StormPRO® is the perfect choice for all stormwater applications for a number of reasons including its lightweight qualities, ease of installation and handling, thus dramatically reduces construction time*. Utilising modern co-extrusion techniques, StormPRO® is manufactured with a smooth bore for optimum hydraulic performance and a corrugated outside wall for high stiffness to weight ratio.
Cut and Fill P/L civil engineer contractors have over 30 years of experience in major civil infrastructure works across the South Eastern seaboard of Australia. Highly regarded and reputable within the industry, Vinidex were
StormPRO® pipes combine the strength and toughness of advanced polypropylene materials with a structured wall design. The perfect choice for all stormwater and drainage applications.
* Compared to using traditional stormwater materials.
P 13 11 69 | sales@vinidex.com.au | www.vinidex.com.au
SUPPLIER PROFILE
VINIDEX PTY Vinidex Pty Limited is Australia’s leading manufacturer and supplier of pipe systems and solutions for the transportation of fluid, data and energy. Vinidex is recognised internationally as a major participant in the pipe industry and as a quality manufacturer of PVC, Polyethylene (PE) and Polypropylene (PP) pipe systems. Vinidex pipe and fittings systems are used in a broad range of applications such as plumbing, water supply, sewerage and wastewater, stormwater and drainage, mining, industrial, rural, irrigation, electrical, telecommunications and gas. We have nine manufacturing sites across Australia and a comprehensive nationwide network of warehousing and distribution facilities to enable efficient distribution of our own products and those of our national and international partners. Vinidex has extensive logistics experience with major projects and a proven track record for project delivery. Vinidex is renowned for a commitment to technical advancement and product innovation. Our technologies and products are used in Europe, the USA and Africa. Our strategic application of technology, innovation, sound investment, meticulous quality control and the inherent qualities of the materials used has established Vinidex as a leading authority in the thermoplastics industry. Vinidex participates in Australian and International pipe associations as well as Australian and ISO standards committees. Website: www.vinidex.com.au
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timber, concrete or stone in urban areas and the country’s national parks and forests. Landscaping and environmental sustainability is an integral part of many of the company’s civil construction projects. Their in-house landscape team compliment Cut & Fill’s total civil engineering ability and enhance their results and service to clients. Each year the company manages the selection, preparation and planting of over one million plants on civil projects. Employees People are central to the culture of Cut & Fill’s business. The success of Cut & Fill has been built on acknowledging the importance of their people and recognising them for their contribution and performance. For more than 30 years the company has taken pride in employing the best people across all roles within the industry.
With a high number of long serving employees and a low staff turnover, Cut & Fill’s retention record is very good. This success is a due to a culture, which values people and a number of HR management strategies which all demonstrate respect and contribute to a satisfied and retained work force. The company detailed the strategies as follows: • Providing a challenge: Via the size and diversity of our construction activity, the opportunity for employees to step up, grow and be engineering/ intellectually challenged. • Training: The ongoing planning and diversity of training offer will only assist in improving retention and succession planning into the future. • Respect and Leadership: Managers must always take the time to listen and build rapport with their teams to gauge competency, performance and the workplace climate. Cut & Fill must be proactive
“Their in-house landscape team compliment Cut & Fill’s total civil engineering ability and enhance their results and service to clients.” h t t p : / / w w w. c u t a n d f i l l . c o m . a u / i n d e x . h t m l
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with their staff rather than reactive. • Recognition and sharing of success: From impromptu social gatherings to our more formal events, the company comes together to share its wins, its tall stories and to have a laugh. The social vibe and togetherness of our people is highly valued. Each year Cut & Fill takes on 240
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and trains apprentices, appoints graduate engineers and engages student engineers all with the goal of enriching the competency of the next generation of civil engineering providers and creating a pipeline of talent for the business’s future. Cut & Fill takes a proactive approach to the training and development of its Graduate Engineers by
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engaging them while they are still undergraduates in an IBL partnership with Swinburne University. The provision of IBL Placements by Cut & Fill is an investment in the company’s future. During their third and fourth years of their engineering degree, IBL students join the company for a period of twelve months., Cut & Fill’s program ensures the students work
in at least two areas of the business, assisting with current workloads and where required taking on ‘special projects’ and or delivering process improvements or recommendations. Continuous Improvement Cut & Fill Pty Ltd was one of the pioneers in implementing a Quality Management System to manage w w w. c o m p a n y u r l . c o m
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statutory and customer specified requirements in respect to Quality, Environment and Occupational Health & Safety. Since 1991, the company has constructed over 100 quality-assured projects. Cut & Fill recognises that the timely completion of construction projects to customer and statutory requirements enhances the reputation of the company, ensuring continued success in the civil construction industry. The Cut & Fill Pty Ltd Management System has been developed to recognise quality, safety and environmental standards, and is primarily aimed at achieving customer satisfaction, providing a safe work environment, minimising environmental impacts, managing risks and ensuring compliance with statutory requirements. The commitment to the management system originates with
the Board of Directors, who ensure sufficient resources are provided to implement the requirements of the Management System, including trained and qualified personnel. The implementation of a systematic approach to quality safety and environmental management provides direct benefits—including enhanced reputation, customer confidence, competitive market advantage, reduction in costs as a result of better-planned and more efficient construction processes—to the performance of the company in meeting customer requirements. Baanip Boulevard One of Cut & Fill’s main projects currently is construction on Baanip Boulevard. Construction began on Baanip Boulevard in December 2013 to provide an arterial road connection between Anglesea Road and the Surf Coast Highway in the Geelong region of Victoria.
The success of Cut & Fill has been built on acknowledging the importance of their people and recognising them for their contribution and performance. h t t p : / / w w w. c u t a n d f i l l . c o m . a u / i n d e x . h t m l
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CUT & FILL The Victorian Government has provided $90.4 million for this 4.5 kilometre east-west road servicing the Armstrong Creek Urban Growth Area and surrounding suburbs. Baanip Boulevard will provide a more effective route for freight and tourist traffic heading for the Surf Coast including popular holiday destinations such as Torquay, and a more direct route for commuters heading to and from Melbourne via the Geelong Ring Road. It was named out of respect for a local Wathaurong man, Willem Baanip, who was well known to the Geelong community during the 1800s. “I am thrilled to be here to see the first earth moving equipment take its place on the ground and begin shaping the new road,” Minister for Roads Terry Mulder said. “It has been a long-awaited project for the community and it is great to see the summer months being taken advantage of. When completed, the road will have the look and feel of a traditional boulevard complete with an avenue of trees.” Mr Katos said VicRoads had worked hard at getting this project through two planning processes 244
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and has undertaken considerable consultation with the communities in surrounding suburbs. “As a result, we are here today to witness the turning of the first sod of what will become a two-year project,” South Barwon Andrew Katos said. “Benefits including new pedestrian and cyclist paths connecting to the local network and established trees and landscaping will provide a natural, visually pleasant outlook. This will be a vital east-west link to the new Armstrong Creek Urban Growth Area and neighbouring suburbs such as Grovedale and Waurn Ponds. Developments within the Armstrong Creek area are progressing, and this 4.5km boulevard is going to be a terrific addition to the local area and improve access for new and existing communities. “The Coalition Government has made it clear that Baanip Boulevard will be an arterial road unlike the Labor Party, who are committed to turning the road into a freeway.” Current work on the project includes pavement construction at Ghazeepore Road and Surf Coast Highway intersections; casting and
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fabrication of bridge components such as beams, piers and steel barrier railings; power relocations and installation of conduits and pits for signals and street lighting at Ghazeepore Road; installation of traffic signals and street lighting at Sovereign Drive, and construction of kerbs between Ghazeepore Road and Anglesea Road. Cut & Fill will be working on the following projects through the 2016 deadline: the delivery, erection and backfilling of reinforced earth retaining wall panels; completion of a 2.2 kilometre earth mound; fabrication of steel for noise walls; casting of concrete bridge barriers; installation of street lighting at Anglesea Road and Surf Coast Highway intersections; realignment of Surf Coast Highway through Baanip Boulevard intersection; realignment of Ghazeepore Road to Baanip Boulevard intersection; and construction of a shared bike and foot path between Boundary Road and Surf Coast Highway. VicRoads is taking advantage of the latest technology to cut construction time and save money. Baanip Boulevard’s traffic signals will be connected to VicRoads’ traffic control network using wireless 3G modems, rather than fixed line connections currently in place at other Geelong signal sites. The March issue of Business Review Australia will showcase key parts of the construction process at Baanip Boulevard.
Company Information INDUSTRY
Construction HEADQUARTERS
Kew Victoria, Australia FOUNDED
1978 EMPLOYEES
200 REVENUE
$150 million PRODUCTS/ SERVICES Cut & Fill is a successful and dynamic civil engineering company, contracting across southern Australia. Cut & Fill has been and continues to be a well-known partner in major civil infrastructure works across the South Eastern seaboard of Australia, particularly with the State Road Authorities in Victoria, the ACT and NSW. The company has established itself at the upper level of the pre-qualification scale with the State Government infrastructure bodies in Victoria (VicRoads), New South Wales (Road and Traffic Authority), the ACT, South Australia, Tasmania and the Northern Territory.
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Concrib:
Constructing Premium Quality Re Control Systems and Soil Stabiliza Years of Operation
An inside look at Martin Silec’s operations of Concrib R the company going stronger than ever after 30 years o Written by: Andrew Rossillo Produced by: James Hayes
etaining Walls, Erosion ation Systems for Over 30
Retaining Walls and his formula that has of operation.
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StoneStrong Big Block System, Gold Coast, Qld
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oncrib began its quality services more than 30 years ago when Martin Silec founded Concrib Retaining Walls in 1984. In fact, the company was one of the first in Australia to supply and install crib wall and sleeper wall systems. Concrib has been providing retaining walls, erosion control systems and soil stabilization systems ever since. Their continued and stringent adherence to the highest standards, throughout the manufacturing and installation processes, laid the foundations for their solid reputation for 248
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exceptional service and quality, which persist today. “Concrib provides clients with a range of potential retaining wall applications, thus offering the best value for money and fit-forpurpose engineered solution,” said Concrib’s Managing Director Martin Silec. The company continues to invest in itself and look for additional means of adding value and breadth to its client offering. Since its inception, the company has added several new systems to their range. This has enabled Concrib to provide solutions for
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StoneStrong Big Block System Installation
a wide variety of projects, including those requiring concrete crib walls, concrete sleeper retaining walls, Stone Strong interlocking block retaining walls, gabion and rock-mattress structures, rock-fall netting protection and segmental geogrid reinforced retaining walls. Concrib operates large-scale turnkey projects primarily in South East Queensland, but has also operated overseas as far afield as Brunei, Indonesia, Malaysia and Solomon Islands.
Concrib’s Competitive Advantages Concrib offers a complete range of professional services, including design, manufacture & supply, construction and certification of the highest standards, as well as design advice and budget planning services to consultants, engineers and contractors. Among Concrib’s top competitive advantages is the range of solutions they offer. “We manufacture three particular retaining wall solutions, but we also offer other proprietary systems. As far as we’re aware, w w w. c o n c r i b . c o m . a u
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CONCRIB there aren’t any other companies that offer as comprehensive a range of potential retention solutions as we do,” said Silec. “Secondly, with the systems that we manufacture and install, we meet all the required standards for manufacturing. For example, we’re now ISO 9001 accredited. As part of this we meet all the Australian standards for manufacturing precast concrete, the respective steel standards regarding the prefabrication for our sleeper walls,
CORROSION PROTECTION NGI have proudly been partnering with Concrib for years to provide a superiour, corrosion protected product. Hot dip galvanising benefits include: • • •
Longer life Lower maintenance Reliable protection
• • •
Tougher coating Cost effective Quick delivery
Contact our friendly team for all your galvanising needs: P 07 3375 4200 479 Freeman Rd, Richlands Q 4077 sales@natgalv.com.au www.natgalv.com.au
and the Australia standards for earth-retaining structures.” Silec explained that they also choose to partake in third-party auditing as a means of continuing to deliver the absolute highest quality standards throughout their operations. “We have regular third-party auditing with an external engineer of both our manufacturing and the inspection of our installation,” said Silec. From this, the inspector issues what is referred to as a monthly Form 16, an engineering certification, verifying that Concrib meets all pertinent code requirements. Silec highlighted another powerful competitive advantage in the company’s personnel resources, which includes a team of 65 skilled workers. “Administratively, we have four engineers within our staff. We have a greater amount of engineering resources than virtually all of our competitors. Furthermore, on site, we provide a total turnkey solution in terms of offering design, supply, and installation. Within that, we have our own installation crews, which guarantees we’re supervising the installation, ensuring
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correct construction technique,” said Silec. Furthermore, Concrib’s working company directors contribute combined experience of over 140 years in the design, supply and construction aspects of this industry. And their site supervisors all have the right knowledge, experience and attitude to maximise performance, quality, efficiency and safety. In addition, Concrib’s permanent site labour personnel are well versed in their roles and represent long-term commitment and employment consistency, reflecting the company’s high standards. Silec expanded on the company’s advantages by explaining that Concrib provides companies with a significant convenience element through their analysis of the drawings and specifications involved with the tendering and quotation process, which can often be a source of frustration for companies who are left to navigate this process without an experienced guide. Silec also pointed out that Concrib is a member of a number of different associations, strengthening their ties throughout the main
industry and subdivisions as well. This association participation has opened the Company up to expanded resources—physical and intellectual. Likewise, the company takes pleasure in sharing their own 30-plus year expertise with other association members. Concrib is a member of associations such as Civil Contractors Federation (CFF), Urban Development Institute of Australia (UDIA), Engineers of Australia, Queensland Master Builders, Concrete Institute of Australia (CIA) and the Australian Geomechanics Society (AGS). “Involvement and participation with all of those ensures that we keep in touch with the full spectrum of the industry, from builders to engineers and developers to geotech engineers, etc.,” said Silec. Recent Developments Last year, over a seven-month period, the company achieved their ISO 9001 accreditation through significant financial, time and energy investments. This accreditation has already proven to be well worth all the effort, and is certainly a credit to Concrib. Securing ISO 9001 w w w. c o n c r i b . c o m . a u
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StoneStrong Big Block System, Gold Coast, Qld.
CONCRIB accreditation in itself is a significant; the synergy and effort behind the entire process is indicative of a very powerful cohesion through the Company. “The truly outstanding thing was the full staff participation in defining and implementing the process—I found it fantastic. Our people took full ownership of what needed to be done. It’s really improved the attitude and morale of our entire staff through the knowledge that it was their thoughts and participation that helped make it all possible,” said Silec. In line with that, Concrib also achieved accreditation as a precaster for the Queensland Transport and Main Roads Department. In addition, Concrib was also officially appointed as the sole Australian licensee for Stone Strong. Headquartered in Nebraska, U.S.,
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Stone Strong Systems has earned a solid reputation for technical innovation, precision manufacturing, superior design, unmatched quality and unparalleled customer support. These traits have helped make Stone Strong Systems the ideal solution for many diverse projects, from shoreline protection and erosion control applications to the most challenging retaining wall installations. Stone Strong Systems is highly selective with the strategic partnerships forged through its international network of licensed dealers who’ve been instrumental to their success. Over the last two years, Concrib has also made significant inroads to the New South Wales and Sydney markets, particularly with their concrete sleeper wall retention system. The company made a
“Concrib provides clients with a range of potential retaining wall applications. Thus offering the best value for money and fit-for-purpose engineered solution.” – Martin Silec, Concrib’s Managing Director
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Gabion Retaining Wall, 7m, Bellthorpe Range, Qld
conscious decision to improve their presence there by way of Concrib’s business development manager’s visiting Sydney on a monthly basis to conduct presentations to consultants, councils and various authorities. They also have a business manager that goes down biweekly, making contact with retaining-wall contractors in the 254
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Sydney and New South Wales area, establishing supplier relations. “We’ve generated associations with a number of contractors in New South Wales and Sydney, so that’s significantly improved our footprint down there,” Silec said. Further on this, Silec explained, “We’ve also developed and expanded our steel fabrication
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activity as related to the preparation of galvanised steel posts for our concrete sleeper wall system.” Driving Concrib’s decision to increase their focus and efforts on these steel posts is the increasing value applied by the market. “One of the primary reasons the market now prefers these steel posts is because of the smaller footprint.
Therefore, we’ve expanded our ability to meet the demands in that area,” said Silec. Civil Contractors Federation (CCF) QLD Earth Award Winner Concrib’s sleeper wall system won the Civil Contractors Federation (CCF) QLD Earth Award in October of this past year. As part w w w. c o m p a n y u r l . c o m
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Concrete Sleeper Wall System, 4m, Mango Hill, Qld
of Concrib’s strong alliances, they’ve been members of the CCF for approximately the last 20 years. Concrib consistently submits entries of its special projects for consideration. And with the company’s significant developments over the last few years, it was only natural that they were selected for this award. Under the category of projects up to a million dollars, a particular sleeper wall system project garnered them the win through their planning, designing and construction, as well 256
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as having achieved exactly what the client desired. Significant Production Increase Last year, Concrib produced on average 50 tonnes of product daily. They’ve now significantly increased their production to 60 tonnes of product daily at their yard. “First, there has to be a market demand to justify the production increase. The expansion of the systems we deliver helped tap into increased demand in subdivisional markets,” Silec said. “We’ve also improved our capacity
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with more molds, as well as our capacity for installation, including comprehensive training of our personnel throughout both our manufacturing and our site installation crews.” Furthermore, Concrib has been diligent about managing and maintaining this growth to ensure sustainability. “For example, we now have a bigger crew of supervisors for site-installations to ensure that proper procedures are followed at all times.” Steady Growth In 2012/13, Concrib’s turnover was $16.4 million. In 2013/14, turnover reached $18.3 million. And just halfway through their current production year, the company is now on track to reach $20 million. In addition, in 2013, the company had 55 employees. Now, their workforce has grown to 65. “From that, what we’re really proud of is that this year, 17 of our employees will have been with the company for at least 10 years, 14 of those for at least five years, and 12 of those three years or more. For an industry like ours, which is not an easy industry, I think it’s fantastic to have that level of commitment and loyalty from employees,” said Silec. With subdivisional market demand picking up, paired with Concrib’s adherence to strict standards, development of new systems, flexibility in project scope, and readiness to deliver on a wide range of client demands, they certainly are a company to be watched in 2015.
Company Information INDUSTRY
Construction HEADQUARTERS
Darra QLD, Australia FOUNDED
1984 EMPLOYEES
65 REVENUE
$18 million PRODUCTS/ SERVICES
Concrib offers a complete range of professional services, including design, manufacture & supply, construction, and certification (of the highest standards) as well as design advice and budget planning services to consultants, engineers and contractors.
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Shamrock Civil:
Shamrock Civil Delivers Sa and Smart Solutions
Robust occupational health, safety protocols, cutting-e management and first-rate quality assurance are at the Shamrock’s business approach. Written by: Andrew Rossillo Produced by: Wayne Masciotro
afe, Sustainable
edge environmental e core of
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Shamrock Civil’s highly skilled and dedicated staff.
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stablished in 1994, Shamrock Civil Engineering is Queensland’s leading tier 2 civil construction company. Shamrock works nationally and internationally to provide a diverse range of civil engineering services to their clients including design, site clearing, bulk earthworks, civil construction, roadworks, demolition and large-scale electrical, plumbing and communications services. The company is based in Southeast 260
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Queensland with head office and workshop in Ipswich as well as offices in Mackay, Townsville, Dalby and Port Moresby. Shamrock Civil Engineering is dedicated to servicing the needs of a growing portfolio of highprofile clients including QGC, Arrow Energy, DTMR, Lend Lease, Glencore, Watpac, John Holland, Mirvac, Hutchinson Builders, Laing O’Rourke, Abigroup, Thiess, Origin Energy, CS Energy, Brisbane
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City Council, Logan City Council, Mackay Regional Council and Queensland Urban Utilities. Shamrock Civil has a fleet of over 100 modern and carefullymaintained equipment, helping deliver successful projects to these clients. Shamrock’s equipment includes a range of earthmoving equipment ranging from skid steer loaders, dump trucks, excavators, graders and rollers to tipper trucks, water trucks, backhoes, sucker
truck, scrapers and compactors. All vehicles are GPS equipped and inspected daily prior to use. The company also employs a team of diesel fitters to perform scheduled servicing of plants, reducing risk of breakdown and greatly reducing any down time. Robust occupational health, safety protocols, open relationships, cutting-edge environmental management and first-rate quality assurance
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SHAMROCK CIVIL are at the core of Shamrock’s business approach. Shamrock Civil Engineering is constantly striving to improve products and services for the benefit of their clients and the betterment of their business. Shamrock has achieved federal safety accreditation and holds third-party accreditation for safety standard as 4801. Their multi-faceted quality management system includes a detailed analysis of client demands prior to the commencement of operation and stringent qualitycontrol procedures during construction. They also closely monitor client satisfaction and feedback after completion of work to ensure all expectations are met. Shamrock’s quality management system complies with the Australian standard and is third-party certified. The company is ISO 9001 accredited for QA, addressing various aspects of quality management and some of the best known standards. Shamrock’s environmental system is third-party accredited to environmental standard ISO 14001. These standards help provide 262
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guidance and tools for Shamrock, ensure that their products and services consistently meet customer requirements, and that quality is consistently improved. Forefront of Development The booming resource sector has proved to be a significant growth area for Shamrock’s business. They have been at the forefront of developments for Southwest Queensland and The Darling Downs, constructing important infrastructure which has sped up investment and expansion. “We’re 20 years strong now. We’re a leading tier-2 civil construction company working nationwide. We provide a diverse range of civil engineering services to all of our clients,” said Shamrock Civil’s CEO and Director Andrew Kerr. He is a construction manager within the Queensland construction sector, with extensive experience in managing large complex civil projects. Kerr has been engaged within the industry for the past 25 years. He is currently responsible for all aspects of the
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business from project inception to off-maintenance. As CEO and Director, Kerr works closely with Shamrock team members to ensure that all projects are delivered safely and exceed the company’s client’s quality and program requirements. Speaking on one of the Shamrock Civil’s top competitive advantages, Kerr said, “We’re very much a relationship based company with a strong focus on safety, environment, and systems, featuring 20 years of experience. We maintain these relationships through open and honest communication.” Enabling the Company’s competitive advantages is Shamrock’s team of approximately 250 Queenslanders in its employ. “Our people are number one in
helping to promote our steady growth. We’ve got a team of dedicated, highly motivated professionals,” said Kerr. Expansion into PNG “The Company is 20 years strong now, and we’ve been involved in the gas and mining sector for the last 10 years,” said Kerr. We’ve established an office in Port Moresby. “We’ve recently secured a project on Manus Island for Aus Aid “We’ve got a five-year growth horizon into the infrastructure and resource projects over there.” What brought Shamrock into this area of work is that they perceived a need for a quality civil contractor in the transport and resources sector. “We’ve developed our people and systems to align with
“We’re 20 years strong now. We’re a leading tier-2 civil construction company working nationwide. We provide a diverse range of civil engineering services to all of our clients.” - Andrew Kerr, Shamrock Civil’s CEO & Director
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EARTHMOVING EQUIPMENT SALES & RENTALS PH: (07) 3344 5111 FAX: (07) 3344 5122 48 LENSWORTH ST, COOPERS PLAINS QLD 4108 SALES@WANLESSMACHINERY.COM.AU
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SHAMROCK CIVIL
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that need,” said Kerr. Executing on new opportunities is part of how Shamrock continues to grow despite some slumping sectors, such as slowing iron ore and coal markets. “We’re reasonably diverse. We run four programs in the business: resources infrastructure program, transport and infrastructure program, North Queensland regional-based program and a Southeast Queensland regionalbased program. We’re looking to diversify and establish in Western Australia. Our diverse revenue stream should insulate against any
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downturns in any particular sector. And we have established ourselves in PNG,” explained Kerr. “We’re just completing a $76 million joint-venture for QGC,” said Kerr. QGC is a leading natural gas explorer and producer focused on establishing the world’s first project to convert gas from coal seams into liquefied natural gas. Shamrock’s joint-contract agreement has been a partnership between Golder Associates and Shamrock Civil. “We’re on target to execute the first concentrated brine pond on time and on budget for QGC,” reported Kerr.
WANLESS MACHINERY HIRE AND SALES
Being a family owned business and part of the Wanless Group of companies, we believe we offer a client friendly service that is second to none. Our professional hire team are industry specialists and understand the demands of today’s working environment. Because we understand that every job is different, Wanless Machinery Hire can tailor a complete fleet or a single piece of equipment ensuring your job runs smoothly, within your budget and with the most amount of support possible. And as for our sales stock, as it is generated from the well maintained, quality equipment from our hire fleet, you know you are getting a genuine, well looked after piece of equipment that has a great history. .
Website: www.wanlessmachinery.com.au
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Shamrock Civil were contracted to the Laing O’Rourke & GE Joint Venture for QGC to deliver the Northern Water Treatment Plant. This advanced facility will treat 100 million litres of water per day. The project also includes the delivery of all related infrastructure associated with QGC’s northern gas fields. When complete, it will be one of the largest water plants in Australia. Furthermore, the success of the program is a direct result of successful partnerships like the one with Shamrock Civil, 266
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eventuating into more Indigenous Australians entering the workforce and acquiring the skills and experience needed to create a better future for themselves and their families. In addition, Shamrock is also gearing up for the Manus Island Project in the PNG sector, which is set to commence in February 2015. “The project involves work for a road from the airport to the township, including road reconstruction and bridges,” said Kerr.
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Safety for Life Behind all the expansion work and projects that Shamrock engages in is the highest commitment to safety on the job. Shamrock Civil Engineering is committed to providing a safe work environment for their employees, sub-contractors, clients and the general public. Shamrock’s operations are compliant with the Workplace Health & Safety Act, ensuring that plant machinery is regularly maintained to the highest standards, and the latest training
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and instruction information is offered to employees. Shamrock stands by the mantra that there is no task so important that it compromises the health and safety of any individual. “We run a program called Safety for Life. It’s about empowering our individuals to take ownership of safety for themselves. It’s about developing a positive culture within the business,” said Kerr. Kerr went on to add, “Through external accreditation systems we’ve been OFSC-OHS accredited. We’ve recently w w w. s h a m r o c k c i v i l . c o m . a u
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Aerial view of the QGC job, Northern Waters Treatment Plant
received Federal Safety accreditation. This includes AS4801 accreditation for our safety system.” Through AS4801, Occupational Health & Safety Management System Certification, all Australian businesses have an obligation under workplace health and safety legislation to ensure a safe place of work. Implementing an occupational health and safety management system is a means for managing risk and minimising 268
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loss by promoting safe and healthy work practices in their organisation. Shamrock takes this very seriously. Shamrock’s comprehensive approach to safety includes cutting-edge technology applications. “Some of the technological initiatives that we’ve taken include UAVs for our surveys. These drones, unmanned aeronautical vehicles, keep our operators out of the line of potential
SECTOR
danger created by the heavy equipment we employ,� said Kerr. Environmental Responsibility and Accreditation Like the colour emblazoned on the Company’s well-known Shamrock logo, the company is focused on a clean, green future for Australian commercial enterprise. Their goal is to understand, meet and constantly evolve their environmental
approach. While Shamrock recognises civil works cause unavoidable environmental impact, the company strives to minimise pollution and manage atmospheric emissions to ensure standards are met. This commitment involves implementing stringent environmental processes throughout all levels of management, reviewing environmental policy on a regular basis and implementing w w w. s h a m r o c k c i v i l . c o m . a u
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“We’re very much a relationship-based company with a strong focus on safety, environment, and systems, featuring 20 years of experience. We maintain these relationships through open and honest communication.” - Andrew Kerr, Shamrock Civil’s CEO & Director
practices which minimise risk of environmental incidents occurring on-site. All Shamrock staff are trained in environmental management procedures and 270
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are required to report and audit practices as part of their extensive quality assurance measures. “We’re ISO14001 accredited for our environmental management
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system,” reported Kerr. ISO 14001 is applicable to any organization that wishes to establish, implement, maintain and improve an environmental management system, to assure itself of conformity with its stated environmental policy and to demonstrate conformity. “We’ve got a couple environmental engineers directly managing that service. We also have a rehabilitation and revegetation program that we’re running in partnership with one of our partners Virotech. For example, we can rehabilitate drill mud into agricultural soil. We can also revegitate existing soil after completing certain projects, which saves us from having to import topsoil. We’ve also got a product that can treat the existing earth and enable new growth,” said Kerr.
Company Information INDUSTRY
Construction HEADQUARTERS
Carole Park, Queensland Australia FOUNDED
1994 EMPLOYEES
250 REVENUE
Commitment to Local Community Part of what makes Shamrock so successful is their comprehensive, well-rounded approach to everything they do. This includes a deep-rooted commitment to their local community. Shamrock endeavors to remain open to feedback for continuous improvement and increasingly safe and mutually beneficial solutions. Shamrock Civil Engineering is committed to ensuring its projects deliver a positive outcome for both clients and the community.
$150 million PRODUCTS/ SERVICES Established in 1994, Shamrock Civil Engineering is one of Queensland’s leading tier two civil construction companies. Shamrock works nationally and internationally to provide a diverse range of civil engineering services to their clients, including design, site clearing, bulk earthworks, civil construction, roadworks, demolition and large scale electrical, plumbing and communications services. The Company is based in Southeast Queensland with head office and workshop in Ipswich as well as offices in Mackay, Townsville, Dalby and Port Moresby.
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VIA BAHIA:
A COMPANY TO WATCH AMONG THE THREE LARGEST HIGHWAY CONCESSIONARIES IN BRAZIL Adopting standards of quality, safety and comfort, the group is a reference for road management in the Northeast
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long with the mission of guaranteeing the top quality of infrastructure and services along the highways under concession, maintaining environmental awareness, maintaining an excellent relationship with users and collaborators, and meeting the expectations of its shareholders, VIABAHIA works as a stock company, created by two strong companies with extensive experience in highways and heavy engineering: the Spanish firm Isolux Corsán Concessiones S.A. (70 percent share) and the Brazilian company Infravix Participações Ltda. (30 percent share). Considered one of the three largest road concessionaires in terms of size (680,6 km), VIABAHIA has managed, since October 2009, the stretch of BR 324 – between Salvador and Feira de Santana – and the section of BR 116, between Feira de Santana and the state line with Minas Gerais. The roads management includes provision of public services and conducting
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Recovery work (before and after)
BR-116, km 658,2
works, covering the implementation of recovery, maintenance, surveillance, conservation, and operations services, together with highway expansions and improvements, as was presented in the Highway Exploitation Program – PER. CHALLENGES AND SAFETY Characterized as one of the most difficult concessions in terms of management from over 50 Highway Concessions in Brazil (including Federal and State concessions) VIABAHIA is always on the lookout for safety and quality. The CEO, Engineer José Carlos Navas believes that, in addition to the large volume of works to be performed, the cultural issue of this region of Brazil also is a challenge for the process in its entirety. “In addition to having the largest expanse of single carriageway highways with a provision
BR-116, km 431,6 Before and after
BR-116, km 757,5 Before and after
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H I G H W AY C O N C E S S I O N A I R E
BR-116, km 428,4 after work was done. Bridge over JacuĂpe river.
of duplicating these in their entire length (520 kilometers), levying charges for provided services, conducted through toll collecting from users, is still a novelty. Truth be told, the Highway Concession program is still a rarity in the North and Northeast regions of the country,� he explains. Apart from complying with the obligations established in the Concession Agreement, whose benefit is providing adequate conditions of comfort, fluidity and safety for its users, another fundamental objective of the concessionaire is reducing the number of registered accidents, especially those more severe accidents which result in victims (especially fatal accidents). Within the works aimed at reducing accidents, apart from successive educational campaigns, other prominent examples include the construction of 37 pedestrian crossing bridges, distributed throughout the entire length of the concession; the installation of concrete barriers and lighting along the central strip of the BR-324 highway; the installation w w w. v i a b a h i a s a . c o m . b r
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BR-116, km 444,3
of metal fenders in the remaining recommended points as per Norm ABNT NBR 15486/2007; and the already finalized installation of electronic speed controllers in the entire System, aimed at reducing the excessive speeds which are responsible for the majority of the reported accidents. Above all, the CEO stresses the positive results of all these important actions. “There was a 15 percent reduction in fatalities in 2012 as compared to 2011 and 26 percent in the number of fatalities for 2013 compared to 2012. All this because of the quick service provided by rescue and pre-hospital care teams, plus all the
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BR-116, km 428,7
improvements to the road conditions,” he said. INTEGRATED MANAGEMENT SYSTEM - SGI VIABAHIA was approved by Germanischer Lloyd – GL (the Certifying Organization Accredited by INMETRO) for the certification of its Integrated Management System (IMS) – Quality and Natural Environment, in accordance with ISO 9001/2008 and ISO 14001/2004 in the management of operations on its concession highways, through the user support systems (light and heavy winch, traffic inspection, tank trucks, trucks for animal removal, rescue and pre-hospital care, ICU, toll, monitoring highways, engineering, road maintenance and road safety). w w w. v i a b a h i a s a . c o m . b r
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Operational Control Center
“This system is unheard of in Bahia and, apart from recycling of 1.5 to 2.5 kilometers of asphalt per day, reduces the extraction of natural resources” – CEO, Engineer José Carlos Navas 280
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From its founding, the company uses its IMS in order to guarantee the quality of the infrastructure and services. Furthermore, the company seeks to be the reference in road management of the Northeast, through the modernization of highways under its concession, the protection of the environment, and adopting quality, safety and comfort standards which address the interests of the related parties. Regarding the application of the rules dealing
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with environmental quality management, safety, occupational and social responsibility systems the following programs have been established: change management; training, awareness and competence; document and data control; surveillance, conformity measurement and assessment; nonconformities, corrective and preventive actions, among others. TECHNOLOGY, PROJECTS AND THE NATURAL ENVIRONMENT Continuing with the structural recovery services of the surfaces on highways BR-324 and BR-116, from October 2014, VIABAHIA has used the process of recycling asphalt paving. The method used in this stage of w w w. v i a b a h i a s a . c o m . b r
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CEO, Engineer José Carlos Navas
“There was a 15% reduction in fatalities in 2012 as compared to 2011 and 26% in the number of fatalities for 2013 compared to 2012” – CEO, Engineer José Carlos Navas
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works consists of partial or total reutilization of existing materials in the redressing and/or base of the highways with the use of modern millingrecycling machines or recycling stabilizers. “For the realization of this service, VIABAHIA
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uses an 80 meter long machine which weighs approximately 110 tons. This system is unheard of in Bahia and, apart from recycling of 1.5 to 2.5 kilometers of asphalt per day, reduces the extraction of natural resources,” Navas explains. The equipment has the capacity to process up to 500 tons of recycled material per hour and it takes over 30 people to operate. The use of this method aims to minimize environmental impacts which result from traditional paving techniques and to improve the asphalt’s durability. The main development which can be highlighted during these first five years of the Highway Concessions is the duplication of 76 kilometer stretch of the BR-116 highway. Out of this length, 63 km have already been finished and delivered for normal traffic circulation. The remaining 13 km are waiting legal decisions which will allow restarting the works. Altogether, the investment works are worth around R$300 million. Navas confirms that the company’s plans for the next five years include as a main objective the continuation of the duplication process on highway BR-116. “Our investment is based on the Highway Exploitation Program, used as the basis for the Concession Agreement. The main focus of VIABAHIA investment is the continuous improvement of services provided to highway users. Investment in 2014 exceed R$ 330 million,” the CEO concluded.
Company Information INDUSTRY
Road management HEADQUARTERS
Salvador, Bahia - Brazil E S TA B L I S H E D
2009 EMPLOYEES
800 PRODUCTS/ SERVICES
Road management, works and services to users MANAGEMENT
José Carlos Navas Fernandes: CEO Pedro Achkar de Mendonça Pinto: Associate Director
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