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August 2014
TOP 10 Most Impressive Bridges in the World
New Kid On The Block Hope Construction Materials builds on its first sucessful year
Equipment Major Projects Future Cities & UK National HouseDigital Modelling Building Council
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edit o r ’ s c o mment
A new Hope for the materials market is the first new construction materials business to launch in the UK for more than a decade. Managing Director Chris Plant spoke to Construction Global to explain how a successful first year saw the company already becoming a force in a competitive market and its strategy to build on this success. Slightly less quick off the mark has been the prospective New International Trade Crossing project to link US and Canada. We investigate how this troubled project at last appears to be moving forward, and what a successful completion will mean for the economy on both sides of the border. The National Home Building Council recently reopened its training academy as the UK’s residential market rises and new skills are needed. Construction Global caught up with Training Services Manager Rob Lockey to find out more about the course and how the housing market will affect the organisation in the coming years. Elsewhere Frederic Dot, Global Industry Development Director at Dassault Systemes, explains how the city of the future will harness the power of digital modelling to improve efficiency, security and public services. We also count down the top 10 most impressive bridges worldwide. Enjoy the Issue! H ope C on s t r u ct i on M a te r i a l s
Joel Levy Editor joel.levy@wdmgroup.com 3
C on tent s
Features 34
Construction Equipment Future Cities: Machines for Living
8
Top 10
Bridges
Infrastructure Whatever happened to the New International Trade Crossing?
16 24
Major Projects NHBC Launches a new training academy
Management Planning Hope Construction Materials is the new kid on the block
44 5
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C on tent s
148
Waikato Expressway Project
126
NCC Development
58
Cemex
Company Profiles Europe
USA
58 CEMEX
140 Moulton Niguel Water District
84 FP McCann 98 Fosroc
Australia
Middle East 114 Emrill Services LLC
148 Waikato Expressway Project – NZ Transport Agency
Canada
164 Blacktown Mt Druitt Hospital Project
126 NCC Development
176 M+W High Tech Projects Malaysia 188 North Construction
Australian Associations 198 Queensland Department of Transport and Main Roads 216 Timber Development Association (TDA)
latin america 220 San Martín (Contratistas Generales) 230 Inmobiliari 246 Latinco S.A. 7
Inf r a s t r u ct u r e
Whatever happened to the New International Trade Crossing? A plan ten years in the making is finally moving forwards, with the project to create a new border crossing between the US and Canada over the Detroit River winning one of its last required permits in June e d i t e d b y: j o e l l e v y 8
July 2014
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Inf r a s t r u ct u r e
The bridge will connect to the new Caption to the image Windsor–Essex Parkway on its east side The permit awarded by the US Coast Guard is a key step on the long road to groundbreaking, with the Presidential permit already secured, but one major obstacle remains, namely that without a US customs plaza, the bridge can’t be built. Therefore, bridge supporters await the government stumping up the $250m cost. Michigan’s Department of Transportation budget 2014-2015 10
August 2014
removed previously passed language prohibiting the Michigan Department of Transportation from acquiring land essential to building the bridge. And Canada has essentially agreed to finance the majority of initial construction costs for the $2.1 billion project, already having agreed to pay Michigan’s $550m share, to be used for property acquisition and to build feeder roads connecting to the I-75 freeway in Detroit.
feature article sh o rtened headline
The Canadians are keen enough on a new crossing that they will allow the US to pay back its share from toll profits, the charges from which are estimated to generate $70.4m in the first year. Construction and design When a reality, the bridge will join Detroit and Windsor by linking Interstate 75 and Interstate 94 in Michigan to the
new Windsor–Essex Parkway on its east side, construction of which was begun by Ontario in 2011. The below-grade parkway will have six through-lanes and will follow Talbot and Huron Church Roads Road from a new interchange at the current end of Highway 401 to the E. C. Row Expressway, from where it will run concurrently westward for two km (1.2 mi). Here it will turn northwest and follow a new alignment to the border. 11
Inf r a s t r u ct u r e
Old Ambassador Bridge Construction of a two kilometre noise barrier, five metres high, adjacent to the Southwood Lakes community, from Howard Avenue to North Talbot Road was completed some months ago. The Canadian Ministries of Transportation and the Environment chose composite concrete barriers with some transparent panels for their versatility with respect to shape, colour and texture options and durability, as well as to reduce the visual impact of the noise barrier for residents and drivers. 12
August 2014
“The new crossing has the potential to create some 10,000 jobs in southeast Michigan and revitalise the trade corridor” Two new bridges south of the current Highway 3/401 junction are also under construction. Full construction of the parkway began in 2011, with an originally-expected completion date of 2013. First tenders have been issued
N ew I nternati o nal T rade C r o ssing
Presidential Permit Issued for New Bridge to Canada
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Inf r a s t r u ct u r e
“The new crossing has the potential to create some 10,000 jobs in southeast Michigan and revitalise the trade corridor” by Publics Works and Government Services Canada requesting companies interested in providing tolling services and electrical systems for the crossing. Another positive is a clause in the international agreement which specifies that all steel and other materials used in construction must be either US or Canadian in origin. Old Ambassador Bridge The new crossing has the potential to create some 10,000 jobs in southeast Michigan and revitalise the trade corridor, opening new global markets for farmers, entrepreneurs and manufacturers (particularly in the automotive sector), while establishing the state as a global hub. On the other side of the border, it will attract new investment and create business opportunities in Windsor-Essex, 14
August 2014
Ontario and all of Canada. Traffic crossing the US/Canada border is anticipated to grow from 18,500 vehicles a day in 2016 to 26,500 by 2025, and the NITC is a way of relieving the burden on the existing crossings, including the 84-year-old Ambassador suspension bridge which is currently North America’s busiest international border crossing by trade volume. More than 8,000 trucks a day cross the Ambassador, accounting for a quarter of goods traded between Canada and the United States each year. With passenger vehicles added to the mix, such traffic volumes put a strain on the long-serving bridge, which stands a few miles upstream from the planned site of the DRIC. Manuel Moroun, head of the Detroit International Bridge Co. which owns the Ambassador Bridge, in fact filed
N ew I nternati o nal T rade C r o ssing
Artist’s impression of the proposed New International Trade Crossing bridge
lawsuits against the Canadian and Michigan governments in 2010, arguing that the proposed New International Trade Crossing (NITC) could lose the Ambassador threequarters of its truck traffic, and proposed construction of a second span for the older crossing. But their grievance was dismissed by a US District judge who ruled Moroun has failed to prove that issuance of the permit by itself would cause irreparable harm to their business. The Morouns acknowledge the Coast Guard permit award as a big setback to their campaign for a privately-funded alternative. When? Although the Obama Administration has not pushed for the customs plaza, leaving Canadian officials frustrated after failing to make it a priority item
in the budget, there are real signs for hope. Canadian Consul General Roy Norton has indicated that administration officials may be prepared to pay for the customs plaza too, on the Canadian side of the river, in order to move things forward. It is widely accepted that Canada needs this new crossing more than the Americans, and they are willing to pay to make it a reality. Alternatively, US Congressman Gary Peters, D-Michigan, has introduced a bill to fund the plaza on the American side. One of the two should end up a reality sooner rather than later. As more and more of the pieces fall into place, we can be cautiously optimistic that next year should see construction work begin on this long-awaited and much needed new crossing. 15
m a j o r p r o j ect s
NHBC Launches New Training Academy With the successful re-opening of its Milton Keynes training academy to new recruits, The National House-Building Council (NHBC) is looking to a stronger future for the UK’s residential market W R ITE N b y: j o e l l e v y
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m a j o r p r o j ect s
Captionbuilding Trainee to the image inspector The 78-year-old NHBC’s mission is to raise standards in homebuilding and protect owners through its defining of minimum construction standards, maintenance of a register of competent builders who undergo a technical and financial assessment process before they join, and inspection of new builds. It trains, coaches and works closely with the Government and the industry to develop competence in building 18
July 2014
and develop regulations, representing the industry through programmes including the zero-carbon hub. It is the largest new-home warranty provider in the UK with an 80 percent market share, giving protection to homebuyers should anything go wrong. These are buoyant times for the company. With the financial crisis seemingly abating, residential construction driving the recovery
N ew T raining A cadem y
“NHBC has seen fit not only to go on a recruitment drive, employing new engineers, technical staff and inspection staff, but also to take on new trainee building inspectors�
and new government legislation supporting the housing market, NHBC has seen fit not only to go on a recruitment drive, employing new engineers, technical staff and inspection staff, but also to take on new trainee building inspectors at the academy for the first time since 2007. With 24 percent growth in the last quarter, and more predicted, NHBC took the pre-emptive move to increase the talent-pool in order to be ready to
meet the increased demand. Construction Global caught up with Training Services Manager Rob Lockey half way through the first 12-month course, with the trainees having completed their initial induction period and hard at work with written assessments. Lockey has worked with NHBC for 30 years, having himself joined as a building inspector. From here he began working on the staff training team and moved over to set up external training provision, offering health and safety, technical and management skills training and NVQs to the 19
m a j o r p r o j ect s industry. Last year he was tasked with overseeing the management of the academy and responsibility for the eight new recruits, comprised of recent graduates with construction qualifications but lacking experience, and indeed non-technical NHBC staff that have chosen to gain technical skills. He said: “As soon as the industry starts picking up, the whole industry is under pressure. Growing our own is a really important part of what we do.” “We are trying to anticipate future growth, because with things like the trainee programme, we have to get the
Trainees with an inspection manager
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people ready to become inspectors and that takes time. By the time they are ready, we expect the industry to have grown by the same amount again,” said Lockey. The course The comprehensive course offers a good mixture of academic theory and practical experience, giving a full introduction to the complex processes and standards of the Council. “When we take on trainees, we don’t expect them to be ready to inspect immediately. We put them through a six-month training programme which covers technical, procedural and
N H B C L aunches N ew T raining A cadem y
some behavioural skills, because for building inspectors, often the easy bit is the technical bit, the finding things wrong on site. The hardest thing is then to work with the site manager to make sure they get put right. “The trainees are also placed out with an inspection manager’s team so they do a lot of job shadowing during that section as well. And then when they come towards the end of that period they go through some written technical and procedural assessments. “We will observe them inspecting on site, and only when the trainer is happy will he pass them over to the
“We will observe them inspecting on site, and only when the trainer is happy will he pass them over to the inspection manager and he will make an assessment as well before they are given a workload and let loose on their own”
inspection manager and he will make an assessment as well before they are given a workload and let loose on their own.” For the next six-month period, the trainees will be well supported by mentors as they further hone their skills, observing inspections and learning the various key stage inspections of which builders notify the council, which visits the sites at critical stages during construction. At the end of this process, the learners will have valuable experience and a chance at a career in a growing housing sector that is being well supported by government policy for the foreseeable future. With these 21
m a j o r p r o j ect s
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N H B C L aunches N ew T raining A cadem y
“Being involved in that and helping others to develop good homes is fulfilling work. It’s a modern organisation with good management structures and processes and we support our people very well”
factors in place, two further trainees will be joining in the next month, and Lockey believes the academy’s doors will be open for a long time. “We believe the academy is here for the long term now,” he said. “Although the industry is very cyclical, hopefully we are in for a period of sustained growth. All the political parties seem to want the UK to build more homes so the will is there, and as long as the economic factors are manageable we expect
that there will be a sustained period of growth, in which case NHBC will have a need for inspectors. “We will have something like 300 inspectors, and even if you only have five percent attrition, that means you need 50 new ones every year. So there will always be opportunity.” The NHBC website is now accepting applications for the academy, and Lockey had the following words for those considering a career in building inspections at the company: “NHBC is a great place to work. I would say that having been here 30 years but it truly is. The one thing that’s really noticeable about our people is we believe in what we’re doing. We’re trying to improve the industry. “We’re a not-for-profit organisation so all our effort goes into improving standards for homeowners. “Being involved in that and helping others to develop good homes is fulfilling work. It’s a modern organisation with good management structures and processes and we support our people very well.” 23
m a n a gement p l a nn i ng
New Kid On The Block 24
August 2014
We interview Chris Plant, Managing Director of Hope Construction Materials, and discover some interesting insights into the young company and its concrete intentions for the future e d i t e d b y: j o e l l e v y 25
management planning Q. Could you introduce Construction Global’s readers to Hope Construction Materials in 150 words or less? Hope Construction Materials is Britain’s leading independent supplier of concrete, cement and aggregates. The company was the first new nationwide entrant into the industry for more than a decade and was founded after the acquisition of more than 180 divested Lafarge and Tarmac sites in January 2013. Our 900-strong workforce is led by Chairman Amit Bhatia, who has instilled an entrepreneurial spirit throughout the firm. Our core values as a business are to be reliable, understanding, entrepreneurial and responsible - these values have been heavily applied to everything we do as a company and are key to establishing ourselves in the market. Q. You are the first new nationwide entrant into this industry for more than a decade, and there are some very major players established. What gave you the confidence to start this company and take on this challenge? There is always a risk when entering 26
August 2014
“..from a standing start, as an unknown competing with substantial established players, (we) went on to sell 1.4 million tonnes of cement in our first year” any market as a new player, particularly in a traditional industry with longstanding incumbents. However, acquiring the business at a time when economic recovery was just around the corner was a shrewd move and it sent out a signal to the industry that there was room for optimism – and almost since day one we have started to see more and more signs of growth. That kind of entrepreneurial spirit is part of what makes Hope
feature article sh o rtened headline
Construction Materials the way we are. We believe that the market will continue to steadily improve over the coming years. Q. Congratulations on such a successful first year in business: some ÂŁ300m in turnover, two million cubic metres of concrete and a 900-strong workforce. How does this success compare to your aspirations when you embarked
on this venture? Has it exceeded expectations? We entered a market as a new company, from a standing start, as an unknown competing with substantial established players, and went on to sell 1.4 million tonnes of cement in our first year, not to mention 2 million cubic metres of concrete and 4 million tonnes of aggregate. This a fantastic achievement, especially for all our people who worked tirelessly to get 27
management planning
“We are well positioned to seize the opportunities which come our way, such as listening to customers and launching innovations in service, something our customers say we’re doing well”
everything set up and they also had to deal with some old, inherited systems which we’re currently doing away with in favour of new technology. So in the first 18 months I would say our performance has been outstanding. We are cautiously optimistic about the progress made to date, especially during a period of streamlining and stabilisation to ensure our fledgling 28
August 2014
business has a strong foundation moving forward. We have very clear expectations as a business and feel we have met them. Now we move into a period of optimisation, refining out operations to maximise efficiency and continually improve the range and quality of products and service we can offer our customers.
h o pe c o nstructi o n materials
Hope Works, Derbyshire Q. Your website describes HCM as a “fresh alternative in the market”. What do you feel you are offering that is different, and how are you differentiating yourselves from the competitors/challenging the industry norms? When we launched we spent a significant amount of time researching the feelings toward the industry and its
incumbents and found that customers had significant issues with the level of customer service on offer, specifically regarding inconsistent, unreliable delivery. As mentioned ‘reliable’ is one of our core values and we have put substantial emphasis on redefining what customer service means in the industry. Earlier this year we became the 29
management planning
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h o pe c o nstructi o n materials
first firm in the concrete industry to introduce a price discrimination approach to ordering. The ‘A New Way of Working’ initiative is a bold tactic to encourage customers to plan ahead by offering price incentives for booking in advance. The approach also helps ensure quality is maintained throughout the delivery process. Q. What were/are the challenges of entering the materials market and your first year in business? As a new company of this size it was always going to be difficult to have things running smoothly from day one. We launched from a standing start and had to galvanise a substantial workforce (at the time 800 people), many of whom were from different backgrounds, to get behind the newlylaunched Hope brand and everything it stands for. Similarly when acquiring more than 180 sites it is logical to expect that not all of them will be functioning as efficiently as they could be and so it has taken time to analyse our operations and ways in which we can maximise efficiency. Our IT systems were also disparate and we have spent significant time working to
“We’ve also been able to launch a number of sustainability initiatives and in 2014 we’ll bring them under one umbrella” create and launch a new system which allows us to do business as effectively as possible. As a new company which has overcome all of these kinds of issues, we feel able to rewrite a few of the rules for how a firm in this sector should behave towards its customers, stakeholders and employees. We are well positioned to seize the opportunities which come our way, such as listening to customers and launching innovations in service, something our customers say we’re doing well. We’ve also been able to launch a number of sustainability initiatives and in 2014 we’ll bring them under one umbrella which is something we’re particularly proud of as a forwardthinking business. 31
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h o pe c o nstructi o n materials
Q. What is your take on the current state/health of the UK construction industry, and how will it affect Hope’s prosperity going forward? The prospects look good and signs so far have been encouraging. There are a number of reasons to be optimistic about the future of building in Britain but at the same time it’s important not to get ahead of ourselves, i.e. to exercise a little caution too. We have worked hard to make sure we are wellpositioned to take advantage of the growth as and when it happens. Q. What does the rest of 2014 have in store for Hope Construction Materials? What is your strategy for the next six months and perhaps even further long-term? We have set out some ambitious targets for the company – both financial and strategic – and will do everything we can to achieve them. Our ambition is to grow this great business both organically and through the right kind of acquisitions. Our focus remains very much on establishing Hope in the UK market but we would be open to international expansion in the longer-term should the right opportunities arise.
Hope Chairman scoops Institute of Directors award Amit Bhatia, Chairman of Hope Construction Materials, has been crowned Young Director of the Year for London and the South East alongside Ross Williams, CEO of Global Personals, at the Institute of Director’s (IoD) Director of the Year awards. The London based businessman, who has a string of entrepreneurial successes to his name, fought off stiff competition from a number of high profile nominees to claim the joint accolade. The regional awards, held at the IoD’s London headquarters, saw the culmination of hundreds of nominations, with Bhatia jointly winning the coveted award. He will now go through to the national final, to be held on October 24. Amit founded Hope Construction Materials, the UK’s leading independent supplier of concrete, cement, aggregates and asphalt, in January 2013, becoming the first new nationwide entrant into the industry for more than a decade. His ability to unite an 800-strong workforce and produce a positive first 18 months for the business from a standing start, was cited as one of the main reasons behind his success.
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con s t r u ct i on eq u i pment
Future Cities: Machines for Living
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Frederic Dot, Global Industry Development Director, Dassault Systèmes, looks at the effects of digitally modelling cities to improve efficiency, security and public services e d i t e d b y: j o e l l e v y
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construction equipment By 2020, 70 percent of the world’s population will be city dwellers. Existing cities will grow and many new ones will be built. China has seen a rise in city living from 13 percent in 1950 to more than 40 percent today. That figure is expected to rise to 60 percent by 2030. By 2020, UK city-dwellers will account for more than 92 percent of the population, up from an already high 79 percent in 1950. In 2009, for the first time, Africa saw more than 40 percent of its population living in cities. Botswana holds the record for that continent’s growth from 2.7 percent in 1950 to 61 percent today. Worldwide around 125,000 people move to cities every day. Cities need to plan for the future and Dassault Systèmes is working with many, deploying technology to create and evolve 3D digital city models. These are used as a central reference point for local government, urban planners, architects and citizens. 3D models help them define the future of cites based on ‘what if’ scenarios that the technology simulates. These can cover for example: heath provision, mobility and security. 36
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3D digital city model Simulating cities and their services means they can become de-compartmentalised and considered as whole inter-related entities. This new perspective integrates formerly disparate departments, making them better informed, more efficient, better-able to accurately visualise potential futures. Planning for the future With political, financial and security
F uture C ities : M achines f o r L iving
consequences at stake there is a growing information disjunction within and between city administrators. Access to information, via a 3D city model, efficiently solves this problem by keeping people in synch through a single source of information about their city. In the past a great deal of technology has been used to help run city departments but unfortunately this has often led to making 37
construction equipment complex situations incompressible. The problem lies in the separate information stores, or silos, of data that inevitably arise when more than one computer system is deployed by an organisation. Diverse systems cannot access or read each other’s data, so security and other planning is often based on out-of-date, incomplete and disjointed information that effectively misinforms stakeholders and the public. This can lead to wrong choices being made and security being compromised.
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Head in the clouds If aeroplanes were built and operated like cites no-one would fly in one. Now cities are deploying technology from aerospace and other highly efficient industries including F1 motor racing, in a drive to improve services, promote universal access to information and accurately envision future performance. Starting with a blank page, new cities can plan and operate using the same software that fosters industrial and commercial innovation through
F uture C ities : M achines f o r L iving
simulation. Existing cities can incorporate this technology on new projects. For example Dassault Systèmes is currently working with the Italian government to help enable Italy’s Ministry of Commerce and Finance to streamline its internal and external information services. Using 3DEXPERIENCE technology as a platform, other projects and any type of information can be added over time to build a big 3D picture that is comprehensible and usable by all.
Secure in knowledge It is possible to make the mass of data cities generate more useful and effective for security purposes through 3D visualisation. Managing data and using it to service city needs is possible by building layers of information around a digital 3D city model that can be accessed by stakeholders to make better-informed decisions. A project undertaken with an airport authority in France makes use of a 3D digital model of the facility and its
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construction equipment transport, utility and logistics services. Security plays a big part in this project. The authority’s model includes CCTV cameras, GPS information and other feeds that can be built up into a complete picture. This allows them to operate what-if scenarios and isolate gaps in services or security provision. Incorporating building services, aircraft movements, foot traffic and much more, helps planners see the whole system and work towards improving its security and overall efficiency. The same system when it is applied to a city deploys the 3DEXPERIENCE Platform to unify silos of information and bring departments into harmony. Integrating a city’s information means efficiencies can be introduced because people are aware of each other’s work and can organise departments and security based on current information and needs. The software does this with workflow monitoring. Unifying and co-ordinating systems around a 3D digital model encourages fresh ideas sparked by collaboration and the new vision that the model provides. People can more fully understand the impact of their decisions and, by 40
August 2014
‘Many cities use 3D digital simulations to run and optimise security scenarios. Events ranging from a city centre dirty bomb to live maps of potentially vulnerable areas’
F uture C ities : M achines f o r L iving
3D digital simulation having access to appropriate layers of information, reach and communicate them universally. Using a single platform for security planning, as well as management and public and stakeholder access, puts everything in synch. Many cities use 3D digital simulations to run and optimise security scenarios. Events ranging from a city centre dirty bomb to live maps of potentially vulnerable areas can incorporate existing data in any format.
History – Future lessons Progressive cities are able to commit their work, including 3D digital models of buildings and services, to a unified platform and to build up an increasingly detailed security and services model of the city when new projects are added. As more users contribute information a ‘time machine’ historic model will emerge. Historic situations become viewable while the progress of current work can be accurately 41
construction equipment
3D building model recorded and traced. Security is a pre-requisite for sustainable economic development, but without an accurate vision and unified workflows that record actions and decisions, security can be compromised because of ‘invisible data’ - i.e. data that is locked away in silos. Adding all data to the model enables universal access to historical information. This visibility means past mistakes can be avoided and routes to good decisions recorded because the unified platform helps people better understand the current situation and that of their predecessors. It also gives access to a view of what is to come. Adding details of future projects to the model allows decisions 42
August 2014
about security and other matters to be fully examined and effectively dealt with. This type of system is used by major aircraft manufacturers, power plant operators, pharmaceutical, food and consumer product companies to ensure compliance to rules. It also leads to accurate record keeping throughout all operations and processes and retains intellectual property, so when people leave, the knowledge they built up is not lost but is retained within the layers of information that comprise the 3D model. Security planners, rather than reacting to situations as they develop, can examine many what-if scenarios to find the most beneficially optimised
F uture C ities : M achines f o r L iving
h t t p : // www . a c o nbest e x . cuse o mof / solution. This makes That saves time and allows p r o j e c t s / r o yh i l lm i n e resources and funds for both the projects to proceed more easily with public’s and authority’s mutual benefit all stakeholders being aware of the - a political no-brainer. consequence of their decisions. Being able to simultaneously see the big Problem solved and small pictures also helps reduce Using shared 3D experiences to corruption by making it easier to spot. simulate cities reveals potential Cities thrive on creativity. To become problems that may not otherwise be vibrant, exciting places to live and seen. Overlaying data reveals new work, cities need to accommodate views and it is possible, with Dassault the human urge for spontaneous Systèmes technology, to actually creativity. Introducing order where it predict events. is needed and encouraging creativity Transport systems, and hubs, within an efficient secure framework public services, utility provision and can help avoid chaos and lead to the security along with the location and natural respectful expressions that operation of everything in the city give a city its soul. can be modelled. Seamlessly linking the system to financial software For further information: allows cost planning and budgetary www.3ds.com predictability. By this means potential problems and their outcomes can be observed and fixed before they occur. Building up knowledge into a single 3D digital model that can grow over time to encompass any aspect of the city and its security helps make complexity visible and therefore understandable. Having historic data readily available means that fewer research projects and reports need to be generated to examine the past. 43
TOP 10
Top10 Bridges
From San Francisco to Shanghai, we count down most the impressive feats of engineering and architecture for the purpose of linking one place to another
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top 1 0
10
Ponte Vecchio, Florence, Italy
This medieval stone closedspandrel segmental arch bridge crosses the river Arno, and is the oldest in the city. It is famous for still having shops along it, as well as being the only bridge in Florence not to be destroyed during the German retreat of August 4, 1944.
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09
Charles Bridge, Prague, Czech RepublicÂ
The 515-metre stone bridge spans the River Vltava, and was constructed between 1357 and 1402. It was named after Holy Roman Emperor Charles IV who commissioned it, although not during his lifetime; it took until 1870. The majority of its 17th century Baroque statues are now copies of the originals. 47
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08
Nanpu Bridge, Shanghai
While no record-breaker, it is the visual aspect of Nanpu Bridge that earns its place. The spectacular overlapping spirals of its approach ramps were implemented to reduce the gradient while minimising land use in a crowded city. The main bridge, connecting Puxi and Pudong, is 846 meters long, and was completed in 1991.
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07
Maria Pia Bridge, Porto, Portugal
Built to solve a technical problem, a railway line between Lisbon and Porto needed to cross the fastflowing, flood-liable river Douro. Gustave Eiffel, (more famous for another project), undercut rival bidders by a third with a two-crescent arch which was at the time the longest single-arch span in the world.
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06
Salginatobel Bridge, Switzerland
Completed 1930, the work of renowned engineer Robert Maillart, a pioneer of reinforced concrete construction crosses the Salgina Valley in Schiers. It has been declared a ‘world monument’ by the American Society of Civil Engineers. Although beautiful, the design was actually selected for being the least expensive. 50
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Tower Bridge, London, England
One of the world’s most recognisable landmarks, the 800m bridge crosses the River Thames adjacent to the Tower of London from which it takes its name. The combined bascule and suspension bridge was built between 1886 and 1894. The central bascules can be raised to allow boats passage.
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Sydney Harbour Bridge, Sydney, Australia
The world’s tallest steel-arch bridge crosses Sydney Harbour, offering views of the famous Opera House. It was designed and built by British company Dorman Long and Co Ltd and opened in 1932, after nine years of work. It measures 134 m (440 ft) from the top to water level.
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Brooklyn Bridge, New York, US
One of the US’ largest suspension bridges, it was completed in 1883 after 13 years of construction, which claimed the life of designer Augustus Roebling, who developed a tetanus infection after crushing his foot while conducting surveys for the project. His legacy is a 1,595.5-foot historic landmark and the world’s first steel-wire suspension bridge. 53
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Millau Viaduct, France
Constructed in 2004, this is a modern example of incredible engineering, particularly notable for its height. Chief Engineer Michel Virlogeux and architects Foster and Partners worked to create a bridge with a peak structure height of 343 metres (1,125 ft), making it taller than the country’s Eiffel Tower at the tallest pier of the seven. 55
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Golden Gate Bridge, San Francisco, US
With a main span of 1,280 meters (4,199 ft), when completed in 1937 after four years of construction, it was the world’s longest suspension bridge as well as its tallest at 227.4 m (746 ft), defying doubters who believed the feat of spanning the Golden Gate was impossible. The project cost more than $35m, yet was completed ahead of schedule and $1.3m under budget. McClintic-Marshall Construction Co. served as lead contractor. The orange colour selected by architect Irving Morrow was chosen to complement the natural surroundings and enhance the bridge’s visibility in fog. The two Art Deco towers stand almost 250m (820ft) tall, more than 20 meters of which are below the sea level. It has achieved recognition from the American Society of Civil Engineers as one of the Wonders of the Modern World, and is one of the city’s most famous landmarks. 56
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Bridge cable © 2007- David Ball
Bridge dimensions
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Cemex
Builds On its Core Strengths to ensure it Delivers to all Stakeholders Written by: Sheree Hanna Produced by: Glen White
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CEMEX celebrates ‘helping to build a greater Britain’
One of the biggest building material suppliers in the UK has a clear strategy for its future growth and sustainable development which is simply to be the BEST
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B
uilding materials’ company CEMEX has a vision to become the best for all of its stakeholders and has a strategy in place aimed at delivering just that. In the UK CEMEX supplies concrete, cement and aggregates, as well as asphalt, building products and mortar. Its Paving Solutions business specialises in constructing roads using both asphalt and cementitious materials. The business generates £775 million in annual sales, employs a total of 3,000 people in the UK and is part of the global group CEMEX which is headquartered in Mexico. CEMEX gained its foothold in the UK when it acquired RMC in 2005. Lex Russell is Vice-President of Aggregates
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and Asphalt in the UK responsible for 1,040 employees serving in the region of 2,000 customers and currently producing some 20 million tonnes of aggregates and 2 million tones of asphalt a year. The recent economic crisis and continuing tough economic climate has had an impact on the UK business with the decline in the construction industry meaning less demand for CEMEX products. “Times have been very hard for us. In 2007 we were selling 26 million tonnes of aggregates, but that dropped by around 30 percent; but now we are starting to climb back up with current sales of 20 million tonnes,� explained Russell.
Lex Russell is VicePresident of Aggregates and Asphalt in the UK
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AC
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APPLIED CORROSION TECHNOLOGY
Class ACT
Corrosion Technology (ACT) is the leading supplier of anti-corrosion protection services within the United Arab Emirates. For over 25 e have been on the front-line in the fight against corrosion, working e many of the leading players in the Middle-East oil & gas and marine ncluding Rowan, Noble, Ensco, Saipem and most notably Lamprell with whom we have forged a solid partnership over the past 25 years.
T has successfully completed both new build and refurbishment projects on hundreds of rigs and rial and marine structures, and we are considered experts in the fields of abrasive blasting and ng, Passive Fire Protection (PFP) and Thermal Spray Application (TSA).
ment to hiring only the most qualified project managers, engineers and corrosion experts, along ntinuous investment in the best available equipment in the market, allows us to deliver top quality provide unparalleled value to our clients. Moreover, we recognize that our most valuable assets are en working on our multiple sites on a daily basis. Our operatives are the individuals that directly e to our clients, and as such, we have invested heavily in the development of a state of the art ity where our full time training specialists provide the highest quality technical training to our site s our investment in our people and equipment that enables us to consistently deliver projects on accordance with the highest safety and quality standards.
ars, we have diversified our activities and developed our own fabrication facility in the Hamriyah This has enabled us to increase the range of services we are able to offer to our clients; allowing us er value. Looking ahead to the future; our mission is one of continuous improvement, in all areas ess. We believe that it is this ongoing quest to achieve the highest levels of service delivery that at the forefront of the industry; ensuring that our valued clients continually return to ACT for their on requirements.
ur goal is not merely to meet the expectations of our clients; we aim to exceed them.
Tel: +971 4 3699 666 Fax: +971 4 4314 700
P.O.Box: 50946 Dubai - UAE
Email: act_uae@eim.ae www.actuae.ae
C EMEX
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A question of costs CEMEX is also striving to reduce operating costs in order to improve its returns. In a bid to counteract the economic conditions CEMEX has placed a strong focus on continuous improvement and its quest of becoming the most efficient aggregates operator in the industry, but estimates it is currently undervaluing its products by 30 percent in the market. Russell said: “The last couple of years we have been concentrating on reducing our costs, but it is getting to the point where we need to increase our selling price in order to recover our costs and be able to invest in the future. We are committed to giving our customers the best quality products with the best customer service. We strive to create value for our customers. But this can
30% Amount estimated it is currently undervaluing its products
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Energy & Cost Saving Solutions
H
ayley Group Plc are a key supplier to the Cemex Group, looking after their MRO, Inventory Management and energy cost saving solutions. One of the biggest challenges facing businesses today is remaining competitive when energy and other costs are rising. Investment in Drivetrain related improvements offer one of the most effective solutions to this problem with fast returns. Hayley offer the complete Drivetrain with products being offered separately or as a complete integrated turnkey solution bespoke for its customer’s applications.
Gearboxes & Electric Motors
Hayley are unique in stocking the Siemens FZG industrial gearbox range in various sizes, which can be built on a 2-day lead-time. These products are stocked at its 25,000 sq. ft. engineering facility, which also offers the refurbishment and repair of any type and size of industrial gearboxes. Completing the Drivetrain Hayley can provide advice and support on a range of Variable Speed Drive applications including energy savings and optimising process control.
We also stock both IE2 and IE3 Electric Motors up to 315kw with off the shelf availability, as well as Geared Motors up to 37kw input power, again, available to be built to meet customer requirements on very short lead times.
Pumps & Dewatering
One of the issues in all quarries is keeping them dry. Pumps are therefore a major part of this process. There are several methods being used, most of which are very expensive and inefficient to run. Hayley Group has brought new pump technology into the industry to drastically reduce cost and save energy. This has also enabled Cemex to adopt a Best Practice for pump replacement through its RMC sites. The objective was to provide a standardisation, more efficient alternative to the pumps being used. Hayley also stock the pumps so they can offer either a same day or next day replacement service anywhere in the UK.
Smartvend®
Another concern that faces many customers is the amount of inventory carried in order to lessen downtime as well as 24/7 access to health and safety products for their workforce. Hayley Group Plc have identified a solution that can reduce the inventory, transaction costs, downtime costs and the supply of health and safety products.
This solution is the introduction of Smartvend®, a simple, affordable, industrial vending machine programme that provides a lean, controlled flow of products to the point of use. This technology enables customers to monitor and track usage of product, allowing a reduction in inventory and the ability to manage assets and access health and safety products 24/7.
The machines are Internet appliances and do not need expensive and complicated software installed, this means they are easy to install and maintain, both done by trained Hayley staff. Customers who have taken onboard the Smartvend® solution have enjoyed benefits such as reduced consumption by 25% or more, immediate product availability, asset control and automated ordering. This has added to the success of Hayley Group Plc in increasing its offer to Cemex and the marketplace through inventory management solutions.
For more information please contact your local Hayley branch
0121 504 4292
marketing@hayley-group.co.uk
www.hayley-group.co.uk
C EMEX
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only be achieved by investment in reserves and modern production plant and equipment for the future.” To this end, the award-winning company has launched initiatives aimed at improving standards in just about everything it does. It has five major stakeholder groups where the company is primarily focused, namely: families, customers, employees, communities and shareholders. Best for families Families, referring to CEMEX’s workforce, is a particular area of pride for the company. “Being the best for families is about health and safety and the wellbeing of our people and ensuring everyone goes home safely each night,” Russell said. “Work related incidents are without a doubt
supplier profile
“The award recognised our strong performance in health and safety including the initiatives we have launched and the culture we have established in the business” – Lex Russell, Vice-President of Aggregates and Asphalt in the UK
Hayley Group Plc
Industry: MRO Solutions Provider Services: Provider of engineering and maintenance products. Total inventory management and energy efficiency solutions, offering best practice. Management: Lee Willitts and Bernie Noakes Website: www.hayley-group.co.uk
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If it can go by rail we will find the way. For more information please contact: Tel | 01302 575338 Email | sales.rail.uk@dbschenker.com
www.rail.dbschenker.co.uk
C EMEX
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preventable; our aim is to achieve zero lost time to injuries and we are confident that this can be achieved.” Probably the highlight of last year was winning the MPA Health & Safety Award, the John Crabbe Memorial trophy for outstanding excellence in health and safety. “It was a very proud moment for me when our Country President, Jesus Gonzalez, went forward to accept this trophy on behalf of CEMEX UK,” said Russell. “We have won many awards in the past, but I think this award recognised the progress that we have made and our strong performance in health and safety including the initiatives we have launched and the culture we have established in the business.”
supplier profile
Current holders of the John Crabbe Memorial trophy, the industry’s most prestigious health and safety award
DB Schenker Rail Ltd
DB Schenker Rail (UK) Ltd is an established major provider of a range of rail services in Britain. We are backed with commitment to expand, enhance and grow our services. For commitment and good quality, welcome to DB Schenker. Website: www.rail.dbschenker.co.uk
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SOUTH EAST ARC WELDING COMPANY LIMITED
Providing mechanical engineering solutions for a diverse range of clients and industries. We offer a partnership approach to all our customers, working in collaboration to gain an understanding of the needs of their business and providing the best possible service and workmanship to meet the exacting standards we aim to achieve for all our clients. www.southeastarc.com enquiries@southeastarc.co.uk +44 (0) 1474 355245
C EMEX
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Each year the company runs its own health and safety workshops which every employee is encouraged to attend, along with the Health and Safety Executive (HSE), competitors, customers and contractors. The most recent campaign was the most comprehensive training programme undertaken so far, with a focus on educating employees to take responsibility not only for themselves but for colleagues, contractors and visitors and also not walking past and ignoring unsafe practices or potential hazards, but acting on them. Russell said: “The programme consisted of 17 day-sessions and involved theatre-style presentations with actors imitating unsafe practices within the workplace, starting with a situation as the attendees walked in to the event.
supplier profile
“The programme consisted of 17 day-sessions and involved theatrestyle presentations with actors imitating unsafe practices within the workplace, starting with a situation as the attendees walked in to the event” – Lex Russell
South East Arc Welding
Our facilities include two fabricating workshops and one fitting & turning workshop. There is ample storage space in our yard which, together with our offices, covers a total of more than three-quaters-ofan-acre. Both fabricating workshops are fully equipped and operate independently. Each comprises: 10 Ton Overhead Crane • 3m Guillotine • 250 Ton Brake Press • Set of Rolls • Asquith 4’-6” Radial Drill • Band Saw • Welding and Cutting equipment • Air Cooled Plasma Cutting Machine • (capable of cutting stainless steel, aluminium, and hardfaced materials of up to 25mm thick). Website: www.southeastarc.com
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Cemex
Exchanging Places held with London
It provided a great starting point and made for really strong interactive sessions.”
Metropolitan police to educate cyclists about the dangers around large vehicles
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Comprehensive network CEMEX operates a comprehensive national supply network to ensure that quality materials and services are available to customers locally, and maintains a significant logistics fleet of aggregate tippers, cement tankers and concrete mixers. Safety on the roads is a big issue and one that is taken very seriously by the company, in particular making sure its drivers are aware of vulnerable road users such as cyclists. Russell said: “We have been doing a lot of work to make our own vehicles safer by fitting additional safety features such as mirrors,
C o nstructi o n
Cyclist in the cab of a Cemex vehicle learning about what the driver can see
proximity sensors and cameras, as well as working alongside the police and cycling groups to educate cyclists about the potential dangers around large vehicles.” Best for customers The aggregates business supplies all the major construction companies and many smaller businesses throughout the UK, and Russell is keen to point out that after health and safety it is the firm’s number one priority. He said: “Customer service has gone through a transformation as it is something we are all very passionate about improving. The customer service promise issued to all our customers underpins our aims. Firstly it says that ‘if we can’t deal with your enquiry immediately, then we will
Cemex UK leads the sector in cyclist safety
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24 The customer service team responds to any enquiry within 24 hours
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get back to you within 24 hours latest.’ This is not just about responsiveness, it’s about the manner in which we respond and understanding our customers’ requirements. “One hundred percent of our products meet or exceed relevant quality standards: we continually invest in developing our services and solutions to deliver optimum performance. If our quality checks highlight any deviations we will contact our customers in advance. “We always aim to deliver within the agreed timeframe – and if there is a problem we will call you. We realise how important on-time deliveries are to our customers, we set ourselves high targets but when issues occur then timely communication is key. “One hundred percent of issues or complaints will be dealt with within 24 hours. Of course, nobody wants problems but when they occur we try to resolve them swiftly, accurately and comprehensively.” The company measures its customer service performance weekly and it is discussed at all levels in the business. “If you can’t measure it you can’t manage it,” said Russell. “Every Monday the UK management team meet with our Country President to discuss how we have performed in the previous week and what we need to do to improve going forward.” To ensure customer service is part of CEMEX DNA, there are some 200 advocates
C o nstructi o n
I NEVER MADE A SPLASH WITH THE SWIMMING TEAM… I always got the butterflies. Fortunately I’m never out of my depth when it comes to dealing with your enquiries. At CEMEX we understand that your needs are different, can change, and the unexpected can happen. It’s our job to be responsive and flexible, making sure that everything runs smoothly and that no one’s left floundering. We’ll do everything we can, and at a stroke, to keep Britain building. It’s what we do, day-in day-out. It’s our passion. Team CEMEX. First for customer service. www.cemex.co.uk
HELPING TO BUILD A GREATER BRITAIN
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Providing HV/LV Electrical Power Engineering Solutions nationwide, supplying to the Rail, Manufacturing, Utilities and Petrochemical industries. ISS Ltd are a HV/LV Power Engineering company operating nationwide, undertaking Turnkey Electrical Distribution Projects and Site Service activities, including installation, commissioning, pre-commissioning, final commissioning, HV/LV switching, maintenance, repairs, refurbishment of HV/LV AC & DC Switchgear, Power transformers, SCADA systems, control panels, HV/LV cabling and associated ancillary equipment. We manufacture low and high voltage switchgear, protection cubicles, LV generator changeover panels, marshalling cabinets and bespoke protection and control equipment.
www.iss-services.co.uk Tel: 0161 344 1117
Industrial Switchgear Services Ltd
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C EMEX
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taken from all different levels of the business who meet regularly to identify ways of making improvements, implementing them and ensuring they are passed on to every employee. “Everyone in the company serves a ‘customer’; they may be internal colleagues but we should all offer the same standard of high customer service,” Russell explained. Best for employees CEMEX employs a wide variety of skills including electrical and mechanical engineers, geologists, quarry managers, commercial sales specialists and drivers. Many of those loyal workers have been with the company for years, but that in itself has posed something of a challenge for the company where the average age of an employee is now 48 years old, which is reflective of the industry as a whole.
‘CEMEX employs a wide variety of skills including electrical and mechanical engineers, geologists, quarry managers, commercial sales specialists and drivers’
Cemex is working with the RSPB to increase the biodiversity on its sites
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Cemex
Cecil Roberts and Callum McPhilips 2014 Leaders in Development with Jesus Gonzalez, CEMEX UK Country President
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“It is great that we have that kind of loyalty and engagement however we do need to attract younger people into CEMEX as well as developing the talents of our younger colleagues,” said Russell. The recently introduced Leaders in Development programme seeks out talent from within and puts candidates through a year’s training which enables them to experience all areas of the business, after which they are offered a position within the company.” CEMEX had an impressive 18,000 training interventions last year, amounting to an average of six training sessions per employee. The
C o nstructi o n
Gravesend training
company aims to train and develop all staff, with Operational Managers and Supervisors taught the principles of continuous improvement. Every commercial employee experiences the CEMEX Commercial Academy, fostering industry knowledge and a desire to always build on success. “It is important that we have sales people who understand the true value of our products and can effectively communicate this to our customers. All of our operators are trained to a level of competence and we are about to commence our weighbridge development program,” said Russell.
‘The Leaders in Development programme seeks out talent from within and puts candidates through a year’s training... to experience all areas of the business’
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Recording an Early Neolithic house. Cemex has spent ÂŁ10m on archaelogical digs at its Kingsmead Quarry resulting in finds of national significance
Cemex
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Visitor Centre, Attenborough Nature Reserve
Being the best for communities With some 56 quarries located around the UK, CEMEX plays a leading role in working closely with the communities and environments that it operates in. “We do a lot of excellent quarry restorations; when we have finished operating quarries the finished site is restored to a better environment than when we started,” said Russell. The company has created many bio-diverse environments including a nature reserve in Nottinghamshire which has been endorsed by broadcaster and naturalist David Attenborough and won many awards. CEMEX Rugeley Quarry was the first ever winner of the Natural England Biodiversity Award for its restoration and creation of 80 hectares of wildlife habitat at the site The Company’s ‘Lend a Hand’ Project also
David Attenborough, English broadcaster and naturalist
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Cemex UK’s largest quarry, Dove Holes in Derbyshire
£10m Amount spent on archaeology unearthing important historical artefacts at one of its quarries 82
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encourages employees to roll up their sleeves and get involved with their own communities in myriad charitable projects. Senior management have also recently been involved in cleaning up in the community of Ferriby that was devasted by flood damage. Prior to this they visited a children’s hospice and carried out building and maintenance work All these valuable experiences not only positively support the local communities, but provide a good team building experience for staff. Best for shareholders Last, but by no means least of the stakeholders, is the shareholders, who Russell says deserve to reap the benefits of their patience. “The truth is that we do not give them an acceptable return on
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their investment,” he said. “The UK aggregates industry is essential to the economy and our way of life. Our products are what builds roads, houses, schools and hospitals and are essential in the construction of generating facilities for energy and management of water. We need to have a sustainable aggregates industry to safeguard this valuable resource for future generations.” CEMEX spends millions of pounds on all manner of things such as £10m on archaeology unearthing important historical artefacts and £150,000 on protecting a newt colony. Planning fees alone were £1.5million last year just to maintain their current reserves. The cost of restoration is frightening on an annual basis. Russell explained CEMEX’s strategy to become more profitable: “We have analysed every one of our quarries in the UK and we know where our prices need to be to achieve our full cost recovery,” he said. “We have a price roadmap in place setting out where we need to be and how we will get there. “The geology of the UK dictates that not all areas or quarries are the same, but generally we are under valuing our product by around 30 percent. I have been in this industry for nearly 30 years and I feel responsible, but I am fully committed in the coming years to supporting our customers, ensuring their competitiveness, and ultimately achieving prices which will allow us to sustain and grow our business.”
Company Information Industry
Construction headquarters
United Kingdom founded
1906 employees
3,000 (UK) revenue
£775 million sales products/ s e r v ic e s
Aggregates, Cement, Concrete, Mortar Products, Asphalt, Landscaping products, Rail products, Masonry products, Admixtures
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FP McCann
achieves industry excellenc through innovation and exp
The family business has expanded rapidly in recent years with precast concrete now a major focus in the UK Written by: FP McCann Produced by: Richard Durrant
ce pertise
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FP M c C a n n
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FP McCann Precast Concrete Easi Base 1200
he beginnings of FP McCann Ltd were formed in Northern Ireland in the 1950s on the back of a small quarry and asphalt surfacing operation. This family run business, established by Francis Patrick McCann and now managed by son Eoin McCann (MD) and his five brothers and one sister, has grown over the years into a leading Northern Ireland civil engineering and asphalt surfacing company. From roads and bridges, rail, sports complexes, public realm, landfill sites, and renewable energy projects, FP McCann has a wealth of experience in constructing and managing projects. In precast concrete, from a standing start in 2000 at Knockloughrim in Northern Ireland, the acquisition of Hepworth Concrete Products in 2005 saw FP McCann spread across the water to see rapid growth on the UK mainland. Helped further by the acquisition of Ennstone Concrete Products in 2009, and more latterly the former Tarmac Topfloor business, Charcon’s specialist precast facility in Cambridgeshire and in early 2014, the precast interests of the Eleco group, Bell & Webster and Milbury Systems. A market leader With significant added investment in plant and machinery at a number of its production facilities, precast concrete now forms the core of FP McCann’s business. This rapid growth, enhanced by many years
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of knowledge, skills and experience brought onboard via the acquisitions has seen FP McCann become one of the UK’s market leaders in the manufacture, supply and delivery of precast concrete products. Products are manufactured and delivered through FP McCann’s series of modern manufacturing plants located nationwide. This geographical spread gives the company an unrivalled ability to serve the construction industry throughout the UK and Ireland. The operating divisions of the precast arm of FP McCann include: Drainage & Water Management; Railway; Power & Infrastructure; Shafts and Tunnels; Walling; Rooms Fencing; Flooring; Specialist Bespoke and Agriculture.
“In terms of shaft build, we are the UK’s market leading provider with a full range of segmental shafts from 3.6 metres up to 25 metres in diameter” – Stuart Carson, Tunnelling Manager
Precast concrete shafts sections
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FP M c C a n n
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Innovative team In shafts and tunnels, within the last five years FP McCann has significantly developed its range and manufacturing capabilities and is now one of the sector’s main suppliers. The company’s design and engineering team have developed its own concrete moulds which meet the latest British Tunnelling Society’s specification. As a result, FP McCann is supplying shaft and tunnel segmental linings to J Murphy and Sons at New Cross, London, manufactured at its Cadeby production facility in Warwickshire. FP McCann’s Tunnelling Manager Stuart Carson said: “In terms of shaft build, we are the UK’s market leading provider with a full range of segmental shafts from 3.6 metres up to 25 metres
supplier profile
‘Our focus is on product modularisation across all our precast divisions. Standardisation of design has greatly assisted our contractors, aiding the speed of on-site installations in a safe and cost efficient manner” – Andy Cooper, General Manager
Howard Lloyd
VIP polymers Xxxxxxxxxxxxx
Established since 1923, we are a UK based, world-class manufacturer of high-performance pipe seals for the pressurised and nonpressurised water industries. Today, we are proud to be the preferred seal supplier to a number of leading global pipe manufacturers operating in the ductile iron, clay, plastic and concrete pipeline market sectors. The company manufactures over 3,000 products, and has introduced many new proprietary products for pipeline applications, notably Viptyte, Viploc and Vipsleeve. Website: www.vip-polymers.com
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Technical Tunnelling Components
3x3 Pop-Up Display_Layout 1 21/03/2014 12:25 Page 1
www.ttcltd.org
Manufacturers and suppliers of quality assured segment accessories worldwide dowelock • Connection • alignment • shear
bolting systems • Connection bolts • straight bolts & sockets • curved bolts
Grout/Lifting Sockets and Accessories • • • •
grout plugs Non Return Valves Hydrophilic Seals extension tubes
segment packers and complementary products • • • •
Alignment Dowels Guide rods hole formers segment spacers
Bespoke Solutions • In house design • Computer simulation • 3D modelling
FP M c C a n n
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in diameter. “All shaft segments are pre-fitted with ethylene propylene diene monomer rubber (EPDM) gaskets, which is the preferred choice of the miners in the UK.” “Tunnel segments to New Cross are manufactured to the latest BTS specification, with no relaxation on the design. Independent testing is being carried out on tolerances and dimensions. “We’re quite unique because our competitors tend to have to go out to steel mould suppliers which obviously increases costs and lead times.”
‘We’re quite unique because our competitors tend to have to go out to steel mould suppliers which obviously increases costs and lead times” – Stuart Carson
Staff Expertise FP McCann has industry-recognised experts in all its precast divisions, and despite only being
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We are a welding & industrial supply company covering Shropshire, the West Midlands and mid Wales offering over 60,000 products suitable for use in all industries from engineering, construction, electrical, wood-work, automotive, decorating & gardening. CBL has an experienced sales force on hand just waiting to take your call: 01952 5818721AT
www.cblsupplies.co.uk Branches in Telford TF7 4PL and Coleshill B46 1AT
Tyler Bros would like to wish FP McCann every future success. We look forward to our continued relationship over various future projects. info@tybro.co.uk
www.tybro.co.uk
At Tyler Bros (Sutton-in-Ashfield) Ltd, we offer a comprehensive range of services. Our expertise extends across all our operations, from milling and turning to fabrication and assembly. We also work with a trusted network of associates to provide additional services such as anodising, plating, heat treatment and painting - with the benefit of single source responsibility.
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Key Personnel
Andy Cooper General Manager
Stuart Carson Tunneling Manager
Knockloughrim Quarry, Magherafelt
involved the tunnelling industry for the past five years, the company boasts a wealth of knowledge and skills. Some of the people working for the company have more than 30 years’ experience in the industry including, Tunnelling Engineer Lesley Parker, Tunnelling Contracts Manager Howard Lloyd, Tunnelling Estimator Colin Timmins and Precast Group Quality & Materials Manager Colin Richards.
Lesley Parker Tunnel Engineer
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National Theatre, Kingdom of Bahrain
Simple solutions, beautiful results info@cybroc.com.bh T: +973 (0)172 75787 • F: +973 (0)172 62744 Cyprus Building & Road Construction Co. WLL PO Box 15954, Manama, Kingdom of Bahrain
Steel Stockists Reinforcing Coil Reinforcing Bar Threaded Bar Reinforcing Mesh Drawn Wire
CYPRUS BUILDING & ROAD CONSTRUCTION
Other Services 2D/3D Bending Scaffold Guards
Bar Reinforcement High Tensile Steel Mild Steel Stainless Steel Galvanised Wire Cut and Bent Service
Fabrication Pre-fabrication Mesh fabrication Section Welding
CONCRETE ADMIXTURES CONSTRUCTION FIBRES REPAIR COMPOUNDS
For more information contact: Welding Mig Welding Arc Welding Tig Welding Spot Welding Multi Welding Butt Welding
Surface Finishes Hot Dipped Galvanizing Electroplating Hot dipped Plastic Coating Sherardizing
Oscrete Construction Products, Rutland St., Bradford, UK. Tel: 01274 393286. Email: info@oscrete.co.uk
Budden Road, Coseley, West Midlands WV14 8JZ Web: www.hickmanandlove.co.uk email: sales@hickmanandlove.co.uk Tel: 0121 557 2191 Fax: 0121 520 3020
www.oscrete.co.uk
FP M c C a n n
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Continuing with staff development, the company has embarked on apprenticeship programmes and the offer of student gap year placements to further their training and knowledge within the industry. FP McCann has adopted a philosophy of encouraging people to develop their skills and in turn, nurture them through to senior positions, which is perfectly illustrated today by many of its current management staff.
FP McCann is the UK’s market leader in the manufacture, supply and delivery of precast concrete drainage products
Competitive Edge What underpins FP McCann as a market leader is its extensive stock holding of core products across all its precast divisions. The ability to w w w. f p m c c a n n . c o . u k
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Aerial view of facility
“Precast concrete works because it is modular in nature and by design. You simply take it to the site and plug it in...” – Andy Cooper
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service its customers’ demands while ensuring consistency and speed of delivery. The pioneering precast concrete solutions provider is continually developing new and innovative off-site products that are safer, quicker to install and offer a higher quality finish to traditional construction methods. A good example of this can be seen in its proprietary Easi-Base precast concrete manhole system. All water authorities have now adopted this with its inclusion within ‘Sewers for Adoption seventh edition’. Speaking of the future, and the challenges that lie ahead, FP McCann’s General Manager Andy Cooper said: “We will always come up against companies with a variety of materials competing against concrete.
eur o pe
Company Information Industry
Construction, civil engineering, precast concrete products Precast concrete tunnels
headquarters
“Our main challenge is to try and keep concrete very much at the forefront in terms of durability, proven performance, cheaper installation costs and extensive design life. “Precast concrete works because it is modular in nature and by design. You simply take it to the site and plug it in, you don’t have to do a lot of formation work on site with associated wet trades. “Our focus is on product modularisation across all our precast divisions. Standardisation of design has greatly assisted our contractors, aiding the speed of on-site installations in a safe and cost-efficient manner.” Precast concrete can offer significant carbon reductions compared with traditional build methods: It is very durable with a proven in service life in excess of 100 years; uses recycled aggregate and is highly recyclable; can be quickly installed in a safe and efficient manner and is cost-effective compared with other materials and traditional methods of construction.
Knockloughrim, Northern Ireland founded
1950s employees
810 revenue
£100m products/ s e r v ic e s
Precast concrete solutions, shaft & tunnel segments; drainage; water management
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Fosroc enjoys global recognition through local focus
The British Heritage construction materials organisation has always had a keen eye for capitalising on emerging markets and has subsequently become a leading solutions provider of choice on an international scale Written by: Matthew Staff and Produced by: James Pepper 99
Fosroc
F
osroc has made a name for itself over the past 60 years in bringing the most innovative and tailored constructive solutions to the architect, design and construction sectors, and continues to find differentiators through its dynamism and flexibility. The ability to act locally despite being an international player in the market is a facet that the company has worked hard on since being established in the UK initially, and since being bought by holding company, JMH Group in 2003 and the organisation’s relocation of its head office to Dubai, Fosroc’s global influence and entrepreneurial flair has taken on new dimensions once again. Chief Executive Officer, André Ladurelli explained: “In contrast to our competition, we don’t tie ourselves down to bulk chemicals
Warehouse racking
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upstream and trying to find a home for one specific material. We’re free to recommend the best technology rather than being driven by one particular response.” Fosroc is now in a position to liaise and evaluate with its customers the most appropriate solution for what they’re trying to achieve, agnostic to the base chemicals behind it. “We just want to deliver what is best to the customer and that’s what sets us apart from some of our peers,” Ladurelli continued. “We provide expertise in the little corners of what our customers are trying to do, providing peer-topeer basis solutions for engineering problems to ultimately find a number of ways to create value for different partners throughout the chain.” Locals run the show A key aspect of Fosroc’s customer-focused strategy has revolved around international saturation and subsequent proximity to its clients, both current and prospective. This is summed up the company’s ethos, ‘the locals run the show’, ensuring that varying climatic conditions and regional trends are prepared and accounted for. “A lot of the success in the industry is about proximity to the customer and we’re very entrepreneurial in that respect,” Ladurelli said. “Different conditions call for different cements, aggregates and climatic considerations because it varies the way that
Key Personnel
André Ladurelli CEO
“We just want to deliver what is best to the customer and that’s what sets us apart from some of our peers” – André Ladurelli
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Fosroc
“A lot of the success in the industry is about proximity to the customer and we’re very entrepreneurial in that respect” – André Ladurelli, CEO
different materials are going to perform. “Our expertise is in delivering consistency of performance in these different circumstances.” Manufacturing locally is core to the success of this ethos and has seen Fosroc expand over the years through the Middle East, into Asia and further into emerging markets, culminating in its headquarters in Dubai. Overall, Fosroc now has a presence across 20 countries with the Middle East and India proving especially fruitful at present where the quality and technologies behind the company’s products have been very well received.
Featured project: Wynn Palace Fosroc’s US$2.5 billion Wynn Palace Project on the Cotai Strip in Macau will comprise a luxury 2,000-room hotel and a mixed-use area used for gaming, dining, retail, convention facilities, a nightclub, and specialist attractions across 210,000 square metres of construction. The key to the complex’s success will be the use of Fosroc’s complete basement solution, Proofex Engage, which will include the joints, pile cap and pile head waterproofing. The client will subsequently benefit not only from the quality of installation synonymous with Fosroc, but by the versatility of the product which will lend itself to fast and easy application throughout the construction process.
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High profile projects
The company already has a keen eye on potential areas of further expansion though as Ladurelli explained: “We’ve got an active pipeline of new territories so we opened new operating companies last year in Vietnam and in Iraq. I was also in Myanmar recently where we’re looking to become the first British firm and the first construction chemicals company to manufacture there. “Beyond that we’re looking very seriously around Central Asia, the Caspian region and Sub-Saharan Africa as the next ports of call. “We act both locally and globally, in a joined up way, because contractors are operating the same way and that’s what our customers expect from us.”
Waterproofing
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A PROUD PARTNER O
As an aspiring leader in distribution businesses, DIA33 is committed to deliver the best products to it’s valued customers. As an aspiring leader in distribution businesses, DIA33 is committed to continue as a responsible corporate citizen with a sincere focus on safety, health, environment, and sustainability.
5 Continents 26 Countries 12 Offices
FOSROC “We support Fosroc in their current and future endeavors, assisting them closely in developing newer enviromentally friendly low VOC products to enhance the living conditions of the community.“
OF
C
We source and
market products from more than 70 producers worldwide and offer more than 800 different kinds of products, including the leading global chemical manufacturers.
...always at your ser vice
supplier profile
dia33
Today DIA33 is proud to serve more than 230 customers in more than 26 countries, representing nearly every major industry and a highly diverse set of end markets with its team of over 40 professionals and effective sales force of over 20 highly motivated chemical engineers and technocrats, who constantly deliver to the cause of our customers and suppliers In addition to our fast growing product offering, we provide important value-added services for our customers and supply chain partner, which includes: · Handling and managing bulk shipments. · Customized blending and repackaging solutions. · Global logistics solutions. · Supply chain and warehousing solutions. · Technical consultancy. Our scale, geographic reach, diversified distribution channels, industry expertise and comprehensive product portfolio enable us to develop strong, long-term relationships with our suppliers and to provide one stop solution for our valued customers. Website: www.dia33.com
Fosroc
middle east
High profile projects Excelling in its work around the lifecycle of concrete, environmental considerations, the characteristics of its products and the technological complexities of fusing engineering and chemistry has subsequently led to Fosroc receiving numerous large scale projects in recent years. This has included beating numerous international competitors to the high profile job of delivering strong concrete to the Worli high rise tower project, being built by Samsung in Mumbai. Comprising both residential and commercial entities, a specific set of performance characteristics were required, and as Fosroc has proved time and time again, it is these niche specifications which the company thrives on.
Fusing engineering and chemistry
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速
The Experts in Quality Manufacturer of modified bituminous roofing and waterproofing membranes Protection boards Acoustical panels and waterproofing liquids
OYD'S REGI LL
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DWI, DERMABIT WATERPROOFING INDUSTRIES COMPANY LIMITED
Y
U ER Q ALIT ST
UKAS
QUALITY MANAGEMENT
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速 WATERPROOFING IND.
E-Mail: dermabit@dermabit.com.sa Website: www.dermabit.net
GREEN ADVANCED TECHNOLOGY The most Environment-oriented Chemicals l Construction Chemicals for Admixtures l UV Monomers/Oligomers l Metal Coating Chemicals for Automobile l Chemical Additives for Industries l Performance Chemicals www.gat.or.kr
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Fosroc
middle east
“If you take the Burj El Arab Hotel in Dubai for example, it is built in the sea and has three layers of basement under water level,” Ladurelli said. “We gave them a waterproofing solution for that underground structure which after 10 years is still in perfect condition. “We also provide specialty coatings for structures like car park decking systems as well as providing a range of sealants which you’re likely to see in numerous airports at present.” The scale of the projects being entrusted with Fosroc are epitomised by a $1.2 billion hotel resort and enormous casino being built in Macau, which has similarly required an extensive waterproofing job covering the size of several football pitches. Another feather in the company’s cap has been
“..typically our specification engineers will be sitting with designers working over the plans and how to adapt and solve problems simultaneously” – André Ladurelli
Work behind the scenes
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Knowledge@detecon:
Support from strategy through to implementation
We make ICT strategies work
www.detecon.com info@detecon.com
Fosroc
middle east
providing concrete and waterproofing solutions for an underground tunnel, providing the largest pre-cast element in Asia which has recently been sunk into the bottom of the Hong Kong bay. Consistent quality While the industry success of Fosroc is all too clear to see, it is the work going on behind the scenes which Ladurelli makes special commendation to, primarily regarding business relationships; both with partners and especially employees. “We are very flexible in terms of the way we design our solutions; typically our specification engineers will be sitting with designers working over the plans and how to adapt and solve
“When things do become challenging or go wrong for our customers, we also then have the depth of competence knowhow to solve the problem” – André Ladurelli
On-site inspection
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National Distribution centre
“There are a number of sectors where we’ll become increasingly active and it’s our focus to behave in these sectors in a consistent manner so that you get one Fosroc, everywhere” – André Ladurelli
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problems simultaneously,” the CEO said. “When things do become challenging or go wrong for our customers, we also then have the depth of competence knowhow to solve the problem with our extensive repair range as we go along and then address new or emerging requirements on the construction site. Employees are hired with an expertise and expectancy to be able to engage with clients on a peer-to-peer basis and are given specific training and international experience to ensure that they reach their potential with a sense of pride and determination that is exemplified by the company’s aptly named Warrior Programme reserved for sales personnel. All of this internal ability is complemented by the pivotal external customers partnerships though, as Ladurelli said: “In any given structure
middle east
Company Information Industry
Construction chemicals headquarters
Dubai founded
1969 employees
there’s a huge amount of detail required and it’s impossible for one individual to know it all. What you need is trusted partners who are experts in their given field and who understand what you’re trying to achieve in order to quickly and easily give you workable, sensible, quality solution to what you’re doing. “Over the next five years, we have the opportunity to build on these customer partnerships to increase our strength across Asia and our entire existing footprint, while there’s also a big opportunity to test ourselves as sectorial specialists. “There are a number of sectors where we’ll become increasingly active and it’s our focus to behave in these sectors in a consistent manner so that you get one Fosroc, everywhere.”
1,700 revenue
N/A products/ s e r v ic e s
Constructive solutions, construction chemicals, cement and concrete technology, waterproofing, fireproofing, sealants
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LOGO FOR LIGHT BACKGROUND
LOGO FOR DARK BACKGROUND
Emrill Services LLC soars to the summit of Middle East facilities management Re-inventing the dynamics of the FM industry through client-focused technical innovation driven by securing key contracts and being named the region’s best for two years running underlines Emrill’s success Written by: Tom Wadlow Produced by: Rosie Rowe
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E m r i l l S e r v ic e s LL C
“It’s great for customers and employees who can see we are being recognised... people want to work with us and for us” – Jason Ruehland, Managing Director
70 percent Amount of growth experienced by the company after winning a brace of awards 116
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he Middle East’s leading facilities management (FM) company for 2013 and 2014 is putting customer experience at the forefront of its technical innovation as it looks to transform the modus operandi of the industry. Emrill has won a brace of awards during a threeyear period, which has seen it grow 70 percent and deliver services to some of the most prestigious projects in the country with sites across many sectors, both residential and commercial. It has become a reliable go-to for all things related to building maintenance, with projects spanning from international airline Etihad Airways to the sustainable Masdar City in Abu Dhabi. As well as customer experience, technological advancement at the company is driven by the desire to impart sustainable practices across the UAE, demonstrated by it’s recent launch of the ground breaking ‘Business Smart’ model which combines the use of mobile maintenance teams, mobility solution and wireless monitoring. The advantage of deploying user-friendly technology is not only beneficial to clients in terms of response times and cost savings but also to staff, who are trained in new methods to stay upto-date with the latest technology and provided development opportunities thanks to Emrill’s Centre of Excellence. Best in the business Only last month did Emrill’s Managing Director Jason Ruehland see the company reclaim its
C o nstructi o n
Tallest Residential Towers Cluster in Dubai Marina
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E m r i l l S e r v ic e s LL C
Emrill Security Mobile Patrol
“We won the award for constantly improving ourselves and raising the bar in an extremely competitive industry and being recognised as a market leader” – Jason Ruehland
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accolade as the region’s best at the Facilities Management Middle East (FMME) Awards in Dubai for a second year in a row. “We won the award for constantly improving ourselves and raising the bar in an extremely competitive industry and being recognised as a market leader,” he said. “We don’t operate in the status quo and always work to advance the industry. “It means a multitude of things. It’s great for customers and employees who can see we are being recognised where people want to work with us and for us.” The European CEO magazine also awarded Emrill best FM Company in the Middle East, sitting alongside other FMME recognitions from
C o nstructi o n
Emrill Energy Solar Panels
recent years including Health and Safety Initiative of the Year and Innovative Use of IT in FM. Central to this success are three core pillars comprising people, quality and technology. “Everything we do relates to these aspects; everybody knows what we stand for and that has been the cornerstone of our success,” Ruehland added. The full works Having been established in 2002, Emrill’s initial work comprised of looking after the premises of key shareholder Emaar Properties and has since evolved to provide and serve a number of industries such as retail, hospitality, education and leisure. Emrill offers their clients, hard services, which
Key Personnel
Jason Ruehland Managing Director Central to our success are three core pillars comprising people, quality and technology
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(Deerfields Town Square Mall) YAS Island Operative Villages
Operation & Maintenance Electrical Installations, LV & HV Installations Design, Testing & Commissioning
Electrical Infrastructure Networks
Baynunah Academic Complex
PO Box 36054 Abu Dhabi Tel: +971 2 622 64 26 Fax: +971 2 635 0392 Email: mesecoad@eim.ae Web: www.anece.ae
“Energy Efficient Solutions in LIGHTING”
Building & Roofing Contractor Get in touch today
Authorized Distributors of....
KEVIN J BUCKLEY
Building & Roofing Contractor
P.O Box: 85348, Dubai-U.A.E Tel. +971 4 2693 404 • Fax: +971 4 2693 405 admin@powercontroluae.biz
Mob: 07512 771773 T: 01484 663543 info@gardendepot.ae Email: kevin@kevinjbuckley.co.uk www.gardendepot.ae
E m r i l l S e r v ic e s LL C
middle east
include mechanical and electrical maintenance, while providing soft services such as security, cleaning and concierge. Emrill has two divisions, one focused and specialising in energy management and engineering while their other specialist division focuses on providing home maintenance services. Showcasing the armory of quality services provided is the five-year IFM (Integrated Facilities Management) contract with international airline operator Etihad Airways, a deal secured about a year ago. “This is an important international client of ours,” Ruehland added. “We manage a whole array of their sites in the UAE including their headquarters, training premises, staff accommodation, airside facilities for customer services and retail outlets.” Emrill’s client range spans from airlines, corporates and residential to the very unique Masdar City, believed to be one of the most sustainable communities on the planet just southeast of Abu Dhabi and designed to be a hub for clean-tech energy businesses. The city, designed by Norman Foster, demonstrates the cutting edge in low carbon buildings and transport systems, with Emrill providing facilities management services on all key sites from offices and apartments to the new university. This work highlights the company’s commitment to sustainability as a key part of its
“We retrofit systems to save energy in buildings which makes money for us and saves money for clients so everybody wins. If a client lacks the capital to invest in this we can offer them a finance deal as an incentive for our energy performance contract” – Jason Ruehland
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Mardar Institute in Masdar City Abu Dhabi-Emrill
“I’ve always had a passion for innovation and technology that enables change to business models and this has accelerated over the past few years” –Jason Ruehland
CSR (Corporate Social Responsibility) strategy. “We are able to turn sustainability into a business,” Ruehland said. “We retrofit systems to save energy in buildings which makes money for us and saves money for clients so everybody wins. If a client lacks the capital to invest in this we can offer them a finance deal as an incentive for our energy performance contract.” Emrill has teamed up with Crowley Carbon, Ireland, to deliver solutions that quickly assess what can be done to improve energy efficiency by up to 40 percent which creates considerable savings for clients on their energy bills that can rack up into the millions. Exploring change through technology Departing from traditional modes of operation via innovative technology that enables end users to grasp their operations and utilise the
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C o nstructi o n
Emrill staff pay attention to detail
conveniences of ecommerce has played a large part in the company’s recent recognition. “I’ve always had a passion for innovation and technology that enables change to business models and this has accelerated over the past few years,” Ruehland said. “I believe you can try a lot of different things out for little money and you know most won’t work, but the one that does can be a real game changer. It is about asking the right questions and not accepting the way things have been done is not always the right way. “What I have noticed is that the industry all around the world has been constrained by old school technology, stuff that’s for engineers by engineers, yet the industry is about servicing customers.” With this in mind, Emrill partnered with technology company Urbanise to develop
6,000 The size of Emrill’s workforce
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Emrill employs workers from 21 nations
“These guys are really important to the quality of service we deliver. Their engagement and enthusiasm is what drives our business so it is important we look after them” –Jason Ruehland
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service solutions designed for customers, including ecommerce platforms for FM services and remote monitoring of assets that enables business critical maintenance, like vibration, temperature and flood detection, removing the need to have staff measuring on site. As well as offering ease of use to customers, the new technologies invested in are also easily passed on to the 6000-strong workforce and not reliant on arduous training. Peoples’ business Emrill’s employees, on top of being tuned to the latest techniques, actively input into the culture of innovating at the company, central to which is the Centre of Excellence, a body, which has seen ramped up investment in the past few years. At least 1000 employees pass through the
middle east
centre each year, making the most of the dedicated training rooms for both hard and soft skills. “It is not just about the technical hard skills,” Ruehland said. “Equally if not more important is the soft skills right through the ranks like leadership and how to deal with difficult conversations. This runs right through the business.” Staff are also looked after to ensure life and work balance with good residential and recreational facilties. Emrill has accommodations across the UAE and invests huge resources into keeping staff healthy and entertained while they are away from home. The Annual Emrill Carnival runs across the residential communities for four months of the year and involves a range of cultural and sporting events, culminating in a large party dedicated to prize giving and celebrating achievements. Diversity is a key part of the company’s beliefs proven by the fact that it employs workers from 21 nations across the Asian subcontinent, Africa and the Middle East. Ruehland said: “These guys are really important to the quality of service we deliver. Their engagement and enthusiasm is what drives our business so it is important we look after them.” By continuing to invest in staff and industrychanging techniques focused on customer experience, Emrill looks well-placed to defend its 2014 title of Overall FM Company of the Year in the Middle East.
Company Information Industry
Facilities Management headquarters
Dubai founded
2002 employees
6,000+ revenue
Not disclosed products/ s e r v ic e s
Full spectrum of FM services, from hard electrical maintenance to soft services like security
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NCC Development Limite
NCC Development provides structures to Inuit communiti
Vice president of NCC Development, Clarence Synard, dis how the company continues to acquire positive client relat Written by: Lindsey Ryan
Produced by: Richard Gentile
ed
s significant ies
scusses their newest projects and tionships.
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c o m pa n y n a m e
Formed in 1997 as a nonprofit organization, NCC Development has made a name for itself as a respectable general contracting company in Nunavut, Canada. Clarence Synard, vicepresident, started working for the company in 2005 128
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when he came to the north for an anticipated 8 week project but ended up staying and continuing to work with the company. He has now been working at NCC Development for 9 years. Synard believes, “We’re more than a company; we’ve built a brand here in the north for the quality of work we do, the efficiency of doing that work and the strength of our team.”
“I believe in everything this company does. I love how all this comes together and gives back to the community. It makes a person feel good too knowing you have made a positive impact” – Clarence Synard, Vice president w w w. n i g . c a
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N C C D e v e l o p m e n t Li m i t e d Building strong client relationships One of the things that NCC Development prides itself on is that they aim for more than just the bottom line in their services. Synard explains that, “We try to provide our clients with the best possible buildings and structures they can get. We want to do projects that have impacts on different communities throughout the north, buildings that are going to be of importance to the community.” NCC Development uses a design process that includes the client from the start to figure out what they can afford
supplier profile
canada
and what their needs are so that NCC Development can determine how they can make it happen. Synard states, “I’d rather take 3% less on a project to see it go ahead then to dig my feet into the sand and wait for them to find some money.” This dedication to meeting the client’s needs and working as a team with them for the greater good of the project is why people enjoy working with the company; it’s apparent that NCC Development is not just about the bottom line. One of the reasons we are able to achieve this is we minimize our overhead. We have only two employees on salary.
K.R.T. Electrical Ltd
KRT Electrical is an electrical contractor and supplier, located at Building 1505 Federal Road Iqaluit, Nunavut. We carry the largest supply of electrical material in Nunavut. KRT was incorporated in 1992. We provide electrical construction and maintenance, Fire Alarm installs and maintenance, Cameras, Security and Card Access Systems, Installation and testing of Data/Voice cabling plus many more services. Some of our most recent projects are Renovations on the Baffin Regional Hospital, New Correctional Centre, Inuit Broadcasting Offices, 33 Unit Housing Complex, New Iqaluit Airport Relocation. Our key personnel are Rick Smith President, Helen Leahy Office Manager, Calvin Hickey project Manager, Steven Whitmore Maintaince Manager. Our team has many years of Northern Experience and are only too happy to plan your next project in Iqaluit or remote communities.
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N C C D e v e l o p m e n t Li m i t e d This helps reduce our operating expenses but also allows a better and more personable relationship with our clients. Additionally, in efforts to keep the entire process simple and positive for the client, Synard goes above and beyond in delivering what he promises. Often times with contractors, the price they originally quote has to be altered and increased by the end of the project. However, when working with NCC Development, because so much time and dedication goes into the initial planning of the project, the company can confidently place
canada
order s and stand by their pricing through the completion of the project. “We put so much work into the projects on the forefront that we don’t even go through a change order process because we have all of our ducks in a row at the beginning that there’s no surprises at the end for anyone,” Synard continues, “Even if it does come out more expensive than what we estimated, we absorb it in house because if we tell the client were going to build a project for 3 million, they’re going to spend only 3 million.”
supplier profile
Natik
Employees: 18-25 Established: 1997 Industry: Mechanical Contractors Services: Providing Complete Mechanical Systems for Institutional, Commercial, Residential Projects in the Kitikmeot and Kivalliq regions of Nunavut. Management: Tino Bruno, Anna-Lisa Bruno , John Thomsen, Brent Allen
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Wilf Wilcox
E: wwilcox@xplornet.com
Kamele Isnor
E: kisnor@xplornet.com
CLIENTCENTRIC. CHALLENGE DRIVEN. Concentric partners with our clients across Canada in three specific areas of consulting; Agribusiness, Buildings and Infrastructure & Environmental. Our team works across disciplines and uses a collaborative approach on projects with a focus on client input and involvement; from initial concept through to commissioning. We are passionate about what we do, and how we do it. Personal service and client focus are key aspects of the Concentric experience.
concentriceng.com IQALUIT I SASKATOON I WINNIPEG I LONDON I OTTAWA
ED’S ELECTRICAL SERVICES LTD. RESIDENTAL COMMERCIAL
Tel: 867-983-2268
Box 2076, Cambridge Bay Nu. X0B 0C0
We are a professional team working together, to provide quality services that satisfies our clients needs and contributes to our mutual success. Livingstone Architect is a professional architectural consulting practice established
Have been working in the NWT and Nunavut for over 30 years doing
in Iqaluit in 1994. The firm is a sole proprietorship directed by Ambrose C.
commercial, residential and industrial projects. Currently providing
Livingstone and provides consulting services in Architecture, Building Science,
electrical services and consultations in the Kivalliq Region of Nunavut.
Building Conservation, and Project Management.
Business is based in Rankin Inlet, Nunavut.
Tel: 867 979 4180
TEL: (867) 645-2381
FAX: (867) 645-2382
Fax: 867 979 3991 E-mail: lstone@qiniq.com
N C C D e v e l o p m e n t Li m i t e d Not only will NCC Development cover any additional costs of the project goes over budget, but they also do not charge interest on their invoices. The focus is more on the north and the development of the infrastructure there rather than chasing the client for the money. Synard states that “We protect ourselves financially too but the fact that we don’t apply any interest just goes to show what kind of a company we really are. All we’re trying to do is build up the north and the infrastructure. I find that every significant project we do helps the north as a whole and helps it grow into something bigger and better.” Synard is proud to state that at the end of a project, often times their relationship with a client is stronger than it was at the beginning because they made it such a simple and smooth experience throughout the process and this is what makes NCC Development stand apart from the competition. Significant Projects for the Community NCC Development strives to maximize Inuit participation and
canada
ensure that the projects they are building incorporate some history and meaning to the community. The company is very dedicated to giving back to the community and keeping projects relevant to the northern culture, especially since parts of the Nunavut community have suffered because it was not Decentralized. Many of the communities have been pushing for tourism in the area to bring in revenue. One of the recently completed projects, the Qikiqtarjuag Gathering Center, was a 1.5 million dollar project created because the community wanted a place to be used as a visitor center. The structure itself resembles an igloo and was built on the foundation of a previously constructed building. The completion of the project left a strong impact on the community, as they are very proud now to have this structure that they can teach their children about their culture and also offer an interesting location for tourists. Synard’s most defining moment of this project was speaking with the mayor of the community, who had been waiting her whole life for a building like this is the w w w. n i g . c a
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Celebrating 30 years Service In The North
Baker Lake Contracting & Supplies Ltd. Box 240 Baker Lake, NU X0C 0A0 Telephone: 867-793-2831 Fax: 867-793-2577
Umingmak Supply Box 176 Rankin Inlet, NU X0C 0G0 Telephone: 867-645-2972 Fax: 867-645-2310
Umingmak Supply 1429 Mountain Avenue Winnipeg, MB R2X 2Y9 Telephone: 204-661-4222 Fax:204-663-9786
Toll Free: 1-800-665-0159
Your contacts in Nunavut for Building Supplies Building Construction Renovations Road Construction Snow Removal Accommodation & Meals Property Management Property Rental Vehicle & Heavy Equipment Rental Sea Lifts Freight Forwarding
blcslimited.com
STEEL PILE FOUNDATIONS DRILLING SERVICES WELDING & STEEL FABRICATION
Tel: 867-979-6031
community and when he brought her into the building for the first time, it brought tears of joy to her eyes. She, along with the entire community, was proud to have such a prominent gathering center for the community at last. Another significant building is the Kugluktuk Visitor Center, a 3 million dollar project built in the shape of an ulu, which is a traditional Inuit tool use and continue to in the kitchen today. This project is a perfect example of how NCC Development goes above and beyond to deliver significant projects to the community. This project originally came in over budget but Synard found a way to integrate services in the community to lower the costs for the project so that it could be within budget. The grand opening of this visitor center is anticipated to take place in August of this year. The Atuqtuarvik Corporation was 5.1 million dollar project, completed in March, consisting of the offices on the main floor and three apartments on the second floor for the managers of the
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corporation. Planning played a large role in this project and almost all the materials needed, from doorknobs to flooring, had to be ordered almost 7 months prior to starting construction. NCC Development is proud to announce that there were zero change orders needed for this, and in fact almost all, of their projects. The NCC Warehouses, another project, currently in phase 3 of construction, that consists of several high quality warehouses. These are the some of the most expensive warehouses to rent due to their strength and weather tolerance. In fact, NCC Development uses two for storing temperature sensitive goods as well as our carpentry shop where they do custom millwork for various clients. Phase 3 is expected to be completed this year. In efforts to help the Inuit community preserve their archives of Inuit footage, a new IBC (Inuit Broadcasting Corporation) studio is being constructed. The IBC decided they need a new location to store the footage about 4 years ago but the original drawing was too expensive. That’s when NCC Development stepped in and worked out a new solution that still met the needed requirement of the IBC but was within a suitable budget. This project is a great benefit to the entire north because the footage is so rare. Synard explains that only two generations ago people lived on the land so footage of the Inuit ancestors is very limited. NCC Development will be breaking ground on the project this month and
“I’d rather take 3% less on a project to see it go ahead then to dig my feet into the sand and wait for them to find some money” – Clarence Synard, Vice president
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N C C D e v e l o p m e n t Li m i t e d
“We’re more than a company; we in the north for the quality of work of doing that work and the strengt – Clarence Synard, Vice president
is expected to be completed by December. Though the projects that NCC Development builds may not be the most expensive projects seen today, they hold a significance within the community that leaves employees proud to be a 138
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Carpentry headquarters
Iqaluit founded
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2 full time in management, 120 seasonal employees revenue
e’ve built a brand here k we do, the efficiency th of our team”
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part of it and happy to go to work. Synard states, “I believe in everything this company does. I love how all this comes together and gives back to the community. It makes a person feel good too knowing you have made a positive impact.” w w w. n i g . c a
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Moulton Niguel Water Di
Moulton Niguel Water Distric Manages California’s Drough
By focusing on service and a clear plan for the future, the M keeping the district on course in a time of trouble. Written by: Kevin Smead
Produced by: James Gilligan
istrict
ct Effectively ht Crisis
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Partial Service Area View
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t’s no secret California has a water crisis. Even idyllic Southern California isn’t immune to the widespread effects of the drought. However, in this time of extreme difficulty, South Orange County’s Moulton Niguel Water District is forging ahead with a focus on partnership, conservation, and service. The District is developing and updating planning documents for infrastructure management, financial stability, water resources, and water shortage contingency plans in a comprehensive manner to use a strategic guide for the future 142
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needs of the District’s customers. “We’re taking all the great work that’s been done throughout the history of this District and building on that to give us a roadmap for the future,” General Manager Joone Lopez said. “We’ve done really well over the years and have an outstanding financial position, but we know there are a lot of challenges ahead. To address these future challenges, it’s important to plan thoroughly and communicate effectively with the communities and customers we serve.”
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Open Channels of Communication Outreach is a major part of Moulton Niguel’s operating strategy. “We work hard to maintain our relationship with our customers and surrounding agencies and share with everyone what we’re doing and getting feedback from them,” Lopez said. “I think that also sets us apart. We’re committed to building partnerships and working together as a region to collaborate on ideas and projects. The personal relationship that we built with various entities in our region
has allowed us to pull resources together to provide services in the most cost effective manner.” The District believes in meeting people where they are, rather than having people come to them. Be it out in the community, at council meetings, via its website, or its bill insert, the District is working to actively engage its customers. One of the challenges Moulton Niguel faces is getting people to truly appreciate the value of water, and hopes its outreach efforts will help people understand the vital importance of conservation. w w w. m n w d . c o m
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Moulton Niguel is also working to facilitate regional partnerships with nearby agencies and the 5 different cities the District serves. “We have worked hard to develop strong partnerships with all our local agencies and create a unified approach to meeting the water needs of not only our service area, but also the needs of the region and California. We are meeting with multiple agencies through various forums to discuss and address critical water supply, operational, and regulatory issues that affect everyone here in South Orange County and the state” Lopez said. One such project it’s collaborating on is the 28 million gallon per day Baker Water Treatment Plant, which will be completed in 2016. Along with 4 other water agencies, Moulton Niguel will be a major stakeholder in this water treatment facility in Lake Forest, California, which will increase local reliability and extend the District’s ability to serve its customers with adequate water supplies during emergency situations.
Stepping Up Conservation Emergency situations may come sooner rather than later, though, due to California’s crippling drought. Lopez feels that Moulton Niguel’s forward-thinking policies put them in a good position to handle the crisis. “For many years, the District has been proactive—and even visionary—in our conservation efforts,” she said. “We provide rebate incentives for various programs and devices, and have for many years. We also have recently implemented an allocationbased rate structure that’s fairly progressive, which we call our Water Budget Based Rate Structure.” This proactive rate structure takes several factors into account to customize a water budget for each individual customer based on their own water needs. Using more water means rates are paid in a higher tier, which is allowed, and the money goes toward water efficiency, conservation and reliability efforts within the community. It’s a rate structure the State of California is becoming increasingly interested in, as it incentivizes using water w w w. m n w d . c o m
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M o u lt o n Ni g u e l Wat e r Di s t r ic t
Main Office
Kennedy Pipeline Construction Kennedy is a full service underground construction firm that specializes in wet utilities construction for the Southern California area. Kennedy has the capability to perform the work in environmentally sensitive areas while satisfying all requirements of landowners, environmental monitors and public agencies. A tradition of excellence in service and quality has paved the way for Kennedy Pipeline into the modern era.
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efficiently on a sustained basis. Although Moulton Niguel has been a leader in the development of an extensive recycled water system that provides nearly 25 percent of its water needs, the District is stepping up its recycled water efforts, complete with a forthcoming long-range master plan that will maximize recycled water use in the region and minimize dependence on imported water supplies. In addition to more longrange planning, the District is thinking short-term as well. “We’re expanding our recycled water efforts as we speak and helping all our customers to realize how they can conserve,” Lopez said. She also believes that successfully managing the drought requires a bigger conversation. “We’re engaging with statewide agencies just to have a dialogue about water concerns and drought emergencies since it’s not just
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something that happens in one part of the state,” Lopez said. “We wanted to have a much more collaborative discussion on how to move forward, because the drought will continue and drought will happen again.” “Leading the Way in Service” What’s most important to Moulton Niguel, though, is that it provides the best possible service to its 165,000 customers, whether the state’s in crisis or not. The District’s slogan, “Leading the Way in Service,” is something it aims to practice and improve on daily. “We take service as the most important aspect of what we do,” Lopez said. “The people we have in this organization are—in my opinion—what makes our agency the best. They take great care and pride in their work as illustrated by numerous compliments from our customers. Seeing them in action and hearing from our customers continues to reinforce our commitment to service.” Lopez believes that no matter what, the customers come first. “Sometimes we forget that,” she admits. “We get stuck in the grind of what we’re doing. But to value service, and take great pride in the level of excellence in customer service we provide, that’s what’s unique about our District and that’s why we have that slogan. We see ourselves as being leaders in that regard.”
Company Information Industry
Water / Power headquarters
27500 La Paz Rd. Laguna Niguel California founded
1960 employees
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https://www.facebook.com/ pages/Moulton-Niguel-WaterDistrict/149534428422505
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Waikato Expressway Project – NZ Transport Agency:
The Waikato Expressway Projec for a Common Goal
The Transport Agency is delivering the 102km Waikato Expre Roads of National Significance. Written by: Laura Close Produced by: Br yan Giles
ct: Collaboration
essway, one of New Zealand’s Seven
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Wa i k at o E x p r e s s way P r o j e c t – N Z T r a n s p o r t A
The 200m long bridge over the Karapiro Gully has been a challenging engineering project on the Cambridge section.
THE WAIKATO EXPRESSWAY is a key highway project the New Zealand Government identified as one of the Roads of National Significance in 2009. The Expressway runs from the top of the Bombay Hills in the north through to just south of Cambridge and will provide a key link for Auckland, Waikato and Bay of Plenty which includes nearly half the country’s population and produces 40 per cent of GDP. When complete, this 102km continuous divided four-lane highway will allow for a safer, quicker 150
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way to get freight and people through New Zealand’s upper North Island. The Expressway is being built in several sections, with some already completed, and will reduce travel times for through traffic by up to 35 minutes. The New Zealand Transport Agency is responsible for the delivery of the $2.1 billion project, with Peter Simcock, the project services manager, in charge of managing the operations from the Transport Agency’s office in Hamilton. Like any major infrastructure project, challenges have been
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Earthworks along Victoria Road on the Cambridge section.
encountered. But with constant, strong collaboration the agency has with contractors, workers, the surrounding community and Maori, the completed sections of the Waikato Expressway have thus far been on time or early, and on or under budget. “A key to that has been our extensive consultation processes,” said Simcock. “We have a no-surprises policy with our stakeholders and the public, and I believe the project overall enjoys good community support because we have been consulting with them
all the way along.’’ The consultation process has included a combination of site visits, individual meetings, newsletters and public information days, plus strong website backup. “We have also set up a Visitor Centre at the Cambridge section project site office where people can call in to view graphics, maps, a DVD, posters, pick up an information sheet and ask questions. It’s also been popular with group bookings.’’ Te Rapa section – Fulton Hogan The Te Rapa section of the
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FIRTH.CO.NZ
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Firth supplied approx. 8300 cubic metres of Firth Certified Concrete. Keystone® retaining blocks were constructed to a 30Mpa compressive strength with 3 colours in the straight face module. The Firth Keystone® Keysteel® ladder system was combined with a modified Keysteel® (no recess) module. The Keysteel® mould was modified to allow tighter radius curves.
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Waikato Expressway opened on 3 December, 2012. The 8km stretch of road was constructed by Fulton Hogan, and came in at around $194 million. Harry Wilson, the Transport Agency’s WaikatoBay of Plenty regional director, attributed the ahead-of-schedule delivery to the collaboration within the Te Rapa Alliance, which included the agency, Opus International Consultants and Fulton Hogan. “Procuring the Te Rapa section through a competitive alliance has delivered a first-class roading project for all stakeholders,” said Peter Murphy,
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When complete, this 102km continuous divided fourlane highway will allow for a safer, quicker way to get freight and people through New Zealand’s upper North Island. the Transport Agency’s project manager for the Te Rapa section. “The Te Rapa Alliance team has been able to successfully manage the scale and complexity of this project
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WELL BUILT, ON TIME AND ON BUDGET! Hick Bros Civil Construction Ltd provides engineering solutions for all facets of major infrastructure projects and land development works. We specialize in collaborative projects where time, quality and safety are principle to success.
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while working within the uncertainty of unresolved designation and property procurement matters. The team delivered the project at least 12 months earlier than could have been achieved through more traditional procurement methods.” In total 300,000 square metres of road and six bridges were constructed, including the 150m long curved steel and concrete composite bridge over the North Island Main Trunk railway line. This effort took enormous resources, including 25,000 tonnes of concrete and 2200 tonnes of reinforcing steel to build the bridges, 6000 metres of piles for the bridge
“Procuring the Te Rapa section through a competitive alliance has delivered a first-class roading project for all stakeholders.” – Te Rapa section Project Manager Peter Murphy foundations and 7000 square metres of anti-graffiti paint. The section starts in the northwest corner of Hamilton City and extends into the Waikato
The Rangiriri section, looking from north to south, will see SH1 shift away from the historic village towards the Waikato River. w w w. n z t a . g o v t . n z / p r o j e c t s / w a i k a t o - e x p r e s s w a y
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Wa i k at o E x p r e s s way P r o j e c t – N Z T r a n s p o r t A district. It connects with the completed Ngaruawahia section to the north. Ngaruawahia section – Fletcher Construction The Ngaruawahia section of the Waikato Expressway opened on 16 December, 2013. The 12.3km project cost around $200 million, nearly $50 million under original estimates. Fletcher Construction was responsible for the four-lane road, which runs from Taupiri in the north, crossing flat farmland
and the Waikato River before connecting with the completed Te Rapa section. “The project was delivered using a Design and Construct model,” said Mercedes Santos, the Transport Agency’s project manager for the section. “This model provides greater flexibility to the contractor and enabled innovation and consequent cost savings. “The health and safety record was a highlight of the project with very few incidents and those were
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“This model provides greater flexibility to the contractor and enabled innovation and consequent cost savings.” of a minor nature. The agency takes health and safety on site very seriously, and so we take great pride when our projects are delivered in safe work environments.” Construction of the Ngaruawahia Section began in September 2011 and included seven bridges, six of which are overbridges and a new 142-metre bridge over the Waikato River. Santos expressed her gratitude for Fletcher Construction’s hard work on the project: “With their expertise and willingness to go the extra mile, we have shaved $50 million off the estimated cost and got the road open before Christmas.’’ Cambridge section – HEB Construction Construction began on the Cambridge section of the Waikato Expressway in September 2013 and the 16km stretch has an estimated cost of around $230 million. The project is expected to be completed by the end of 2016.
HEB Construction is the contractor on the project. Around 300 to 350 staff and subcontractors are on site at peak and to date 650,000 cubic metres of earth has been moved. There are eight bridges to be constructed in this stretch of the Expressway and on completion the Cambridge section will contain about 360,000 newly-planted trees. This section is predicted to reduce traffic through the picturesque rural town of Cambridge by up to 10,000 vehicles a day. As the longest Expressway section that has been worked on to date, there have been several challenges for HEB Construction and the Transport Agency to overcome. One of the eight bridges is over the Karapiro Gully and is one of the biggest structures built in the region in recent times. The bridge is 200 metres long and 40 metres above the bed of the gully, with piles between 40 and 60 metres deep. “There have also been, and
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Wa i k at o E x p r e s s way P r o j e c t – N Z T r a n s p o r t A will continue to be, a number of temporary road closures and diversion routes that change through the course of the project development,” said Peter Simcock, Project Services Manager at the Transport Agency. HEB Construction’s contractor representative Gary Budden has said that their good progress thus far wouldn’t have been possible without the goodwill of nearby residents and travellers. “We’ve established a haul road along the site, closed some roads, put up temporary traffic signals, created a diversion road, and moved a lot of earth … and right through it all the people have been wonderful,” Budden said. “I think they really ‘get’ what we are doing here and what will be achieved.” The Cambridge section of the
Waikato Expressway starts south of the existing Tamahere interchange and runs for 16km, ending just south of Cambridge where it connects with the existing SH1. Rangiriri section – Fletcher Construction The Rangiriri section is also currently under construction. Work on this 4.8km project is scheduled for completion in 2016. The estimated cost of this section is $106 million; Fletcher Construction is the main contractor. When complete, the section will connect the Longswamp and Ohinewai sections of the Expressway and improve connectivity between Auckland and Huntly and further south. The project is being delivered using an Early Contractor Involvement model
“We’ve established a haul road along the site, closed some roads, put up temporary traffic signals, created a diversion road, and moved a lot of earth … and right through it all the people have been wonderful.” – Cambridge section HEB Construction’s Gary Budden “I think they really ‘get’ what we are doing here and what will be achieved.” 158
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(ECI), which allows for the contractor to be involved in the design phase and ensures designs developed are robust, constructible and are appropriately staged. During the last summer season, more than 75,000 cubic metres of earth was moved each month. Like the other sections of the Waikato Expressway, bridges are a large part of the construction work. Current efforts on the project include stabilised earth-retaining walls at the interchange bridges and structural work at the Rangiriri bridge. The Expressway route is away from the current SH1 alignment which cuts through the historic Rangiriri village – scene of a fierce battle between Maori and colonial troops in 1863. “The Rangiriri project has
provided plenty of challenges,” said Peter Murphy, the Transport Agency’s project manager for this section. “We are constructing a new expressway through an area of national historic and cultural significance. Working with a good team and taking the time to thoroughly engage with all our stakeholders will reward us with a project that we can all be proud of.” Other challenges have included poor ground conditions and the quality of natural materials. The project crosses some very low-lying areas near the Waikato River. Significant ground improvement was required in order to support the embankment. The soils are of a very poor nature, and have been quite challenging for the contractors to work with.
Opening day for the Ngaruawahia section in December 2013, with traffic crossing the Waikato River.
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Wa i k at o E x p r e s s way P r o j e c t – N Z T r a n s p o r t A Upcoming work – Huntly, Hamilton and Longswamp sections The Huntly section of the Waikato Expressway is in the physical works procurement stage, and will soon go to tender for detailed design and construction. The 15.4km project has a target contract award of April 2015 and opening date of 2019. The estimated cost is around $470 million. The section passes to the east side of the Huntly township and through the Taupiri Range, connecting to the completed Ngaruawahia section at Gordonton Road. It is expected to reduce traffic congestion and improve safety within the Huntly and Taupiri townships by significantly reducing through traffic. The Hamilton section is in the secondary investigation and specimen design stage, with consenting processes under way. The 21.8km road – the longest stretch on the Expressway – has a target opening date of 2019 and is estimated at $790 million. It meets with the Ngaruawahia section in the north, runs to the east of Hamilton, and will connect to the 160
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Waikato Expressway map timeline Jan 2014
existing Tamahere interchange and Cambridge section just south of Hamilton. Like the Huntly section, the Hamilton section is expected to reduce traffic congestion and improve safety on the local road network by reducing through traffic. The 5.9km Longswamp section is currently in the secondary investigation stage and has a
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“The Rangiriri project has provided plenty of challenges.”– Rangiriri Project Manager Peter Murphy. “We are constructing a new Expressway through an area of national historic and cultural significance. Working with a good team and taking the time to thoroughly engage with all our stakeholders will reward us with a project that we can all be proud of.” target completion date of 2018. The $70 million project will link the already completed Mercer section to the north with the Rangiriri section to the south. Collaboration with local Maori Maori are New Zealand’s indigenous people and they have strong cultural ties to the land. With a project of this magnitude, many Maori in the region are keenly interested in how projects will impact on land and waterways. “There are areas along the length of the Expressway project, particularly around Rangiriri and Huntly, where there are sites sacred to Maori. As a consequence they have a very strong interest in the development of our projects and are keen to contribute in any way in order to ensure that the completed projects acknowledge the sacred
nature of the sites,” said Simcock. To ensure that Maori interests are satisfactorily addressed, the Transport Agency engages closely with Waikato-Tainui, the main tribe in the region, and their representatives in the areas of the projects, and involves them throughout the investigation, design and construction phases of the projects. Maori culture and custom have contributed to the projects’ landscaping designs. Wood carvings and story boards are erected at strategic locations along the Expressway to share Maori history. Maori are keenly interested in ensuring the natural vegetation is retained and, where possible, extended. They also have a guardianship role when it comes to the protection of the surrounding waterways.
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Wa i k at o E x p r e s s way P r o j e c t – N Z T r a n s p o r t A
Project Manager Mercedes Santos. “This model provides greater flexibility to the contractor and enabled innovation and consequent cost savings.” “All of the streams crossed by the Expressway flow into the Waikato River, and we have to comply with requirements to ensure that runoff from the Expressway does not contaminate any of those waterways,” commented Simcock. The Transport Agency has strengthened its relationship with Maori through the Expressway project. And because of the project’s length that has meant involving various sub-tribes or iwi. That sort of collaboration and
consultation has been a feature of Expressway sections completed or under way, and is already being woven into the remaining three sections as they come on stream. “With a project of this size a lot of effort goes into designation, investigation and design, getting consents, tendering etc and then getting on with the build. But if you have people on board and involved every aspect is made easier,” Simcock said.
A 3m wide shared walking/cycling path was included in the Te Rapa section. The shoulder is also suitable for experienced cyclists.
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“There are areas along the length of the Expressway, project particularly around Rangiriri and Huntly, where there are sites sacred to Maori. As a consequence they have a very strong interest in the development of our projects and are keen to contribute in any way in order to ensure that the completed projects acknowledge the sacred nature of the sites.” – Transport Agency Project Services Manager Peter Simcock.
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Company Information Industry
NZ Transportation Agency / State Highways headquarters
Wellington, New Zealand founded
2009 products/ s e r v ic e s
The Waikato Expressway is one of the seven state highways called “Roads of National Significance” in New Zealand. It has significant benefits, including reducing travel times between Auckland and Tirau (South Cambridge) by 35 minutes (total travel time now two hours), significantly reducing the number of fatal and serious injuries crashes and enabling economic growth. 163
Blacktown Mt Druitt Hos Health Infrastructure, on NSW Government: Written by: Sasha Orman Produced by: Bryan Giles
spital Project / n behalf of the
B l a c k t o w n M t D r u i t t H o s p i ta l P r o j e c t / H e a lt h I n f r a s t r u c t
Blacktown Clinical Service Building Aerial
THE BLACKTOWN LOCAL Government Area (LGA) is growing. As one of the largest and fastest growing areas in the state of New South Wales, with a rapidly expanding population, public facilities must be able to keep up. With this in mind, the NSW Ministry of Health and Health Infrastructure, on behalf of the NSW Government launched the BMDH Project to significantly expand the capabilities of Western Sydney’s Blacktown and Mt Druitt Hospital campuses. The $322 million project will equip Mt Druitt Hospital with sub acute rehabilitation beds, additional 166
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oral health services and the establishment of a new urgent care centre for emergency treatment, while Blacktown Hospital is adding a brand new sub acute mental health facility, a new seven storey clinical services building, and a multideck car park. With these improvements, the Health Infrastructure team is excited to deliver high quality health services to the local population. New Technology On Site Along with building expansions, the BMDH Project is paving the way for new technology to improve the lives and treatment options of
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DfMA Modules
patients. “As part of the new cancer center, there will be two new linear accelerators that will be installed as part of the project,” notes Andrew Paris, Project Director for Health Infrastructure, adding that the project is also allowing for the implementation of new technology on an administrative level as well. “Something else that the hospital is implementing is an electronic medical records project,” says Paris. “That will basically aim for the hospital is to go “paper lite” and have a lot more access to new technology at the bedside for management
of patient records, with the added benefit of providing the opportunity for patient entertainment terminals at bedside as well.” Project Prioritization A project of this magnitude tends to come with unique challenges, and this one is no different. In the case of Blacktown Mt Druitt, the site constraints have presented several challenges for contractors and Health Infrastructure to manage in close cooperation with the Hospital. “Working within a brownfield site has always had its challenges,”
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STOWE AUSTRALIA DELIVERING COMPLETE ELECTRICAL AND COMMUNICATIONS SOLUTIONS
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says Justin McGrath, Project Leader for Laing O’Rourke on the Blacktown Hospital. “Laing O’Rourke worked very closely and collaboratively with the Local Hospital District (LHD) to minimize the impact of the new construction works by preparing very detailed logistical plans.” There is also the issue of prioritizing project portions in order to deliver
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Stowe Australia Pty Ltd
Stowe Australia is a leading electrical and communications installation and service contractor with a pre-eminent industry reputation for performance, quality and reliability. The company’s origins date back to the advent of the electricity industry in Australia when Francis Bell and George T Stowe incorporated the company in 1910. The company was purchased by two senior foremen Bert Madson and Sam Bogen in 1934. The ownership and helm of the company has been retained through three generations (78 years) of the Madson family with David Madson the current Executive Chairman and Chris Madson the current Managing Director. Underpinning and driving the success of the company over this time are two fundamental business objectives: “To build and maintain a satisfied customer base through superior quality service with fair dealings based on trust and respect.” “To create long term relationships with customers, suppliers and most importantly its employees.” These primary objectives have instilled a company team culture and loyalty amongst the company’s long serving employees and established a solid long term customer base built on repeat business. With the continued dynamic leadership, investment in its employees, dedication to be the industry’s best and to be proactive and innovatively responsive to its customer’s needs Stowe Australia will remain a leader in the electrical and communications industry for many years to come.
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B l a c k t o w n M t D r u i t t H o s p i ta l P r o j e c t / H e a lt h I n f r a s t r u c t
hospital staff and patients maximum access to the services they need. “Because development was taking up a lot of the existing car parking on the campus, we actually had to arrange for offsite parking for staff that was in walking distance of the hospital for approximately 18 months – We had more than 200 staff parking offsite and walking in from satellite parking,” Paris notes as an example. But through a combination of alternative routing and project planning, Health Infrastructure and contractors were able to reach a solution. “The multideck car park was completed April of this year – we brought procurement of that forward so we could have that delivered early in the project, so now that provides efficient capacity on site for staff as well as patients and visitors to the hospital.” This is closely linked to the biggest challenge overall: undertaking construction in a live environment, adhering to all infection control and patient safety requirements. “All projects were completed in a ‘live’ hospital environment with multiple staged handovers 170
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to facilitate the User Group and Hospital Requirements,” notes Dennis Macan, Project Manager at Kane Construction, noting that this live aspect presented the biggest challenge in terms of construction. When there are multiple contractors dovetailing their works together in this live environment, the need for precise coordination is critical. “At the Blacktown site, we’ve had up to 5 major contractors all working on a number of projects concurrently– so we’re balancing all those different work sites and how they all interface,” says Paris. Like the issue of the car park, this is addressed by ensuring that contractors work closely with the hospital and with each other to ensure that all are on the same page. Building Piece by Piece A large undertaking like the MDH Project requires that designers and builders bring some innovative thinking to the table, and one of the more progressive techniques being delivered on this project is offsite fabrication. “We’re just entering into that phase at the moment on the Clinical Services Building, where
t u r e , o n b e h a l f o f t h e NS W G o v e r n m e n t
we’re actually having some of the prefabricated elements delivered to site,” says Paris. This method, in which entire bathroom en suite units can be prefabricated offsite in a construction-geared factory environment and shipped whole to the build site, offers several benefits to both the project and the people who work and live their lives at the hospital every day. “Building in a factory environment, and being able to coordinate all those activities offsite, means there’s actually less activities and less high risk works that are undertaken onsite,” notes Paris. “They can all be managed and
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controlled offsite. There are a lot of benefits in terms of quality control in a factory environment – it minimizes the number of those finishing trades onsite. So there should definitely be benefits in terms of the program once we start getting those units delivered to site.” Laing O’Rourke has been instrumental in the offsite fabrication process. “Laing O’Rourke has a strong belief in DfMA (Design for Manufacture) which means where practicable, elements of the design can be identified where they can be manufactured off site and delivered to the project in a near complete state,” states McGrath, identifying
Blacktown Clinical Service Building render w w w. b m d h p r o j e c t . h e a l t h . n s w. g o v. a u /
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LAING O’ROURKE USES MODULAR BATHROOMS TO FINISH BLACKTOWN HOSPITAL FASTER
Having worked with Interpod in the past, Laing O’Rourke chose us to deliver 166 premium modular bathroom pods for a faster, safer and more sustainable solution. DDA-accessible 11 different types Nurse call buttons Suspended ceilings Disabled rails & shower seats Stringent medical & health regulations Tight site & deadline Interpod is the first choice supplier of premium modular bathroom pods for healthcare, hospitality and multi-unit residential developments.
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bathrooms en suites from level 5 to level 7 of the hospital as examples of areas where this technique has been employed. “These initiatives have saved labour on site and the inefficiencies that are associated with works being performed on site have been saved using a controlled factory environment.” Concentrating on Safety Safety is a vital part of any construction project, especially projects subject to high volumes
supplier profile
of traffic. With patients, staff, and visitors populating the hospital campuses, the BMDH is just such a project. To protect both pedestrians and workers, New South Wales Health Infrastructure relies on contractors who commit to putting safety first. “All of the contractors that Health Infrastructure engages are what we call best practice accredited contractors,” says Paris, explaining that third party accreditation can be an important factor in developing a
Interpod Supplier
Interpod Offsite is Australia’s leading manufacturer of modular bathrooms. We’ve been building bathroom pods longer than anyone else in Australia, and we’ve perfected the process. No matter what your bathroom design – whether it’s for a luxury apartment, hotel, hospital or student accommodation – we manufacture it on our highly efficient, quality-controlled assembly lines in NSW. This means you can cut construction times by as much as 30%, because you don’t have to manage all the complexities associated with building bathrooms on-site. We employ more than 50 full-time staff, and our client list features some of Australia’s most recognisable names, including Laing O’Rourke, Urbanest, Richard Crookes Construction, Watpac, Crown International. Some of our recent projects include Blacktown Hospital, Moorebank Units Relocation, Central Park Block 4S and Top Ryde City Living Apartments.
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B l a c k t o w n M t D r u i t t H o s p i ta l P r o j e c t / H e a lt h I n f r a s t r u c t
The S&L business is a WTIA award winning Steel Fabricator based in NSW. S&L have experienced professionals to project manage your project from design to site erection.
STEEL FABRICATION + SURFACE TREATMENT + INSTALLATION SERVICES S&L Steel E: admin@slsteel.com.au P: (02) 9832 3488 F: (02) 9832 3445
59 Glendenning Rd, Rooty Hill, NSW 2766
www.slsteel.com.au
favorable outcome on a project. “All of their workplace health and safety and industrial relations systems are accredited through the New South Wales government. We only select those contractors who are on the best practices list, so that means their safety systems are third party accredited, so they’ve obviously got an existing good track record with these types of projects.” Laing O’Rourke is a workplace safety leader on the MDH Project, with its commitment to a “mission: 174
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zero” program. “That’s a part of their site induction for all their subcontractors and staff, which is basically aiming to eliminate any sort of injuries or incidents on their sites,” says Paris. “As part of that program, they also conduct a four-hour workshop which the Local Health District and Health Infrastructure also participate in, which basically sets out the principles for that mission zero program and for workplace health and safety.” By extending participation in the
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mission to the Ministry of Health and other contractors, Laing O’Rourke is able to raise the bar of safety standards on the project as a whole. Making Progress The project is making progress, with a timeline for completion of the new clinical services building construction in 2015 with additional refurbishment work to be completed in 2016. The NSW Ministry of Health is looking forward to this time, when the new facilities will be fully operational and open for use by staff and patients. “It’s all about just completing and delivering a successful project obviously and delivering the new health services within the time it’s been agreed so that we can get patients access to those new facilities,” says Paris.
Company Information Industry
Hospital Construction employees
165 revenue
$324 Million products/ s e r v ic e s
The Blacktown Mt Druitt Hospital project is a public health infrastructure project that aims to expand health services for Blacktown Local Government Area.
Blacktown Clinical Service Building render w w w. b m d h p r o j e c t . h e a l t h . n s w. g o v. a u /
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M+W Group:
M+W Group Is Opening Up in Malaysia The company believes keeping its books open and staying ahead the curve are keys to success. Written by: Kevin Smead Produced by: Andrew Zhao
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M+W Group
At M+W environmental concerns among its top priorities
M+W Systems Malaysia M+W Group isn’t exactly new to the game. The company, which is more than 100 years old, is a global engineering and construction partner for technology-based clients in a variety of sectors including energy, environmental tech, life sciences, IT and telecommunications, and much more. However, the company best is recognized as market leaders in several segments: semiconductors, photovoltaics, biotechnology, and high-tech infrastructure. 178
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The company’s Malaysian office is helming some of its most innovative projects, but most important, exemplifies some of its best practices. A Competitive Advantage M+W believes it has a competitive advantage in the market for a few reasons, the first of which is its commitment to its customers and community. M+W Group is a big proponent of social responsibility and strong ethical values. It’s also strongly supports its employees and places environmental concerns among
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Cleaning chip factory
its top priorities, making it a business that others want to work with. “Our objective is to be a partner of choice, by offering transparency, best in class execution, and setting industry benchmarks in quality, safety, time to market and total cost of ownership across diverse industries,” Managing Director of M+W’s High-Tech Products in Malaysia Richard Kimber said. “We are committed to creating long lasting relationships, value for customers and want to be ‘partner of choice’ delivering on time and with cost certainty.” M+W also believes its global operations and 100-plus years of experience—with 18 in Malaysia—put it ahead of the pack in the various industries it serves. Regardless of which office is approaching a
“We are committed to creating long lasting relationships, value for customers and want to be ‘partner of choice’ delivering on time and with cost certainty.”
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Off: +603-5542 2288 Fax: +603-5542 2289 Mob: +6019-449 5355
GLOBAL LEADER IN PROCESS AND MECHANICAL SYSTEMS SOLUTIONS KINETICS is a global designer, fabricator, installer and provider of critical High-Purity Process Systems for: gases, chemicals, water, waste, chemical distribution and blending systems. We serve the Electronics, Biopharmaceutical, Solar and General Industry markets.
For additional information and locations, visit us at www.kinetics.net
"Man in the Straw Hat"
KINETICS SYSTEMS MALAYSIA SDN. BHD.
No12A, Jalan Ringgit 23/11, Section 23, 40300 Shah Alam Selangor Malaysia
Building With You In Mind ...Juteras Vision Juteras Vision Sdn Bhd
Over the years of association with M+W, the working relationship have grown into an invaluable coming of age experience. This strategic partnership have given us all at JVSB an invaluable edge in the way we approach work.
Lot 619 & 620 Jalan 2C Kampung Baru Subang, Section U6, 46150 Shah Alam Selangor Tel : 03-7845 3687, 012-953 2660 017-583 2566, 017-591 2566 Fax : 03-7842 1698, 03-7846 0686
M+W Group
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project, the standard operating procedure (SOP) will be the same. “M+W has one SOP that uses knowledge transferred from all global entities within M+W, inter-country or regional engineering, resource support, and a ‘lessons-learned’ culture,” Kimber said. “We ensure that quality and commissioning starts on Day 1.” This doesn’t mean they approach every project the same way, though. M+W uses customized solutions to meet the needs of each customer. This is streamlined thanks to all of its engineering processes being done in-house. An Open Book Approach Tackling projects in this manner works so well mainly because of M+W’s open book approach.
“We seek to be open, honest, transparent, and true to our word. At times this doesn’t help us when we are competing against ‘Bob the Builder’ or clients that are blinded by the cheapest price.”
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THE ULTIMATE SURGE PROTECTION SYSTEM
PEKAT PRO SERIES ®
Pekat Engineering Sdn Bhd has built its reputation internationally as a competent solution provider and EPC specializing in lightning protection system, earthing system, surge protection system and solar Photovoltaic.
Pekat Engineering Sdn Bhd 922761K 4, 5 & 6, Cubic Space, No.6, Jalan Teknologi 3/4, Taman Sains Selangor 1 Kota Damansara, 47810 Petaling Jaya, Selangor Darul Ehsan, Malaysia. Tel: (603) 2300 8010 Fax: (603) 9235 1050
Email: sales@pekat.com.my www.pekat.com.my
Malaysia Best route to the real-world energy performance York (Malaysia) Sales & Service Sdn Bhd principally involves in the marketing and provision of technical support service for air-conditioners.
TTLIM, your source for new and used Material Handling Equipments Specializing in Handling Equipment, Goods Lift / Hoist, Overhead Crane, Material Hoist, Mobile Docking Ramp, Scissors Lift, Stacker, Roller Shutter and Rapid Doors, Car Parking System, Steel Platform & Structure, Stainless & Mild Steel Work.
TTLIM Engineering Sdn. Bhd. 480432-T
YORK (Malaysia) SALES & SERVICE SDN BHD
NO. 8, LORONG TEKNOLOGI A, TMN SAINS SELANGOR 1, 47810 PETALING JAYA, SELANGOR DARUL EHSAN, MALAYSIA.
Tel: +603-6145 9000 | Fax: +603-6145 9001 Email: teohwc@york.com.my | Web: www.york-olyc.com
11, Lorong IKS Juru 7 Juru Light Industrial Estate 14100 Simpang Ampat P.W. Malaysia
Tel: 604 507 1172 / 604 507 0769 Fax: 604 507 0052
Email: info@ttlim.com www.ttlim.com
M+W Group “This allows M+W to provide a ‘total facilities solution’ under one roof, and for efficiency and consistency,” Kimber explained. “It promotes ‘fast track’ projects’ success since design and construction are overlapped. We have proven that time and cost can be reduced when compared to a lump sum approach—where typically the design is not fully completed when issued for pricing to contractors.” This emphasis on openness is a boon to business in more ways than just increasing efficiency. It also allows for increased dialogue between M+W and its customers. Kimber believes the approach is built on transparency and trust, and that everyone benefits from it. “We have delivered numerous projects under this procurement approach and we share in the savings by managing the construction process to agreed timescales, budget, and quality levels,” he said. According to Kimber, it’s also about giving the customer the right advice at the right time. The more time and resources spent on
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influencing the final product make for diminished returns all around. For M+W, it’s about maximizing its work and giving the customer the best value, all while keeping them fully in the loop. This is especially important to the Malaysian operation, since this is a service M+W can offer that many others cannot. The company believes that this is in the best interest for the customer, since many are promised the complete package, but often end up getting burned by. “There are local contractors who would do anything to win jobs— offer unrealistic promises, agree to schedules that cannot be achieved and submit low bids,” Kimber said. “We seek to be open, honest, transparent, and true to our word. At times this doesn’t help us when we are competing against ‘Bob the Builder’ or clients that are blinded by the cheapest price.” In Malaysia, an understanding of the correlation between risk and cost is vital. Customers often select the service provider who makes lowest bid without realizing the potential risk. In recent years, there have been many unfortunate w w w. m w g r o u p . n e t /
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M+W Group cases of contractors taking on too much risk and failing to deliver, which ultimately leads to them going bust and leaving the customer with a distressed project. Kimber explained that while the customer may be paying more for contractors that are resourced and managed correctly, the risk is dramatically reduced. “It’s all about managing risks,” Kimber stressed. “Clients need to ask themselves: would they deposit money in a bank that they haven’t heard of, has a limited track record, but promises a good return? No, they will go to a bank that gives certainty at a competitive price.” Playing it Safe For M+W, physical safety for its employees is just as important as investment safety for its customers.
Cinchloe Electrical Engineering Sdn.Bhd. Registered Number 807138-W
Established in 2008, Cinchloe Electrical Engineering is a group of young, energetic and dynamic electrical contractors. Cinchloe Electrical Engineering is specializing in:
• Low and High Voltage Electrical Installation
• MSB, Distribution Board and Sub
Switchboard Electrical Supporting
• Switchgear, Transformer and UPS Installation
• Factory Electrical Maintenance Installation
• TNB Submission • BMS System Installation
Electrical Contractor Class A CIDB Malaysia Certified Qualified Chargeman Qualified Wireman Member of Penang Electrical Merchants Association Registered Electrical JKR Contractor Class II Registered TNB Electrical Contractor Registered TELEKOM Electrical Contractor Certified HT 33Kv Electrical Installer
KULIM OFFICE (HQ): 76,77 & 78 JALAN SAUJANA 3 TAMAN SAUJANA,09600 LUNAS KEDAH,MALAYSIA Tel : 604- 4845188/ 4843868 Fax :604 -4841868 PENANG OFFICE (Branch) KL OFFICE (Branch)
E:pingkwang.tan@cinchloelectrical.com | W: www.cinchloelectrical.com
“We set working conditions to ensure that our work practices and procedures meet or exceed all applicable legislations related to health, safety, and the environment.”
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“Safety is a core value and we are committed to an injury free work place where everybody goes home safe,” Kimber said. “There is no compromise and work will stop even if this means program delays. We set working conditions to ensure that our work practices and procedures meet or exceed all applicable legislations related to health, safety, and the environment.” M+W also expects trade partners to actively contribute to the implementation of its Environmental Health and Safety (EHS) policy. In Malaysia, the policy has continuously developed using M+W’s global and regional EHS requirements and practices as a basis, while also taking into account particular EHS considerations for working in Malaysia. To accomplish this, M+W has worked alongside the Malaysian Ministry of Human Resources regulations. Not surprisingly, these practices are working and it’s not going unnoticed. M+W in Malaysia received the Gold Star for Occupational Safety and Health (OSH) for construction in 2012, Gold for OSH in Construction Management in 2011, and the National OSH award in 2010. Looking Ahead Looking ahead toward the future, M+W is optimistic, but understands it faces certain challenges, such as a shortage of skilled laborers in the state of Johor. “Based on experience and lessons learned,
“Despite this, M+W has some exciting projects happening in Malaysia, including the design of one of the largest data centre projects in Asia, a biotech project in Johor, and the design and build of First Solar’s new pilot project, the Kulim High Tech Park.”
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we have told our clients and potential clients that worker retention is and will continue to be a challenge—especially with the proximity of Singapore, which offers higher salaries and lower taxes,” Kimber explained. “This is also a challenge with the impending Refinery and Petrochemicals Integrated Development (RAPID) project in Johor. We need to address this by paying realistic labor rates, offering incentive schemes for project completion, etc.” Despite this, M+W has some exciting projects happening in Malaysia, including the design of one of the largest data centre projects in Asia, a biotech project in Johor, and the design and build of First Solar’s new pilot project, the Kulim High Tech Park. “We have also streamlined our trade partner data base and will engage with those that truly share the same values as M+W,” Kimber noted. On top of all of that, Kimber was clear in saying that M+W Malaysia is always looking to improve how it conducts business. “As an engineering and construction company, there is a continuous effort to improve on efficiency, facilitate smart solutions for both engineering and construction, and together with our partners, seek to provide better solutions that always ensure a win-win situation with our new and existing clients.”
Company Information Industry
Construction headquarters
Stuttgart, Germany founded
1912 employees
200 products/ s e r v ic e s
M+W Group with headquarters in Stuttgart/ Germany is one of the leading global companies in the field of high-tech engineering, procurement and construction. From concept development to turnkey solutions the Group manages projects of all sizes for industries like Electronics, Pharma and Chemicals, Energy and IT.
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North Construction North Construction continues to thrive
As the largest commercial construction company on the ce North Construction keeps moving forward Written by: Emily Couch
Produced by: Bryan Giles
entral coast,
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North Construction
Pokolbin Estate Vineyard
FOR A COMPANY of only 58 employees, North Construction can confidently say it is the largest construction company based on the central coast of New South Wales, Australia. Capturing revenues of over $50 million, this construction Company uses its reputation for delivering quality projects on time to pave the way for its continued success. “I think our reputation on not only the way we do business, but the quality of building we provide, stands us alone in the construction industry. We have a lot A lot of repeat clients or people that have been refereed on from 190
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other clients. Our reputation carries a lot of weight when it comes down to that final decision,� explains Business Development Manager, Josh Sheather. Reputation mixed with an uncompromising dedication to quality is what sets North Construction apart from its competition. Building on solid relationships with sub-contractors, and a genuine desire to exceed the clients expectations, is how North Construction provides the highest level of customer service from being able to offer competitive pricing, right through to delivering a high
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Scenic Lodge
quality product every time. “I think the relationships that we have formed over the years and the way we conduct business with our sub-contractors really sets us apart from our competitors,” says Sheather. Cadet and Apprenticeship Programs North Construction is extremely focused on the future of the construction industry. The Company offers a Scholarship program for future construction leaders. Partnering with Newcastle University, North Construction takes on four, first
year construction students to work with the Company over their Christmas break completing a rotation through the various aspects of the business. Taking a rotation in estimating, project management, administration, and site related disciplines is what helps these students develop a better understanding of the commercial construction industry. “It’s a competitive program that allows the cadets to see the different aspects of the business. A lot of them haven’t set foot on a commercial construction site, or know a great deal about the
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North Construction
australia Central Coast Mariners
commercial construction business. This gives them the opportunity to work a couple of weeks in each of those categories as they rotate through the business,” explains Sheather. “It really opens their eyes up to the endless possibilities of this industry.” When the scholarship program is completed, one person is offered a cadetship; however they all walk away with much better insight into the industry.
North Construction also have an annual intake of apprentices, with over 30 apprentices completing their trade over our 26 year history. Sheather says, “We are not only training carpenters, we are training potential site foreman of the future. For us, we are looking for a young person that wants a real career path in the industry rather than someone just interested in learning a trade.”
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North Construction
No. 2 Sportsground
Safety Safety is an aspect of the business that North Construction holds to the highest regard. “It’s not just lip service, safety is actually about making sure our safety programs are put in place and implemented ensuring our sites are as safe as they can possibly be,” explains Sheather. North Construction employs a 194
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safety manager that visits all the sites regularly. The Company’s safety systems are Federal Safety Commissioner accredited and the Company is also third party accredited for all of its quality and environmental systems. “We take the safety side of the business very seriously and we make sure that all of our sites are
C o nstructi o n
run in accordance with our policies and procedures. We have recently enrolled 8 of our site foreman in the WHS Certificate IV with the remainder hopefully following as the first group completes the course,� explains Sheather. A Heart For Philanthropy When asked what he is most proud
of, Sheather replied that he is proud of all of their projects, but the projects that are tangible and when you can see that you are providing a building where there is a real need, speaks highly of North Construction. “A lot of the projects we work on involve aged-care facilities or schools. They are great projects to be involved in because there is a real
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North Construction
St Mark’s Anglican Church
sense of accomplishment that you get from completing a building that will be used by the community. It’s rewarding for everyone involved in the construction team when they are able to stand back and see the building come to life ,” says Sheather. Additionally, North Construction has partnered with New Hope International to work on the Yegeli Early Childhood Development 196
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Centre as a part of their Aid and Leadership program to bring aid to the Yegeli region in the Southern Highlands of PNG. “We would typically send a cross section of our Company including a Project Manager, Site Foreman, Estimator and apprentices to build structures in very remote communities. “Our teams live and work in some pretty trying conditions to help those less fortunate. We have now constructed
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Company Information Industry
Construction headquarters
Gosford, New South Wales founded
1987 employees
58 revenue
$60,000,000
an Early Childhood Development Centre that caters for prenatal to elementary school level. Whilst this provides some valued assistance in remote communities it also helps to develop leadership and problem solving skills in our employees, it takes them well out of the comfort zone and accelerates their personal development and self belief — it’s a real win-win situation.” North Construction is holding steady in this uncertain economy and continues to move forward through an unwavering commitment to quality and community.
products/ s e r v ic e s
Commercial Construction
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Department of Tran and Main Roads:
Bruce Highway Upgrade (C Curra) Section A (Cooroy so interchange to Sankeys Roa
nsport
Cooroy to outhern ad) 199
D e pa r t m e n t o f T r a n s p o r t a n d M a i n r o a d s
T
he Department of Transport and Main Roads moves and connects people, places, goods and services safely, efficiently and effectively across Queensland. We plan, manage and deliver Queensland’s integrated transport environment to achieve sustainable transport solutions for road, rail, air and sea. Our integrated transport planning approach ensures we contribute to:
Black Mt Earthworks
• People’s quality of life • Queensland’s economic well-being • A sustainable environment.
Central to our business is a proven commitment to actively listen and respond to Queenslanders. We then incorporate their views into decisions that may impact on people’s lives.
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All Queenslanders, irrespective of where they live and work, can expect to have appropriate transport choices and fair access to the transport system. The Department of Transport and Main Roads is well underway with construction of a $590 million project to upgrade the Bruce Highway between Cooroy and Federal. This forms part of the overall Bruce Highway upgrade First blast for the new highway between Cooroy and Curra, near Gardners Road and is the second section to be constructed for this project (Section A). Section B, between Federal and Traveston, was completed in December 2012. The Section A project was fast-tracked by the Australian and Queensland governments in December 2012 under a 50/50 funding arrangement to ensure the Bruce Highway remained a priority for the state. The project will deliver a new 13.5 kilometre, four-lane divided highway between the existing interchange south of Cooroy, and the new section of highway near Sankeys Road in Federal. Section A will be undertaken as three construction contracts: Contract 1B – Black Mountain Range Road: realignment of an 800m section of Black Mountain Range Road and construction of a new overpass to maintain the connection to the existing highway. Contractor, Hazell Bros Group Pty Ltd, commenced work in July 2013 and finished this contract in April 2014. The contract was completed ahead of schedule and under budget. • Over 100,000 cubic metres of earth was moved, 73 bridge girders w w w. t m r. q l d . g o v. a u
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D e pa r t m e n t o f T r a n s p o r t a n d M a i n r o a d s
Bruce Highway Upgrade (Cooroy to Curra)
Section A (Cooroy southern interchange to Sankeys Road)
Construction contracts
BAPSI project
Contract 1B: Black Mountain Range Road upgrade x Realignment of 850m of Black Mountain Range Road. x Construction of a new Black Mountain Range Road overpass to maintain the connection to the existing highway. Contract 2: Cudgerie Drive to Sankeys Road x Construction of 7km of new four-lane divided highway. x New Cooroy northern interchange. x New Skyring Creek and Gardners Road bridges. x Connection to Section B works at Federal (near Sankeys Road). Contract 3: Cooroy southern interchange to Cudgerie Drive x Construction of 6km of new northbound lanes to duplicate the existing highway in Cooroy. x Rehabilitation of the existing highway to make the southbound lanes. x Upgrade the existing Cooroy southern interchange. x New Six Mile Creek bridges.
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placed, and 1050 cubic metres of concrete poured for Contract 1B. • Hazell Bros employed around 280 people directly and indirectly throughout the life of Contract 1B. • The new Black Mountain Range Road and overpass was opened to traffic on 24 March 2014 ahead of the scheduled mid-year completion date. Contract 2 – Highway upgrade between Cudgerie Drive and Sankeys Road: construction of just over 7km of new four-lane highway, a new allmovements interchange north of Cooroy and new bridges over Skyring Creek and Gardners Road. Contractor, Bielby Holdings Pty Ltd, started on this contract in November 2013 with work expected to be finished by mid2016, weather permitting. • Approximately 3 million cubic metres of earth will be shifted as part of Contract 2.
Scrapers preparing for new Black Mountain Range Road overpass w w w. t m r. q l d . g o v. a u
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c o m pa n y n a m e
Panoramic shot of work at Black Mountain Range Road overpass
• At the end of May 2014, around one million cubic metres of earth had been moved for Contract 2. • On average, Bielby is currently moving over 17,800 cubic metres of earth per day. • Bielby expects to employ around 400 people directly and indirectly throughout the life of Contract 2. • Around 700,000 cubic metres of hard rock is expected to be blasted for Contract 2. Blasting will continue intermittently until late 2014, weather permitting. • Nine piles have been driven, around 500 cubic metres of concrete poured for pile/pad footings, and 16 columns built for the new Cooroy northern interchange. Work is currently focused on constructing the highway approaches to the interchange, with some big activities ahead including laying 14 large bridge girders totaling over 560 tonnes, and pouring 400 cubic metres of concrete for the bridge deck. 204
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sect o r
Contract 3 – Highway upgrade between the Cooroy southern interchange and Cudgerie Drive: construction of 6.5km of new northbound highway lanes to duplicate the existing Cooroy bypass, rehabilitation of the existing highway to make the southbound lanes, upgrade of the existing Cooroy southern interchange and new bridges over Six Mile Creek. This contract was awarded to Lend Lease Engineering Pty Ltd in April 2014, and is expected to be finished in late 2016, weather permitting. • Over 600,000 cubic metres of earth will be shifted as part of Contract 3. • Around 200,000 tonnes of asphalt will be laid for Contract 3. • Over 150 metres of bridge material will be used at the Cooroy southern interchange and Six Mile Creek as part of Contract 3. • It is expected that Lend Lease will employ around 350 people directly and indirectly throughout the life of Contract 3. South-east Queensland is the fastest growing metropolitan region in w w w. t m r. q l d . g o v. a u
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D e pa r t m e n t o f T r a n s p o r t a n d M a i n r o a d s
Black Mountain bridge
Residential and industrial expansion is pushing north along the Bruce Highway corridor, with the Cooroy to Curra section of highway the northern gateway of this growth hub.
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Australia. Residential and industrial expansion is pushing north along the Bruce Highway corridor, with the Cooroy to Curra section of highway the northern gateway of this growth hub. That is why it has been vital for the department to deliver the Section A project as a matter of priority. The Section A project will: • Separate north/southbound and highway/ local traffic. • Provide sufficient capacity for future traffic growth. • Provide a limited access road to reduce crash rates and fatalities. • Reduce travel times and improve traffic efficiency for passenger and freight transport. • Create an environment attractive for users,
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• • • •
and improve roadside amenity and facilities. Meet performance standards for the national road network. Minimise future maintenance and operational costs. Address community concerns regarding the separation of highway and local traffic, and safe access to facilities and services. Manage environmental, cultural heritage and social impacts.
Key project considerations include: • Protecting rare and threatened fauna and flora species including the Giant Barred Frog, Mary River Cod and Hairy Hazelwood. • Protecting environmentally-sensitive areas such as creeks adjacent to the project; and obtaining permits for clearing work and working in
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•
•
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• New Cooroy northern interchange
•
waterways. Undertaking major earthworks in long and large hills and valleys, and highly expansive clays. Conducting major construction work in a high rainfall area which is subject to long periods of wet weather and flooding. Considering social impacts, particularly in relation to the location of the new Cooroy northern interchange and the close proximity of project work to the Cooroy township. Promoting a ‘zero-harm’ safety culture even before construction commenced. Balancing the impacts on highway traffic and local traffic flows while constructing the project in a timely manner.
All three Section A contracts are being delivered as ‘construct-only’ or ‘hard-dollar’ contracts. The department’s key priorities when assessing tenders was to ensure value-for-money would be achieved and the final product would be of a high standard. The department has also engaged consultancy firm, GHD Pty Ltd, as the Contract Administrator to assist with the management of the Section A project. Once completed in late 2016, the project will benefit the community by meeting capacity and efficiency demands for long-term road freight and transport needs. It will also support safe, high-speed travel, separate the northbound and southbound highway lanes, and improve access to regional townships. It is anticipated that travel times between the Cooroy southern interchange and Sankeys Road will be reduced by approximately two 208
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minutes following project completion. This is in addition to the five minute time-saving experienced by the motorists using the new four-lane section of highway between Sankeys Road and Traveston Road (Section B). The Section A project will also stimulate the local economy by generating around 1000 jobs directly and indirectly throughout its duration. Continuous Improvement: Surveys of external stakeholders will be undertaken mid and post project to evaluate the effectiveness of community engagement program during the Section A project. This will allow the project team to adjust their communication methods to suit project stakeholder needs and continuously improve relationships. Internally, relationship management workshops and meetings will be held between the department, Contract Administrator and contractors on a monthly basis. This will allow the project team to work together to identify and address issues in a timely manner, contributing to the successful
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New highway looking south from Black Mountain
completion of the project. In addition, during the development phase of the project, the department conducted a series of reviews with senior management and technical officers to encourage innovation and cost savings. Outcomes of these reviews were included in the final design. This review process continues to ensure the latest specifications, innovations and standards are incorporated into the construction program, and the benefits of the project are realised. Project Leadership Groups have been established for the two major Section A construction contracts (Contracts 2 and 3). Monthly meetings provide the team with a forum to pre-empt and discuss issues that may arise during the construction period which may impact upon time, cost and quality. The Project Leadership Groups: • Provide leadership and governance of the project. 210
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• Provide guidance on project issues. • Review the need for changes to project objectives and relationship principles (as required). An independent Issues Resolution Advisor has also been appointed to each group to assist and facilitate the timely and equitable resolution of any issues and maintain relationships between all parties. People Management: There are a number of departmental staff working on the Section A project from a variety of disciplines. Key roles include project, design and construction management roles. Other departmental representatives on the project include environmental, survey, communication, finance, property, safety and project support staff. Supply Chain: The department has a register of companies who supply critical construction equipment. This register is managed by a centralised group within the department to ensure the delivery of quality products. Every sub-contractor who supplies a service over $50,000 on the Section A project needs to be approved by the Contract Administrator/ department. This process is necessary so the appointed contractor completes all of their assigned work tasks, and most qualified subcontractors are engaged.
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Placing girders on the new Black Mountain Range Road overpass
The department is committed to encouraging and adopting innovation that provides valuefor-money, while retaining similar (or better) specified outcomes with regard to safety, performance and durability. 212
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Technology / Innovations: The department is committed to encouraging and adopting innovation that provides value-formoney, while retaining similar (or better) specified outcomes with regard to safety, performance and durability. On the Section A project, innovation meetings were held with contractors prior to the award of Contract 2 to discuss how design elements could be changed to enable an efficient construction process. An Early Tender Involvement (ETI) approach was also adopted during the tender process for Contract 3. This allowed the tenderers to provide input into the project’s design before it was finalised.
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Competitive Opportunities: It is a very competitive market with a wide variety of contractors vying for departmental projects. The industry is responding well to these challenges by presenting innovative opportunities for cost savings during tender processes. There has been ongoing engagement and consultation with the wider community, local government, key stakeholders and businesses throughout the Section A project. A planning option was identified for Section A and presented at public displays in 2008. As a result of community feedback and further detailed planning, this option was refined. Initially, the Cooroy northern interchange was located near Cudgerie Drive to provide convenient access to the new highway for nearby communities. However following community feedback and further investigations into potential social impacts, the interchange location was changed to halfway between Cudgerie Drive and Black Mountain Range
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Road. This location minimises impacts on nearby communities while still allowing for an efficient, high-capacity interchange that links in well with local roads and is convenient for road users to access. The recommended option for the Section A project, including the new Cooroy northern interchange location, was displayed to the public in November 2011. This was met with positive feedback and minor changes were then made to the design to create the final layout for the project. The department will maintain close contact with property owners and residents in close proximity to the Section A project and other key stakeholders to keep them informed on the progress of construction work. During the Section A project, koala habitats will be established at 14 sites owned by the department adjacent to the Bruce Highway between Pomona and Traveston. This environmental initiative will contribute towards a net gain in koala habitats across south-east Queensland as part of the Department of Environment and Heritage Protection’s Koala Offsets Policy. This offset program will involve revegetating the sites with native tree species, and managing the areas until the bushland is self-sustaining and capable of supporting koalas.
Asphalt work and line marking complete on realigned Black Mountain Range Road
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Cooroy northern interchange, RSS Wall
Contractors on the Section A project have been in close liaison with local schools about the project and provided mulch for their grounds where possible. Mulch has also been provided to residents near the works. The project team also engages local schools to assist with on-site BBQ’s, to contribute to their Parents and Citizens’ funds; and will look at opportunities to provide project stakeholders with tours of the site as construction progresses. The Section A project is expected to be completed in late 2016, weather permitting. Following this, the department will take ownership of the new highway which includes any future maintenance requirements such as mowing, repairs, collecting debris and establishing landscaped areas. Each contractor is also responsible for a 12 month ‘defects liability’ period after they are finished to ensure the project is maintained to a high standard. The Section A project will connect the existing four-lane highway in Cooroy to the recently opened section in Federal, ultimately providing at least four highway lanes from Brisbane to Traveston. It will also improve safety for highway and local traffic, reducing the number of fatalities and crashes along the Cooroy to Federal road section. w w w. t m r. q l d . g o v. a u
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Timber Development Association( NSW) Written by: Jane Letteri
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Ti m b e r D e v e l o p m e n t A s s o ci at i o n
TDA’s original mission was to promote the use and sale of timber of all kinds — whether native to Australia or imported from abroad. It was also mandated to promote the interests of all persons, firms or companies in Australia involved with timber or wood technology or engaged in forestry. The TDA mission has evolved considerably over the years with TDA concentrating on the technical advancement and sustainability of the building and construction Construstion by R&D and education projects within the timber industry.
generations. We will continue to encourage the industry we represent to be dynamic and develop business practices and products that promote sustainability. We aim to ensure the long term health of the natural resource and achieve economic, social and environmental sustainability within our industry. The TDA also presents sponsored by WoodSolutions educational tutorials and seminars on varied topics to inspire building professionals in the use of timber for residential, commercial and infrastructure projects. TDA also initiated and runs the annual Australian Timber Design Awards which commenced in 2000. The Australian Timber Design Awards (www.timberawards.com. au) are a national competition to promote and encourage outstanding timber design in the built environment professions.
TDA Sustainability Statement
Andrew Dunn is the Chief
The TDA will integrate the principles of sustainability into all our decision making processes, to mutually ensure the optimisation of welfare of this generation and all future
Executive for the TDA and has 28 years experience in the building industry, the last 22 years within the timber Construstion. Andrew has a Civil/Structural Engineering degree
The Timber Development Association of New South Wales (TDA) is a non-profit industry association representing all segments of the timber industry, from manufacture to supply. TDA was incorporated in 1938 and for over 70 years has effectively promoted the use and the sale of Australian and imported timber and timber related products.
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Company Information Industry
Construction headquarters
Level 6/486 Pacific Hwy, St Leonards, NSW, 2065, and a Masters of Timber Engineering and represents Australia Andrew Dunn
Stephen Mitchell
the industry on a numerous Australian Standards being Timber Framing, Bushfire, Termites control, Design Loads, Fire testing, Plasterboard installation, and Earth Retaining Structures. He has extensive knowledge in all aspects of timber’s structural application including fire and sound timber framed technology related to Multi-Residential Timber Frame Construction. Stephen Mitchell joined the TDA in 2006 and
has managed and delivered a variety of projects including Life Cycle Assessment and technical education for building and design professionals, TAFE teachers, University lecturers and timber merchants. Before this Stephen worked for the NSW Government on waste reduction and recycling projects in the construction Construstion. Stephen is a qualified trainer, experienced presenter and a Sustainability Professional with a Masters in Environmental Management from the University of New South Wales.
founded
21st October 1938 employees
Andrew Dunn -CEO Stephen Mitchell Sustainability Program Manager, Peter Rosenmai - Communications Manager, jane Letterim Administration
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Global competitiveness in industrial buildings: Representatives in the development of international mining projects
Written by: Rebecca Castrejon Produed by: Jassen PIntado
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S a n M a r t i n C o n t r at i s ta s G e n e r a l e s
Key People
S
Julian Siucho Executive President at San Martin Contratistas Generales
In 2012 the contracting company experienced a transformation period after being acquired by the biggest construction company in Latin America, ICA. Ingenieros Civiles Asociador or ICA bought 51 percent of San Martin’s stake and since then, the Peruvian company has strengthened its leadership through international businesses.
an Martin Contratistas Generales is a company that provides contracting services for mining and construction projects since the 80’s. As industry leaders they are involved in major mining developments at a national and international level in the public sector, these industrial activities occupy 95 percent of their long-term operations.
Aside from the company’s experience, another competitive advantage in recent years is having their own distinguishing machinery that helped them be the top mining contractor in Peru. San Martin’s main work is to satisfy the demands of their customers and complete the promised service in the estimated time frame according to the initial budget and with the best operating quality. Their main services in the construction industry are: consistent planning, implementation, monitoring and control of designated works and road interchanges, bridges, civil developments, hydroelectric preses, tunnels, canals, sand traps, 222
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San Martin Workers and Heavy Machinery
among other infrastructure projects. In addition of being industry leaders, San Martin Contratistas Generales has not stopped worrying about their social activities, these being the collaboration and support for environmental best practices regulated by the authorities in Peru. Their social and corporate responsibilities
San Martin Workers
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Team work from Project Toromocho
go beyond the ecological care, by returning some of their success to the people around the area through the sponsorship of community events. This 2014, the company has more than $600 million in construction projects of public works. Machinery
Human Resources San Martin Contratistas Generales has some of the most relevant talent in the construction field. Their human resource ranges from management, engineering to mining specialists, but all departments work to capture a specific goal, to create specialized works with substantial value for the client. The company also seeks stability in their employees; consequently they take various
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training programs on best business practices to ensure a climate of health and safety within the project. Examples of these procedures in occupational safety and health are their certificates of international standards, such as OHSAS 18001:2007. Among the programs for job improvement are: Developing Leaders-PAD with the University of Piura, Forming Guidelines for Safe Work - FATS, Programming Operator Training-Training School San Martín, Young Professionals Program for Retention, Individual Development programs - PDI, Succession Planning, Performance Evaluation, Team Building, Building Effective Teams, among others.
“We are the prime mining contractor in Peru”
Technology and Machinery The company has digitized its operations with the use of software for connecting their units, such as SAP. Their other achievements are in the field, by having the largest fleet in the construction sector, with machinery from world recognized brands such as Caterpillar, Komatsu, Volvo, Atlas Copco, Sandvik, among others. Thanks to their equipment the company is able to operate in the process of drilling, loading, hauling and road maintenance. Their drilling reach 75,000 pounds of pull down, their hydraulic excavators go up to
Project in Tantahuatay Cajamarca
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400 tons of operating weight of 24 cubic meters capacity and their mining trucks go up to 150 metric tons. For the construction sector they have hydraulic excavators that go up to 70 tons of operating weight, dump trucks reach up to 20 cubic meters of capacity and they also have ancillary equipment such as bulldozers, tractors, rollers, crushing plants, etc. Operations 2014-2015 As the top contractors in Peru for the mining sector, their knowledge and experience makes a difference in mega-industrial projects.
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www.skcmaquinarias.pe
C o n st r u cti o n G l o b al
Some of their major projects in the construction sector this year include: 1. Plinths Construction, Drilling and Injections of phase V for Compañía Minera Antamina S.A. 2. Construction of PAD leaching phase 2A and 2B, Pucamarca Project for the company Minsur. 3. Facilities for export and import of concentrate Phase I - Patio Puerto Ilo for Southern Peru Copper Corporation. 4. Mass Movements of Project Lands, a Constancia Project for the client HudBay/ Ausenco.
Company Information c o m pa n y
San Martin Contratistas Generales Industry
Construction headquarters
San Juan de Miraflores, Lima, Peru founded
07/11/1990 employees
+5.000
This 2014 they are investing more than $55 million in equipment and machinery upgrades, 15 million more than the amount used one year ago.
revenue
USD $330 millones email
comercial@sanmartinperu.pe
Read more of this company profile in the September issue...
website
www.sanmartinperu.pe
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Peru’s new home: Upgrading Peru’s housing infrastructure through Inmobiliari’s modern concepts
Written by: Rebecca Castrejon Produced by: Jassen Pintado Interviewee: Carlo Mario Varas Montoya, CEO for Inmobiliari Translated by: Rafael Tablado 231
Inmobiliari Innovation: Inmobiliari’s base for growth
P Project Lux
eru is becoming one of Latin America’s fastest-growing capitals regarding infrastructure, thanks to the endeavors and housing innovations in projects developed by Inmobiliari, an Ingroup company whose vision is to raise the bar in quality, class, style and real estate project engineering in the country. The company has also completed works for the business, entrepreneurial and industrial sectors, each with a solid, actual feel to each company’s property. It should be noted that Inmobiliari has been building for less than ten years, making them one of Lima’s fastest-growing companies with an important series of projects under development, including: • Moon project: It has about a thousand square meters of green areas; a large natural space that resembles the beauty of the site Golf Los Incas. Within the area, people can enjoy a stylish and comfortable launch for ladies and another one for gentlemen, aside from a media room with video games and board games for teens. • Nouvel project: Its design combines the ideas from the prestigious architectural firm FXFOWLE (New York) and the input from Inmobiliari’s architects. The common areas are: a heated swimming pool, gym, lounge, children’s room and an interior garden, among others.
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Key People
Carlo Mario Varas Montoya CEO, Inmobiliari
Inmobiliary interior design
• Hyde project: luxury three-bedroom apartments in an exclusive neighborhood, designed by Design Corp. studio, from Canada. Innovative features include central air conditioning as well as automated sound and lighting. • Lux project: The tallest residential building in the country with one of the best views of the city, offers the opportunity to be connected with w w w. i n m o b i l i a r i . c o m . p e
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Inmobiliari all Lima in minutes. The complex has 1, 2 and 3 bedroom apartments with: 3D cinema, gym, pool, sauna and other common areas. • Project Villa In The Polo: has 20,000 square meters of open areas, parks and gardens for children to grow up with the freedom and safety in one of the most exclusive areas of Lima. The project has 1, 2 and 3 bedroom apartments, with the inclusion of: a large pedestrian mall, movie theater, heated pool, tennis court, squash and other common areas. Project Hyde
The constant training of Inmobiliari’s staff resulted in more than 3,500 specialized employees, able to produce competitive advantages to the company’s projects currently under construction through the use of advanced design software and the latest machinery. Every single operation is performed with the highest quality standards and always in compliance with improvement policies. Active entrepreneurship from above Engineer Carlo Mario Varas Montoya is the CEO for Inmobiliari; his leadership and over ten years of experience in the trade and strategic management paved the road to the top for him. Varas, first hired in 2012 as manager for real estate development, was in charge of different processes: from paperwork processing, project inception and analysis to project initiation and 234
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execution. A year later, Inmobiliari went through restructuring after consolidation from the Ingroup corporation, a move that promoted Varas to CEO. During his tenure, Varas has masterminded US$200 million-plus investments for residential projects, including “Villa Marina”, Peru’s largest housing complex. “We have increased the number of ongoing projects in recent years, diversifying our activities while sustaining our growth in different socioeconomic sectors of our setting, where we were able to find growth opportunities through certain brands,” said Varas. Inmobiliari, Recrea and Vibien: synonymous with progress Inmobiliari has extended its reach into Peruvian
“We have increased the number of ongoing projects in recent years, we have diversified our activities while sustaining our growth in different socio-economic sectors of our setting, where we were able to find growth opportunities through certain brands” – Carlo Mario Varas Montoya, CEO, Inmobiliari
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Inmobiliari
Project Nouvel
cities’ growing market through three different brands: Inmobiliari, Recrea and Vibien. Inmobiliari, as parent company and the corporation’s HQ, stands out for continuous development of exclusive projects in the area; Recrea is designated for housing construction in collaboration with the government-run Mivivienda program, created to help low income families buy a home through a purchase process involving the State along with the real estate and financial sectors. The corporation’s third brand, Vibien, pursues the development of Techo Propio, a public housing plan. Vibien recently became part of the Villa Marina program in north Peru, designed for low-income families to subsidize the purchase, construction or improvement of their housing or property. 236
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“We have created these kind of programs with the purpose of growing our presence; building for each different sector. Our market management has already introduced us to the three main categories for land use; Inmobiliari has already diversified into every socio-economic level,” said Varas. Making a difference in quality of life Inmobiliari’s differentiation effect generates architectural, design and engineering improvements in each project. Their concept of ‘comfort’ begins with the first sketches of a facade emulating a certain style, to the balance of gardens and buildings in a condominium or housing project, with the purpose of providing
“Work abroad is an ambitious goal for the future; we know this will happen one way or another as we accomplish every single goal within our growth vision” – Carlo Mario Varas Montoya, CEO, Inmobiliari
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www.terratest.com.pe
contactos@terratest.com.pe
Inmobiliari
c o n st r u cti o n
end users with ease, safety and a comfortable place to be at or pass through. “We do our best at keeping one step beyond requirements while providing projects of notable features; we believe that building inhabitants’ interactions will improve with time once their immediate needs are met, as well as their social activities. We are able to accomplish a complete integration with the purpose of contributing to pleasant lifestyles,” said Varas. Projections into 2015 Project Moon
Short-term plans for Inmobiliari include the acquisition of land in Peru’s major cities for the development of new sustainable housing projects such as in in Piura, Arequipa, Huancayo and
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www.hpdglass.com
proyectos@hpdglass.com ventas@hpdglass.com
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Chimbote. Also, three new projects are ready to be sold in the cities of Trujillo, Chiclayo and south of Lima. Other projects due for completion during 2014 include the offices at Lima Central Tower, Capital Golf and a company-owned project whose first stage will be finished before the year’s end. The consolidation of very important projects is scheduled for 2015, such as Recrea Magnolias in Breña, as well as Lux apartments in Lince; both the former and the latter being districts in Lima. These projects solidify the corporation’s commitment to its clients, the community and to Peru, providing also financial stability to Ingroup. “We have many important projects not only for housing purposes, but also for business; there are
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ablanco@abbings.com www.abbings.com
Inmobiliari
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many opportunities for growth thanks to the lands we purchased last year, so sustained growth for the corporation is guaranteed,” Varas said. Human resource Part of Inmobiliari’s expansion consists of adding and developing new, talented professionals; also a key area in the company’s restructuring process. A big number of current employees have been trained in different trades within the sector. Motivation, grants, scholarships and internal development opportunities within the corporation are some of Inmobiliari’s strategies to keep human resources. Competitive progress During the last two and a half years, Inmobiliari has created viable, safe and modern alternatives for project completion through global processes and cutting-edge technology, creating an added value to the real estate development market. The tallest housing development in Peru—a 33-story apartment building in Lince—is an example of this. Their office project demanded the most recent technology and innovative design, such as patented lights, insulated glass and prefab structures. Sustainable features include LEED energy for water, power and air conditioning savings.
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Inmobiliari “We believe in providing value, not only for a building itself, but also contributing to an environmentally friendly city, country and planet”, Varas said. Logistics “I’m fully convinced of our suppliers’ important role adding value to our corporation,” said Varas, adding that this kind of partnerships play a major role that is visible when projects are completed. “Our suppliers understand our philosophy when applied to the end product we thrive on completing. This helps when working hand in hand with them,” he said. The future for real estate developers Two years ago, the company set goals for 2017. One of these goals was curricular diversification, which has been achieved through the three brands servicing every socio-economic sector. Keeping up with strategic partnerships with existing suppliers and striking new partnerships is another goal for the company’s growth. The planned expansion will become the result of the development of different projects in the country’s major cities. Vibien, for example, is already working in different parts of the country. Inmobiliari is working towards earning Peru’s trust, thus solidifying their brands. www.empremar.net
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“Work abroad is an ambitious goal for the future; we know this will happen one way or another as we accomplish every single goal within our vision of growth,” says Carlo Mario Varas Montoya, CEO for Inmobiliari.
Company Information c o m pa n y
Inmobiliari Industry
“Our suppliers understand our philosophy when applied to the end product we thrive on completing, this helps when working hand in hand with them”
Construction headquarters
Santiago de Surco, Lima, Peru founded
1997 employees
150 revenue
USD $225 million email
aoviedo@inmobiliari.com.pe w e b pa g e
www.inmobiliari.com.pe
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Transforming Colombia: Essential construction to raise the country’s quality of life
Written by: Rebecca Castrejon Produced by: Jassen Pintado Interviewee: Sergio Ramirez, CEO, LATINCO S.A. Translated by: Rafael Tablado
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LAT I N C O S . A . ( L at i n o a m e r ic a n a d e C o n s t r u cci o n e s S . A . )
LATINCO, from Colombia to Latin America
L Construction in Santa Marta
atinoamericana de Construcciones S.A. was created in June 1944 at Medellin, Colombia with the purpose to “build infrastructure for communities’ improvement”. LATINCO also owns the latest technology in machinery and innovative engineering, earning concessions and commissions from the government and involving the company in the country’s development. The company has completed the construction of airports, business routes, wells and highways for various regions’ emerging economies. LATINCO’s involvement in public works includes road construction and maintenance; bridge construction and restoration; foundations for urbanism works, water works and sanitation projects; mix development concrete and asphalt concrete. In recent years, Colombia has been experiencing a golden era of construction, which has increased LATINCO’s competitiveness nationwide in road infrastructure due to its various projects connecting different areas, communities and businesses. Strategic management After completing his undergraduate education at Universidad Nacional de Minas in 1995, civil
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engineer Sergio Ramirez joined LATINCO as resident engineer. During his first years with the company, Ramirez found himself travelling all around Colombia, supervising construction works on highways for different departments (provinces). Afterwards, he was promoted to works manager. Years later, he became project coordinator followed by project manager. By 2011, Ramirez became LATINCO’s CEO, utilizing his 20-year experience, leadership and knowledge in Colombia’s construction sector.
Dual carriageway, Ibagué - Bogotá
Competitive human resource
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LAT I N C O S . A . ( L at i n o a m e r ic a n a d e C o n s t r u cci o n e s S . A . )
Talking Business
Outstanding projects
New wall in Anserma
During LATINCO’s timeline, the company has helped transform Colombians’ quality of life by performing different roles: project innovators, subcontractors for important companies, concession operators, and builders for public projects. Overall, the company’s portfolio encompasses projects that have become part of the population’s daily activities. Some of these projects include: • Foundation Laying, developments and maintenance of the Autopista del Cafe highway: This project’s development was crucial to connect the cities of Manizales, Pereira and Armenia, part of Colombia’s
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“coffee-growers axis” across Caldas, Risaralda, Quindio and Valle del Cauca departments. • Bogota - Girardot toll road concession: completed in record time. • Troncal Central del Norte (National Route 55): the company worked on this highway’s construction, which runs across the Santander department. • Transversal del Sur: a project with great social and ecological impact due to its location between the departments of Putumayo and Nariño. This construction is being finance by BID (Banco Interamericano de Desarrollo).
“It is very important to have reliable suppliers in this topic. Today our suppliers are aware of their part in the development of the works we do, which has also helped us control deadlines” – Sergio Ramirez, CEO for LATINCO
Competitive workforce “The most important factor for us is our staff,” said Ramirez. The company has worked on training and specialization of its employees in specific areas of project development, from pavement, geotechnical engineering and structures to finances. Benefits for employees include quality incentives, days off, leisure travel and school supplies aid, among others. The company has also introduced strict safety and health policies, guaranteeing a stable working atmosphere that will allow motivation and constant development. “Our employees develop a sense of belonging regarding the company, which reflects in our competitiveness and joint growth,” says Ramirez.
Latinco employees
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BridgePicaleña Plant Gualanday
Operational uniqueness
Consultancy Services
LATINCO’s innovation includes the introduction of the newest machinery for concrete mix production, geotechnical engineering, detonation and deep foundation construction. New equipment for asphalt concrete pavement’s processes was recently introduced—along with special programs for its performance—for mix quality improvement. Equipment and machinery. “Our constant upgrades alongside the
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introduction of hi-tech and productive machinery has produced very good results,” says Ramirez. Enterprising investments LATINCO’s path towards operational expansion is preceded by investments focused in the energy and logistics areas as well as in construction equipment’s upgrading and improvements. 50 percent of the company’s near-future investments are to be directed towards public works, and the remaining 50 percent will help new business endeavors’ development such as power stations
Plant Picaleña
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LAT I N C O S . A . ( L at i n o a m e r ic a n a d e C o n s t r u cci o n e s S . A . )
to achieve self-sufficiency. Over the next year, the company foresees completion of its first power station, which is to become fully operational during early 2016; the construction of a second power plant is scheduled to begin during that same year. “We are positive that 10 years from today, we will still be in the construction business AND in the energy sector with the operation of small hydropower plants,” says Ramirez. Developments during 2014-2015 • Puente Gualanday bridge: Girardot-IbagueCajamarca route concession project, developed with the company’s own equipment, to be completed in November 2014. The Gualanday bridge is to become an important part of the route, measuring 2100 ft. long and nearly 300 ft. high. • South cross route development: maintenance for the Tumaco - Pasto - Moca section; improvements after damages during winter season. • Puente Madre Laura Montoya bridge construction: currently under construction in the city of Medellin in association with the municipality and other state-owned entities. This will become the largest bridge developed in a city in Colombia. • Winter mitigation projects nationwide: constructions with a strong social focus 254
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and big presence in the northern, central and northeastern part of the country and in collaboration with the national government. Logistics in Latin America LATINCO has performed project management in other countries within Latin America; in Peru, for example, the company oversees a landfill operation in the city of Arequipa in a joint venture with the company INTERASEO. Currently, the company is bidding for different projects also in Peru and conducting research for future endeavors in Ecuador, Panama, Aruba and other countries. “We are aware of possible business opportunities abroad, but we are cautious about investing in other countries, since we like working where we are in control of the projects and tasks to be performed,” says Ramirez.
“We have always looked to build responsibly in compliance with technical requirements, without creating any risk either for entities, for our employees, for the company, for society, and in financially-viable projects” – Sergio Ramirez, CEO for LATINCO
Social involvement Since its inception, LATINCO’s efforts go beyond construction sites and into communities’ development, sponsoring educational initiatives and school construction/maintenance projects along with local government entities. Regarding the company’s care for the environment in reference to their corporate responsibilities, LATINCO is reducing carbon dioxide emissions by utilizing green technology w w w. l a t i n c o . c o m . c o
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with the investment and development in hydropower stations. Also, as part of their sustainability policies, gardens are always part of their urban compensations. “We have always looked to build responsibly in compliance with technical requirements, without creating any risk either for entities, for our employees, for the company, for society, and in financially-viable projects,” says Ramirez. Trusted suppliers Due to the demand of high quantities of building supplies for construction, LATINCO has made sure the company relies on trustworthy sources for actual building supplies, especially for steel, cement, concrete and granular material. “It is very important to have reliable suppliers in this topic. Today our suppliers are aware of their part in the development of the works we do, which has also helped us control deadlines,” says Ramirez. Positive forecast LATINCO is keeping focused in concession grants both regionally and nationwide, as well as in infrastructure and engineering improvements. Within the industrial trade, the company continues to produce building material from stone; production rate will increase in the short
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term according to the trade’s demand in Bogota. As for mining, material processing will increase for local construction projects within the cities of Armenia, Pereira and Manizales. Predictions for the end of 2014 consider a 5 percent increase on annual sales, with an expected income of more than US$135 million; the goal for 2015 is reaching the US$150 million mark in revenue. Expectations for 2017 include a 15 percent investment in the energy and logistics trades, these recent business units will remain in a fast-paced growth until the year 2020.
Company Information C o m pa n y
LATINCO S.A. (Latinoamericana de Construcciones S.A.) Industry
Construction headquarters
Medellin, Antioquia, Colombia founded
June, 1994 Employees
2,000 Revenue
USD $130 millions Email
info@latincosa.com website
www.latinco.com.co
www.facebook.com/pages/Latinoamericana-de-Construcciones-LATINCO-SA/113602878678368 w w w. l a t i n c o . c o m . c o
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Big landscapes Inspire big thinking
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