Page 1





Changing the face of safety

The payoff for owners and others


Altering behaviors to achieve Zero Harm


Letter from the Editor MORE than others thought possible


n business, conflict often arises when idealism and pragmatism meet.

Sometimes the “right” thing to do seems different from the economically

“smart” thing to do. With safety, however, this argument falls flat. Statistics and experience have proven, time and again, that a safe construction jobsite is good not only for the welfare of the public, workers, and guests onsite, but also for those who are footing the bill. In this issue, we look at safety through every lens — that of our subcontractor partners who put the work in place, the clients whose money we are entrusted with managing, our employees, and the government officials who monitor safety standards. Leaders across our industry are working together to improve focus on safe practices and to eliminate any unsafe acts from our jobsites.

find out MORE is a publication of Balfour Beatty Construction, produced by our Corporate Communications group. The publication provides information and insights into our industry, company, and business partnerships — because delivering MORE is what Balfour Beatty Construction is all about.

At Balfour Beatty Construction, we are proud to be part of the global family of Balfour Beatty companies that together are making a worldwide commitment to Zero Harm. This industry-leading program seeks the highest standard possible — zero deaths, zero injuries to the public, and zero ruined lives among all our people by 2012. Throughout this issue, you’ll discover examples of the innovative thinking that is helping drive toward this historic objective. Also in this issue, we welcome three new members to Balfour Beatty Construction – SpawMaxwell, Charter Builders, and Barnhart Balfour Beatty. They will extend our reach, relationships, and commitment to Zero Harm from coast to coast. Lastly, celebrating the one-year anniversary of this publication, we respectfully ask that you take a few minutes to share your thoughts about MORE, so that we may continue delivering content of the highest value to you.

Publisher Balfour Beatty Construction Editor Connie Oliver Writers Dianne Clifton Stacy Grosgebauer Art Direction Peterson Ray & Company Editorial Office 214.451.1076 Letters to the Editor Contributors: Alison Carney, Amanda Cowl, Amy Savlov, Ann Truair, Diane Rutledge, Karen Parker, Lisa Paully, Kristie Hester, Rana Severs

To subscribe, unsubscribe, or provide feedback, please visit us at

Thanks, in advance, for your time and feedback. Cert no. BV-COC-070601

Connie Oliver, editor

Balfour Beatty Construction is an ecoengaged® company. We are proud to print this publication through a Forest Stewardship Council-certified printer, using 100% recycled paper and VOC-free, UV inks. Copyright 2010 Balfour Beatty Construction All rights reserved

Table of Contents More Service. More Talent. More Choices.



Changing the face of safety The payoff for owners, workers, and the public

| 02

Altering jobsite behaviors to achieve Zero Harm

| 09

Empowering workers to make Zero Harm possible

| 10

Op Ed: An OSHA official urges companies to make safety a core value

| 12

ON THE COVER: The dramatic 240-foot mast of the National Museum of the Marine Corps in Triangle, VA, required a two-crane “critical lift” for hoisting and placement. To eliminate potential safety hazards or structural failures, the Balfour Beatty team used 4D modeling, constructed a scale model, and obtained independent reviews from the Navy Crane Center.

Texas’ newest rising star | 06 An inside look at The Austonian residential tower in Austin, TX


What you don’t know about safety can cost you

The payoff for owners, workers, and the public

The $62 million Natural Science & Engineering Research Laboratory at the University of Texas at Dallas project reported zero lost-time accidents during 557,000 logged manhours of construction.

It has generally been regarded a truism in the construction industry that injuries are a natural consequence of the business of constructing buildings and infrastructure. But increasingly, responsible companies are asserting that such attitudes are unacceptable and are making the safety of the workforce and the public a priority equal to that of schedule, budget, and quality. As they do, they are discovering tangible rewards.


ccording to the Bureau of Labor Statistics, the construction industry employed approximately 10 million workers in 2008, making it one of the nation’s largest industries. It is also one of the most dangerous, accounting for roughly 20% of the nation’s work-related deaths. Also in 2008, construction accounted for 314,000 worker injuries and illnesses. The cost in human life and health is dear. There are also quantitative costs, estimated at nearly $13 billion annually, including direct medical costs and indirect losses in wage and household productivity. These costs are borne by not only employers, but by owners of construction projects, insurance companies, taxpayers, victims and their families. To address the problem, Balfour Beatty has initiated Zero Harm — a program with perhaps the boldest safety goal in the industry. The company, worldwide, has pledged to “achieve Zero Harm — zero deaths, zero injuries to the public, and zero ruined lives among all our people” by 2012. In pursuit of that ambitious objective, MORE asked a group of clients, subcontractors, and operations personnel to share their thoughts about approaches for facing this safety challenge and achieving success.


Is Zero Harm a realistic and actionable goal?

Thomas: In the past, companies have thought, “We can only get safety to a certain point, and then let nature take its course.” The industry has never said “zero” before. Just buying into that concept is a huge first step. But it can happen if our people believe in it, cross that line, and really desire to reach that goal. Albanese: Initially I thought that Zero Harm could be just a

tagline. But Zero Harm is the only goal you CAN have. Frost: We said we would have zero accidents on this project

more than five years ago. At that time in the UK, a project of this nature [1.4 million square feet] was statistically likely to put people at severe risk. I didn’t want that to occur here, from my deep-rooted desire to avoid any difficult discussions with loved ones. And we’ve achieved, several times over, 2.5 million man hours without a reportable incident. Yes, it’s possible.

Nothing but benefits come from a good safety program. — Bob Albanese Benchmark Development

Our panel: Bob Albanese

Jeff Thomas

Construction Manager


Director & General Manager

Benchmark Development

LASCO Acoustics & Drywall

Balfour Beatty Construction

Austin, TX

Dallas, TX

Northern UK

Roger Frost

Birmingham, England

issue one 2010 | MORe | 3

Building Information Modeling can greatly enhance site logistics planning on projects. By placing site elements such as cranes, hoists, and safety netting in a virtual environment, the team at the Wake County Detention Center in Raleigh, NC, resolved many potential safety issues for workers and the public before the project broke ground.


What are some tangible ways to

Brearley: Zero Harm is about taking risk away. It all comes back to thinking about it in advance, interacting with the designer, identifying potential hazards and ways to avoid them, and scheduling smart so that, for instance, a reinstatement team quickly follows an excavation team so nobody’s falling into any holes. And you can’t just use a one-size-fits-all safety plan — it has to be specific to the job at hand.

take safety to the next level? Training

Barr: Most safety problems are all about training. Even as the client or owner, you should check to be sure foremen and supervisors have proper OSHA training. Kyne: Our senior project engineers are trained to walk the job

on a daily basis. Where it’s needed, we provide specialized training to the subcontractors, apart from our OSHA training. And it’s saved lives. On one project, a sub was discovered having issues with lifelines and outriggers, and not using the proper termination methods. We trained their people to do it properly with the right equipment, and one guy said that training enabled him to avoid a potential disaster. Thomas: Balfour Beatty Construction trains the subcontractors

for free. That speaks to a higher level of commitment to safety. On the majority of jobs we work, we have to both pay our guys and also pay a fee for their training. REmoVING the Risk Upfront

Barr: Risk mitigation is about planning to avoid potential

danger. You have to look at worst-case scenarios and put in place things to keep them from happening.

Whole-team involvement

Barr: What makes a standout general contractor is creating an

outstanding work environment for the subcontractors. I like the way Balfour Beatty Construction manages subs at the Army Central Campus, setting them up for success. By stabilizing the site area with stone around the perimeter of buildings, they made sure the guys weren’t doing their jobs in mud. Housekeeping is kept up to a high level, which avoids a lot of tripping and falling hazards. And they properly sequence the work so they don’t have subs stacked upon each other. Timms: We train every day with our staff. In our foremen’s meeting every morning we talk about safety issues and do a review of the job hazard analysis. We formed a safety committee with a representative from each sub, and we walk the site together once a week with the client. That sends the message

Our panel: John Barr

Lee Davis

Sally Brearley

Project Engineer & Contracting

General Foreman

Safety, Health &

Officer’s Representative

Truland Service Corporation

Environment Director

U.S. Army Corps of Engineers

Alexandria, VA

Balfour Beatty plc

Washington, D.C. 4 | MORe | issue one 2010

London, England

that we’re not the only ones pushing this, it’s the whole team. Brearley: Once you take the lid off and challenge your whole

team, brilliant ideas fly forth. We’ve said, “Why didn’t you think of this before?” and heard, “You never asked us before.” Giving people a license to get excited about getting better has resulted in solutions that are now becoming the norm.

aren’t. Some contractors just want it done fast. But if it’s raining, and we can’t walk stilts or climb scaffolds, we don’t budge. Anytime you put money on safety, it’s a bad deal to some people — they’ll just roll the dice. But for us, safety is non-negotiable. Accountability

Albanese: On a building project

Morrow: If we have to stop work or remove

this size [Ed.: Austonian — see centerfold], you’d better have more than one pair of eyes. If Balfour Beatty discovered something, they were all over it immediately, and I think that’s because Balfour Beatty doesn’t just have a “safety guy” — the whole project team is trained to constantly monitor the site and report and correct any violations. There’s been a sincere effort on our job to look out for one another.

workers from the site to preserve safety, we do it, even if it means a task doesn’t get done that day. You really have to say to the subs, this is where the rubber meets the road: if you can’t run a safe jobsite, we can’t do business. And they have to know you mean it. Kyne: Hold subcontractors and supervisors

accountable, not just the laborers. If an employee isn’t doing something right, they’re not getting the proper supervision. Timms: If a foreman has two of his crew written

up for safety violations, he should get time off and even be removed if it keeps up. You’ve got to show them that it’s the right thing to do to protect your people.

Slow down — hurry brings worry

Davis: The jobs we do today are

so fast-paced, that if you’re serious about safety you have to factor it right into the schedule. Do it safe, and then figure out how to do it fast.

(story continues on page 8)

Morrow: Any time you do a project

this large on a fast-track basis, you risk having people shortchange on safety. We created a culture within our team to force ourselves to slow down and think about our processes before we do any work — and that cascades to the subs.

On the $134 million Central Prison Medical Center project in Raleigh, NC, Balfour Beatty has partnered with rental equipment companies to install blind side proximity alarms on all machines operating on the

Thomas: There are contractors

jobsite. The measure is part of an initiative to remove

committed to safety and those that

all fatal risks relating to machine crush hazards.

Brian Kyne

Shane Morrow

Bob Timms

Senior Loss Prevention Manager

Loss Prevention Manager

Senior Loss Prevention Manager

Balfour Beatty Construction

Balfour Beatty Construction

Balfour Beatty Construction

Washington, D.C.

Dallas, TX

Washington, D.C.

issue one 2010 | MORe | 5

6 | MORe | issue one 2010

Texas’ newest rising star 55th Floor Austonian Club features 6,000 square feet of entertainment space, full-service kitchen, and a 2,100-squarefoot outdoor terrace

The Austonian isible from four counties, The Austonian cuts a stunning shape on the Austin, Texas skyline. At 683 feet tall, the 56-story skyscraper is the tallest residential building west of the Mississippi River. And with a million+ manhours with no lost time over its aggressive, two-and-

Unitized window wall system allowed workers to install floor-to-ceiling glass from inside the building — eliminating the need for external scaffolding

a-half-year schedule, The Austonian has raised the bar for safety.

At the peak of construction, more than 700 workers onsite

Protecting the public With an address on Congress Avenue

870,533 gross square feet, with 11,124 square feet of retail space, and 431-space parking garage

and within view of the Texas Capitol, The Austonian sits in the thick of With winds 15-20 mph regularly whipping through the upper floors and gusting to 100 mph, the team took extra precautions to secure all equipment

Austin’s business district and cultural activities. To ensure that Zero Harm to the public occurred during construction, the team worked closely with Austin’s Chamber of Commerce to schedule work around road closures to accommodate more than 75

High-tech, singleinterface HVAC, security, and sound systems wired into each of the 195 condominium units

100% condensation water harvesting for landscape irrigation

rallies, marathons, and parades that brought thousands of pedestrians in Elevators travel at 1,000 feet per minute, 2.5 times faster than an elevator in an average mid-rise office building

front of the project site.

Seeking a four-star rating from Austin’s Green Building Rating System, equivalent to a LEED® Gold rating from the USGBC

10th floor includes 12,000 square feet of outdoor amenities such as a 75-foot lap pool, dog park, and gardens First two floors feature retail shops and restaurants

issue one 2010 | MORe | 7

Building better boundaries Before The Austonian, most builders in Austin paid little attention to how their site barricades looked. But at 5:30 a.m. every morning at The Austonian site, a team member walked the perimeter, replaced light bulbs, swept sidewalks, and made sure the site’s painted plywood walls were clean and in good condition. Why? Because appearances matter, not only aesthetically, but also in terms of safety. A clean, well-maintained perimeter minimizes risk for pedestrians and pumps up pride among workers onsite. Because of these efforts, the client was able to market and sell condos during construction.

In the United Kingdom, Balfour Beatty Construction Northern incorporated modular construction into the 1.4 million-square-foot Birmingham New Hospitals project. Here, a modular component is lowered into place.

Learning from our partners overseas


(story continued from page 5)

What’s the payoff? Albanese: Nothing but benefits come from a good safety

program. The financial impact from accidents is mitigated. The likelihood of a lawsuit is reduced. Insurance rates go down, and you don’t have to worry about dealing with negative press. The PR is good. The tradeoff between saving a few bucks on the front end is miniscule compared to the potential for delays and the nightmares of a fatality or serious injury. Brearley: If you have an accident, it takes management time and anguish. If you plan safety right, you end up with more than a safe project — it goes hand in hand with excellent delivery. Everything goes more smoothly, and the result is better quality and earlier completions. Thomas: Morale improves when workers see we care about them, and consequently, productivity increases, no question. Albanese: You can’t push subs to the limit, yet not emphasize

their welfare and importance to the project. When workers feel like the owner and GC care about them, you have less theft, more productivity, less destruction. And the net effect is, quality improves. From an owner’s perspective, the payoff is huge.

Installed from inside the building, unitized window walls mean workers never need to set foot on a scaffold.

8 | MORe | issue one 2010

Lessons learned ritish innovations include the fabricating of wiring and mechanical/electrical (M/E) modules and even entire rooms in factories, removing labor from high-risk activities on the jobsite. “When you do that, you end up with better quality, better time on site, a more controlled process, and more reliable delivery,” says Balfour Beatty’s Sally Brearley.


In the U.S. and around the globe, Balfour Beatty is introducing methods to minimize risk on jobsites. Some of the innovations include: • Prefabricating wiring and M/E modules in 20-foot units for plugand-play installation • Building complete modular bathroom pods and other unitized rooms in off-site factories • B  orrowing from the Italians, using a launch-from-the-slab cladding solution, circling a building much like an apple peel, thus eliminating the need for scaffolding • Substituting use of scissors lifts for scaffolds wherever possible

A foundation for safety: the six pillars of 1 Lead

2 Simplify

3 Re-think

4 Involve

5 Learn

6 Track

Leaders must

Make sure your

Look at what you

Engage everyone

Seek out and

Identify where

commit to Zero

systems help

do with fresh eyes,

to make safety

share what

you can improve,

Harm and inspire

people work

challenge the

personal –

works well, and

how to close the

their people

more safely

status quo, and re-


adapt it for your

gap, and how to

to make it their

engineer work to

to Zero Harm


measure success

personal priority

eliminate risks

through all they do

Altering jobsite behaviors to achieve Zero Harm

Make it personal


n his 36 years in the construction industry, Hank Mouser, Division Loss Prevention Director at Balfour Beatty, has seen many changes in attitudes towards safety. “When OSHA was established in 1970, the first reaction of builders was to stay just enough inside the law to avoid penalties. Over the years, contractors and owners began to see that fewer injuries meant lower insurance rates, so more care was taken. In recent years, the better companies have trained rigorously in OSHA standards.” For Mouser, the final step, the leap that will make Zero Harm a reality, is training behaviors. “Safety programs should be like seatbelts,” he says. “At first you buckled up to comply with the law. Then it became a habit. Now everyone considers it part of operating the car.” When focused on their work, people can easily forget their surroundings. So how do you alter behaviors on the jobsite? Here are some of the keys:

Make safety personal Encourage workers to get to know each other and care about each other so they are more likely to look out for one another’s safety. Remind workers through personal attention and ubiquitous jobsite signage that it’s all about getting home to their families in the same shape they went to work: “Your life matters so don’t cut corners on safety” and “Be there for the little things that matter most.” Bryan Embrey, Balfour Beatty’s project manager at The Austonian [Ed: see centerfold] emphasizes, “Learn the guys’ names, find out more about them, so they know that you truly care. Then when you tell a guy to come down a ladder and reassess what he’s doing, he won’t argue with you, because he knows you’re looking out for him.”

record with homegrown incentives like the team’s “Safe Subcontractor of the Month” awards program, in which they publicly recognized foremen for a job well done. Butch Lollar, general superintendent on the project, also kept gift cards in his pocket to reward individuals who were working safely. Says Embrey, “A $50 Home Depot or Wal-Mart gift card is a fraction of your overall budget and exposure, but for a carpenter or technician, it’s something special to let them know you appreciate their extra effort at operating safely.”

Communicate and educate Says Balfour Beatty general superintendent Mike Hite, “We try to close any gap in subcontractor training and give them a chance to learn not only technical but behavioral skills, to develop the culture that’s required for a safe jobsite.” Safety luncheons provide a forum for workers to share their safety concerns as true contributors to project safety. Subcontractors also receive communications such as “Monday Safety Report” emails, which celebrate zero-incident weeks, provide lessons learned from incidents or near misses, and offer tips to help them do their jobs more safely.

The slogan for Balfour Beatty’s Zero Harm program is “Make Safety Personal,” a

Recognize and reward good behavior Rewards and recognition go a long way in encouraging positive behaviors. Embrey credits his project’s superb safety

message that the company broadcasts on all jobsites through consistent signage and training programs.

issue one 2010 | MORe | 9

Empowering workers to make Zero Harm possible


ore than 20 years ago, Mike Pennington, now Senior Vice President of Barnhart Balfour Beatty, was a Corporate Director of Safety and Health for another general contractor. An incident happened there that instilled in him a passion for safety and a conviction that job hazard analysis is the key to a safe project. At Vandenberg Air Force Base, a team of iron contractors was working on a servicing platform for the SLC6, a military version of the space shuttle. Suspended more than 100 feet above the floor, the platform had a hole in its center for servicing the nose cone of the shuttle. A journeyman on the crew noticed that one of the younger workers was not wearing fall protection, and offered the young man his own gear. Moments later, the journeyman slipped through the hole in the platform and fell to his death. Mike investigated the incident. He collected facts on the crew and asked to see their job hazard analysis — a document demonstrating that the crew had assessed the hazards for the tasks they would perform and engineered those hazards out of their work. On paper, the analysis was perfect.

In the real world, it was a complete failure. A safety engineer in Los Angeles had written the analysis, not the man running the crew. Moreover, after the U.S. Army Corps of Engineers had approved the analysis, it had been filed away. The specialty contractors responsible for the work never even saw it. “This is why foremen must do job hazard analyses themselves,” reflects Pennington. “Not a safety engineer in the head office, not a superintendent, but the people who are onsite, doing the work.” When, years later, Mike joined Barnhart, Inc., in San Diego, he galvanized the company with a safety training program that reaches from the company’s leaders to the laborers on every project. As part of the program, everyone in the company and all subcontractors learn how to do a job hazard analysis. “All injuries can be prevented,” says

Knowing that falls are the number one cause of construction injuries and fatalities around the globe, Balfour Beatty Construction offered subcontractors free training on fall protection before they began work at the Gateway Church project in Southlake, TX.

10 | MORe | issue one 2010


ome contractors might get

nervous if their jobsite sat across the street from a regional office for OSHA; they might think the site an easy target for surprise inspections. But at the Omni Dallas Convention Center Hotel (rendering above), the Balfour Beatty team has an entirely different perspective. The project team approached OSHA about a partnership — opening up the door of their trailer, sharing information freely, and creating an environment in which the team and OSHA can learn from each other. “The OSHA partnership has allowed us to open up our site as a training ground — for us, for our

Pennington. “No work begins without a detailed analysis, and we make sure that everyone has the training they need for the job before work begins. When you do that, you truly can have an impact on things that can be prevented — like holes that should be closed.” Within three years of implementing the program, the company vastly improved its Experience Modification Rate, the rating used to determine premiums for worker’s compensation insurance. Today, operating as Barnhart Balfour Beatty, the company’s rating is more than 30% better than the industry average. The company has also seen jobsite productivity increase. Pennington credits these results to both technical training and the program’s core concept: interdependent safety. “To have a safe project, teamwork is essential,” Pennington explains. He points to meerkats — tiny pack mammals who defy the odds by relying on each other’s cooperation and vigilance to thrive in the hostile desert. “Just like meerkats, we work in an inherently dangerous environment. If we can learn how to watch out for and take care of each other, then we can achieve something great.”

subcontractors, and for OSHA’s inspectors,” says Shane Morrow, Loss Prevention Manager at Balfour Beatty Construction. “What they learn from our safety practices helps the inspectors emphasize the right things and raise the bar for safety. That’s good, not only for Balfour Beatty, but for everyone across our industry.”

In Barnhart Balfour Beatty’s safety training, meerkat communities provide a powerful analogy to construction teams. They thrive in the desert by taking turns watching out for predators and other hazards. By following the meerkats’ example in the interdependent communities that form on construction sites, we can help ensure the safety of every person onsite.

issue one 2010 | MORe | 11

Insights Each issue, we invite an outside voice to weigh in on topics of interest to the construction industry. This issue, an OSHA official discusses making safety a core value of an organization.


Creating a “safety culture”


hese days, there is a lot of discussion about an organization’s “safety culture.” What does that mean? What does it look like, and how would you go about creating this environment at your worksite? These are all very good questions, and while I cannot answer all of them in detail, I can provide some guidance on how I think you can get started on achieving this. First and foremost, safety must become a “core value” in your organization. Let me explain what that means on a jobsite. How many times have you heard or seen signs promoting “Safety is our top priority,” or “Safety is my goal”? While these statements may be true, we rarely see signs on jobsites asserting that “Integrity is our top priority,” or “Honesty is my goal.” The difference is the former is a priority or goal, and the latter is a “core value.” Norms are rules for behavior in specific situations. Values are related to norms as they identify what should be judged as good or bad based on the norms of a specific culture. For example, flying the flag on a national holiday is a norm, but it reflects the value of patriotism. Making safety a core value in your organization would result in wearing your safety gear and

12 | MORe | issue one 2010

working safely every day, and every time - even when no one is watching. This practice is a norm behavior that reflects the value of safety to your organization, which also reflects the “safety culture” of your workplace. Why is it important that we create that “safety culture” at work sites? Employees will participate in the prevailing workplace culture, even if their personal values do not entirely agree with some of the values accepted in the organization. Therefore, it is vital that a company foster a culture where it is understood that working safely is everyone’s job, not just a management requirement. This culture then empowers every worker to feel responsible for safety. When a true safety culture exists, if an employee demonstrates a behavior that is in conflict with group norms, the group’s authority will use various methods to encourage conformity and/ or stigmatize the non-conforming behavior. A construction safety director shared a great example of how this can work effectively on a jobsite. When a worker reported to the jobsite without his hard hat, he would loan him an obnoxiously bright pink hard hat for the day. The director said that hard hat was never stolen, he never had a

repeat offender, and you can only imagine the admiration and attention such a worker received from his coworkers. For too long, the construction industry has established a reputation and culture as a dangerous workplace with daring workers. While there are risks and dangers in construction work, there is no reason this work cannot be performed safely every day. It all has to do with the culture that has been created and the expectation of how normal business must operate. That is how you begin to create a culture of safety in your workplace and, ultimately, your industry.

Dean Wingo is Assistant Regional Administrator for Cooperative and State Programs and Emergency Response for the Occupational Safety and Health Administration (OSHA). He is a Certified Safety Professional (CSP) and a Certified Industrial Hygienist (CIH). For more information on OSHA, visit

Blueprints Want to learn more about what we do? In each issue, we highlight a few of our projects currently underway throughout the United States.

select projects

quick snapshot

 6.3 billion in $ backlog  01 projects 9 underway  erving 555 clients S in both the public and private sectors

Burleson Centennial High School

Sutherland Asbill and Brennan LLP

Cary-Siemens Medical Facility

Burleson, TX

Houston, TX

Cary, NC

Client: Burleson Independent School District

Client: Sutherland Asbill and Brennan LLP

Client: Siemens Real Estate Inc.

Architect: SHW Group

Architect: Perkins + Will

Architect: HagerSmith Design PA

OMNI Dallas Convention Center Hotel

396 Alhambra Office Towers

Dallas, TX

 eapons & Armament Technology W Center: Increment 1&2

Client: The City of Dallas

China Lake, CA

Client: 396 Alhambra, LLC and Key Realty

Architect: BOKA Powell

Client: NAVFAC Southwest

Architect: Fullerton Diaz Architects

Coral Gables, FL

key markets

Architect: KMA Architecture & Engineering

Corporate Office

Criminal Justice






Military Housing

Mission Critical

Multi-Unit Residential

Public Assembly


Research and Labs


π Balfour Beatty Construction: Atlanta, GA | Charlotte, NC | Dallas, TX | Fairfax, VA | Fort Myers, FL | Fort Worth, TX | Nashville, TN Orlando, FL | Plantation, FL | Raleigh, NC π Barnhart Balfour Beatty: Oxnard, CA | Palm Desert, CA | Riverside, CA | San Diego, CA Tustin, CA π Charter Builders: Dallas, TX | Houston, TX π SpawMaxwell: Austin, TX | Dallas, TX | Houston, TX issue one 2010 | MORe | 13

Balfour Beatty Construction is an eco-engaged company.

Balfour Beatty Construction 3100 McKinnon Street Tenth Floor Dallas, TX 75201

MORE magazine © 2010 Balfour Beatty Construction All rights reserved

Balfour Beatty Construction has been a leader in the U.S. commercial construction industry for 77 years. The company’s full-service regional divisions and its new members, Barnhart Balfour Beatty, Charter Builders, and SpawMaxwell, provide general contracting, at-risk construction management, design-build, preconstruction, and turnkey services nationwide. The company consistently ranks as one of the nation’s largest building contractors and as a Top Ten green contractor. It was selected as one of Fortune magazine’s 100 Best Companies To Work For® in 2010. Balfour Beatty Construction is a division of Balfour Beatty plc, a global leader in professional services, construction services, support services, and infrastructure investment.

BBC MORE Magazine  

Spring 2010 Issue

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