Powering data centres with a global ecosystem platform
Construction AUTUMN/WINTER 2020
constructionglobal.com
AR
COVID BOOSTS UPTAKE OF AR AS INDUSTRY TURNS TO TECH
DEEP DIVES FOR DATA Microsoft’s Project Natick could serve as a blueprint for data centre construction
HOSPITALS BUILT DURING COVID-19
Transforming Utilities Projects to Meet the Challenges of the 21st Century To effectively manage growing portfolios of capital projects, organizations require project management solutions that offer mobility, accessibility, and visibility across entire programs and functional teams to help streamline and automate processes. Do you have what it takes?
FOREWORD
W
elcome to the Autumn/Winter issue of Construction Global magazine! There hasn’t been much to celebrate as this universally challenging year draws to a close, but the construction industry’s concerted efforts to rally round during the crisis has definitely been one of the positive developments of 2020. In our own small tribute, we have highlighted the Top 10 Hospitals which have stood out for providing largescale healthcare support globally.
While it may be premature to say we’re on the road to recovery, they are welcome indicators that activity is on the up across key infrastructure, residential, energy and technology sectors. There is much work ahead. But with ongoing digital transformation, coupled with strong fundamentals for housing demand and infrastructure growth, change is in the air. The construction industry should enter the new year with cautious optimism – and take pride in its pivotal role supporting the healthcare sector. Dominic Ellis
Talking of positive omens, whether it’s Google building a new 80-acre campus in San Jose, plans for a £5 billion development in North London or new windfarm projects in Spain, there is no shortage of activity. It’s clear construction will be key to driving growth in the immediate aftermath of the pandemic and beyond.
Get in touch: dominic.ellis@bizclikmedia.com
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PUBLISHED BY
EDITOR
Dominic Ellis EDITORAL DIRECTOR
Scott Birch CREATIVE TEAM
Oscar Hathaway Sophia Forte Sophie-Ann Pinnell Hector Penrose PRODUCTION DIRECTORS
Georgia Allen Daniela Kianickovรก
PRODUCTION MANAGER
MEDIA SALES DIRECTOR
Owen Martin
James White
DIGITAL VIDEO PRODUCERS
DIGITAL MEDIA DIRECTOR
Kieran Waite Sam Kemp
Jason Westgate
MARKETING DIRECTOR
Stacy Norman
CHIEF OPERATIONS OFFICER
Leigh Manning
PRESIDENT & CEO DIGITAL MARKETING MANAGER
Glen White
Shirin Sadr DIGITAL MARKETING EXECUTIVE
Kayleigh Shooter PROJECT DIRECTORS
Manuel Navarro Tom Venturo c o nst ruc t i o ngl o b a l. com
10
Deep Dives for Data
32
44 Taking a Green Stance on Concrete
66
56
Hospitals Built During COVID-19
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Tr y a De m o Star t a Disc ussio n Con ta c t Us
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84 EEI Corporation
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122
CRU Group
Digital Realty
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AUTUMN/WINTER 2020
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TRANSFORMING OPERATIONS THROUGH DIGITISATION WRITTEN BY
SEAN GALEA-PACE PRODUCED BY
GLEN WHITE
c o n s t r u c t io n gl o b a l . c o m
M C D E R M O T T I N T E R N AT I O N A L I N C
Mark Lowman, Vice President of Operations at McDermott, discusses the impact of COVID-19 in the oil and gas industry
M
cDermott is a premier, fully-integrated provider of technology, engineering and construction solutions to the energy indus-
try. Operating in over 54 countries, McDermott’s locally focused and globally integrated resources include more than 42,000 employees, a diversified fleet of specialty marine construction vessels and 12
fabrication facilities worldwide. Mark Lowman is Vice President of Operations at McDermott. Having spent his early career as a Submariner in the Royal Navy, Lowman worked his way through the ranks to advance to Lieutenant Commander, before spending a further four years with the Royal Australian Navy. In 2000, Lowman left the Navy and joined the oil and gas industry and, over the next few years, gained experience as a Project Manager delivering projects in the Subsea, Offshore and Onshore business segments. In 2012, he joined McDermott to oversee company fabrication operations in Asia and to manage the Batam Fabrication yard. Two years later, he stepped into his current role as Vice President of Operations and is now based in Houston, Texas. “I loved my career with the Royal Navy, but I always knew I was AUTUMN/WINTER 2020
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c o n s t r u c t io n gl o b a l . c o m
— Makes operations and asset optimization easier than it looks ABB Ability™ Genix Industrial Analytics and AI Suite In today’s trying times, we need every angle to solve business challenges faster. Analyzing data can give us an edge. But deciding which data and how is a whole different game. As a leader in digital technologies that help customers improve operations, we developed the ABB Ability™ Genix Industrial Analytics and AI Suite. Genix takes data from distributed control systems and devices, and combines it with data from information and engineering systems to provide multidimensional analytics that help you increase production, optimize assets and streamline business processes. Artificial Intelligence helps you produce predictive and prescriptive actions to improve. The Genix platform is augmented with easy-to-use applications and supplemented with expert ABB services to help you find the right solution to solve business challenges faster. abb.com
ABB: accelerating digitalisation with McDermott ABB is a leading global engineering company that energizes the transformation of society and industry to achieve a more productive, sustainable future. By connecting software to its electrification, robotics, automation and motion portfolio, ABB pushes the boundaries of technology to drive performance to new levels. Heather Cykoski is the Group Vice President at ABB. Having worked for the organisation since 2005 in several different leadership positions, she has a comprehensive understanding of the industry and has observed her organisation’s digital transformation journey first-hand. “It’s incredibly interesting to be where we are today. Digitalisation has been at the core of what we do for many years; however, the acceleration of implementation today is truly transformational,” explains Cykoski. “Now is the time for those who lead in this space to transform and deliver digital value to both our own operations and to our customers. Today’s challenging economy makes this more urgent than ever. There is so much more to deliver, and we need to deliver fast.” Rajesh Ramachandran is the Chief Digital Officer for ABB’s Industrial Automation business. He joined ABB in February 2019 and brings over three decades of experience in technology and business leadership to ABB, having helped to transform world-class multinational organisations such as Oracle, Siemens, PayPal and more.
ABB Partner Video
“Having established a key, strategic business relationship with McDermott, Cykoski affirms that this collaboration is influential to mutual success. “The partner ecosystem has changed. The combination of a technology provider like ABB, and an EPC like McDermott, supporting the end user, is the trifecta that creates the perfect project,” says Cykoski. “We know how important an EPC is: 80% of large projects go through an EPC. When you look at digitalisation and partnerships, what it truly means is that you trust one another and collaborate to provide value. McDermott and ABB both have very similar outlooks and values, and that is key.”
“With the future in mind, Ramachandran has a clear idea of what the partnership with McDermott could hold. “We’re actively working on how to build solutions together that have a “Different customers are at different points of lifecycle value for customers, from design through their digital transformation journeys,” says operations through continuous improvement,” he Ramachandran. “This is even true with the solution says. “The trusted relationship that we have with providers as they are learning along with the McDermott is important to ensure projects are customers on what the real value of digital is to delivered on time at the right cost. There is now a drive business outcomes. In today’s highly new normal in the industry following the pandemic. competitive landscape, industries are able to It’s the right time for partners to come together embrace digital technologies to address their core and develop, test and implement new technologies — challenges, while striving for operational excellence that challenge traditional ways of working. We’re Makes operations and asset and output of the highest quality. Digital confident that by working together, we will ensure transformation has becomeoptimization a high priority due easier safer, than smarterit and more sustainable operations looks to its promise of addressing strategic business across the industry. “It’s a great opportunity to ABB Ability™ Industrial Analytics andknowledge AI Suite imperatives. Many companies are struggling withGenix bring the combined power of domain how to leverage this potential. We believe the and leading technology to our customers. We’re In today’s trying times, we need every angle to solve business challenges faster. Analyzing data industry must adopt a clear can roadmap of how to confident this jointgame. value will help our give us an edge. But deciding which data and how is a whole different As a proposition leader in technologies that help customers improve operations, we developed the ABB Ability™ address digitalisation, from digital enabling it to customers succeed today and tomorrow .” Genix Industrial Analytics and AI Suite. Genix takes data from distributed control systems and implementing it through focused solutions, devices, and combines it with data from information and engineering systems to provide multidimensional analytics that help you increase production, optimize assets and streamline keeping in mind the longer digitalisation journey. business processes. Artificial Intelligence helps you produce predictive and prescriptive actions to improve. effectively The Genix platform is augmented with easy-to-use applications and supplemented At ABB, we can help our customers with with expert ABB services to help you find the right solution to solve business challenges faster. these challenges.” Learn more abb.com
M C D E R M O T T I N T E R N AT I O N A L I N C
“MCDERMOTT HAS CREATED AN ENVIRONMENT WHERE EMPLOYEES ARE ENCOURAGED TO ENGAGE AND PROMOTE THEIR IDEAS AND WE HAVE A MANTRA TO ‘TAKE THE LEAD” 16
Mark Lowman, Vice President of Operations, McDermott
going to move jobs eventually because there comes a time when you can no longer serve at sea,” explains Lowman. He studied at Deakin University and was awarded an MBA in Law, Finance, Human Resources, Economics and Marketing in 2001. He points to that experience as vital in providing a network of like-minded individuals. “That programme had a big influence on me as I got introduced to a number of senior executives from other companies and those conversations about opportunities really drove me to switch my career.” Lowman believes the oil and gas industry has been slower to adopt new technology than other industries, but recognises that digitalisation is beginning to have a greater influence on operations. “When I started, digitalisation was in its infancy in the industry,” he explains. “McDermott was still working in the same way it always had with adequate systems and processes while not fully understanding the benefits of digitalisation. We have created our Digital and Project Innovation Group who are supported by resources across the organisation. This allows us to educate our employees and the leadership as
AUTUMN/WINTER 2020
Ship-to-Ship Motion Measurement System CLICK TO WATCH
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2:48
17 we prepare to evolve to a digital culture.
we can find. Going forward, our focus
Digital disruption is very likely to upend
is heavily on technologies which help
the way we operate.” Pointing to his
us improve collaboration, expand our
organisation’s ongoing digital transfor-
project predictability through analytics
mation journey, Lowman acknowledges
and automate repetitive activities to free
that there has been a combination of
up our people.”
small point solutions as well as longer
With the COVID-19 pandemic
running programmes. “We’re leveraging
impacting businesses across the globe
cloud technology in certain areas, such
during the first half of 2020, Lowman
as our ERP and utilising technology
recognises how difficult the challenge
platforms like PLM from the aerospace
of transforming operations rapidly was.
and automotive industries,” he says. “We
“There’s no doubt that COVID-19 has
have tried to ensure that we don’t have
had a significant influence on the way
an ‘only invented here’ mentality and are
businesses operate now,” he explains.
always looking to leverage the best that
“Almost overnight, we had to switch c o n s t r u c t io n gl o b a l . c o m
M C D E R M O T T I N T E R N AT I O N A L I N C
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AUTUMN/WINTER 2020
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“THE KEY IS UNDERSTANDING THE CUSTOMER’S DRIVERS” Mark Lowman, Vice President of Operations, McDermott c o n s t r u c t io n gl o b a l . c o m
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ServiceNow: driving digitalisation with McDermott Kevin Galloway, Director of Enterprise Sales, and Sunny Mahato, Advisory Solution, Consultant at ServiceNow discusses their firm’s partnership with McDermott. ServiceNow is an industry leading SaaS provider, helping to make the world work better for people and has a mission to improve the overall employee experience. ServiceNow has formed a key, strategic relationship with McDermott and helps the organisation with their digital strategy. Kevin Galloway is a Director of Enterprise Sales at ServiceNow. Having been with the company since February 2019, he has operated in the oil and gas industry over the past decade and has observed the rise of digital transformation first-hand. “Before McDermott brought in ServiceNow, they had a very manual process,” he explains. “If there was an issue, it would have to be passed around different employees until it reached the right person. With ServiceNow, we automate that process.” Sunny Mahato is an experienced technology leader with experience in strategic account software sales cycles, advanced enterprise software applications, business process optimisation, solution development and consultancy. He believes that ServiceNow’s solution is of significant value to McDermott as it streamlines the process considerably. “McDermott doesn’t have to worry about maintaining or managing the servers or having people go into the office to look after it. It’s all driven from the cloud.” Prior to joining forces with ServiceNow, McDermott had no way of tracking inventory or streamlining their HR processes. Galloway believes that upon the beginning of the partnership with his organisation, the cost savings have been considerable. “McDermott went from 100% manual intervention and spreadsheets to now running our platform which they now use as ERP,” he says. “They track millions of dollars of assets automatically through our platform and their onboarding process has transformed from a manual process to a workflow which streamlines that process. Sometimes, people don’t realise
ServiceNow
the cost involved with some of these manual processes and the cost savings are in the millions.” Mahato affirms the importance of displaying a compassionate and understanding approach to customers and employees alike. “Our mission is all about showing compassion to not just employees but also our customers, particularly in the current challenging environment,” says Mahato. “We want our employees and customers to know that we stand with them.” Looking to the future, Galloway has a clear idea of the next stage of the partnership with McDermott. “As we continue to grow our relationship with McDermott, we want to begin to leverage AI into our platform and machine learning to help McDermott further automate their environment,” explains Galloway. “The world is going more mobile, particularly because of COVID-19. Working from home isn’t going to go away so being a cloud-based mobile platform provider has become more important than ever. The ability to connect mobily and through an automated fashion is vital.” Mahato adds that he believes in an agile and lean approach in order to drive success in the market. “We’re hopeful we can continue to help McDermott with project management and introducing greater technology such as AI and ML,” adds Mahato. “It’s crucial to be as proactive as possible instead of reactive.”
M C D E R M O T T I N T E R N AT I O N A L I N C
22
from a normal office environment to
reassurance,” says Lowman. “We have
virtual working. Travel restrictions meant
fabrication operations where we have
that we haven’t been able to visit our
thousands of staff that work in close
customers face to face and as we’re a
proximity to one another and we need
global operation, travel was an essential
to be able to communicate and reassure
element to remain connected. COVID-
them, while ensuring they understand
19 has forced us to make the switch
the evolution post-COVID-19.” Despite
to online communications as well as
the unprecedented challenge of the
encouraged us to find innovative ways
coronavirus, McDermott managed to
of working together.” Lowman rec-
keep all sites fully operational glob-
ognised the importance of reassuring
ally. “From the beginning, our QMW
employees while undergoing significant
Fabrication operation on the Qingdao
disruption and change to everyday
coast, Shangdong province, Central
operations. “Our employees needed
China, was able to respond quickly and
AUTUMN/WINTER 2020
E X E C U T I V E P R OF IL E :
Mark Lowman Title: Vice President of Operations Industry: Oil & Energy
Company: McDermott
Location: Texas, USA
Mark Lowman is an accomplished, highly resourceful Executive Management professional with a wealth of experience in managing multi-billion dollar construction projects in the Oil and Gas industry from inception to delivery. Prior to his career in the oil and gas industry, Mark had a successful naval career moving from the ranks to Lieutenant Commander. Mark has been with McDermott International Inc. for seven years in a variety of roles, including as the Director of Fabrication in Batam, Indonesia, Senior Director of Commercial Asia Pacific, and Vice President of Project Execution in both Asia Pacific and in Houston. Prior to McDermott, Mark held leadership positions at Technip Oceania Pty Ltd. Marks holds a Master of Business from Deakin University and has degrees in Nuclear Engineering, Naval Science and Operational Studies, from Britannia Royal Naval College and Royal Naval College Greenwich. Mark has a proven track record leading global operations, building business and setting up operations in new geographical areas and countries. He is a results-driven business leader who creates shared vision and leads from the front, to build, empower and motivate multi-cultural, cross-functional teams to achieve goals.
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M C D E R M O T T I N T E R N AT I O N A L I N C
O N E MCDERMO T T WAY
Customers rely on McDermott to deliver certainty to some of the most complex projects, from concept to commissioning. To help provide consistency and assurance of delivery, McDermott has established the “One McDermott Way” which means the same vision, values and processes are always observed.
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AUTUMN/WINTER 2020
“This particularly helped when we combined with CB&I as we put a huge amount of effort in working as coming together as one team,” says Lowman. “McDermott has created an environment where employees are encouraged to engage and promote their ideas and we have a mantra to ‘take the lead.’”
Our Vision is One CLICK TO WATCH
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1:53
25 proactively by introducing control and
McDermott currently has a backlog
mitigation measures well in advance
of US$16bn worth of projects to execute
of Government restrictions,” explains
over the next few years. “This is a great
Lowman. “This has also been the case
position to be in, particularly at a time
for all our fabrication yards including
when market conditions are so uncer-
Dubai, Indonesia and Mexico, as well as
tain,” affirms Lowman. The projects
our project construction sites in the US
in question include BP Cassia – Cassia
and across the world.” McDermott took
C Greenfield and Gulf Coast Joint
the pandemic seriously from the outset
Ventures – MEG project. “In terms of BP
and quickly established global and local
Cassia, McDermott is undertaking the
area Crisis Management Teams. “We
procurement, construction and fabrica-
very quickly and efficiently developed
tion of a 7,250 MT topsides and a 3,400
procedures and processes to manage
MT four-legged jacket and piles. That
our response to the pandemic, but more
project is progressing well and our fabri-
importantly to keep our employees safe.”
cation yard in Mexico has remained open c o n s t r u c t io n gl o b a l . c o m
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27,000 Tons delivered in 17 months
“WHEN I STARTED, DIGITALISATION WAS IN ITS INFANCY IN THE INDUSTRY” Mark Lowman, Vice President of Operations, McDermott
you can’t do it as a one- man band. You need a series of experienced, industry professionals whom you can trust to build the team and empower them to align to the project goals.” McDermott places considerable value on sustainability and has established several CSR initiatives. McDermott holds an Annual Batam International Golf Tournament which has been able to raise over US$1mn to fund the build-
during the pandemic and has responded
ing of orphanages in Batam Island in
with remarkable productivity,” explains
Indonesia, providing health kits to chil-
Lowman. “With the MEG project, we’re
dren, digging wells for a nearby island
fabricating large modules in two of our
and offering a range of other events.
global fabrication yards. The first mod-
“We have a series of sustainability goals
ules were delivered in early April and they
that we’ve been developing over time,”
are now in Texas where the construction
explains Lowman. “We like to engage
site is putting together and creating the
with the communities to ensure we
plant.” Despite the seismic shift in the
provide the support that is needed and
scale of projects, Lowman believes the
make sure that McDermott as a busi-
core foundations remain the same. “The
ness is conscious of the worldwide effort
key is understanding the customer’s
to reduce carbon footprint.” Those goals
drivers,” explains Lowman. “This will help
that Lowman mentioned centre around
execute the project successfully and
developing sustainable solutions that
provide a level of assurance to the cus-
support energy transition, contribut-
tomer. As a project director, I would want
ing to sustainable growth, reducing
to build a project management team with
operational environmental footprint and
a high-level of experience. With some of
promoting workplace and community
these larger multi-billion dollar projects,
wellbeing. Having previously focused on c o n s t r u c t io n gl o b a l . c o m
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M C D E R M O T T I N T E R N AT I O N A L I N C
developing natural gas power technology that produces low cost electricity while providing zero carbon emissions with NET Power, Lowman says that McDermott remains well placed to keep sustainability at the fore. “Everyone understands that climate change is an area that needs to be considered in planning,” he says. “Clean Fuels and NET Power have generated interests and we’re still providing customers with the opportunity to become engaged.” Lowman recognises the importance 28
of partnerships and believes developing key, strategic business relationships are vital to success in the oil and gas industry. “Due to the sheer size of some of the projects, it means that you have to share the risk and one partner may have a higher level of expertise in a particular area
“DIGITAL DISRUPTION IS VERY LIKELY TO UPEND THE WAY WE OPERATE”
than another,” he explains. “However,
Mark Lowman, Vice President of Operations, McDermott
as particularly important. “We’ve been
AUTUMN/WINTER 2020
by working together, this allows for more confidence in delivery and we rely on partners and vendors across the globe.” Lowman points to McDermott’s relationship with Baker Hughes and ABB working together on Subsea production solutions in conjunction with Subsea
29
umbilical rises and flow lines (SURF)
Onshore and Offshore business and
and by collaborating we’ve been able
is extremely supportive. They’re also
to offer solutions to the market that can
involved in some of our management
deliver savings to the customer that are
discussions with customers in terms of
potentially in the millions,” says Lowman.
providing the best lower cost solutions
“ABB is a great supporting company
that the customer is always looking for.
that provides technical solutions to help
The relationship is really built on aligned
us position ourselves to win work. ABB
goals and the ability to communicate
offers switchboard equipment for our
and work together effectively.” c o n s t r u c t io n gl o b a l . c o m
M C D E R M O T T I N T E R N AT I O N A L I N C
Striving to make the world better, for everyone To help solve the biggest flow-control challenges, customers worldwide rely on the product brands, engineering, project management and service expertise of Flowserve. We help our customers lower operating costs, optimize performance, prolong equipment life, mitigate risks and drive higher productivity.
“I BELIEVE WE WILL EVOLVE AND BECOME A DIFFERENT KIND OF COMPANY, BUT WE WILL ALWAYS BE HERE TO DELIVER PROJECTS TO OUR CUSTOMERS” Mark Lowman, Vice President of Operations, McDermott 31 Having been around for almost 100
the forefront of technology and the
years, McDermott has significantly
ability to continue to offer project
evolved over the years. Following the
concepts to final delivery to our
merger of McDermott and CB&I in
customers both upstream and down-
2018, the organisation has matured
stream from Petrochemical and LNG
into a company that has a presence
plants, Storage Tanks and Offshore
both Onshore and Offshore. “Despite
and Subsea. I believe we will evolve
the challenges, we’ve adjusted and
and become a different kind of com-
grown,” affirms Lowman. “We con-
pany, but we will always be here to
tinue to be a company that prides
deliver projects to our customers.”
itself on technology-led solutions and we have secured a partnership with Lummus Technology for the longer term. This relationship will enable McDermott to remain at c o n s t r u c t io n gl o b a l . c o m
PROJECT MANAGEMENT
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AUTUMN/WINTER 2020
DEEP DIVES FOR DATA WRITTEN BY
DOMINIC ELLIS
c o nst ruc t i o ngl o b a l. com
33
PROJECT MANAGEMENT
The success of Microsoft’s Project Natick could serve as a blueprint for future data centre construction and delivery
M
ention data centres and your mind jumps
to subterranean light-flickering units lined up row after row, often unremarkable
in their profile if increasingly essential in today’s digital-oriented world. From the largest multina-
tional to the humblest remote worker, they are the technological glue as we all strive for improved reli34
ability and performance. For IT giant Microsoft, increased data demands have led to some out of the box thinking – not so much in the cloud, but beneath the sea. Project Natick involved lowering a shipping containersized unit 117 feet onto the sea floor off Scotland’s Orkney Islands to assess the feasibility of underwater data centres. The Northern Isles underwater datacenter was manufactured by Naval Group and its subsidiary Naval Energies, experts in naval defense and marine renewable energy. Green Marine, an Orkney Islandbased firm, supported Naval Group and Microsoft on the deployment, maintenance, monitoring and retrieval of the datacentre, which Microsoft’s Special Projects team operated for two years (the
AUTUMN/WINTER 2020
35
c o nst ruc t i o ngl o b a l. com
U N D E RWAT E R D ATA CENTRE BENEFITS
prototype, supplied by onshore power, was actually deployed in the Pacific
• They can be deployed quickly and run for years without any human intervention or repairs • They serve as ‘anchor tenants’ for land-based renewable energy farms • Underwater centres help cloud providers manage growth in a sustainable way • They reduce construction costs and limit costs associated with cooling machines
Ocean for four months in 2015). The Northern Isles was deployed at the European Marine Energy Centre, a test site for tidal turbines and wave energy converters. Tidal currents there travel up to 9 miles per hour at peak intensity and the sea surface roils with waves that reach more than 60 feet in stormy conditions. The experiment, which concluded in the summer, yielded some interesting findings, principally that servers were up to eight times more reliable than their dry-land counterparts. Alongside
c o nst ruc t i o ngl o b a l. com
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PROJECT MANAGEMENT
P R O J E C T N AT I C K V I TA L S TAT S
• 40-foot container submerged off Orkney Islands • Subsea docking structure is 14.3 metres long and 12.7 metres wide • Payload of 12 racks containing 864 servers
38
and air moisture are not the best friends – and the second phase looked at whether it could be turned into a manufacturable, production-scale component. The container allows it to neatly fits onto a trailer and cargo ship – and the unit can be built to scale. “So far as we’ve been monitoring it . . . using the same components, we
• 27.6 petabytes of disk – enough for about 5 million movies
saw one-eighth the failure rate of the
• 100 per cent powered by locally produced renewable energy in Orkney Islands
whole deployment process, now let’s
ocean centre as we do on land,” he said. “We’ve proven we can do the finish the story and show that we can do the retrieval and do the recycling
• Pods could be deployed within 90 days
when it does reach end of life, and
• Target lifespan is 20 years
Admittedly, the Orkney Islands
make sure that entire cycle is possible.” offered some unique attributes. Mike Sheppard, Senior R&D Engineer,
data analysis, the project was vital in
said: “Orkney is a great place for this
processing workloads for a global, dis-
partnership because they have renew-
tributed computing project (Folding@
able energy for 100 percent of their
home) to understand the viral proteins
grid power. This project gives us the
that cause COVID-19 and design
ability to feel like we’re working not
therapeutics to stop them.
just on computers and data centres
Principal Researcher Spencer
but, moving forward, environmental
Fowers said phase 1 assessed the
responsibility as a company and
logistical and operational capability
individuals.” While variances in the
of having computers in water – oxygen
availability of both power sources
AUTUMN/WINTER 2020
Microsoft reveals findings from Project Natick, its experimental undersea datacenter CLICK TO WATCH
|
2:16
39 would have proven a challenge for the
Cooling is an important aspect as
infrastructure power requirements of
costs can spiral operating chiller plants
a traditional, overland data center in
to prevent computers overheating. The
the same region, the grid was more
cold deep seas automatically make
than sufficient for the same size opera-
data centres less costly and more
tion underwater.
energy efficient and they’re not prone
The future relationship between data
to fluctuating seasonal temperatures.
centres, power and the environment
Cool, stable climates, like the Nordic
is likely to be more closely entwined.
region, allow centres to cool efficiently
Such centres will likely consume a lot
and save energy (see graphic).
less power than they do currently –
So what are the drawbacks?
and within five years, solar, natural gas,
Keeping ocean creatures off the con-
wind and nuclear will be more part of
tainers is definitely one, as barnacles
the energy mix, creating new renew-
could disrupt heat outflow. The current
able opportunities.
tech hasn’t reached cost parity with c o nst ruc t i o ngl o b a l. com
PROJECT MANAGEMENT
40
“ This project gives us the ability to feel like we’re working not just on computers and data centres but, moving forward, environmental responsibility as a company and individuals” AUTUMN/WINTER 2020
solar or wind for most locations, and a
while keeping energy and operation
larger centre would require significant
costs low, while providing smaller cen-
power (100MW or more).
tres closer to customers, instead of
But Microsoft’s Natick experiment
routing everything via centralized hubs.
illustrates the benefits of portable,
After each deployment, the data cen-
flexible data centre deployments in
tre can be redeployed and reloaded
coastal areas – which are home to 10
with new computers, and the target
per cent of the world’s population, and
lifespan is 20 years.
more than half the world lives within
The company will now look into see-
120 miles of the sea. They can prove
ing how it can scale up the size and
a modular way to scale up data needs
performance of each facility by linking
41
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PROJECT MANAGEMENT
42
more than one together to combine
a satellite ground station service and
their capabilities.
a colocation agreement with satellite
Researchers will now be looking
broadband provider SES. Satellites
into exactly what was responsible
are less prone to infrastructure chal-
for this greater reliability rate in
lenges in terms of unplanned issues
the hopes of also translating those
with ground-based infrastructure.
advantages to land-based server
“We are extending Azure from
farms for increased performance
under the sea to outer space,” said
and efficiency across the board.
Microsoft CEO Satya Nadella dur-
Now that the idea of placing data
ing his opening keynote of the Ignite
centres underwater is no longer
event, referencing Project Natick.
fanciful, Microsoft is now exploring
“With Azure Orbital, we are now taking
space, recently announcing plans for
our infrastructure to space, enabling
AUTUMN/WINTER 2020
the Global Data Centre Power Market was valued at US$17.45 billion in 2019 and is projected to reach US$28.44 Billion by 2027, growing at a CAGR of 6.32 percent from 2020-2027. Rising digitization is resulting in a rapid expansion of digital infrastructure is expected to define the growth of the data centre power industry over the coming years. Moreover, the rising adoption of cloud computing is also driving the cloud data centre market. The data centre market in China and Hong Kong data alone is expected to reach revenue of close to $27 billion by 2025, according to ResearchandMarkets.com, driven anyone to access satellite data and
by the increase in the investment in
capabilities from Azure.”
artificial intelligence, blockchain, and
Commercial imaging companies are
quantum computing.
collecting upwards of 100TB or more
Writing about the Future of date
per day every day, accumulating huge
centres in the post-COVID world, Ed
data sets measured in petabytes per
Butler, CEO of Amito, said: “Covid-19
company, according to datacenter-
has placed data centres at the centre
frontier.com.
of key IT decision-making and as we continue to evolve with the new world
MEETING FUTURE CHALLENGES
of distributed workforces and blended
All existing data centres use roughly
working options, we’ll see flexibility,
2 percent of the world’s electricity.
scalability and efficiency as the new
According to Verified Market Research,
standard in data centres.” c o nst ruc t i o ngl o b a l. com
43
E Q U I P M E N T S A N D M AT E R I A L S
Taking a Green Stance on Concrete WRITTEN BY
DOMINIC ELLIS
44
AUTUMN/WINTER 2020
45
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E Q U I P M E N T S A N D M AT E R I A L S
More companies are rolling out CO2-emissions friendly cement – but can the industry deliver a green building revolution in time to save the environment?
I
f water is essential to life, cement must run a close second. It’s hard to think how our lives
would function without the durable, waterproof
and ubiquitous material. Around 2.5 tonnes of
46
concrete are poured for every person on the planet every year and global demand isn’t likely to shrink soon either, when you consider many emerging economies are going through a construction boom and 80 percent of the world’s population is expected to live in cities by 2050. The one major drawback is that cement production accounts for around 8 percent of global CO2 emissions and more than half are linked to the process for producing clinker. The cement manufacturing process also includes emissions of airborne pollution in the form of dust, greenhouse gases, noise and vibration when operating machinery and during blasting in quarries, and damage to countryside from quarrying.
AUTUMN/WINTER 2020
47
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C O N C R E T E A LT E R N AT I V E S
Graphene-Infused Concrete Graphene Is a lightweight, f lexible semimetal that is 200 times stronger than steel. This material is also near impermeable, and its addition to concrete makes it twice as strong and four times more water resistant than normal concrete. As grapheneinfused concrete is stronger than regular concrete, half the amount is needed to complete construction projects, reducing carbon emissions during the concrete production process. Root Vegetables Could one solution lie in beetroots and carrots? Scientists add nanoplatelets taken from vegetable fibers to cement to increase the amount of calcium silicate hydrate in the mix. Adding more of this compound makes the concrete stronger and denser. Because
this concrete is stronger and more durable, less is needed to complete construction projects. As an added bonus, using vegetable nanoplatelets is cheaper than additives such as graphene. Coal Waste Researchers have also developed ways to make concrete with coal f ly ash. When using this material, the concrete doesn’t need to be heated, nor cement added. Not only does using coal f ly ash cut down on the concrete production processes that create CO2 emissions, but it also prevents this byproduct from ending up in landfills. Green options Straw bales Biofuel waste, grasscrete, ashcrete, hempcrete, bamboo, recycled plastic, wood, mycelium and ferrock are all being explored as alternatives to concrete.
c o nst ruc t i o ngl o b a l. com
49
E Q U I P M E N T S A N D M AT E R I A L S
“ Due to the effect of CO2 emissions on global warming and the importance of implementing new solutions to reduce the environmental impact, we look forward to joining efforts with other companies that are also working towards achieving carbon neutrality.” — Gonzalo Galindo, Head of CEMEX Ventures
but it’s fair to say cement’s unfavourable perception is firmly set among public and governments.
Interestingly, a recent University of 50
With the UN IPCC report stating
Southern Denmark study found that
we have 10 years left to keep global
cement’s environmental impact may
warming below 1.5 degrees Celsius
be over-stated and about 30 percent
and prevent irreversible environmental
of the total CO2 emissions from
damage, the construction industry
cement production are taken up by
finds itself under greater scrutiny.
concrete structure in a ‘fungal effect’;
It needs to come up with feasible
AUTUMN/WINTER 2020
Vertua Low Carbon Concrete From CEMEX CLICK TO WATCH
|
1:43
51 alternatives, and quickly. Construction
ambition for a carbon neutral future.
can no longer see itself as part of the
The movement is tangible globally,
problem but a key element of the cli-
with Chinese President Xi Jinping
mate change solution.
recently announcing it is aiming to be
Encouragingly, 40 of the world’s leading cement and concrete com-
carbon neutral by 2060. These broad timeframes may be
panies have unveiled a joint industry
ground in realism, though they’re
‘2050 Climate Ambition’ that contains
unlikely to placate the green lobby
a roadmap for how the concrete indus-
eager to see immediate change. Can
try can become carbon neutral in 30
we comprehend how much cement –
years. Launched by the Global Cement
green or otherwise – will be poured in
and Concrete Association (GCCA) on
the next three decades? Constantly
behalf of its member companies, it is
improving technology may be a key
the first time the companies have come
tool on the industry’s side, but time is
together globally to state a collective
of the essence. c o nst ruc t i o ngl o b a l. com
E Q U I P M E N T S A N D M AT E R I A L S
BIG TECH SUPPORTS CARBONCURE
52
CarbonCure Technologies, a Canadian cleantech company that develops carbon dioxide removal (CDR) solutions for the concrete industry, has received investment from leading technology and property developers. Amazon’s Climate Pledge Fund and Breakthrough Energy Ventures co-led the investment syndicate which comprises Microsoft,
BDC Capital, 2150, Thistledown Foundation, Taronga Group and GreenSoil Investments. CarbonCure, which hopes to remove 500 megatonnes of carbon dioxide annually from the concrete industry by 2030, injects a precise amount of CO2 into wet concrete mixes to form Calcium Carbonate (CaCO3), which makes the structure stronger.
THE INDUSTRY RESPONSE
in classic, plus and ultra zero, includes
CEMEX, one company striving to
the option to offset residual CO2 to
deliver net zero concrete globally by
provide a carbon neutral product.
2050, is pioneering the use of recycled
The most green-friendly ultra zero
materials in blended cement produc-
offers about 70 percent CO2 reduction
tion in the UK and subsequently for
compared with standard concrete. All
end use in concrete, and its Vertua
its products have achieved BES6001
low carbon concrete range, available
responsible sourcing accreditation,
AUTUMN/WINTER 2020
meaning that its readymix concrete
University of Sydney researchers
products are responsibly sourced and
recently poured ‘green cement’ – pave-
customers can score more credits
ment made from a unique mix of fly ash,
under BREEAM.
and waste materials including ground
A recent tie-up recently saw
glass and gaseous carbon dioxide.
CEMEX Ventures sign an agree-
The trial eco-pavement has saved
ment with Carbon Clean to develop
752kg of sand from being dredged and
a carbon capture solution for the
327kg of carbon dioxide being emitted
cement industry that lies below
into the atmosphere, while its produc-
the line of US$30/ton cost of CO2
tion has saved the equivalent energy of
captured. Could this prove to be the
1,000 cups of coffee or driving a car
‘game changer’, allowing for the eco-
over 1,800km. Researchers are also
nomically viable capture of carbon
testing an algorithmic intelligence tech-
emissions in the cement industry at
nique that adapts the concrete blend
an industrial scale?
to specific applications.
Gonzalo Galindo, Head of CEMEX
Scientists at London-based
Ventures, said: “Due to the effect of
Novacem claim to have developed a
CO2 emissions on global warming and
new form of concrete that effectively
the importance of implementing new
absorbs large amounts of carbon
solutions to reduce the environmental
dioxide as it hardens. Novacem’s
impact, we look forward to joining
new version of concrete, uses a
efforts with other companies that are
different raw material, magnesium
also working towards achieving car-
sulphate, which requires much less
bon neutrality.”
heating. Novacem claim that each c o nst ruc t i o ngl o b a l. com
53
E Q U I P M E N T S A N D M AT E R I A L S
tonne of cement can absorb up to 0.6 tonnes of CO2 (compared with each tonne of old style cement emitting about 0.4 tonnes). Carbon Clean, which now has proven scale across 10 locations, including the UK, India, US and Germany, uses an integrated modular system that works using rotating packed beds (RPBs) to intensify the carbon capture process. This technology could provide a significant reduction in both capital cost 54
and equipment size, when compared to traditional capture technologies, enabling the wider-scale commercial deployment of carbon capture sys-
Replacing one tonne of Portland
tems. The technology will be tested
Cement with one tonne of Regen
for the first time in the cement industry
in EcoPlus concrete reduces the
at a CEMEX facility by deploying an
embodied CO2 by around 850kg.
industrial-scale pilot during the first
EcoPlus Regen’s applications are
quarter of 2021.
fairly broad too, covering foundations,
Hanson’s range of sustainable con-
pavements, structures and bespoke
cretes, including EcoPlus, are available
mixes; it’s been used in the ‘Walkie
from all static and mobile production
Talkie’ building in central London –
plants. EcoPlus concrete mix with
which has an 80.2 percent BREEAM
70% Regen Ground Granulated Blast
rating – and a 20-storey building in
Furnace Slag (GGBS) was used in the
Canary Wharf.
turbine bases at the Clyde Wind Farm adding sustainability and durability. AUTUMN/WINTER 2020
Ecocem claims to manufacture a cement with a carbon footprint 16
55
times lower than other cements pro-
Oxara, launched last October, is
duced in Ireland. It is also a proponent
another company which is focusing on
of GGBS, using it in combination with
construction waste (excavation mate-
Portland cement to produce superior
rial) to build sustainable and affordable
longer lasting concrete. Ecocem
housing, claiming its Cleancrete
GGBS is an industrial by product that
produces 90 percent CO2 reduction
is diverted from landfill and up-cycled
and cost reductions compared with
into a commodity product, produced
conventional concrete.
by drying and grinding the GBS at
Another energy-saving innovation
its milling plant in Dublin. On exiting
concern’s Peri’s handheld Sono WZ
the iron processing system, molten
Concrete sensor, which can measure
blastfurnace slag is rapidly quenched
the water to cement ratio in fresh con-
with water to form Granulated
crete mixes in two minutes – vastly
Blastfurnace Slag (GBS).
quicker than the hours it can take to test. c o nst ruc t i o ngl o b a l. com
TECHNOLOGY
Build a New Reality 56
WRITTEN BY
DOMINIC ELLIS
AUTUMN/WINTER 2020
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TECHNOLOGY
The construction industry made slow digital progress before COVID-19 – but the pandemic has accelerated adoption and prompted renewed focus on AR, which provides opportunity to bridge BIM models and GIS reality
58
B
ack in June 2016, McKinsey released a paper Imagining construction’s digital
future, citing how large projects across
asset classes typically take 20 percent longer to
finish than scheduled and are up to 80 percent over budget. It didn’t make pretty reading – the industry was blighted by uncoordinated project planning, inadequate performance management and unsophisticated supply chain practices. In short, digital technology investment had not been embraced. What’s more, a year later the consultancy’s Global Institute ranked construction as ‘the least-digitised industry in Europe’ on its MGI digitisation index. Disruption was long overdue. McKinsey foresaw 5-D BIM technology will be enhanced “through AR technology via wearable devices” and a mixed reality environment where users can pin holograms to physical objects and interact with data using gesture, gaze and voice commands; the big question was when? AUTUMN/WINTER 2020
59
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TECHNOLOGY
Changes were forthcoming.
cost-conscious managers continued
Jasoren noted the use of AR weara-
to drag their heels. More than half the
bles devices for building workflow
industry (54 percent) had been slow
“drastically increased” and, combined
to adopt new technologies, while 56
with open AR development kits, con-
percent said low margins restricted
struction companies doubled the use
their ability to invest in new technology,
of AR in 2017 as tools such as Dalux’s
according to a Causeway report –
free smartphone BIM viewer, GAMMA
though it identified positive trends with
AR’s monitoring app and 3D-friendly
the use of biometrics and e-invoicing.
Augment came to the fore. But even up to 2019, digital investment wasn’t widespread as
As this most extraordinary of years draws to a close, it’s hard to believe this was the pre-COVID reality; now you’ll be hard pushed to find anyone
60
not embracing digital transformation, with BIM (Building Information Modelling) and GIS (Geographic Information Systems) essential to project delivery, and everyone scouring every available tech tool to raise productivity and cut costs. No digital stone can be left unturned.
AR: THE MISSING LINK While BIM is best suited to managing data related to the buildings themselves, GIS is more applicable for everything outside and around the buildings. AUTUMN/WINTER 2020
BIM Augmented Reality in Construction CLICK TO WATCH
|
2:22
61 While their roles can be complemen-
looking at BIM and GIS models, making
tary, the AEC industry hasn’t found a
it really easy to observe any mis-
way of combining their power.
matches between model and reality.”
Mohammad Hammoud, Senior
This will result in the following benefits:
Manager, Khatib & Alami, believes AR could provide the ‘missing link’
PROJECT STATUS TRACKING IN AR
between BIM models and GIS reality.
A simple status AR tracking app
“Imagine how much simpler it would
can be deployed, allowing anyone
be if site workers could draw a red mark
to understand the progress of the
on the spot where a pipe should go;
project in a visually understandable
or if they could quickly locate existing
way. Stakeholders, regardless of
underground infrastructure assets to
their technical expertise, can access
avoid damaging or obstructing them,”
and interact with the project model in
he said. “AR provides a user-friendly
real-time, making it easy to follow the
means of zooming in and out while
project’s progress. c o nst ruc t i o ngl o b a l. com
TECHNOLOGY
62
ON-SITE CONSTRUCTION DOCUMENTS
ON-SITE CLASH REVIEW
Professionals on the ground can over-
Design and construction data can
lay designs in AR on top of the ongoing
be combined and visualized into
construction project, as well as surface
a one-single model. Accordingly,
construction documents from Revit
clashes and interference problems
and other software tied to their exact
can be identified and resolved
position. Instead of shuffling through
before construction, while aggre-
thousands of paper-based construc-
gating data from multiple sources.
tion documents or PDFs, the on-site
Because AR enables the visualiza-
team is armed with the information they
tion of BIM and GIS together, an
need to catch design flaws early and
automatic overlay of both the design
perform their jobs more efficiently.
and real world is now possible.
AUTUMN/WINTER 2020
AR T O O LS • A R is a rapidly evolving space with
• T he ICT Tracker tool is used by
Android’s ARCore and Apple’s
general and subcontractors to
ARKit enabling developers to easily
capture, using an iPad and ICT’s AR
incorporate construction benefits
technology, the actual progress of
into mobile apps.
work against the BIM plan.
• F rost & Sullivan recently presented
• P TC Vuforia was named ‘best in
CGS with the 2020 European New
class’ in last year’s PAC RADAR
Product Innovation Award for its
benchmark report (see case study).
Teamwork AR app, which works
• The Liebherr Tower Cranes Division
on any device, and combines ‘AR, self-guidance, outsourcing scale and human-machine convergence’. An operator in a factory, for example, can be guided with or without real-time assistance through a maintenance procedure. Other useful tools include: • T rimble PULSE is offering Trimble Remote Expert free (available on the iOS platform) for a limited period to help support offices and field service technicians during the current economic situation. • I n Malaysia, the customised BIMAR app – produced by a team from the tunnelling joint venture unit of MMC Corporation Bhd and Gamuda Bhd – enables virtual 3D overlays of design and construction elements which are overlaid on real-time screen camera captures of the worksite.
entered into a development partnership with the Center Construction Robotics at RWTH Aachen two years ago. Together with companies such as KUKA and Autodesk, Liebherr’s objective is to redesign the construction site of the future. • Unity offers a range of interaction models so employees can interact in real-time with a live app on a mobile device, through a web browser, using AR in a fully immersive VR experience. Real-time 3D can also be embedded into existing properties, such as an app or e-commerce page. • B entley Systems claims Synchro Pro is the ‘leading 4D construction modelling app’, enabling modelbased scheduling and simulations. Synchro offers a portfolio of integrated software and services for digital construction management.
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63
TECHNOLOGY AR BEN EFI T S •C ost savings from catching design
Case study: Howden
and engineering f laws earlier and
and Vuforia Studio
using construction sequencing to
The challenge: Glasgow-based
keep projects on schedule •W inning more projects by
ness which manufactures turbo
presenting buildings to clients in
blowers, needed to find a better
VR and creating leave-behind AR
solution to scale product expertise
applications
to internal teams. They often need to
•F aster time to market by enabling collaboration and communication between trades and federating data from different
64
Howden, a global engineering busi-
travel to train sales teams and support manufacturing and field service teams – a time-consuming and costly process (all the more challenging in
software (e.g., Revit, Navisworks,
the pandemic).
Rhino, etc.) into one model
The product: Vuforia Studio is an
•H igher employee retention rate by increasing workforce productivity and safety through interactive VR and AR experiences
AR authoring and publishing solution which leverages existing 3D CAD models to facilitate product demos and training experiences. The result: A comprehensive AR-enabled training and product visualisation experience that enables experts to support multiple teams in different locations.
AUTUMN/WINTER 2020
65
PLATFORM AS A VISION
AR applications enable this two-way
Yet the greatest benefit of AR in con-
information transfer in real-time.
struction is to integrate all of your BIM
If your company is late to AR, all is
and GIS data into an open platform,
not lost, especially given the remote
available to anyone in a truly digital
working shift and ongoing uncertainty
format. Engineers want to know
surrounding the pandemic. Evan
what installations, for example, the
Gappelberg, Chief Executive Officer,
electrician has made in a certain time
NexTech AR, said: “We are just at the
frame. Workers need to receive the
beginning of what we believe to be
information they need for their instal-
a multi-year growth spurt in demand
lation task on site. In addition, users
for AR, video conferencing and virtual
should be able to add feedback to
events from businesses, govern-
their BIM models on the go, and such
ments and schools.” c o nst ruc t i o ngl o b a l. com
T O P 10
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AUTUMN/WINTER 2020
Hospitals Built During COVID-19 It’s been a year of whirlwind construction across the globe as countries have reconfigured and created spaces in record time. WRITTEN BY
DOMINIC ELLIS
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67
T O P 10
68
10
Detroit TCF Convention Center US 970 beds
One of the few positives to emerge from the COVID-19 global pandemic has been the rapid, wholescale mobilisation of field hospitals – even if, in many instances, demand for their services has been low (one $21 million facility in New York closed without registering a patient and London’s Nightingale was similarly quiet). Nonetheless, they may prove invaluable should public health services become strained in the coming winter, or the prevalence of the virus persists into 2021. The US, grappling with more than 7 million cases, including a President falling ill during an election campaign, has had to be versatile in its ongoing battle against COVID-19 – drawing on college dorms, hotels, convention centers and stadia, as well as erecting tents for small scale operations. One of the fastest installations was the conversion of a 350,000 square foot convention center in Detroit, which took nine days.
AUTUMN/WINTER 2020
09
Isabel Zendal hospital Madrid 1,000 beds
Spain’s COVID graph has worryingly continued to spike since July, and the country has now recorded more than 700,000 cases. In preparation of a busy winter, around 400 builders have been working round the clock to build the 45,000 square metre Isabel Zendal hospital in Madrid. The regional government is spending over 50 million euros ($60 million) to build the hospital, which will have large halls and bay windows to allow doctors to monitor patients without becoming contaminated. 69
c o nst ruc t i o ngl o b a l. com
A simpler approach to a future-proof data center. With scalable pre-fabricated solutions like Vertiv™ SmartMod™ and the quickly deployed Power Module, Vertiv is standardizing modular systems so you can get your data center running, faster. Vertiv.com
T O P 10
08
71
Jacob K. Javits Center New York 1,000-2,500 beds
The federal government rose to the COVID fight on land and water, setting up a temporary hospitals at the Javits Center, onboard the U.S.N.S. Comfort and in the Billie Jean King National Tennis Center. Javits was a prime example of construction flexibility in the hour of need – converting four sections of exhibition space on Manhattan’s West Side. But of the 400,000 coronavirus cases treated by NYC hospitals, only 1,400 ever visited temporary hospitals.
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T O P 10
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07
Huoshenshan Hospital Wuhan 1,000 beds
When it came to speedy installations, Huoshenshan was in a league of its own – although Leishenshan (see opposite) was slightly larger in terms of capacity. The 25,000 square metre purpose-built facility shot up in a little over a week at the end of January in Wuhan, at the start of the outbreak. Site photos show a frenzied picture of bulldozers, cranes, workers and trailers. Sixteen other makeshift hospitals were set up in the city’s converted gyms, convention and exhibition centers to isolate and treat mild cases, and prevent further infection. Government officials say both hospitals can be reactivated at any time should further waves arise.
AUTUMN/WINTER 2020
06
Leishenshan Hospital Wuhan 1,500 beds
Leishenshan Hospital, the second makeshift hospital to be built in Wuhan, adopted the modular design that divided the whole hospital into individual prefabricated units. In fact, both Wuhan facilities were modelled on the Xiaotangshan hospital in Beijing, which was built from prefab structures in barely a week to treat patients infected by SARS in 2003. With a capacity of up to 1,500 beds, Leishenshan swung into action early February and closed mid-April. It took a team of 15,000 workers two weeks to build. 73
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T O P 10
05
Anhembi Convention Center Sao Paulo 1,800 beds
Brazil also has a number of large-scale sports and event venues – such as The Maracana in Rio de Janeiro – which have doubled up as healthcare facilities during the crisis. In Sao Paulo, which recorded the most cases and deaths, 2,000 beds were added to the Pacaembu Stadium and Anhembi Convention Center.
75
c o nst ruc t i o ngl o b a l. com
T O P 10
04
McCormick Place Chicago 3,000 beds
At Chicago’s McCormick Place, a vast exhibition facility covering 2.6 million square feet, workers scrambled in April to transform an empty convention center into a massive temporary hospital with 3,000 beds – more than the biggest hospital in Illinois. But just as construction got underway, states were issuing stay-at-home orders. The US has recorded more than 8m cases and 224,000 deaths.
76
AUTUMN/WINTER 2020
77
03
Dubai World Trade Centre 3,000 beds
The Dubai World Trade Centre – normally a magnet for trade exhibitions such as The Big 5 construction showscase – was turned into a 3,000-bed facility, including 800 for intensive care patients (it closed in July). The UAE is no stranger to fast-track construction projects and it quickly set to work building four field hospitals at Sharjah Expo Centre, Sheikh Khalifa Hall in Umm Al Quwain, Ras Al Khaimah Exhibition Centre and Fujairah Exhibition Centre for COVID-19 patients – complementing others in Dubai, Abu Dhabi and Ajman.
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T O P 10
02
The NHS Nightingale Hospital London 4,000 beds
In terms of a tight construction timeline, the Nightingale, which opened on April 3, 80
was probably second only to China – taking just nine days to install 500 beds.
02
The 87,328 square metres of double
exhibition halls at ExCel London were
fitted out with the framework for about
80 wards, each with 42 beds. The facility was built with the help of up to 200 soldiers a day from the Royal Anglian Regiment and Royal Gurkha Rifles, working long shifts alongside NHS staff and contractors. Similar facilities have been built in Birmingham, Manchester and Yorkshire.
AUTUMN/WINTER 2020
© Sludge G, CC BY-SA 2.0 via Wikimedia Commons
2
NHS Professionals - About Us CLICK TO WATCH
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1:00
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T O P 10
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World’s Largest COVID Facility In Delhi, The Size Of 22 Football Fields CLICK TO WATCH
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3:25
AUTUMN/WINTER 2020
0
01
Radha Soami Spiritual Centre New Delhi 10,000 beds
To rapidly increase its capacity and manage the anticipated wave of coronavirus cases, the Delhi government converted the Radha Soami Spiritual Centre in
01
South Delhi into the world’s largest temporary COVID-19 care facility with a staggering 10,000 beds. One of the most interesting features of this facility – the size of 22 football fields – is its corrugated cardboard beds, which can be sanitised and recycled. Mumbai has announced plans to build a 1,000-bed facility in Bandra-Kurla Complex, which could scale up to 5,000 beds.
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EEI Corporation: Digital Transformation in Construction WRITTEN BY
WILLIAM SMITH PRODUCED BY
KRIS PALMER 84
AUTUMN/WINTER 2020
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EEI CORPORATION
Lauro Matias, CIO of EEI Corporation, discusses the technologies involved in its digital transformation and its response to COVID-19
L
auro Matias is the CIO of the Philippines’ EEI Corporation, a leading construction company in the country. “First and fore-
most, we’re a general contractor company – the biggest one in the Philippines. Unlike engineering, 86
procurement and consulting firms, we do not end up owning or operating any of the property we have been tasked to construct, such as heavy civil infrastructure, electromechanical, petroleum refineries, beer-making and geothermal facilities, large building complexes, etcetera.” AI and machine learning have played a significant part in predicting construction outcomes. “The primary algorithm we’re using considers multiple risk factors such as fluctuating prices, labour availability, weather and environment disruptions or major change orders, and then tells us whether or not we’re still going to make money at the end. Typically these projects last for about three years, so AI is invaluable. We’re exploring the use of machine learning studios available in AWS, Azure or GCP, trying to push it into the cloud. That’s AUTUMN/WINTER 2020
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EEI CORPORATION
EEI Corporation Builder of a Better Future CLICK TO WATCH
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“ Digital business strategy is about the extension of a company’s physical reality and strategic capabilities using digital technology” — Lauro Matias, CIO, EEI Corporation
because right now it’s running on laptops, where it might take days to process the information - and on any given day, we have something like 40 projects happening.” Another AI use case comes in pedestrian simulation. “If you want to evacuate people, how long will it take from the farthest point? What happens if the fire’s in the middle? What happens if the fire spreads in, let’s say seven minutes, because of a petroleum spill?. Those things require simulation, and we’re using AI for that.”
AUTUMN/WINTER 2020
Matias is overseeing the imple-
payroll time and attendance. Tableau
mentation of a comprehensive data
connects to our Primavera system,
strategy across the organisation. “We
the premier planning and scheduling
have field data collection, from mobile
software by Oracle.” That data is used
apps and IoT, for instance. Then we
to derive actionable insights. “We bring
have data governance and simula-
information up to Tableau so that we
tion. We use Tableau and Aufinia, a
can see and project into the future
Vietnam-based company which spe-
how many man hours and labour count
cialises in fraud analytics in terms of
we need, and the type of skills, trade
E X E C U T I V E P R O FILE :
Lauro Matias
89
Title: CIO
Company: EEI Corporation
Industry: Construction
Location: Philippines
Lauro MATIAS is the VP of IT for EEI Corporation, and a member of the IT council and the IT Governance Board of the Yuchengco Group of Companies. Prior to this, he was the CIO at Starbucks Philippines, the Global CIO for Jollibee Foods Corporation, and a senior IT expatriate of eight years - first as Asia Pacific VP IT at Lafarge Boral Gypsum Asia LBGA based in Shanghai, and then later based in Jakarta, with Indonesia’s Sinarmas Group of Companies, as VP and Chief IT Advisor for its palm oil and wireless telecoms divisions, and its mobile commerce business unit.
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EEI commitment on its 89th year CLICK TO WATCH
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3:29
91 and resources which are required. For
project sites are Synology drives that
example, how many plumbers do we
backup to AWS, so our backups are no
need? what type of equipment, how
longer tape drives, they’re backed up
much material is needed, and so on.”
on the cloud. We’re just launching with
“I have been a proponent of the
Office365 this month, and we’re using
cloud since I discovered elastic cloud
a cloud-based anti-spam system as
computing, offered by a company
well as digital signatures.”
not yet known to many as AWS, since
One of the core technologies
at the time, we still referred to the
deployed by the company is building
company as Amazon,” says Matias.
information modeling (BIM). “We’ve
Accordingly, he has made sure many
been a long time user of Autodesk, but
of EEI Corporation’s systems are
here BIM has never had the same sort
cloud-based. “We are using Oracle
of focus as in Singapore, for example,
for our ERP and migrated to its cloud
where the government itself is man-
ERP called Fusion. Our backups on our
dating the use of BIM. Our government c o nst ruc t i o ngl o b a l. com
EEI CORPORATION
92
is still asking for real blueprints on
While new technology can some-
paper. As a general contractor, we are
times be a hard sell, such was the
in a strange position where Autodesk
excitement around introducing BIM
is helping us use BIM, not just for mod-
at EEI Corporation that teams across
elling the finished product, but also in
the company wanted to be involved.
developing siteworks more efficiently,
“Everyone wanted to be part of it,
so that we can reuse material for the
designers, architects, field engineers,
future. It’s a whole new ballgame, and
everyone,” enthuses Matias.
Autodesk have realised it’s something they can use worldwide as well.” AUTUMN/WINTER 2020
Like all companies, EEI has been affected by the ongoing COVID-19
93
“ It’s not just about physical health it’s also emotional health” — Lauro Matias, CIO, EEI Corporation
pandemic, especially so, given its role in the construction industry and the necessity of workers being on site. “Because we’re a construction company, we also have to look at resumption of construction, leveraging digital and virtual construction, the judicious use of barriers and so on. The typical measures in an office would be physical distancing and isolation. Our c o nst ruc t i o ngl o b a l. com
EEI CORPORATION
Shaping the Future of Construction through Digital Transformation. CIM Technologies is at the forefront in supporting digital transformation in Architecture, Engineering and Construction industry by offering technology solutions and services.
job was to make sure that we minimise the susceptibility of the worker to other illnesses that make them more vulnerable to COVID-19.” A number of strict personal hygiene measures have therefore come into place. “No open wounds, proper grooming, breathing
“ First and foremost, we’re a general contractor company” — Lauro Matias, CIO, EEI Corporation
exercises. It’s not just about physical health - it’s also emotional health. If you get stressed after picking up a heavy load, we have strict rest breaks to make sure that your temperature goes down.” 95
Technology has played a significant role in its response, such as altering the pre-existing method of clocking in. “Before COVID-19, our best way of measuring time and attendance was the handpunch - a technology which analyses hand and bone patterns to identify who you are. But now that would require surface contact, and would result in contamination happening left and right. What we did was create an in-house mobile app that scans employee’s QR-coded IDs, enabling contactless clock-in and clock-out.” One thing which Matias evangelises passionately about is the c o nst ruc t i o ngl o b a l. com
EEI CORPORATION
1931
Year founded
$23.6b+ Revenue in US dollars
24,457 96
Number of employees
difference between information technology and digital technology, and the ramifications that it has for businesses. Information technology refers to traditional corporate technologies, focused on durability, streamlining and the integrity of formats, while digital technology is consumer focused and pervasive, with often conflicting standards. Adopting digital methods as a business is in vogue, but Matias sounds caution and has no truck with those who recommend the ‘uberisation’ of any kind of business they encounter. AUTUMN/WINTER 2020
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“Of the many speakers that talk
parking lots’. I don’t follow along with
about digital transformation, the one
advising everyone to become Uber.
type I am very disappointed with is
For me, digital business strategy is
the one that tells the audience to dis-
about the extension of a company’s
rupt, disrupt, disrupt and be like Uber,
physical reality and capabilities using
Amazon, AirBnB - without providing an
digital technology.”
embraceable framework on how to go
As for the future, Matias is not
about it. And so they lose their audi-
resting on his laurels, having devel-
ence very fast, who for the most part
oped a framework to help chart the
have brick and mortar businesses but
possibilities for where the com-
are being told to ‘crowdsource their
pany could go next for this new c o nst ruc t i o ngl o b a l. com
EEI CORPORATION
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“ I have been a proponent of the cloud since I discovered elastic cloud computing” — Lauro Matias, CIO, EEI Corporation normal. “My boss is the head of business transformation,” says Matias, “which includes IT, Innovation, and Corporate Development. The Business Transformation group has been tasked, not just with the transformation of EEI Corporation’s current construction operations and synergies, but in paving the way for the company to explore all possible ventures and adventures outside the construction industry space. For EEI Corporation, this new normal is an opportunity to reinvent itself.”
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102
Data-driven commodities digital transformation WRITTEN BY
MATT HIGH PRODUCED BY
CAITLYN COLE
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CRU GROUP
Will Blake, Director of Technology & Analytics at CRU Group, discusses how data and data analytics is driving change in commodities
T
he digital transformation of every industry sector means that an immeasurable amount of data is being generated by
businesses, industries and consumers worldwide every day. The effective harnessing and analysis of that data can generate significant value to companies through the greater understanding and insight 104
of trends, and better prediction and forecasting that allows robust strategies to be delivered. The latter is where CRU comes in. The Londonheadquartered company uses data to offer unrivalled business intelligence on the global metals, mining and fertiliser industries through market analysis, pricing assessments and consultancy services. The content and insight provided by CRU gives a complete view of the commodity market, enabling operators and industry participants to make critical business decisions. Understandably, delivering such a comprehensive suite of services requires a robust and innovative technology and analytics strategy. Will Blake is responsible for driving this strategy. Will is a highly experienced technology leader, having spent
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“ Companies are producing reams of data and, at the same time, using a lot more to improve their operations” — Will Blake, Director of Technology & Analytics, CRU Group
that exploited the value of data in this way, so that experience has certainly given me a greater understanding of
106
more than 15 years at CRU and, pre-
the challenges around information and
viously, close to two years working as
data, as well as how we can effectively
a geophysicist in a seismic exploration
solve the issues our customers face.”
team. Data has been an overarching
During his 15 years at CRU, Will has
theme throughout his career, as he
witnessed data, and the effective
explains: “Geophysics is a data inten-
analysis of that data, play an increas-
sive role that requires the handling
ingly important role in the business
of large volumes of information – the
strategies of customers. “It’s been
oil industry was really one of the first
a huge transformation,” he notes. “Generally speaking, data is a lot more prevalent and is consumed from a host of different and new sources, such as increased automation and so on. Volume-wise, we’re dealing with so much more information that we analyse, so it’s a significant change.
AUTUMN/WINTER 2020
CRU’s strategy on data gathering CLICK TO WATCH
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2:14
107 “Take the mining industry as an exam-
can they improve production rates and
ple,” Will continues. “Companies are
safety, but provide greater availability
producing reams of data and, at the
of data and information to analyse.”
same time, using a lot more to improve
CRU has been operational for just
their operations. There’s a big increase
over 50 years. And while the company
in IoT devices at mining sites and satel-
has always been at the forefront of
lite geospatial analysis for monitoring
primary research and analysis, Will
purposes, for example, which help to
explains that the exponential growth
boost productivity, eliminate unnec-
of data and innovative technology
essary costs and allow for the move
has led to the company’s own digital
towards predictive maintenance. At
transformation journey. “We started
the same time, we’re seeing an accel-
as a paper-based publisher that would
eration in the drive towards automated
publish thousands of industry reports
mining and self-driving vehicles, which
each year. And, because we have clients
can operate around the clock. Not only
in 90 countries worldwide, we’d have c o n s t r u c t io n gl o b a l . c o m
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Pyramid Analytics: digital transformation’s trusted partner Pyramid Analytics helps organisations navigate their data journeys. The data analytics company provides customers with a unified, trusted analytics platform that is adaptable and scalable, and acts as a single analytics solution regardless of user type or skill level. “Digital transformation has fundamentally changed the way that organisations view and consume data,” says Omri Kohl, cofounder and CEO at Pyramid Analytics. “We’re now in an environment where data is an absolutely critical asset—if you want to have a competitive advantage and to capitalise on any opportunities in the market, you need to leverage all data available to you. It’s the most significant cultural change in how people develop and scale companies. Just look at Facebook, Google and Amazon, they’re all hugely successful and all driven by data.” CRU Group, a valued Pyramid customer and leading commodities analysis company, has undergone a significant digital transformation of their own. CRU offers analysis, forecasting and pricing services for the mining, metal and fertiliser industries. As such, its business is built around the effective analysis and use of data. “We’ve been working with CRU for roughly five years, enabling them to scale and provide effective data to their customers,” says Steve Cowell, Head of UK & Ireland. “At that stage, the company was embarking on its own digital transformation and had a lot of data in
Pyramid Analytics
silos and spreadsheets. They were looking for an advanced analytics platform that would allow effective data modelling, improved security and governance.” “We’ve spent a lot of time working with CRU to help them democratize and visualise their data and achieve real consistency across the organisation— ultimately transforming sales revenue reporting and driving portfolio growth. CRU is now able to more accurately forecast profit margin and influence how and what they sell. We are honored to be a trusted partner in their digital transformation and congratulate them on their tremendous success.” pyramidanalytics.com
CRU GROUP
110
to transport that information to them
once a year, or once a quarter, but now
by courier. Similarly, the data collec-
we’re no longer willing to wait for that
tion was also quite a manual process.
information – technology makes eve-
“What’s really changed is the acces-
rything instantaneous, so our whole
sibility of data,” he continues. “Clients
cycle has had to change in terms of
used to be happy receiving a report
what we produce and how we produce
AUTUMN/WINTER 2020
it. It’s no longer about pulling informa-
a tendency to do. The latest tools don’t
tion together and presenting it to the
necessarily matter that much, for us
customer, people can often find that
the focus has always been the acces-
information easily elsewhere. To be
sibility of data and information,
successful, we have to add value and
the understanding of what our custom-
interpretation on top of that informa-
ers need to help them make effective
tion, which CRU is very good at.”
business decisions, and how often and
To manage this transformation
in what format do they need it. Only
and add value, Will explains that CRU
once we have the answer to those
“pulled back to the information and the
questions do we consider the technol-
content, rather than focus around the
ogy necessary to deliver on them.”
technology, which people do have
One essential implementation was 111
E X E C U T I V E P R OF IL E :
Will Blake Title: Director of Technology & Analytics Industry: Commodities research and analysis
Location: London
Will has over 12 years of experience in technology across a range of disciplines including data analytics, cybersecurity, digital product development and cloud infrastructure. He is currently Director of Technology & Analytics at CRU and has responsibility for digital development initiatives and global technology services. He is also a member of the CRU executive team and has wider responsibilities across the business including product development and compliance. Prior to CRU, he worked as a geophysicist for a seismic exploration company in the oil industry. He holds a MSc in Geophysics from Durham University and a BSc in Geology from Bristol University. c o n s t r u c t io n gl o b a l . c o m
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CRU GROUP
An insight into how CRU gathers content for its consumers CLICK TO WATCH
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“ For us the focus has always been the accessibility of data and information” — Will Blake, Director of Technology & Analytics, CRU Group
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CRU GROUP
a cloud-first strategy, he explains.
our direct business, so networking
CRU consumes content from a mul-
communications, front-end website
titude of locations globally, and by
development,� he adds.
working in the cloud the business
116
CRU specialises in market-leading
is able to achieve the flexibility and
research built on robust and transpar-
technical delivery to maximise on
ent methodologies. Regardless of
any investment. Similarly, Will
specific sector or operation, its cus-
notes that the business has focused
tomers typically use the content and
on building on its core in-house
information provided to inform critical
technical and data skill sets in order
business decisions such as whether
to deliver effectively to custom-
to enter a certain commodity mar-
ers. “Data is pivotal, so we keep that
ket, for example. It also offers price
expertise within the business. We
assessments from a team of specialists
partner with other companies on
in London, Beijing, Mumbai, Pittsburgh,
things that we don’t see as core to
Shanghai, Singapore and Santiago.
An insight into how CRU efficiently dealt with the global pandemic CLICK TO WATCH
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2:42
AUTUMN/WINTER 2020
“ We’re also looking to drive a lot of automation and to improve our range of data sources, including satellite analytics” — Will Blake, Director of Technology & Analytics, CRU Group
placed to plan for any potential disruption. On 23 March we moved the whole global business – around 300 people – to home working and it’s worked remarkably well. Our cloud strategy proved to be very resilient and was a key enabler in allowing business to carry on effectively.” The company has also been engaged in dedicated COVID-19 analysis to better understand how the virus is
Will explains that primary research in
impacting commodities. “Disruption
these areas covers supply, demand,
to supply chains has been significant,”
price and costs analysis; the content
Will states, “as well as short-term
is also used to build proprietary mod-
demand reduction. Alongside this,
els that inform CRU’s forecasting
we’ve been tracking operational status
under the strapline of ‘where com-
of mines, smelters and refineries with
modities meet economics’.
our dedicated disruption tracker ser-
Information provided by CRU helps
vice, which has been embedded in our
organisations navigate challenging market conditions. This has been evidenced most recently in the company’s work during the global COVID-19 pandemic. Like all companies, CRU faced the challenge of shifting to a remote working business model. “It’s been very challenging,” Will highlights, “but as we have offices in Beijing and Shanghai, which both enforced home working in January, we were better
DI D YO U K N OW?
• CRU sets and publishes over 500 commodity prices each week • CRU has 300 employees spread over 8 offices on 5 continents • CRU analyses over 40 different commodities
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hello.global.ntt
NTT: supporting global enterprises in “ Othe ur cloud strategy new digital era proved to be very resilient and was a We keyspeak enabler to Moin Meah, Client Partner at NTT allowing business to with 25 years experience carry effectively” in theon technology sales —environment, on the Willcompany’s Blake, partnership Director of Technology & Analytics, with CRU Group CRU Group
existing products. Our economics team has been closely analysing the Joining of NTT in disruption 2014, Mo Meah currently holds impact this on global
the position of Client Partner at the company. GDP “NTTand is aother global economic ICT providerindicators with a revenue of$11bn. As the 11th largest company in the asworld, our outlook shifts from what’s NTT’s focuses on supporting global enterprise companies that are happening now to what thelooking futureto utilise the new digital era of intelligent solutions, both looks our customers.” locallylike andfor regionally, as well as globally. NTT operates in over 50 countries, working with As to that future, Will describes customers to build very long trusted relationships as a managed service market provider,” that comments a rapidly changing is Meah.
Group’s collaboration tools, which in turn has led to NTT looking at other areas of the business such as security cloud and making use of digital events. “So the relationship is moving in the right direction to support their future business needs. One of the key areas, considering the global pandemic that we’re currently experiencing, is being able to support and work with their remote workers. We were able to put together the ability to allow employees to work from home at very short notice,” he adds.
showing the first with signs of Group stability. NTT’s relationship CRU began four years ago, originating from an event hosted Forecasting, he notes, always has by NTT. “Cloud Expo allowed CRU Group to
Meah details that NTT’s partnership with CRU Group is one where they have been able to build a strong relationship. “We have worked closely assess who they could go to market and who with them to really understand where they’re a degree of flexibility, but CRU is would support them in establishing a more agile going as a business and being able to address experiencing commodities and robust network. We actuallycustombid on XXXX at some of those issues in terms of having better the time, and as part of that we effectively communication tools and allowing them the data ers seeking answers to longer term delivered a brand new infrastructure for an and the voice to operate over one network environment to support their business and interface. Our partnership makes their job a lot questions, which demonstrates the consolidate their connectivity across the globe. easier because they can rely on their trusted response to has COVID shifting CRU, plansinfrastructure, revolve Our network enabled them tofrom communicate For partner to future worry about which more effectively with both employees and allows them to concentrate on the key areas a survival mentality to one of stratearound continuing to develop core customers,” comments Meah. of actually optimising and being more effective in their business concludes Meah. gically planning for the future. services and theroles,” implementation As a result of this initial partnership, NTT has had the opportunity to branch out and unify CRU c o n s t r u c t io n gl o b a l . c o m
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AUTUMN/WINTER 2020
of new technologies, says Will. “We still have work to do to harness the volumes of data we need and make it more accessible – it’s a never ending evolution in that respect. We have just purchased a new data platform that will drive this growth and offer a greater range of analysis. We’re also looking to drive a lot of automation and to improve our range of data sources. The latter includes satellite analytics, which provides an enormous wealth of information at a global scale.” “In terms of our business, there are two big trends that will drive what we do: increasing electrification of transport and the changing structure of power generation, and carbon emissions and environmental sustainability. Both will contribute hugely to how our customers operate and they’ll form a key strategic area for us to move into.”
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Digital Realty: the global data centre ecosystem platform WRITTEN BY
MATT HIGH PRODUCED BY
GLEN WHITE
AUTUMN/WINTER 2020
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D I G I TA L R E A LT Y
Chris Sharp, CTO at Digital Realty, on powering data centre digital transformation with a global ecosystem platform
“
F
orget data lakes, we’re now talking about some of the largest data oceans ever created,” says Digital Realty’s Chris Sharp,
discussing the seismic evolution of data – and how 124
enterprise and hyperscale customers use that data – towards a series of interconnected global, digital ecosystems capable of supporting even the most complex digital transformations. Digital Realty, at which Sharp holds the role of Chief Technology Officer, Executive Vice President and Service Innovation, is a key enabler of those transformations. The company supports the global data centre, colocation, and interconnection strategies of leading organisations worldwide with a fit for purpose global data centre platform, PlatformDIGITAL. This comprehensive solution offers a model built around network, control, and data hubs, and has been created to enable the ever-changing data, security, and networking demands of these global enterprises as they grow.
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125
2001
Year founded
$3bn+ Revenue in US dollars
1,500 Number of employees
c o n s t r u c t io n gl o b a l . c o m
D I G I TA L R E A LT Y
“ We are really focused on supporting our customers in their enterprise journey, and a crucial aspect of that is not only focusing on what they need today, but what they’ll absolutely need tomorrow” — Chris Sharp, Chief Technology Officer, Executive Vice President and Service Innovation 126
The pace at which the global digital economy has evolved has changed the way enterprises in every sector create and deliver value. Now more than ever data, technology and an effective IT strategy are essential to enterprises. Equally so, is operating on demand, ubiquitously and in a manner that is augmented by real-time intelligence at every point of business globally. Yet, with that growth comes challenges. For example, as data creation and consumption rises, so too does the need for effective tools, networks and infrastructures to access and analyse it. This creates data gravity – a point that many enterprises reach as they scale in a digital environment.
THE GLOBAL DATA TRANSFORMATION Sharp is a seasoned technology leader, with more than 20 years’ experience and a proven track record of evolving businesses to meet the most complex and demanding technology trends. From the countless enterprise organisations that he and Digital Realty work with, he identifies an overarching trend driving change: as enterprises scale, they deploy globally and need access AUTUMN/WINTER 2020
to their data and public cloud-based systems in a different way, yet they also all need help managing the complexity from this shift. “This is where, in my experience, Digital Realty is really able to differentiate itself from others in the market,” he says. “We are dedicated to supporting our customers in their enterprise IT journey and a crucial aspect of that is not only focusing on what they need today, but also what they’ll absolutely need tomorrow. “It’s essential to recognise that all enterprises and businesses – not just the hyperscalers that we deal with – are often going through significant digital transformations,” he continues. “Part of that, in terms of their data, is about being able to deploy globally consistent infrastructure to manage efficient data exchanges, rethink data flows to a broader set of partners, and build these ecosystems of community interest.
E X E C U T I V E P R OF IL E :
Chris Sharp Title: Chief Technology Officer, Executive Vice President and Service Innovation Location: Menlo Park, California Chris has more than 20 years’ experience and a proven track record of evolving businesses to meet the most complex and demanding technology trends. He has a strong understanding of technology and its business impact with a deep network of relationships in the internet, telecommunications and IT industry. During his career, Chris has led acquisition and integration for seven successful companies since 2003, valued over $3bn in managed network services, colocation and security services.
Providing those organisations with an innovative and market-leading platform that’s exactly the same whether they’re in Silicon Valley, Chicago, London, Osaka, or any other location worldwide, allows access to revenue and ecosystems in a very repeatable fashion.” c o n s t r u c t io n gl o b a l . c o m
127
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a very different ethos at Digital Realty, where we want to empower our customers and be a true open platform.” That ethos, as Sharp explains, mirrors the broader evolution of the data centre sector, as well as how companies – indeed, all of us – use data. “We’ve seen a shift wherein customers don’t want to be siloed into different products or different services – so, the differences between collocation and scale, for example. Typically, particularly with how rapidly the landscape is changing, you’ll see customers may go into collocation and outgrow it very quickly because the economics and the sheer infrastructure they need just can’t be provided through a collocation
BUILDING A GLOBAL DATA CENTRE PLATFORM
model. From our perspective, it’s about
This approach, Sharp explains, is the
manage all of those different fields in
driver behind PlatformDIGITAL, which
a seamless fashion. It’s why you’ll see
he says is “about being entrenched
us stop talking about collocation and
in what each customer needs and
scale, and just talk about ‘the platform’.
truly supporting them on a global
building out a robust platform that can
“That shift is really dictating the direc-
basis. This is what directly drove our
tion of PlatformDIGITAL,” he adds. “You
recent announcement of expanding
don’t go to Hertz to rent a car for three
PlatformDIGITAL with Interxion, adding
years, you know? It’s economics. So, for
more value to our customers and deeper
us, it’s always about understanding a
reach into Europe and beyond. We have
customer’s requirements around sizing c o n s t r u c t io n gl o b a l . c o m
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D I G I TA L R E A LT Y
Digital Realty: PlatformDIGITAL CLICK TO WATCH
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0:59
130 so we can work on an environment
created in a centralised place, the
that lets them ‘land and expand’. The
proliferation of digital technologies,
other critical challenge enterprises
smartphones, cloud, mobile analyt-
face today beyond that blended set of
ics and more means it is now being
services, is really around what it means
created everywhere. That data must
to be open, so that they can get the full
still be aggregated in order to ana-
value from the broader landscape that
lyse, understand, and learn from it.
they need access to.”
When it collects, a growing number
The last major challenge in the shift
of services and applications use it —
to a global ecosystem is data gravity,
against this proliferation of devices,
which Sharp describes as fundamental
data gravity interacts. This can result
to successful enterprise infrastructure.
in data that is near impossible to
By 2025, it is estimated that 463 exabytes
move and, according to Digital Realty,
of data will be created daily worldwide.
“unfavourable complexity when factor-
And while that data was typically
ing business locations, proximity to
AUTUMN/WINTER 2020
users, regulatory constraints, compli-
a customer’s data – say they are look-
ance and data privacy.”
ing to carry out some data analytics
To grow globally, businesses must
and want to stand up an AI farm with
use the global open platform approach
several GPU processors, for example –
offered by Digital Realty to mitigate
which is a real game changer for many
the data gravity barriers created by
of those enterprises we’re working
digital transformation. “Some of the
with. They’re all trying to work with data
enterprises we work with aren’t fully
analytics, to use multi-hybrid cloud
aware of the issue, or that they should
architectures and our platform does
deploy in proximity to where all of this
that — when that data doesn’t have
data is burgeoning or being built, and
to travel far because the customer is
this is where PlatformDIGITAL brings
immersed right in it, that’s probably
huge value,” Sharp notes. “So, we can
the most optimal architecture that an
procure a cabinet in close proximity to
enterprise could hope to achieve.”
Solve data gravity challenges and scale digital business by implementing the PlatformDIGITAL solution model
c o n s t r u c t io n gl o b a l . c o m
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D I G I TA L R E A LT Y
CONTROL, CONNECT, OPTIMISE There is also a notable trend of enterprises looking to move away from running their own data centres and data locations, Sharp reveals. He explains that, in this context, solutions like PlatformDIGITAL enable those businesses to get ahead of the curve before their footprint is too difficult to move, adding that “we can expose the benefits of having that fit-for-purpose platform that’s heavily interconnected. Believe me, I don’t run into any custom132
ers that tell me they want to continue building their own data centres.” PlatformDIGITAL allows enterprises to leverage full interconnection capabilities across Digital Realty’s global ecosystem, including cloud service providers, partners, networks and customers, that will drive their business. According to the company, the core benefits of the platform revolve around three distinct opportunities: be in control, be connected, be optimised. In the case of control, for example, standardising deployment and operations on a single platform simplifies infrastructure and reduces risk, while the greater connection of a global AUTUMN/WINTER 2020
platform improves business performance through participation in global digital ecosystems; it also shortens the time to connect with markets and other players in that ecosystem. The platform tailors infrastructure deployments and controls matched to specific business requirements, irrespective of data centre size, scale, location configuration, or ecosystem configurations. In line with the scaling of modern, digital enterprises, it lets customers operate deployments as part of a seamless extension of any global infrastructure, says the company, thus enabling global, distributed workflows at centres of data exchange
“ Forget data lakes, we’re now talking about some of the largest data oceans ever created” — Chris Sharp, Chief Technology Officer, Executive Vice President and Service Innovation
to remove data gravity barriers.
CONNECTION AND SX FABRIC “To embark on a digital transformation, the first thing an enterprise needs is storage,” Sharp says. “They need their own data store, and that’s where the IP for a lot of our customers comes from, the ability to have that data store and run analytics against it. You’re no longer talking just about owning land, but the ability to deploy high power density infrastructure in close c o n s t r u c t io n gl o b a l . c o m
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D I G I TA L R E A LT Y
proximity to that data store once you
global exchange of data centre cloud
factor in things like AI. There’s not an
and connectivity solutions that enables
industry out there today that isn’t look-
interconnected global workflows, the
ing to up its data analytics capabilities
integration of cloud and B2B ecosys-
and it’s the proximity element that
tems with virtual interconnections,
PlatformDIGITAL enables in a very
and the ability to virtually connect
efficient way.”
clouds and digital ecosystems both
After storage, says Sharp, connec-
134
locally and globally. “It essentially lets
tivity is crucial. It is here that Digital
enterprises click and procure,” says
Realty’s Service Exchange (SX)
Sharp. “They’re afforded a portal within
Fabric on PlatformDIGITAL proves
which they can pick any one of the
crucial. SX Fabric, which is powered
150-plus cloud on-ramps from all of the
by Megaport’s multi-cloud and eco-
top cloud providers globally through
system connectivity, is an automated
SX - all without ever having to use an
AUTUMN/WINTER 2020
engineer, or even understanding the
and giving them as open a platform
level of complexity behind it.
as possible. We really like to invest
“The work that we collaborated on
in our partners, not to compete with
with Megaport on SX is really at the
them, and have those best-of-breed
highest level,” he continues. “It’s very
relationships that let us deliver the best
technically challenging to achieve
capabilities to our customers.”
because it revolves around the hybrid multi-cloud approach that a lot of
GLOBAL FOOTPRINT
enterprises are taking, wherein they
SX Fabric is just one aspect of the vast
need to establish a location to stand
PlatformDIGITAL capability roadmap.
up their private infrastructure and then
For example, the platform offers cover-
access multiple public clouds. From our
age from more than 265 Digital Realty
perspective, it was really about aligning
data centres in 20 countries and 44
our enterprise customers in the market
metropolitan areas. Connections are offered through physical and virtual cross-connects and includes more than 2,000 ecosystem participants — the company plans to extend this to more than 10,000 in the future. More recently, the business has completed projects in Frankfurt, Dublin, and Tokyo, locations that Sharp describes as “hotbeds for enterprise customers trying to access revenue opportunities”. Take the new Clonshaugh data centre in Dublin, which forms part of an existing portfolio in the Irish capital. Ireland’s data centre economy is growing rapidly having already contributed 7.13bn euros c o n s t r u c t io n gl o b a l . c o m
135
D I G I TA L R E A LT Y
136 to the nation’s overall economy in the
28MW; it offers solutions from Network
last decade. Digital Realty has invested
Hubs through to Data Hubs.
more than 200mn euros in Ireland
“With our size and our balance sheet,
to date, with the latest Clonshaugh
there’s rarely an opportunity in the
development designed to underpin the
market that we don’t see,” says Sharp.
importance of data-led technologies
“If there’s an asset that will trade or
to Dublin’s economy.
customer demand around an area
The company has also expanded
then we’ll spend a lot of time assess-
PlatformDIGITAL in Germany, purchas-
ing that prospect. We already have
ing 1.35 acres of land in Frankfurt to
one of the most robust platforms to
address increasing customer demand.
serve Europe with the recent expan-
The new campus, purpose built for
sion of the Interxion assets, we’re
those enterprises looking to exploit the
constantly watching for opportunities
opportunities that PlatformDIGITAL
in the Middle East and we also have an
provides, will add an additional 6MW
eye on some of the deeper elements
of power to the company’s existing
of the African market. It’s also worth
AUTUMN/WINTER 2020
137 noting that we’re always looking to go
trends we have discussed, as well as
deeper into existing markets. That’s
other emerging trends like the personi-
particularly the case in terms of new
fication of the data centre becoming
technologies, such as 5G or edge
a critical asset. Every industry and
computing, both of which will still
every customer out there, regardless
need efficient access back to the core
of size, will need to have a fundamental
infrastructure we have today.”
foundation like PlatformDIGITAL that
Those new technologies aside, Chris
allows them to increase in power den-
believes that the global ecosystem
sity, increase interconnection, increase
model enabled by PlatformDIGITAL
in square footage or footprint, and
will continue to dominate. “If you
increase in global presence.”
would’ve told me 15 years ago that I’d still be going to work in a data centre, I’d have found it hard to believe,” he states. “But what continues to draw me in is my passion for those secular c o n s t r u c t io n gl o b a l . c o m
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