CCR Issue 2 - 2022

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Issue 2, 2022 • www.ccr-mag.com

Proven heritage, prosperous future How Bake’n Joy is meeting rising demand

Official magazine of

Also inside:

Michael Ogan, Executive VP and Robert M. Ogan, President/CEO, Bake’n Joy

Exclusive Inside: CCR’s second Virtual Summit hits the web Rising to the challenge of carbon neutrality Check out the industry’s leading fixture firms

Building the future of nuclea responsible waste disposal P lans have been laid for the construction of a highly engineered radioactive waste disposal facility in Chalk River, Ontario, Canada. The facility is being proposed as a permanent and modern technological solution to an environmental issue that goes back almost a century.

Today, Canadian Nuclear Laboratories (CNL) is seeking the support of the industry and its supply chain to move this project forward and advance the future of waste disposal in Canada.

Canada’s storied Chalk River Laboratories was established in 1944 on the Ottawa River, about 180 km (114 miles) from the City of Ottawa. An adjacent community, the Town of Deep River, was developed to support the site and remains home to generations of employees. The site is located on the traditional and unceded territory of the Algonquin Nation.

Waste management is a challenge facing the entire nuclear industry.

CNL is once again using leading-edge technology to put forward a long-term environmental solution. Taking guidance from domestic and international experience, CNL has proposed an engineered containment mound – the Near Surface Disposal Facility, or NSDF – as the solution for lowlevel radioactive waste at Chalk River Labs.

As a fundamental component in the revitalization of the Chalk River campus, the NSDF is critical to both the longterm protection of the environment and to the continued development of breakthroughs in nuclear science and technology.

“Chalk River Laboratories is undergoing a transformative change that will propel CNL into the forefront of nuclear research in Canada and the world. The Near Surface Disposal Facility is key to this revitalization,” said Kristan Schruder, CNL Deputy Vice President of Environmental Remediation Management.

The proposed facility will include the construction of a highly engineered containment mound, site infrastructure and waste water treatment facilities. The project is estimated to cost C$365 million. A skilled workforce of 225 to 300 people will be needed to build it from the ground up. If CNL’s proposal is approved by Canada’s nuclear regulator, the Canadian Nuclear Safety Commission, construction of the NSDF is anticipated to start in the fall of 2022.

Legacy waste management area at Chalk River Laboratories - 1950s

Completed Long-Term Waste Management Facility - Port Granby, Ontario, Canada CNL has successful experience with the engineered containment design through the construction and operation of waste management facilities in the two Southern Ontario communities of Port Hope and Port Granby, located about 100 km (60 miles) east of Toronto on Lake Ontario. In 2021, CNL completed the closure of the engineered aboveground mound in Port Granby, with 1.3 million tonnes (1.4 million tons) of contaminated soil and industrial waste placed in the mound for safe, long-term storage.

ar through Artist’s rendering of NSDF closure phase

At CNL, we are committed and prepared to implement this modern solution to an old environmental problem.

Artist’s rendering of NSDF operations phase

The design technology specific to the NSDF has been tested extensively. The facility will use natural and synthetic barriers that work together to isolate the waste from the environment for generations. Testing on the synthetic geomembrane done at Queen’s University concluded the membrane will stay intact for more than a thousand years – much longer than the time it will take for the radioactivity contained in the facility to decay to a safe level.

The NSDF proposal is nearing the end of a five-year, federally regulated environmental assessment and the Canadian Nuclear Safety Commission has scheduled a public hearing starting in May of this year to consider CNL’s proposal.

Anyone can participate in the hearing process by submitting a written intervention or letter of support to the Commission

by April 11.

The NSDF is designed to be protective of the Ottawa River

CNL Chalk River Laboratories campus

Let’s use our know-how to build a better future, together – say YES to NSDF. CIRCLE NO. 1

Vol. 21, Issue 2, 2022

24 FEATURES 24 Proven heritage, prosperous future

How Bake’n Joy is meeting rising demand

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Attendees flock to the web for CCR’s second Virtual Summit

Workforce Supplement

53 Fixing Your Company’s Hiring Problem

B3 steps today’s business owners can take today 58 The future of work

A new study reveals the key trends driving work’s transformation in the year ahead 62 Peach State Initiative

Construction Education Foundation of Georgia rebrands with new name and expansion beyond the state

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

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www.nationalsignteam.com CIRCLE NO. 2

Vol. 21, Issue 2, 2022 INDUSTRY SEGMENTS 38 Fixture Firms

DEPARTMENTS 4 Editor’s Note 12 Industry News 120 Commercial Construction & Renovation Data 122 Ad Index 124 Publisher’s Note

SPECIAL SECTIONS

Healthcare in Construction 65 Controlling risk in a COVID world

How implementing Infection Control Risk Assessment standards are helping healthcare professionals cope

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Federal Construction 75 Strong as steel

Successful flood project benefits small village and New York City miles away The Cannabis Operations 87 Good vibrations

Why Circa 1818 is not just your everyday cannabis dispensary Craft Brand in Marking 105 For the love of good whisky

How Spirit Hound Distillers is helping drive that craft spirit feeling

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Human innovation meets robotic precision

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CIRCLE NO. 3

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EDITOR’S NOTE

EDITOR’S NOTE

by Michael J. Pallerino

Until we meet again...

O ur hearts break. That is the most prevailing emotion we feel when we lose someone we know. Each and everyone of us has been there—living in the how, questioning the why. Each of us has a story about how that person touched our lives, moved us to be better people than we are and inspired us to reach higher than we thought we could.

The crazy thing is that sometimes we forget to tell those people just what they meant—how through the kindness of an act or through the gift of words they made a difference. Forgetting is not an intentional motive, but one we all assume that we can and will relay the next time our paths cross.

In early 2018, nearly nine months removed from an unexpected and traumatic heart surgery that changed my life, I was not only apprehensive about accepting the full scope of what I had experienced, but even less enthusiastic about sharing it with anyone.

Men don’t whine. They don’t complain. And they are never willing to admit that they are mortal.

Kelli Buhay would have none of that. Pulling me aside, she asked about my experience. Asked how I was doing. And told me, in her own Kelli way, that feeling ashamed and withdrawn was not the secret to a healthy path forward.

Kelli and I were friends and colleagues. In the small groups of people who always end up having the most fun and memorable experiences at industry events, I somehow managed to sneak my way into her world. Many of those memories—of which she inspired as part of the amazing duo Tina and Louise (we love you Gina Noda!!)—are the ones that make you smile years after the credits roll.

In a time when I needed a friend—someone who was not family or so close to my world that I just tuned them out—Kelli was the voice of reason that I still hear in my head. And those are not just words on a page—that is the truth.

So, my heart is broken. But in the sadness is the memory of one of the sweetest, smartest, toughest people I have had the pleasure to meet in this industry (anywhere, for that matter). As any of you will attest, her smile and energy could light up a room. And, as any of you who have ever had a conversation with her about the industry we hold dear, the manner in which she conducted her business and loved her clients is something everyone one of us should carry on in her honor.

While we will have a Memoriam honoring Kelli’s extraordinary presence in our lives, I am dedicating this space to our friend. There are not enough pages or magazine issues for any of us to say what we truly want to say about loss, except for when it happens, it hurts.

But as Kelli reminded me, we should never drown in the sadness of what happens, but instead, cherish the joy of what lies ahead. In a time when I needed someone to remind me that—when feeling sorry for myself was not an option—Kelli was that person. She knew that more than anyone—and it is something I will never forget.

Heaven has received the best we have to offer in these crazy times.

Kelli Buhay

Godspeed.

Michael J. Pallerino is the editor of Commercial Construction & Renovation. You can reach him at 678.513.2397 or via email at mikep@ccr-mag.com.

We want to hear from you At Commercial Construction & Renovation, we’re always looking to showcase the best of what our industry is doing. If you have a project profile or a fresh perspective on how to keep our industry positively moving forward, shoot me an email at mikep@ccr-mag.com. We’d love to take a look.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

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EDITORIAL EDITOR: Michael J. Pallerino 678.513.2397 • mikep@ccr-mag.com SENIOR ART DIRECTOR/AD PRODUCTION MANAGER: Brent Cashman 404.402.0125 • bocdesign@me.com CONTRIBUTING WRITER: Ron Treister Rontreister@gmail.com • 207-712-2233

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F&J PUBLICATIONS, LLC Commercial Construction & Renovation is published monthly by F&J Publications, LLC. The opinions expressed by authors and contributors to Commercial Construction & Renovation are not necessarily those of the editors or publisher. Commercial Construction & Renovation is not responsible for unsolicited manuscripts, photographs or artwork. Articles/content appearing in Commercial Construction & Renovation cannot be reproduced in any way without the specific permission of the publisher or editor.

CIRCLE NO. 6

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

CIRCLE NO. 7

CCR EDITORIAL BOARD RETAILERS AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England DEDRICK KIRKEM Facilities Director Fragracenet.com

BOB MEZA Senior Construction Project Manager Target JOHN MIOLOGOS Director, Store Standards Store Design and Planning Walgreens Company LAURA GROSS Retail Facilities Manager American Signature Furniture RON VOLSKE Construction Project Manager Orscheln Properties Management

ISYOL E. CABRERA Director Development and Construction Focus Brands LLC DEMETRIA PETERSON Project Director, Design and Construction HMSHost

JOHN COOPER Principal Executive Vice President Stormont Hospitality Group LLC SAMUEL D. BUCKINGHAM, RS CMCA AMS President & Co-Founder Evergreen Financial Partners LLC GARY RALL Vice President of Design and Development Holiday Inn Club Vacations ROBERT RAUCH CEO RAR Hospitality Faculty Assoc.

Arizona State University JOE THOMAS Vice President Engineering Loews Hotels

JOHN STALLMAN Marketing Manager Lakeview Construction

DEVELOPMENT/PROJECT MANAGEMENT KAY BARRETT NCIDQ, CDP Senior Vice President Cushman & Wakefield CLINTON “BROOKS” HERMAN, PMP Construction Project Manager Hill International, Inc. PAM GOODWIN Goodwin Advisors, LLC Goodwin Commercial The Pam Goodwin Show JIM SHEUCHENKO President Property Management Advisors LLC CHRIS VARNEY Principal, Executive Vice President EMG

LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality

STEPHEN HEKMAN Executive VP Kingsmen Retail Services US

DAVID THOMPSON Construction Manager The Honey Baked Ham Company, LLC

ANDY BRIGGS, CHA Managing Principal A14 Capital Management

KEN DEMSKE Vice President Jones Lang LaSalle

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

MIKE KLEIN, AIA, NCARB Senior Architect Core States Group

CONSULTANT

DAVID SHOTWELL Construction Manager Atticus Franchise Group

ROB ADKINS, LEED AP CDP Project Development Manager- Licensed Stores- National Accounts Starbucks Coffee Company

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MATT SCHIMENTI President Schimenti Construction

HOSPITALITY

RESTAURANTS RON BIDINOST Vice President of Construction Bubbakoo’s Burritos

GENERAL CONTRACTOR

BOB WITKEN Chief Operating Officer KCA Development

GINA MARIE ROMEO Founder Connect Source Consulting Group, LLC.

ARCHITECTS/ENGINEERS JEFF ROARK Principal/Partner Little

JEFFREY D. MAHLER Vice President L2M

FRED MARGULIES Director of Retail Architecture Onyx Creative STEVEN MCKAY Managing Principal, Global Design Leader DLR Group STEVE TURNER Director GPD Group

STEVEN R. OLSON, AIA President CESO, Inc.

ADA BRAD GASKINS Principal The McIntosh Group

ACADEMIA DR. MARK LEE LEVINE Professor Burns School/ Daniels College University of Denver

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

AroundtheIndustry RETAIL

Ralph Lauren Ralph Lauren is emerging from several years of restructuring with a focus on growth in the US, where it recently opened new stores for the first time in more than five years. After closing unproductive locations and burnishing the brand by cutting back on promotional pricing, Ralph Lauren looks to open 90 new global stores this fiscal year.

Kids Foot Locker Kids Foot Locker has unveiled a new concept focused on serving local communities with a full-family experience rooted in play. The athletic apparel and footwear retailer launched its new concept, dubbed “House of Play,” with a location in Miami. A second store opened in Dallas on Jan. 21, with more to come throughout the year.

Uniqlo Uniqlo created a repair shop in its store in New York City’s SoHo neighborhood, where staff tailors will mend Uniqlo garments that customers bring in. The service will cost shoppers $5 for each piece, and it’s part of a growing move by apparel retailers to find ways to extend the life of garments and create circular lifecycles for their products.

Kohl’s/Sephora Kohl’s will open in-store Sephora shops at 400 more locations this year, after debuting the concept at 200 stores last year. Stores in 36 states will add the Sephora at Kohl’s departments as part of a plan to roll out the concept to more than 850 Kohl’s stores by 2023.

Wolf & Badger Brothers George and Henry Graham are extending their US retail footprint, opening Wolf & Badger in West Hollywood this spring-summer.

Panera Bread Panera Bread has opened its first redesigned store featuring a double drive-thru design that includes a lane dedicated to pick-up orders. The new location in Ballwin, Missouri also boasts contactless ordering and payment options for dine-in and pickup, and the company has moved its ovens to the front of the store to give patrons a clear view of the baking.

Chipotle Mexican Grill’s Chipotle Mexican Grill’s small-format Chipotlane Digital Kitchen is set up to fulfill digital orders placed through the chain’s website and mobile app, as well as through third-party delivery services, and it features a drive-thru, walk-up window and some outdoor patio seating, but no dining room.

California Pizza Kitchen California Pizza Kitchen plans to debut a franchising program in the US after opening several international franchise locations, including recent restaurant openings in Hong Kong and Canada’s province of Alberta. The move is in line with California Pizza Kitchen’s plans to expand the global and US reach of the company, which has 200 locations in eight countries.

HOSPITALITY A new 93-room Arrive New Orleans hotel at the corner of Chartres and Mazant in the Bywater neighborhood is coming to New Orleans.

The hotel will have three floors of guest rooms, an outdoor pool and greenery-filled courtyard, rooftop space, a coffee shop operated by Mammoth Espresso, and a new restaurant from chef Eric Cook (Gris Gris and Saint John).

RESTAURANT

Famous Toastery Famous Toastery shifted in 2019 from adding locations to defining what makes a good franchisee, which positioned the brand well for the COVID-19 pandemic. The company plans to double to 50 units by 2024 with a focus on franchisees who understand it is madefrom-scratch operations.

Hotel Indigo The prolific Hotel Indigo brand has taken another step toward cementing its presence in the American South. Hotel Indigo Spring-Woodlands Area near Houston boasts a design that recalls Spanish colonial architecture, specifically the Spanish mission-style aesthetic that reflects the enduring influence of missionaries here.

Portillo’s Chicago-based restaurant chain Portillo’s is downsizing its restaurant designs to adjust to changing times. The chain is developing new store prototypes focused on off-premises sales, including concepts with multiple drive-thru lanes and smaller dining rooms.

Wyndham/Hawthorn hotels A Wingate-Hawthorn dual brand Wyndham hotel is planned on 4.5 acres north of Pecos Road on the east side of Sossaman Road in Mesa, Arizona.

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

AroundtheIndustry Courtyard by Marriott About 375 of the oldest North American locations of Courtyard

by Marriott, the brand with the widest distribution in the Marriott International portfolio, are sporting a new look or due for one over the coming two years. Sixty hotels already have undergone the exterior modernization program, estimated to cost between $750,000 and $1.3 million per property.

Legacy Tower at Miami Worldcenter A 55-story, $500 million hotel-residential-medical center tower under construction in Miami is being touted as the world’s first pandemic-adapted skyscraper. The Legacy Tower at Miami Worldcenter will feature disinfection robots and voice-activated elevators along with an array of health care components such as surgery rooms and a pharmacy.

announcement from the company.

Food Rocket Food Rocket, a startup providing grocery delivery within 15 minutes, has opened its first dark store in Chicago, its second market, with plans to expand its presence.

Kroger Kroger’s upcoming Oklahoma City expansion represents the latest development in its multi-year effort to build scale and market share in the online grocery space through its growing network of automated fulfillment centers.

GROCERY

ALDI ALDI is planning an additional 150 new locations this year, including its first foray into Louisiana. The grocer also will open two more Gulf Coast grocers by the end of the year, along with a new 564,000-square-foot distribution center in Loxley, Alabama.

Dom’s Kitchen & Market Chicago grocery startup Dom’s Kitchen & Market plans to open a second location in the city in late 2022 and expects to have as many as 15 stores in operation by 2025, according to an emailed

Hy-Vee Hy-Vee is in the process of procuring property in Zionsville, Indiana, a suburb of Indianapolis, to build the state’s first Hy-Vee location.

Did you

know  Walmart, Target and Costco ranked first, second and third in the General Merchandisers category on Fortune’s “2022 World’s Most Admired Companies” list, with BJ’s Wholesale taking the fifth spot in that group. In the Food and Drugstores class, Publix took the top spot, followed by Walgreens Boots Alliance, Sprouts Farmers Market, Kroger, Ahold Delhaize and Weis Markets.  Canada dominates the rankings of cities with the most eco-friendly hotels recently released by UK research firm Uswitch, which analyzed thousands of properties worldwide. Vancouver placed first with 44% of its hotels recognized for sustainable practices, followed closely by Stockholm, Sweden, then Toronto, Calgary and Edmonton.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

The numbers game

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The amount, in billions, that fourth quarter of 2021 was for US hotel sales—the second most lucrative sales amount ever, according to Real Estate Alert’s Deal Database. For the year, $21.5 billion of hotels worth at least $25 million each changed hands, an increase of 265% from 2020.

The amount, in trillions, that US domestic travel numbers could hit in 2022, exceeding prepandemic levels, according to The World Travel & Tourism Council. The study also expects tourism jobs to surpass pre-pandemic levels with 16.8 million jobs.

The number of jobs, in thousands, that restaurants and bars created of the 467,000 new US jobs added in January, according to the Bureau of Labor Statistics. The month before, there were 103,000 hospitality jobs added. While the numbers still are below pre-pandemic levels, wages were up 13% in January compared to January 2021.

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INDUSTRY NEWS

PERSPECTIVE

Focus on the future

Deploying intelligent networks that enable connected vehicles

W

hile America’s transportation infrastructure continues to be one of the country’s greatest historical accomplishments, as well as the lifeblood of the American economy, the system itself continues to have serious challenges during the last two decades.

This is mainly due to the rise in traffic congestion that has ensnared hundreds of cities across the country. Even in suburban areas, traffic congestion is a rising issue, especially when more delivery trucks are competing for space. What’s more, competing modes of transportation are also tying up traffic patterns.

On average, American drivers lost approximately 26 hours in traffic during 2020, down from 99 hours in 20191. While this number shows an improvement year-overyear, this trend was largely due to the millions of people reducing working from home during the pandemic. As more businesses invite employees back to the office, traffic is expected to increase.

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All areas of the US transportation system are focused on curbing this trend by introducing and leveraging technologies and solutions that utilize data analytics to create a better traffic flow. Carmakers also are promoting more connected vehicle technologies to make cars and trucks on the roads smarter and more efficient by connecting to any number of databases and platforms that can help vehicles read traffic patterns in real-time.

Advanced Transportation Systems Being Implemented

Intelligent transportation systems (ITS) and connected vehicles are the future of reshaping this infrastructure. ITS systems

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

By Timothy Menard

are the application of sensing, analysis and communications technologies to ground transportation to improve safety, mobility and efficiency. While this technology shows great promise, they are only as good as the platforms on which they run.

To fully realize the promise of ITS and connected vehicles, transit agencies now are revisiting Transit Signal Priority (TSP) systems in the hopes of restoring route reliability and on-time performance. Over the last few decades, transit signal priority systems have not evolved much from being a transmitter on buses that send messages to receivers installed on traffic signals. The hardware cost to both signals and buses is quite high and requires annual maintenance to guarantee operation.

Furthermore, it is hard to determine whether the system is working because the equipment generally does not produce event logs. When making such a large capital investment, it is important to know whether the system is working so further expansion can be determined.

However, these systems, when leveraged with state of the art technologies, are proving to be extremely effective. According to a recent survey2, the majority of city officials from communities leveraging transit prioritization technologies said they are seeing growing improvements in on-time performance of their transit network.

In today’s age of highly reliable largescale communication access, there exists the opportunity to eliminate the hardware cost of transit signal priority solutions while maximizing the investment on current solutions. Many of today’s signal controller firmware vendors have software functionality to facilitate the function of placing virtual priority calls. The information needed to place these virtual calls can be found at the transit agency.

To better manage their fleet, agencies typically have implemented tracking devices on each of their vehicles to report to their computer-aided dispatch and

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INDUSTRY NEWS

PERSPECTIVE automatic vehicle location (CAD/AVL) software. With vehicle locations known in near real-time, software and networking can now be used to bridge the gap between transit vehicles and city signals to facilitate transit priority in a more reliable, sustainable and intelligent way.

This removes the need for vehicle detection hardware at the intersection because vehicle location is known through the CAD/ AVL system. This enables both priority calls from greater distances away from signals and priority calls coordinated among a group of signals. Furthermore, the system provides real-time insights on which buses are currently receiving priority along with daily reports of performance metrics.

Prioritizing Traffic Flow & Optimizing Patterns

The right method of placing priority calls to traffic signals is more sophisticated and is not constrained to fixed point locations.

Unlike the current state of the art of placing priority calls from the detection of buses at specific locations that starts a pre-programmed time of arrival, today’s solutions use a “vectorized” approach.

In mathematics, a vector is an arrow representing a magnitude and a direction.

In today’s advanced traffic management software, the arrow points in the direction of the traffic light and the magnitude is the travel time.

When the system is set up, traffic signals, bus routes and bus stops all receive a digital representation on this vector. This produces a digital geospatial map where software can then track bus progression along bus routes. This results in a system that can dynamically place transit calls regardless of its location.

Instead, the system makes precise priority calls based on the expected time of arrival which is the basis for all TSP check-in calls supported by all signal controller vendors. And due to the nature of the tracking 1 2

Intelligent transportation systems (ITS) and connected vehicles are the future of reshaping this infrastructure. algorithm, any significant changes to ETA can be adjusted. For example, if a bus was predicted to skip a bus stop but did not, the system will detect the change and adjust the priority call accordingly.

The Need for the Right Cloud-based Platform

Just like today’s technology-heavy electric vehicles cannot truly exist without a network and infrastructure of charging stations, connected vehicles alone cannot solve the problem of today’s traffic problems. ITS systems are only as good as the data-sharing platforms they operate on.

These data-sharing platforms have been proven to be highly effective, but only when cities and municipalities that oversee transportation systems make them open for proper data sharing. Many municipalities remain locked into contracts with smart-traffic solution providers who are unwilling to operate under an open data platform, and these cities severely restrict themselves from the true possibilities that a cloud-based platform can provide.

This is problematic since 71% of community officials(2) said their current electronic data provider does not allow for the integration of transit vehicle data with other systems.

This issue must be addressed since 90% of these officials believe they own their transit vehicle data, not the provider.

Cities could and should provide their open sourced-data for a more fluid platform that relies on Automation-as-a-Service and defines the rules of engagement between public and private transport operators, ultimately ensuring that urban mobility delivers benefits for all rather than just a few.

Cloud-based TSP systems take the global picture of a route into account and use machine learning to predict the optimal time to grant the green light to transit vehicles at just the right time. It minimizes the interference with crisscrossing routes and simultaneously maximizes the probability of a continuous drive.

With this technology now at our fingertips, cities and municipalities have the technology they need to properly accelerate the buildout of intelligent transit networks to benefit everyone in the region. CCR

https://inrix.com/press-releases/2020-traffic-scorecard-us/ https://www.traffictechnologytoday.com/news/connected-vehicles-infrastructu…

Timothy Menard is CEO and founder of LYT, an intelligent-connected traffic technology provider that offers a cloud-based platform that orchestrates today’s Intelligent Transportation Systems. For more information visit LYT.ai.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

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INDUSTRY NEWS

PERSPECTIVE

The fight for green Rising to the challenge of carbon neutrality

A

s a part of its mission to bring change to the commercial construction industry, groups like Platform LLC are implementing sustainable environmental technologies and reaching toward carbon neutrality a core tenant of its work. As part of the process, there are four essential ways that developers in this space can meet the challenge of creating a greener, less carbon-reliant construction industry.

The first is investing in new technologies like carbon capture concrete, a necessary part of moving toward a greener way of doing construction. The traditional process of making concrete accounts for nearly 10% of all global carbon dioxide emissions.

According to a report about potential decarbonization solutions for the sector published

by ClimateWorks Foundation, the US, China and India account for the largest portion of that footprint.

20

UCLA CarbonBuilt, a leader in carbon capture technology, uses an approach that captures CO2 generated during the production of cement and then infuses it into the concrete, using hydrated lime. The process uses 60% to 90% less ordinary Portland cement, aka calcium silicate cement, and it does not require as much heat, which has an additional energy efficiency benefit.

CarbonCure, another leading company, manufactures a technology for the concrete

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

By Adrian Washington industry that introduces recycled CO2 into fresh concrete to reduce its carbon footprint without compromising performance.

Many other companies are working on similar techniques, and states and local municipalities are exploring offering carbon offset credits as a means of inducing builders to use carbon capture concrete.

Geothermal Energy’s Role in Achieving Carbon Neutrality

Utilizing Geothermal energy—heat from within the earth—is another key tool in achieving carbon neutrality. Geothermal energy is the ultimate renewable energy source because heat is continuously produced inside the earth and, unlike solar, is available 24/7, rain or shine. People use

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CIRCLE NO. 13

INDUSTRY NEWS

PERSPECTIVE geothermal heat for bathing, to heat buildings, and to generate electricity.

A ground source heat pump—also known as a geothermal heat pump—is a heating/cooling system for buildings that uses a type of heat pump to transfer heat to or from the ground, taking advantage of the relative constancy of temperatures of the earth through the seasons.

Ground source heat pumps (GSHPs)— or geothermal heat pump (GHP) as they are commonly termed in North America—are among the most energy-efficient technologies for providing HVAC and water heating, using far less energy than can be achieved

by burning a fuel in a boiler/furnace) or by use of resistive electric heaters.

Shortening the Construction Timeline

As the old saying goes, “Time is money.”

The longer a project takes to construct, even if the cost for materials is held constant, the more it is going to cost. But each extra day on the jobsite is also a carbon impact—the building has to be lighted and heated (often in a highly inefficient way), tools and machinery have to be powered, and manpower and materials have to be transported to and around the site.

The longer a project takes to construct, even if the cost for materials is held constant, the more it is going to cost. But each extra day on the jobsite is also a carbon impact.

Partnering with Modular Providers

Long-term, the greatest impact on sustainability may be through the industry’s impact on the “vertical” portion of the building.

According to McKinsey and Company’s “The Next Normal in Construction” report, construction is the biggest industry in the world... but in the past couple of decades it has been plagued by dismal performance... annual productivity growth over the past 20 years was only a third of total economy averages... A changing market environment, technological progress, and disruptive new entrants [will be required] to trigger an industry overhaul.”

Or, as a general contractor friend noted recently, the way we do construction today is, with very few exceptions, the same way his father did it before him and his grandfather before him. As an industry, we dump a bunch of material on the ground, huddle around a set of plans produced by someone who’s never built a thing in their life, and then scramble to make it happen.

The “disruptive new entrants” that the McKinsey report discussed are trying to change this, particularly in the area of Modular Construction. Modular construction is a process in which a building is constructed off-site, under controlled plant conditions, using the same materials and designing to the same codes and standards as conventionally built facilities—but in about half the time.

Because much of the construction takes place in factory-controlled environments, these buildings are more energy efficient and produce less waste. But unfortunately, what are “new method’ vertical projects built upon—platforms built the same old way, blunting many of the advantages these providers offer.

By partnering with these like-minded companies, we will speed the adoption of the newer vertical construction technologies that will change the way we construct and maintain buildings, and usher in a greener era of construction. CCR

Adrian Washington is founder of Platform LLC, a visionary company that is helping to disrupt the $1.3 trillion construction/real estate development industry. With more than 30 years of experience in real estate development, construction and management, he has led the startup of four private companies and one public/private entity.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

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CIRCLE NO. 14

By Lauren Nowicki

Proven heritage, prosperous future How Dacon helped Bake’n Joy meet rising demand

D

riven by convenience and accessibility, the US bakery products market is projected to grow 4.8%

annually through 2025. The American lifestyle, reflected in the growth of out-of-home consumption of instant and high-quality products,

Historically in the baked goods industry—and true to today— bread remains the key economic driver, followed by pastries and cakes. Muffins continue to demonstrate rapid growth as a popular breakfast and snack food in America, contributing $812 million to the sector, of which 81% of sales consist of convenient four-pack clamshells. It must be remembered that food ingredients are commodity-driven which surpluses and wanes with supply.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Photography by Alison F. Kidder

continues to fuel revenue increases.

ISSUE 2, 2022 — COMMERCIAL CONSTRUCTION & RENOVATION

25

PROVEN HERITAGE, PROSPEROUS FUTURE

Few consider its economic weight, yet within America the wholesale baking sector imparts a distinct influence, generating 764,000 jobs and $154.2 billion in revenue.

Between COVID-related labor shortages, transportation, raw material price increases and short supply of critical sub-ingredients, the baking industry faces unprecedented challenges heading into 2022.

Rising brand

Struggle is no stranger to the baking industry. Independent bakeries became a commonplace entity within American communities during WWII. Paradoxically this new-found convenience challenged wartime practicalities, a time when pre-sliced bread was banned briefly as a means for food conservation by the War Foods Administration.

It is amid this economic climate that Bake’n Joy began.

26

Abraham Ogan saw an opportunity to help the rise in corner bakeries by creating bread and donut mixes for them using one blender. With an attenuation to consumer preferences, Abraham was an early proponent of taking innovative risks. He subsequently expanded product lines into mixes and bases for donuts, muffins and Danish pastries while increasing distribution through supermarket and foodservice channels. Now within its 81st year, the firm has traversed several historical benchmarks.

Notably among these, the firm addressed the labor-intensive mix and batch method with thaw-scoop-and-bake frozen batters in 1980, followed by frozen pre-deposited muffin batters which are conveniently pre-portioned into baking liners in 2000. This strategic endeavor enabled professional bakers to reduce sales and waste, while minimizing skilled labor and ingredient costs.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

A well-planned design for any manufacturing facility correctly configures interaction, energy use, business growth and long-term interest.

CIRCLE NO.15

PROVEN HERITAGE, PROSPEROUS FUTURE Additionally, in 2004 the firm produced the sector’s first PanFree® muffin.

These muffin batters are pre-deposited into sturdy liners; only a baking sheet pan is needed thereby eliminating the need for muffin pans.

In 2017, the firm introduced a line of clean label bakery products in keeping with consumer demand for a more wholesome approach with fewer, less complicated ingredients. With the evolutionally shift from dry mixes to scoop batter to predeposited muffins and PanFree®, the firm found it necessary to expand its existing manufacturing footprint to accommodate additional pre-deposited manufacturing lines.

Now led by the third and fourth generation, Bake’n Joy’s portfolio spans pre-deposited frozen muffin and loaf cake batters, scoop batters, private label baked coffee cakes, as well as their original dry mixes for donuts, muffins, cakes, cookies, scones and traditional yeast breads.

Bake’n Joy’s innovative product strategies address growing labor concerns among retailers, convenience and food service operators seeking consistent, high-quality baked goods, less skilled labor, stronger inventory and waste management cost control.

Moreover, the firm’s acquisition of L&M Bakeries in 2021 expanded its product portfolio to include fully baked retail products such as Fruit Squares, Sliced Pound Cakes and Whole and Sliced Baked Loaf Cakes.

These products complement the firm’s existing baked lines of coffee cakes, corn breads, whoopie pie shells and cupcakes.

Bake’n Joy’s innovative product strategies address growing labor concerns among retailers, convenience and food service operators seeking consistent, high-quality baked goods, less skilled labor, stronger inventory and waste management cost control.

Proven culture

Product innovation remains the central operational axis for manufacturing industries. While Bake’n Joy’s heritage is characterized by

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

COOPER’S HAWK TROY, MI

HELPING BUILD NATIONAL BRANDS

GENERAL CONTRACTOR · CONSTRUCTION MANAGEMENT · DESIGN BUILD

CIRCLE NO. 16

616-949-3360 · WOLVGROUP.COM

PROVEN HERITAGE, PROSPEROUS FUTURE taking on innovation risk, their most valued asset is procuring human capital that sustains both business relationships and culture.

The average employee tenure is more than 15 years, with some employees spending their whole career with the firm. Bake’n Joy has a unique ethos for hiring—while technical skills are considered, having heart supersedes the decision-making process.

Bob Ogan, President and CEO, says customer demands necessitate a collage of caring, so Bake’n Joy assesses applicants for sensitivity and awareness as a primary character quality. “Our values are founded on the belief that taking care of people, our associates and customers, is at the center of everything we do—growth in productivity and corporate culture will naturally follow.”

The vision of the company—Bake’n Joy will be living proof that caring, integrity, hard work and innovation across all levels creates success—is witnessed in associate engagement. Twice a year the firm shuts down for the afternoon to host employee recognition events. At the Associate Appreciation Day picnic, all employees travel to a nearby venue for a catered lunch and gifts.

Additionally, each January the year is recapped with awards and bonuses. The resulting culture underscores the importance of customer focus, valued employees and product innovation.

Building growth

Manufacturing facilities represent a unique position within the architectural landscape for the need to create a definable and relatable corporate identity for employees amidst seemingly impersonal large-scale processes.

The merits of manufacturing design require assessment from multiple viewpoints. Renovation versus new construction, expediency, product innovation and business expansion must all be considered holistically.

In reconfiguring and building a customized environment for Bake’n Joy, high performance processes and safety fueled the design mindset. In addition to its headquarters and primary manufacturing facility, the firm owns and operates a materials warehouse just up the street, and in 2020 the company purchased the building adjacent to its primary operating facility. It was decided that the third structure would

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

CIRCLE NO. 17

PROVEN HERITAGE, PROSPEROUS FUTURE

be renovated, expanded and dedicated as a bakery.

The paramount challenge was housing large scale, automated equipment in a sequenced design on a footprint tightly limited by zoning requirements and wetlands.This renovated facility had to be upgraded to comfortably accommodate offices, employee support areas, shipping/receiving docks, a cooler corridor and rooms for manufacturing, baking, engineering and conferences.

After bringing the 1970s building to its original structure, it was extended to within one foot of zone limitations. The product journey was oriented from raw goods to mixing, then baking, followed by pan removal

and automated placement onto a conveyor for freezing and packing. “Bake’n Joy’s new production space is fueled by entrepreneurship, correct support and direction,” says Daryl Carter, Director of Architecture for Dacon, the facility’s design builder.

Buildability of the site was expanded to 47,000 square feet, enabling the production of existing baked products such as branded and private label coffee cakes, while maintaining ample capacity to integrate L&M Bakery’s baked goods as well as innovative new bakery products for years to come.

A well-planned design for any manufacturing facility correctly configures interaction, energy use, business growth

and long-term interest. While optimization often is connotated with cost cutting, intelligent design and space management aids in cost control without eliminating value. In a pandemic economy where steel prices have tripled, reconsideration and reuse have become vanguards for value creation.

However, ultimately it must not be forgotten that the viability of any facility rests on employee productivity and a healthy culture.

Bake’n Joy’s new baking facility, tailored by function—with compliance, environmental conservation, power, finished ceiling heights and loading capabilities all considered— exemplifies the merits of repurposing existing space for manufacturing. CK

Lauren Nowicki is Chief Communications Officer at Dacon Corporation.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

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INDUSTRY EVENTS

SUMMIT COVERAGE •

Log me in...

Attendees flock to the web for CCR’s second Virtual Summit They came. They logged in. They connected. And thanks to Commercial Construction & Renovation’s second Virtual Summit, vendors and end users from across the industry were able to meet and greet, network and pick up a few pointers. Hosted by CCR Publisher David Corson, the Zoom-centric Summit featured a Q&A with Rock the Trades, chat rooms where attendees can mix and mingle, and our vaunted virtual one-on-one meetings and closing out event with a cocktail demo with Izzy Jimenez from Bartending School Atlanta demoing on making a James Bond Martini and Texas Tequila favorite. On the following pages is a snapshot of what went down.

2022 Virtual Summit Video: https://youtu.be/0WzDZl6DPMw

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Rock the Trades Summit keynote address helps inspire engagement with future workers

By Christopher Brenchley

The skilled trades shortage is here now and it is getting more acute each day. Per latest research estimates, there are 10 million unfilled manufacturing jobs globally—with 3 million skilled trades openings projected in the US alone by 2030. That represents $2.5 trillion in economic impact.

One of the biggest factors driving the shortage is the mass retirement of workers in the baby boomer generation. Boomers—those born between 1946 and 1964—are employed in fields like construction, manufacturing and engineering in much higher proportions than their younger counterparts.

Recent data shows that the median age of welders is 40 and 42 for construction workers—largely in line with US professions overall. Various industry sources indicate the mid-to-upper 40s as the median age for machinists, heavy equipment operators and NDT (Nondestructive Testing) technicians.

In comparison, the median age of software developers is 27, significantly younger than their skilled trades counterparts.

Another factor contributing to the shortage has been a relentless push toward four-year college degrees as the “preferred” path for high school graduates. Over the last 20 years, there has been an abundance of research citing college diplomas as a surefire ticket to higher earnings and lower unemployment, even though the attitudes of (and outcomes for) people who hold those degrees are mixed.

There is nothing wrong with obtaining a college degree, and for many Americans it proves to be a good investment in time and money. For me—given my early interests and ambitions—it was the right path. But college is not a guarantee of personal or professional fulfillment, by default. It simply is not the best-fit starting line for everyone.

A “Big Tent” Opportunity

The dynamics above inspired the genesis of the Rock the Trades™ workforce development initiative—dedicated to celebrating the American industrial worker, raising awareness of the skilled trades as a fulfilling career path, and enabling those who choose to embark upon it.

Our vision for the initiative centers on three main objectives: 1. Honoring the men and women working as skilled tradespeople in the industrial sector and their daily commitment, and craftsmanship 2. Informing middle and high school students, GED holders, college graduates, military veterans, and mid-career professionals about the skilled trades and how to start a career in them 3. Empowering those who choose to embark on a career in the trades through scholarships and other awareness and enablement programs

While there are many programs already doing great things to attack this issue at the national, state and local levels—such initiatives often end up siloed — constrained by region, industry, trade, community or cohort. Those critical programs must keep doing the good, hard work they’re doing.

Our focus is on uniting and amplifying their collective efforts through a rallying cry that can resonate across all of them: Rock the Trades.

Rock The Trades Presentation Video: https://youtu.be/As5tacFb9DU Learn more and get involved at https://rockthetrades.com. CCR

ISSUE 2, 2022 — COMMERCIAL CONSTRUCTION & RENOVATION

35

INDUSTRY EVENTS

• SUMMIT COVERAGE

INDUSTRY EVENTS

THANK YOU TO ALL OF OUR SPONSORS Andrews GTM

Kingsmen Projects USA

10235 Philipp Pkwy

3525 Hyland Ave

Streetsboro, OH 44241

Suite 225

(330) 656-8749

Costa Mesa, CA 92626

Steve Puhl,

(619) 719-8950

Directorector of Business Development

Stephen Hekman, Vice President

spuhl@andrewsgtm.com www.andrewsgtm.com Logistics

ASSSA ABLOY 110 Sargent Drive New Haven, CT 06511 (443) 340-2176

stephen@kingsmen-usa.com www.kingsmen-usa.com Fixtures/Project Management/CM

Lakeview Construction 10505 Corporate Drive Pleasant Prairie, WI 83158 (262) 308-5437 John Stallman, Marketing Manager

Chris Hobbs, Director National Accounts

john@lvconstruction.com

chris.hobbs@assaabloy.com

www.lvconstruction.com

www.assabloy.com

General Contractor

Security/Locks/Hardware/Doors

Pivatal Retail Group Beam Team Construction

889 Franklin Gateway

1350 Bluegrass Lakes Pkwy

Suite 100

Alpharetta, GA 30004

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(630) 816-0631

(334) 220-8115

Tim Hill, Vice President

Ashley Plaugh, VP Development

timhill@thebeamteam.com www.thebeamteam.com Project Management/Turn Key/Installs

CEI Engineering Associates 3108 SW Regency Pkwy Bentonville, AR 72712

ashley.plaugh@pivotalretail.com www.pivotalretail.com Project Management, Construction Management, Installation Services

Wolverine Building Group 4045 Barden SE Grand Rapids, MI 49512

(870) 214-0758

(616) 949-3600

Debbie Jones, Director of Business Developement

Mike Houseman, President NA

djones@ceieng.com

mhouseman@wolvgroup.com

www.ceieng.com

www.wolvgroup.com

Engineering Firm

General Contractor

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

In person and virtual events will allow everyone to participate in the 2023 Summit making connections with industry leaders

JANUARY 2023, DATE & LOCATION TBD

End-Users (retailers, hoteliers, restaurateurs, etc.) will receive complimentary registration in exchange for full schedule participation that includes a per diem or charity donation.

Sponsored by:

Contact David Corson 678.765.6550 or e-mail davidc@ccr-mag.com

www.ccr-summit.com

CIRCLE NO. 19

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SPECIAL REPORT

FIXTURE FIRMS

Fixture firms on display in CCR annual listing

I

f you’re looking for the commercial construction industry’s leading fixture firms, look no more.

Our annual listing provides a snapshot of some of the leading fixture/millwork firms in the retail, restaurant, hospitality, healthcare (and other) sectors. In addition, the report provides the contact information and contact person for each firm. If you didn’t make the list, contact Publisher David Corson at davidc@ccr-mag.com.

Artaic 465 Medford St., Suite 101 Boston, MA 02129 (617) 418-1928 www.artaic.com sales@artaic.com Fixture Materials: Wallcoverings, Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Multi-Family, Mixed-Use, Industrial

Astek Wallcovering Jeff Dey, Director Business Development 15924 Arminta St. Van Nuys, CA 91406 (818) 901-9876 Fax: (818) 901-9891 www.astek.com jeff@astek.com Fixture Materials: Wallcoverings, Digital Printing Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Cannabis, Craft Brew, Industrial

Beam Team Construction Tim Hill, VP 1350 Bluegrass Lakes Pkwy.

Alpharetta, GA 30004 (630) 816-0631 www.thebeamteam.com timhill@thebeamteam.com Fixture Materials: Fixture Installations Markets Served: Retail, Hospitality, Healthcare, Restaurants, Shopping Malls, Office

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Bobrick David Leigh, VP, Marketing 6901 Tujunga Ave. North Hollywood, CA 91605 (818) 764-1000 Fax: (818) 765-2700 www.bobrick.com customerservice@bobrick.com Fixture Materials: Restroom Fixtures Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Industrial

CaraGreen Jessica McNaughton, President 1406 Transport Dr. Raleigh, NC 27603 (919) 929-3009 www.caragreen.com info@caragreen.com Fixture Materials: Acrylic, Architectural Millwork, Wallcoverings, Solid Surfacing Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Cannabis, Mixed-Use, Craft Brew, Industrial

Ceiling Outfitters Thomas Stanley, President 2445 Midway Rd., Suite 103 Carrollton, TX 75006 (972) 588-1555 Fax: (866) 525-0687 www.ceilingoutfitters.com tstanley@ceilingoutfitters.com Fixture Materials: POP, Sign Hanging Hardware and Systems Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Cannabis, Industrial

Driving the Future of Retail, Literally. b8ta Mobile Roadshow Store

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CIRCLE NO. 21

wearesparks.com

SPECIAL REPORT

FIXTURE FIRMS Corian® Design

Shane Kendra, North America Marketing Leader, Commercial Segments 200 Powder Mill Road Wilmington, DE 19803 (302) 999-6702 www.coriandesign.com shane-francis.kendra@dupont.com Fixture Materials: Arcylic, Islands/Back Islands, Wallcoverings Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Multi-Housing, Mixed-Use

D13 Group

John Freitas, General Manager 245 W Central St. Natick, MA 01760 (617) 307-1140 www.d13group.com jfreitas@d13group.com Fixture Materials: Architectural Millwork, Restroom Sink Systems Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Housing, Cannabis, Craft Brew/Distillery, Office, Other

Displayit Inc.

Tricia Mayer, Sr. Director of Client Services 16680 Armstrong Ave. Irvine, CA 92606 (951) 757-0017 www.displayitinc.com tmayer@displayitinc.com Fixture Materials: Acrylic, Backroom Storage, Cabinets, Cashwraps/Checkout Counters, Display Cases, End Caps, Garment Racks, Gondolas, Rid racks/Grid Systems, Islands/Back Islands, Kiosks, Metal, Architectural Millwork, Perimeter, POP, Shelving, Furniture/ Upholstery, Veneers, Wood Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Multi-Housing, Cannabis, Craft Brew/Distillery, Office

East To West Dean Nichol, President 514 Larkfield Rd., Suite 3A East Northpoint, NY 11731 (631) 368-2269 Fax: (631) 368-2267 www.easttowestsales.com dean@easttowestsales.com Fixture Materials: Kiosks, Veneers, Wallcoverings, Wood, PPE, All Flooring Markets Served: Retail, Healthcare, Corporate, Education, Shopping Malls, Craft Brew/Distillery, Office, All

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

ETO Doors

1340 E 6th St. Los Angeles, CA 90021 (213) 622-2003 www.etodoors.com contact@etodoors.com Fixture Materials: Wood, Doors, Door Hardware Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Multi-Family, Industrial, Residential Building

Flexecution

Nick Harbaugh, VP The Americas 16601 Blanco Rd., #200 San Antonio, TX 78232 (858) 752-1168 www.flexecutioninc.com nickh@flexecutioninc.com Fixture Materials: Acrylic, Backroom Storage, Cabinets, Cable & Rod System, Cashwraps/Checkout Counters, Display Cases, End Caps, Garment Racks, Gondolas, Rid racks/Grid Systems, Islands/Back Islands, Kiosks, Metal, Architectural Millwork, Pallets & Pallet Racking, Perimeter, POP, Shelving, Slatwall, Furniture/Upholstery, Wallcoverings, Wire, Wood Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Cannabis, Craft Brew, Industrial

Futuristic Store Fixtures Pte. Ltd.

Rachel Cheong, Head of Business Development 801 Lorong 7 Toa Payoh #07-01, WBL Building Singapore 319319 (65) 6365 2822 Fax: (65) 6365 2855 Fixtures Perfect, www.futuristicgroup.com Future Ready rachelcheong@futuristicgroup.com Fixture Materials: Cabinets, Cashwraps/Checkout Counters, Display Cases, End Caps, Garment Racks, Gondolas, Rid racks/Grid Systems, Islands/Back Islands, Kiosks, Metal, Architectural Millwork, Perimeter, POP, Shelving, Slatwall, Furniture/Upholstery, Veneers, Wood Markets Served: Retail, Healthcare, Restaurants, Shopping Malls

Gondola Train

Heidi Knapp, Sales Director & Marketing 135 Tennyson St. Potosi, WI 53820 (888) 400-5227 Fax: (608) 856-4555 www.gondolatrain.com gondola@gondolatrain.com Fixture Materials: Backroom Storage, Gondolas, Kiosks, Pallets & Pallet Racking, Refrigerated Cases, Shelving Markets Served: Retail, Corporate

CIRCLE NO. 22

SPECIAL REPORT

FIXTURE FIRMS HotelFurniture.com Finley Saint, Business Development Representative 1685 H St. Blaine, WA 98230 (800) 750-1174 www.hotelfurniture.com hello@hotelfurniture.com Fixture Materials: Cabinets, Display Cases, Kiosks, Shelving, Furniture/Upholstery, Wallcoverings Markets Served: Hospitality

IceStone Ashon McCollin, Director of Marketing 63 Flushing Ave., Building 12 Brooklyn, NY 11205 (718) 624-4900 www.icestoneusa.com marketing@icestoneusa.com Fixture Materials: Cashwraps/Checkout Counters, Islands/Back Islands, Countertops and Surfaces Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Multi-Family, Industrial

INOX Qianyan Cheng, Vice President, Product Research and Development 26 Wayne Ct. Sacramento, CA 95829 (916) 388-1888 www.inoxproducts.com sales@unisonhardware.com Fixture Materials: Door Hardware Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Federal, Multi-Family, Industrial

JGX Group Scott Watson 2267 Vantage St. Dallas, TX 75287 (469) 323-0797 www.jgxgroup.com scott@jgxgroup.com Fixture Materials: Acrylic, Cashwraps/Checkout Counters, Display Cases, End Caps, Kiosks, Metal, POP, Wallcoverings, Wood Markets Served: Retail, Hospitality, Restaurants, Corporate, Shopping Malls, Cannabis, Craft Brew, Office

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Kaston Fixtures & Design Group

John Steger, President 8610 Directors Row Dallas, TX 75247 (866) 943-5334 Fax: (972) 243-1545 www.kastongroup.com info@kastongroup.com Fixture Materials: Acrylic, Backroom Storage, Cabinets, Cashwraps/Checkout Counters, Display Cases, End Caps, Garment Racks, Gondolas, Kiosks, Metal, Perimeter, POP, Shelving, Furniture/Upholstery, Wire, Wood Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Cannabis, Craft Brew, Industrial

Kingsmen Projects US

Stephen Hekman, Executive Vice President 3525 Hyland Ave., Suite 225 Costa Mesa, CA 92626 (619) 719-8950 www.kingsmenprojects-us.com stephen@kingsmen-usa.com Fixture Materials: Acrylic, Backroom Storage, Cabinets, Cashwraps/ Checkout Counters, Display Cases, Garment Racks, Gondolas, Islands/ Back Islands, Kiosks, Architectural Millwork, POP, Shelving, Slatwall Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Shopping Malls, E-Entertainment

Koala Kare Products Bonnie Yatkeman, Brand Manager 6982 S Quentin St. Centennial, CO 80112 www.koalabear.com byatkeman@koalabear.com Fixture Materials: Furniture/Upholstery, Restroom Fixtures-Changing Stations Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal

Kohler

Jillian Rosone, PR Manager, Kitchen & Bath 444 Highland Dr. Kohler, WI 53044 (920) 457-4441 www.kohler.com jillian.rosone@kohler.com Fixture Materials: Lighting, Kitchen and Bathroom Sinks, Faucets, Toilets, Showers Markets Served: Retail, Hospitality, Restaurants, Multi-Family

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CIRCLE NO. 23

SPECIAL REPORT

FIXTURE FIRMS Madix, Inc. John Clontz, Director of Marketing 500 Airport Rd. Terrell, TX 75160 (214) 515-5400 www.madixinc.com jclontz@madixinc.com Fixture Materials: Backroom Storage, End Caps, Gondolas, Metal, Pallets & Pallet Racking, Perimeter, POP, Shelving, Slatwall, Wire, Wood Markets Served: Retail, Shopping Malls

Magnatag Visible Systems Mike Pedro, Marketing Content/Estimating 2031 O’Neil Rd. Macedon, NY 14502 (800) 624-4154 www.magnatag.com sales@magnatag.com Fixture Materials: Kiosks, Furniture/Upholstery, Wallcoverings, Visual Display Units Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Cannabis, Craft Brew, Industrial

Metpar Corp Jim Storey, VP Sales 95 State St. Westbury, NY 11590 (516) 333-2600 Fax: (516) 333-2618 www.metpar.com jims@metpar.com Fixture Materials: Metal, Architectural Millwork, Partitions & Cubicles, Dressing Rooms Markets Served: Retail, Healthcare, Restaurants, Corporate, Education

Niagara Jenni Steele, Vice President of Marketing 1200 Lakeside Pkwy.

Flower Mound, TX 75028 (888) 733-0197 Ext. 5010 Fax: (682) 200-6962 www.pro.niagaracorp.com jsteele@niagaracorp.com Fixture Materials: Vitreous China, Restroom Fixtures Markets Served: Hospitality, Healthcare, Federal, Multi-Family, Residential

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Original BTC Samantha Zandanel, Account Coordinator 56 Greene St. New York, NY 10012 (646) 759-9007 www.originalbtc.com samanthazandanel@upspringpr.com Fixture Materials: Metal, Bone China, Glass Markets Served: Retail, Multi-Family

Overhead Door Brand Christian Morrow, Brand Marketing Manager 2501 S, TX-121 BUS, Suite 200 Lewisville, TX 75067 (800) 929-3667 www.overheaddoor.com info@overheaddoor.com Fixture Materials: Metal, Wood, Glass, Fiberglass Markets Served: Residential and Commercial

Pioneer Millworks John, Public Relations 1180 Commercial Dr. Farmington, NY 14425 (585) 924-9970 www.pioneermillworks.com info@pioneermillworks.com Fixture Materials: Architectural Millwork, Wallcoverings, Wood, Flooring, Paneling & Siding Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Cannabis, Mixed-Use, Craft Brew, Industrial

Porcelanosa David Carmona, National Sales Director 600 Route 17 N Ramsey, NJ 07446 (301) 503-1348 www.porcelanosa-usa.com dcarmona@porcelanosa-usa.com Fixture Materials: Wallcoverings Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Multi-Family, Mixed-Use, Industrial

™

CIRCLE NO. 24

SPECIAL REPORT

FIXTURE FIRMS Prime Retail Services Inc.

Donald Bloom, President & CEO 3617 Southland Dr. Flowery Branch, GA 30542 (866) 504-3511 Fax: (866) 584-3605 www.primeretailservices.com dbloom@primeretailservices.com Fixture Materials: Fixture Installation for Backroom Storage, Cabinets, Cashwraps/Checkout Counters, Display Cases, End Caps, Garment Racks, Gondolas, Kiosks, Metal, Architectural Millwork, Pallets & Pallet Racking, Perimeter, POP, Shelving, Slatwall, Wood Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Housing

Rockerz Inc Robert Smith, Director of Business/National Accts.

100 Commonwealth Dr. Warrendale, PA 15086 (724) 612-6520 www.rockerzinc.com rsmith@rockerzinc.com Fixture Materials: Polished Concrete, Tile Removal Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Cannabis, Craft Brew/ Distillery, Office, Industrial

SAJO Inc. Rocco Raco, Director of Operations 1320 Graham Blvd.

Montreal, QC Canada H3P 3C8 (514) 927-7398 www.sajo.com rocco@sajo.com Fixture Materials: Acrylic, Cabinets, Cashwraps/Checkout Counters, Display Cases, Gondolas, Kiosks, Metal, Architectural Millwork, Perimeter, Shelving, Slatwall, Veneers, Wire, Wood Markets Served: Retail, Hospitality, Restaurants, Corporate, Shopping Malls, Cannabis

Scandinavian Spaces 1000 E 6th St., Suite B Austin, TX 78702 (855) 811-9676 www.scandinavianspaces.com info@scandinavianspaces.com Fixture Materials: Furniture/Upholstery Markets Served: Hospitality, Restaurants, Corporate, Education

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Sparks Retail Angel Carra, SVP, Retail 2828 Charter Rd. Philadelphia, PA 19154 (215) 671-8827 www.retail.wearesparks.com acarra@wearesparks.com Fixture Materials: Acrylic, Cabinets, Cashwraps/Checkout Counters, Display Cases, End Caps, Garment Racks, Kiosks, Metal, Architectural Millwork, Perimeter, Veneers, Wood Markets Served: Retail, Corporate, Shopping Malls, Cannabis, Banks

Springboard Working Surfaces Claire Butwinick 4035 Premier Dr., #300 High Point, NC 27265 (800) 379-7071 www.springboard-us.com kirby@springboard-us.com Fixture Materials: Whiteboards & Working Surfaces Markets Served: Hospitality, Healthcare, Corporate, Education

T C Millwork, Inc. Leo Couchara, VP Sales 3433 Marshall Ln. Bensalem, PA 19020 (215) 245-4210 Fax: (215) 245-4273 www.tcmillwork.com l.couchara@tcmillwork.com Fixture Materials: Acrylic, Cabinets, Cashwraps/Checkout Counters, Display Cases, End Caps, Garment Racks, Gondolas, Rid Racks/Grid Systems, Islands/Back Islands, Metal, Architectural Millwork, Perimeter, Shelving, Slatwall, Veneers, Wire, Wood Markets Served: Retail, Hospitality, Healthcare, Restaurants, Cannabis

Taylor Bros.

Construction Co., Inc. Jeff Chandler, Vice President 4555 Middle Rd. Columbus, IN 47203 (812) 379-9547 Fax: (812) 372-4759 www.tbcci.com jeff.chandler@tbcci.com Fixture Materials: Backroom Storage, Cabinets, Cashwraps/ Checkout Counters, Display Cases, End Caps, Garment Racks, Gondolas, Architectural Millwork, Pallets & Pallet Racking, Perimeter, POP, Shelving, Slatwall, Furniture/Upholstery, Montel Markets Served: Retail, Hospitality, Healthcare, Education, Industrial

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SPECIAL REPORT

FIXTURE FIRMS Testrite Visual Paula Goodelman, Vice President Sales 216 S Newman St. Hackensack, NJ 07601 (888) 873-2735 Ext. 33 Fax: (201) 543-2195 www.testrite.com paula@testrite.com Fixture Materials: Garment Racks, Gondolas, Metal, Perimeter, POP, Slatwall, Visual and PUP-Light Boxes Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Cannabis, Industrial

TRIAL Design Inc. John French, Director of Accounts & Business Development 570 boul. des Erables Valleyfield, QC Canada J6T 6G4 (450) 370-1377 Ext. 231 www.trial-design.com jfrench@trial-design.com Fixture Materials: Cabinets, Cashwraps/Checkout Counters, Display Cases, Gondolas, Islands/Back Islands, Kiosks, Architectural Millwork, Perimeter, POP, Shelving, Furniture/Upholstery, Veneers, Wood Markets Served: Retail, Hospitality, Corporate, Cannabis

Wayne Dalton Alexandria Ligorotis, Brand Manager 2501 S, TX-121 Bus Lewisville, TX 75067 (469) 549-7100 www.wayne-dalton.com info@wayne-dalton.com Fixture Materials: Metal, Wood, Glass, Fiberglass Markets Served: Residential and Commercial

Wilsonart Engineered Surfaces

Customer Service 2501 Wilsonart Dr. Temple, TX 76504 (800) 433-3222 Fax: (254) 207-3209 www.wilsonart.com smartline@wilsonart.com Fixture Materials: Surfacing Materials Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, MixedUse, Office, Commercial Interiors

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Window Film Depot Krissy Mosby, President 4939 Lower Roswell Rd., Suite 100 Marietta, GA 30068 (866) 933-3456 Fax: (770) 973-3986 www.windowfilmdepot.com krissy@windowfilmdepot.com Fixture Materials: Window Film Markets Served: Retail, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Housing, Any Commercial Properties

Yunker Industries, Inc. Nadine Seitz, Marketing Manager 310 O’Connor Dr. Elkhorn, WI 53121 (262) 741-5048 Fax: (262) 723-3340 www.yunker.com nseitz@yunker.com Fixture Materials: End Caps, Kiosks, Metal, POP, Wallcoverings Markets Served: Retail, Hospitality, Healthcare, Restaurants, Education, Shopping Malls

Coming Issue Surveys: Roofing .....................................................................March Engineering Firms .......................................................April Architecture Building Products ................................May Lighitng/General Contractors .................................June Flooring Products/Services ........................................July Project Management Services ........................... August Facility Maintenance .................................... September HVAC/Energy Controls ...................................... October Security Product/Services ............................. November Signage Firms .................................................December

© Photos : Stephane Groleau

Simons Galeries de la Capitale, Québec, QC, Canada

Exceeding Expectations US & Canada Based Service Team • Design & Project Management • Retail & Restaurant Rollouts • Popups and Brand Activations • Outsourcing & Fulfillment • Custom Fixture Manufacturing • Installation & Logistics Services

communication design & production group Kingsmen Projects US 3525 Hyland Ave., Suite 225 Costa Mesa, CA, 92627 (949)642-2555 • www.kingsmenprojects-us.com

Kingsmen Projects • US • CANADA • ASIA

Stephen Hekman • (619) 719-8950 • stephen@kingsmen-usa.com CIRCLE NO. 26

CIRCLE NO. 27

WO R KPLACE S

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LINE-UP:  Fixing Your Company’s Hiring Problem  The future of work  Peach State Initiative

WORKPLACE

Fixing Your Company’s Hiring Problem ` 3 steps today's business owners can take today : By Stephen Park

Editor's Note: This special section is part of our ongoing coverage of the commercial construction industry's efforts to enlist more skilled labor workers to meet the growing pace of construction work.

The country is experiencing a significant hiring issue and this problem has been felt in a major way in the manufacturing and construction industry. Business owners in this industry are continuing to struggle to find workers to fill multiple empty positions within their company. In fact, the US Chamber of Commerce unveiled a report over the summer in which 88% of construction contractors reported moderate-to-high levels of difficulty finding skilled workers. Of those contractors, nearly half (45%) reported a high level of difficulty.

Over the last few months, seemingly every business looking to hire new workers has been struggling to do so. The number of job openings is not only at a record high, but soaring above previous levels. The quit rate is also at a record high, which suggests that individuals are switching jobs to pursue better offers.

Wages are rising quickly in certain industries where pay tends to be relatively low

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and where the labor shortages are the most severe. All of these issues are occurring despite the fact that payrolls are still more than five million below its pre-pandemic level.

Why is there a hiring issue?

A variety of factors are keeping individuals out of work despite the strength of demand for labor countrywide:

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

> Not surprisingly, the pandemic is a big factor. The number of people testing positive for COVID still is high, and one positive test can push someone into quarantine and out of the labor market. Further, an unknown number of people are suffering from long-term COVID symptoms that make it difficult for them to go back to work. As has always been the case, It is more difficult for individuals who have been unemployed for a long time to find and secure a job opportunity. > The nation’s older workforce has targeted earlier retirements versus going back to work. It is believed that a significant number of older workers who lost their jobs because of the pandemic are choosing to retire. Stock market gains and the 20% jump in US home prices over the past year have boosted household balance sheets to the point that retirement is a more attractive option than going back to work and may seem more affordable. > Faster structural changes are leaving some in the dust. The pandemic spurred quicker structural changes for companies that have left some people out of work or forced to seek new employment. The accelerated

CIRCLE NO. 28

WORKPLACE

 FIXING YOUR COMPANY’S HIRING PROBLEM

shift to e-commerce, increasing popularity to a hybrid working schedule, and potentially faster automation and nearshoring are some examples of these changes. All may lead to higher involuntary unemployment, which requires reskilling to fill or frictional unemployment as workers move from one role to the next.

Despite these factors, we expect rapid job growth over the next year. This should provide relief to some of the country’s labor shortages.

Enhanced unemployment benefits have ended, and some people will be forced back to work as their savings runs out.

Most schools have reopened throughout the country, which has allowed more parents of young children to go back to work.

Now that pandemic cases counts have started trending down again, it should be possible to bring employment levels closer to where they were before the start of the pandemic.

Tips for business owners

The Chamber’s report uncovered some other alarming statistics from the construction industry. Nearly 60% of contractors reported a challenge in meeting project schedule requirements while over a third reported turning down work due to skilled labor shortages.

These troubling findings paint a clear picture of just how severe these hiring issues have become for some business owners in the construction industry. For business owners that are struggling to hire, there are several items worth considering that will help their business in the short- and long-term.

1. The answer to your hiring woes could be found from your current employees. Consider re-examining what your workers (and stakeholders) want. The question of filling vacancies may be about more than just pay and benefits. Flexible working and greater training

opportunities might be the missing ingredients, and your employees may be the ones that can confirm that for you.

Increased automation and nearshoring could make sense for your firm, alongside employing fewer, but higherskilled workers.

The world is becoming more digital.

2. Review your company’s capital mix.

If labor is scarce and the economics speak against higher wages and tighter margins, consider doing this. Increased automation and nearshoring could make sense for your firm, alongside employing fewer, but higher-skilled workers. The world is becoming more digital. Lockdown measures during the pandemic have forced many companies to fundamentally change the way they buy and sell goods and services, in turn accelerating the pace of digital adoption. Perhaps this shift is an option for your company?

3. C onsider training your existing workforce.

Change your outlook on worker shortages from a negative to a positive. These hiring issues may reveal education and a skills gap among existing employees.

An increased investment in your people might allow your business to overcome hiring problems by upskilling workers and boosting firm productivity. In periods of accelerated economic change, it makes sense for a company to focus training on longer-term trends that will impact performance and profitability. Greater digitalization, increased scrutiny of environmental and social factors, and an increase in worker appetite for “portfolio careers” all suggest the returns on employee training and development could be rising for companies.

Today’s worker shortages can’t be explained by one simple reason. Similarly, there is not one universal or sustainable answer to fix a complex problem such as this. But by taking the time to figure out the particular reasons why organizations are facing labor shortages and work on a variety of potential solutions, business owners gain the best opportunity to bring in the right workers, to fill the right jobs at the perfect time.

Stephen Park is a Senior VP – Wealth Management, Managing Director – Wealth Management, UBS Wealth Management USA. He can be reached at stephen.park@ubs.com.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

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WORKPLACE

The future of work ` A new study reveals the key trends driving work’s transformation in the year ahead

Work is having its moment. The transformation of the global workforce accelerated in 2021, driven by the continued impact of the pandemic and strains on businesses amid record labor shortages and shifting worker priorities. It’s a strain felt universally.

ADP Research Institute found that 64% of the global workforce was negatively impacted

by COVID-19, including 28% who lost a job, were furloughed, or were temporarily laid off, and 23% who took a pay cut. These labor market shifts have led workers to reprioritize their needs, further redefining how and where work gets done. As a result, employers face added pressure to adjust to emerging talent demands.

To help businesses navigate forward, ADP shares **biggest drivers behind work’s evolution in 2022, including myriad trends shaping today’s workforce. youtube.com/watch?v=bqUM_PNZTw8

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Employee visibility will be redefined

As employers explore on-site, fully remote and hybrid workplace models, they will look for new opportunities to increase employee visibility and better understand the needs of a dispersed workforce. According to ADP Research Institute’s **“People at Work: A Global Workforce View” study, within a year, COVID-19 has significantly impacted workers’ locations. In fact, three quarters (75%) of the global workforce made changes or plan to change how or where they live, with that percentage even greater (85%) among Generation Z. Additionally, ADP surveyed small and midsized US employers and found 66 percent have a hybrid work model in place. adpri.org/research/people-at-work-2021-aglobal-workforce-view To foster connection in the absence of physical proximity, people data will shed

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We make YOUR business, OUR business Neil A. Sperling – Managing Partner (609) 313-4346 • neils@ggspartners.com • P.O. Box 3075 Margate, NJ 08402 • www.ggspartners.com CIRCLE NO. 30

WORKPLACE

 THE FUTURE OF WORK

insight into the ebbs and flows of engagement and performance, helping managers pull the right levers to support a high-performing remote or hybrid team.

This new dynamic built on mutual trust will help drive employee engagement and performance. ADP Research Institute found that US employees who have trust in both their teammates and their team leader are seven times more likely to feel “Strongly Connected” to their organization.

People & purpose will drive workplace culture

As employers look for ways to drive inclusion amid new work models, connection will become a measurement of workforce culture.

ADP Research Institute found that US workers who feel they are “Strongly Connected” to their employer are 75 times more likely to be “Fully Engaged” than those who do not feel connected.

With connection driving engagement, employers will need to heighten their focus on their people and reflect on the larger purpose that unites their workforce. Workforce flexibility will stretch beyond perceived limits and employers will embrace people-centered initiatives to build a workplace where everyone can thrive.

Diversity, equity and inclusion strategies will additionally evolve to drive true, measurable progress. ADP data shows more than 50% of companies that leveraged ADP DataCloud’s DEI analytics capabilities have taken action and realized positive impact on their DEI measures.

Reliable data & expertise will power resiliency

With employees remaining remote and hybrid, operational and compliance considerations will grow, adding to an already complex regulatory environment. In fact, ADP’s HR Survey Series with HR Outsourcing found nearly 20% of US companies with 25 to 99 employees admit they are currently facing challenges with compliance and regulatory issues, which may increase as regulations change. To navigate forward, leaders will rely more heavily on real-time data to tackle compliance proactively and guide decision-making.

Quality data will be key in providing businesses with the confidence they need to act. As an example, to better manage return to the workplace policies including vaccination tracking and testing, employers are turning to timely people data. Through its ADP Return to Workplace mobile solution, ADP reports workers have completed more than three million health status surveys since the tool’s launch.

Greater innovation will accelerate growth

As business models evolve amid global shifts, businesses will turn to technology to drive efficiency and expand capabilities by eliminating task work and refocusing efforts on strategic growth initiatives.

According to ADP data, monthly users of its ADP Mobile Solutions app increased over 25% from last year as workers leverage self-service tools, helping to remove administrative

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

As employers look for ways to drive inclusion amid new work models, connection will become a measurement of workforce culture.

tasks from HR practitioners’ plates, enabling them to focus more on their people. This digitalization will benefit both employers and employees, as employees seek greater flexibility and control in their employee experience.

With roles evolving, a surge in skillsbased hiring will drive innovation further.

ADP Research Institute’s “People at Work: A Global Workforce View” study found more than one-in-four workers (28%) report having taken on a new role or changing role due to pandemic labor market shifts. The number increases to 36% for Generation Z workers. Following a period during which employees were forced to reskill, people will continue to prioritize their skills and pursue opportunities to apply their unique strengths.

To accelerate performance, employers will need to focus on those individual strengths and provide opportunities for employees to develop new skills or embark on a new career trajectory with more opportunity for growth. Additionally, employers will also rely on helpful technologies like machine learning to identify workers with the right skills in unique places, such as pools of former applicants who previously applied for other roles.

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For more than 23 years The Townson Company has successfully served as owner’s representatives for retailers, restaurants, office, commercial and service companies nationwide.

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Our project managers are seasoned experts. All of our team members have a minimum of 25 years of experience in construction project management from the owner’s perspective.

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CIRCLE NO. 31

WORKPLACE

Peach State Initiative ` Construction Education Foundation of Georgia rebrands with new name and expansion beyond the state

The recent passage of the $1 trillion “Infrastructure Investment and Jobs Act” is expected to dramatically increase the already strong demand for skilled workers in the construction industry. The Construction Education Foundation of Georgia (CEFGA) recently said it is expanding its work beyond Georgia, enhancing its services and changing its name to “Construction Ready.”

The organization, created almost 30 years ago to build opportunities for Georgians in construction and the skilled trades, works to close the skilled workforce gap that is impacting the industry nationwide. The change to “Construction Ready” comes as the organization launches new programs in Jacksonville, Florida.

“Construction Ready will continue to work with high school students, parents, employers, teachers, counselors and partners

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to strengthen the youth workforce and address the immediate needs of the skilled labor market,” says Construction Ready President and CEO Scott Shelar.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Expanding Beyond Georgia

The nonprofit organization is expanding beyond Georgia to fill open jobs across the nation. According to the US Chamber of Commerce's quarterly construction report, nationwide 92% of contractors say they have had “moderate to high levels of difficulty” finding skilled workers. The report, released in September 2021, says 93% of contractors expect the construction labor shortage to remain the same or get worse in the next six months.

In March 2022, Construction Ready will partner with the Jacksonville Jaguars to launch a class in downtown Jacksonville, Florida, the first outside of Georgia. The 20-day training session will prepare a group of Jacksonville area residents interested in working as skilled professionals for a career in construction and the skilled trades. Construction Ready will partner with Jacksonville companies to match every graduate with a potential employer once they complete the program.

In 2019, the State of Georgia needed an additional 61,000 workers to fill skilled worker positions across the state. The shortage has continued through the pandemic and will remain an issue as America begins projects tied to the infrastructure bill. Closing this skills gap by educating more students and young adults about careers in the skilled professions is Construction Ready’s primary goal.

The new branding allows easy expansion into other states, delivering the mission message, getting people ready for productive, life-long careers in the skilled trades.

> The kindergarten through 12th grade (K12) program works with more than 180 skilled trade construction and metals programs to produce graduates who are ready to work. > Working with state Departments of Education, employers, trade associations and philanthropic organizations, Construction Ready seeks to elevate and expand our skilled trade programs in our public school systems and empower students to build and create from elementary through high school. > Construction Ready’s adult training program is a four-week, boot camp-style training program designed for those age 18 and older looking for a career change. Since 2014, the program has trained and placed more than 1,200 graduates into full-time, living wage careers with construction companies throughout Georgia.

The new branding allows easy expansion into other states, delivering the mission message, getting people ready for productive, life-long careers in the skilled trades.

“For those looking for a career in our industry, we’ll show them the great paying career pathways that exist, the opportunity to secure professional credentials and to learn real-world skills that will always be in demand,” Shelar says. “Add to that the chance for a stable career, no student loan debt, and the experience to succeed and grow at your company.”

For companies in the industry, this expansion will create greater partnership opportunities for companies to work with Construction Ready. New technology will improve communication between partners, students, and teachers. Expansion of the K12 pipeline will better “seed” young people about career opportunities.

Feeder programs at elementary and middle schools also will expand. These STEM and STEAM initiatives help students apply academics while learning safety with tools, how to build, and other skills related to the trades.

Those interested in being a part of Construction Ready can be a part of its K12 programs, Little Builders, CareerExpo and adult training programs. For more information, visit constructionready.org.

Starting early

Construction Ready will focus on two primary groups, the K12 audience and adult training programs:

ISSUE 2, 2022 — COMMERCIAL CONSTRUCTION & RENOVATION

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Digital Buyers Guide Directory Get listed in our app that will connect you with our community.

Listing will consist of: Company name

Email

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To get listed contact: Mike Pallerino mpallerino@gmail.com

CIRCLE NO. 32

February 2022

Controlling risk in a COVID world

How implementing Infection Control Risk Assessment standards are helping healthcare professionals cope

By John T. McGrath, Jr.

Controlling risk in a COVID world How implementing Infection Control Risk Assessment standards are helping healthcare professionals cope

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onstruction projects in occupied healthcare facilities create dust, dirt and release potentially harmful pathogens into the air. Exposure to these elements can put patients at risk for developing other diseases known as healthcare acquired infections (HAIs). These infections can cause greater harm to the patient, jeopardizing their recovery and wellbeing.

As healthcare systems around the country continue to grapple with increases in HAIs, they also have been forced to address another deadly threat—the outbreak of COVID. Hospitals were pushed to the brink and forced to create temporary negative pressure wings for coronavirus patients. Other major construction projects were put on hold as attention was diverted to the pandemic. But construction work never stopped completely.

Since the initial outbreak of COVID, healthcare construction has slowly ramped up as contractors learn to work in this challenging new environment. And infection control specialists are working harder than ever to create safe environments that not only mitigate the spread of COVID but address other common sources of HAIs. One ally throughout this challenging time is the floorcovering industry. On top of ongoing flooring projects, like renovations and expansions, healthcare systems have turned to Infection Control Risk Assessment (ICRA) professionals for training and support.

The results highlight the importance of specifying ICRA-certified labor.

Addressing the danger of healthcare construction

When an occupied healthcare facility begins an upgrade, expansion or renovation project, construction activities can introduce debris and contaminants such as mold, asbestos,

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lead and bacteria into an environment where immune-compromised people come to heal.

One of the primary places where these contaminants collect is on the floor. When floorcovering materials, adhesives and wall bases are removed, the process releases years (sometimes decades) of buildup into the air. These fine particles are not only dangerous to trades on the job, they are potentially deadly to patients in adjacent spaces.

As a result, ICRA professionals have worked for decades to develop procedures and equipment to control the spread of contaminants. Containment walls, negative airflow, walk-off mats and advanced filtration devices are now used to protect patients from potential exposure. But while these safeguards exist, they are useless if floorcovering and other construction professionals working in the field are not trained in the proper techniques.

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That’s why the United Brotherhood of Carpenters (UBC) and INSTALL recommend ICRA certification as a critical part in the fight against both HAIs and COVID. UBC ICRA teaches members how to contain pathogens, control airflow, protect patients, and work without disrupting adjacent operations.

Members also learn to classify work areas to minimize risks, understand and adhere to ICRA protocol and communicate

with a facility’s ICRA team. The result is an increase in efficiency and productivity as teams are able to construct necessary areas and systems correctly the first time.

The UBC has also offered these training programs to designers, architects, infection control specialists, engineers, project managers and hospital staff since they all play a special role in containing contaminants and infectious agents during construction in occupied healthcare facilities.

In recognition of the truly collaborative nature of infection control, two ICRA training programs were developed to address the needs of all construction-related professionals and healthcare professionals.

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8-Hour versus 24-Hour ICRA training

In recognition of the truly collaborative nature of infection control, two ICRA training programs were developed to address the needs of all construction-related professionals and healthcare professionals that could benefit from the knowledge of ICRA protocols and procedures.

The 24-Hour ICRA training program is tailored for floorcovering and carpentry professionals that will be responsible for building and maintaining the construction-containment walls. The training consists of 16 hours of in-class instruction and eight hours of hands-on learning in the shop. Participants learn how to select and construct effective containment barriers, create and maintain negative airflow environments, and practice using several other pieces of infection-containment equipment before it is necessary on the project site.

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The 8-Hour Awareness ICRA training program is tailored for all building trades and healthcare professionals. The one-day class explains the potential issues that can occur during occupied construction jobs and the fundamental rules of infection control.

After attending the course, participants are able to engage in conversations with a facility’s infection control team in a more meaningful and informed way. This includes helping the construction team achieve compliance with ICRA protocols through improved planning in the design and construction phases of the project.

The impact of ICRA Training on healthcare construction

Juliet Ferrelli, MS, MT(ASCP), CIC, FAPIC, Network Director of Infection Prevention for Allegheny Health Network, has a longstanding relationship with the UBC and its ICRA training programs. “I was lucky enough to

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see the birth of ICRA training at my previous job and I helped share infection control information with floorcovering installers in the Greater Pittsburgh Area.”

Ferrelli also says that when healthcare professionals realized the benefits of ICRA training, it started to grow in popularity. “A major turning point was when word got out that certain contractors had a better time winning business in the healthcare sector as a result of their ICRA certification. The healthcare systems felt more secure knowing that certain contractors had the knowledge and know-how to tackle these projects.”

In the decade since Ferrelli first became involved with the UBC, the program has continued to grow and thrive. At her new role with Allegheny Health Network, she oversees a team of 18 infection prevention specialists. Fifteen have taken the 8-hour course, along with dozens of maintenance and facility staff.

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Not only does Ferrelli’s team take part in training, her hospital system utilizes ICRA-trained contractors for projects big and small. Recently, a major project was undertaken in the bone marrow transplant unit at one of the system’s nine hospitals. The unit needed to remain open and operational, which came with a unique set of challenges and restrictions for the jobsite.

“The contractor was extremely knowledgeable, and worked with my team to discuss barriers, timing, safety and material transportation,” Ferrelli says. “I went to the jobsite several times and was really impressed with the cleanliness. They created double ICRA barriers to prevent the spread of airborne particles and were detailed and diligent in their cleanup.”

Shay L. Drummond, MPH, BSN, RN, EPHS, CIC, Nurse Manager – Infection Preventionist for the VA St. Louis Health Care System has had a similar experience to Ferrelli. Members from her infection control, facilities, engineering, maintenance and operations teams all took part in the ICRA 8-hour course. “Our infection preventionists learned new aspects of containment building, types of HEPA filtration and manometers during the session. This increased knowledge was utilized to gain support for the purchase of portable hard sided pop-up containments which have been now utilized in COVID-19 response for interior redesign. Also upgrades and purchase of digital manometers.”

And healthcare leaders are not the only ones increasingly taking part in ICRA training programs. Jim Wilkinson, VP of Image Flooring, has begun sending more of his team members to the local training center to take part in the 24-hour course.

“As the construction and floorcovering industries continue to change as a result of the pandemic, we’ve seen a major shift in our business. The vast majority of our projects were once commercial office and corporate flooring. As a result of the ongoing pandemic, our business model has shifted to healthcare.”

Wilkinson says that in the past, Image Flooring’s installers and foremen would have learned these skills over time on the jobsite, but the ICRA 24-hour course helped them identify the right equipment, skills, tactics and product knowledge. “This helped our reputation among clients, and they feel more comfortable knowing we have the training necessary to complete the job right the first time. It really makes the client feel like they made a smart choice, plus it boosts our installers confidence.”

Not only has ICRA training helped Image Flooring gain new work during the pandemic, it has helped them steer existing clients away from product choice that may be detrimental and hard to clean. This new approach is based on the company’s infection control abilities and knowledge.

“We’re very lucky that many of our team members were trained in ICRA preparedness prior to the COVID-19 outbreak,”

Wilkinson says. “We already had the PPE, supplies, the training, the skills and the product know-how. Having trained and certified installers has been a major asset and they are able to lead the teams in the healthcare setting, “he added.

The ultimate goal: Saving lives

This unique relationship between healthcare professionals, contractors and the ICRA professionals at the UBC is all about saving lives. Everyone is focused on the safety and wellbeing of patients with a goal of reducing the number of patients who become ill or die of HAIs while helping to keep everyone safe from the spread of COVID. Drummond, Ferrelli and Wilkinson plan to expand training and certification in the coming months. While COVID has had an impact on class sizes and offerings, the program remains an important part of their infection prevention goals. HC

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Photography credit: USACE

A L S O C O V E R I N G L O C A L , S TAT E & R E G I O N A L P R O J E C T S A N D FA C I L I T I E S

Strong as steel Successful flood project benefits small village and New York City miles away

Members of multiple agencies that collaborated on the completion of The Steele Brook Streambank Stabilization Project.

Strong as steel Successful flood project benefits small village and New York City miles away

By JoAnne Castagna

M

atthew Krzyston grew up in the Village of Delhi, a rural community located in Delaware County, New

Reservoir Park, as a young kid, his parents would take him there to picnic and play in Steele Brook. It was a special place that people of all ages loved to visit.

But during storm events, extreme eroding of the streambanks caused trees and clay sediment to fall into the stream. This created flooding in the village and made it impossible to even enter the park and it was basically forgotten.”

Four decades later, Krzyston is part of a team of people who have helped to change this. Today, he is a Member of Council with the Town of Delhi and a member of

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Delhi’s Joint Flood Mitigation Committee.

The committee—along with the help of the US Army Corps of Engineers, New York District—restored Steele Brook’s banks.

As a result, there is less flooding, improved water quality, and it is giving new life to Reservoir Park.

“Now the park is more accessible and more beautiful than it ever was before,” Krzyston says. “I was excited to bring my

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

Photography credit: Delaware County Soil and Water Conservation District.

York. Growing up a half mile downstream from

Completed Project.

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boys—ages 13 and 15—back to the same park where my parents had brought me.

When we entered, they were amazed that they had never seen this hidden gem that is right up the road. My youngest looked around and said it felt like we were in a National Park. We will be returning often.”

The Steele Brook Streambank Stabilization Project is one of many the Army Corps has performed under its New York City Watershed Environmental Assistance Program. Rifat Salim, project manager, New York District, US Army Corps of Engineers says the program funds projects that are protecting the water quality of New York State’s watersheds that provide drinking water to millions of New York City residents and businesses.

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The Steele Brook Streambank Stabilization Project is one of many the Army Corps has performed under its New York City Watershed Environmental Assistance Program.

A watershed is an area of land that catches rain and snow that drains or seeps into a marsh, stream, river, lake, or groundwater. This water eventually gets stored in reservoirs, a place where water is collected and kept for use when wanted, such as to supply a city.

Steele Brook flows into the West Branch Delaware River that is located in the heart of the Village of Delhi. The West Branch flows into the Cannonsville Reservoir,

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

one of several that supplies almost 97 billion gallons of water to the New York City water supply system. (See sidebar, “Inside the New York City Watershed System.”)

If a streambank is eroding and trees and clay sediment are falling down the streambank and into the waterway, it can reduce the quality of the water that eventually will become the public’s drinking water.

It also can cause flooding.

Photography credit: Delaware County Soil and Water Conservation District.

Before the project got started, the stream’s banks were eroding, causing trees and clay sediment to fall into the stream.

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Matthew Krzyston and other members of Delhi’s Joint Flood Mitigation Committee having a discussion at Reservoir Park while work was in progress.

The streambank stabilization work included clearing the falling trees and debris from the 632-foot-long Steele Brook and its 21-foot-high slopes to stabilize the streambanks.

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Before the project got started, the stream’s banks were eroding, causing trees and clay sediment to fall into the stream.

Photography credit (top): Delhi’s Joint Flood Mitigation Committee, (bottom): Delaware County Soil and Water Conservation District.

A portion of Steele Brook’s streambank was showing a great deal of erosion. During storm events, trees and clay sediment washed down from the banks, into the stream, and down the waterway. This debris got lodged under bridges within the village causing the water to over top and cause extreme flooding for the residents and businesses, impacting a population of approximately 3,100.

“I witnessed flooding within the Village, stemming from Steele Brook, on two occasions,” Krzyston says. “Two important bridges were almost completely blocked with woody debris that had eroded from the riverbank. Floodwater jumped the banks, flowed down main street, and entered residential, businesses, and municipal properties. Municipal workers and local businesses took emergency action, using heavy equipment to remove the woody debris that was blocking the bridges. This action allowed Steele Brook to pass under the bridges and water levels to subside back within the river’s banks.”

In order to restore the streambank to reduce flooding and improve water quality, several agencies were in on the collaboration efforts, including the Army Corps, the New York State Department of Environmental Conservation, the New York City Department of Environmental Protection, the Village of Delhi and Delhi’s Joint Flood Mitigation Committee, the Delaware County Department of Watershed Affairs, and the Delaware County Soil and Water Conservation District.

The streambank stabilization work included clearing the falling trees and debris from the 632-foot-long Steele Brook and its 21-foot-high slopes to stabilize the streambanks. Along the edges of the stream, loose stones were placed. The stones slow down the stream and reduce potential damages downstream.

In addition, along the stream border, a stacked rock wall was built. This was done to prevent sediment from running off the slopes into the stream during storm events. Above the stacked rock wall, 8,414 feet of the bank

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that was eroding was revegetated with native plants including native willow live stakes.

“The plant’s roots stabilize the soil and prevent the soil from running into the river,” says Graydon Dutcher, stream program coordinator with the Delaware County Soil and Water Conservation District. “The vegetation also traps and absorbs sediment and pollutants, like harmful phosphorus and nitrogen particles, from entering the stream.”

Dutcher says these pollutants can come from nearby roads. “When streambanks are eroded, it makes it easier for soil and pollutants to travel from roads to bodies of water.

During storm events, water on roads can

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The streambank stabilization work included clearing the falling trees and debris from the 632-foot-long Steele Brook and its 21-foot-high slopes to stabilize the streambanks. sweep up contaminants and transport them to bodies of water, such as a stream, adversely affecting the water that will eventually become a part of the water supply. Now with the newly planted vegetation, the flood water will drain from the road and filter through this vegetation before entering the stream.”

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Another way to prevent pollutants from traveling from roads to the stream is by making sure there is a healthy floodplain. The stream was realigned to include a floodplain. A floodplain is an area of low-lying ground that is adjacent to the stream that keeps a river clean by filtering

Photography credit: Delaware County Soil and Water Conservation District.

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the water that runs from roads into the stream and absorbing pollutants before they enter the stream.

Floodplains also provide space for water to spread out and slow down during big storm events. Because of Steele Brook’s steep side slopes, there was little to no floodplain, so the water ran straight into the stream without getting filtered.

Preventing sediment from entering the stream is not only beneficial to the public’s water supply, but also to aquatic habitats.

Clay sediment can reduce oxygen in the water suffocating aquatic wildlife. To further protect aquatic habitats, a mixture of deep and shallow water depths was created in the stream to support different types of fish and invertebrate life. ` Deep water—or pools—were created. Pools have slow moving water that are favorite places for certain species of fish, such as Trout, to hang out.

Matthew Krzyston with his two sons at Reservoir Park.

` Shallow water—or riffles—were created. Riffles are faster moving sections of a steam, where rocks break the water surface. When the water rushes over the rocks it adds oxygen to the water. These are good places for certain insects to live.

In addition, this project has given the public access to Reservoir Park once again and the village is encouraging visitors. The mayor of Delhi says picnic tables and grills will be placed in Reservoir Park to encourage not only locals to enjoy the area, but also visitors from New York City.

“The flood commission members are very grateful to the Army Corps for the role they played in this project. I considered this to be an emergency,” Krzyston says. “We have the local know-how and energy to address these types of emergency situations. However, it is very difficult—sometimes even impossible—to implement these projects without support from the Army Corps. While the project was designed to ensure public safety, the social and recreational benefits to the local population are immeasurable. There will be many family memories made at Reservoir Park.”

The New York City watershed region encompasses approximately 2,000 square miles of land north of New York City.

The land includes three watershed systems—The Catskill, Delaware, and Croton Systems—that are located in the counties of Greene, Schoharie, Ulster, Sullivan, Westchester, Putnam, Dutchess and Delaware.

A watershed is an area of land that catches rain and snow that drains or seeps into a marsh, stream, river, lake or groundwater. This water eventually gets stored in reservoirs, a place where water is collected and kept for use when wanted, such as to supply a city.

The New York City Watershed System provides more than 90% of New York City's water supply. This comes to

approximately 9.5 million people. New York City makes sure that this water is safe by treating it at the source rather than building a costly filtration plant. The source is the land that surrounds the streams, rivers, lakes, and reservoirs.

“In 1996, all of the municipalities in the New York City watershed region came to an agreement. They wanted to avoid the creation of a huge filtration plant,” says Rifat Salim, project manager, New York District, US Army Corps of Engineers. “Instead of a plant they agreed to have small projects throughout the region to provide the public with clean water with minimal filtration. This is how our New York City Watershed Environmental Assistance Program came about.”

Dr. JoAnne Castagna is a Public Affairs Specialist and Writer for the US Army Corps of Engineers, New York District. She can be reached at joanne.castagna@usace.army.mil.

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Photography credit: Matthew Krzyston

Inside the New York City Watershed System

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Good vibrations Why Circa 1818 is not just your everyday cannabis dispensary

Brandon Hartmann, founder, Circa 1818

THE CANNABIS OPERATIONS

Good vibrations Why Circa 1818 is not just your everyday cannabis dispensary

W

hen Circa 1818 owner Brandon Hartmann decided to open a locally owned cannabis dispensary in Northumberland County, he wanted to give his customers something different. He not only wanted to highlight the local history of the Cobourg, Canada town, but he also wanted the shopping experience to feel organic. That meant his products would have to give off that budding feel-good vibe of the town.

Creating the store in honor of Cobourg, Circa 1818 features lots of engaging pieces that pay homage to the community he grew up in. From the outside, in, Circa 1818 showcases many different aspects of Cobourg, including the name of the business and the year the town was named.

Today, Circa 1818 offers a wide variety of cannabis products, ranging from vapes, pre-rolls, edibles, flowers and drinks.

The store design had to be attractive to all types of audiences— newcomers and longtime users of the product—and is environmentally friendly for the cannabis product.

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THE CANNABIS OPERATIONS

We sat down with Circa 1818 founder Brandon Hartmann to get his take on the ever-growing cannabis market and how his brand is pushing its way upward.

GIVE US A SNAPSHOT OF YOUR BRAND? Today’s cannabis market is so full of amazing and intrepid brands and stores that it takes something really special to separate yourself from the rest of the crowd. Located in a small town with a rich history, we wanted to create a brand that shared how proud we are to be from Cobourg.

With that in mind, our store is an homage to the town we were born and raised in and a celebration of the year our community was named. Even our store logo is a variation of the Cobourg coat of arms. To put it simply, our brand is a reflection of the love we feel for our roots.

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GOOD VIBRATIONS

WHAT TYPE OF CONSUMERS ARE YOU TARGETING? Our brand and our store are geared toward creating a comfortable, clean and conservative shopping experience targeting a variety of customers. We attract the refined, seasoned cannabis connoisseur and those who have lived outside of the culture their whole lives and want to learn more about the experiences and wellness. Serving as a gateway to the rugged and beautiful cottage country of Ontario, we also love to provide a little slice of Cobourg to those passing through

HOW DOES THE OVERALL DESIGN OF YOUR SHOP CATER TO WHAT TODAY’S CONSUMER? When creating the store, we were operating with an intimate knowledge of what works and what doesn’t work from a retail

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

perspective. Our team boasts decades of combined experience when it comes to working with people, particularly in a retail setting. Combining that with our passion for cannabis, we worked to create a store where experienced and non-experienced customers alike can enjoy cannabis responsibly.

Education also is important to us, so that we can empower our customers to make the best decisions possible when it comes to their cannabis journey. We accomplish this through a combination of our own continuing education and making sure our collection of cannabis is adorned with custom product tags that tell the story of each item in our store.

The customer parking and main entrance to the store is located behind the building to provide those customers who value their privacy with a discrete way to shop with us, something that we’ve received a lot of great feedback about.

WHAT KIND OF ADJUSTMENTS HAVE YOU MADE TO SUIT HOW CUSTOMERS ARE SHOPPING IN THIS NEW LANDSCAPE? Since opening, we have more than doubled the number of products we carry. We have greatly increased the number of CBD-based products we carry—a growing number of our customers have become interested in the effects they have heard CBD can provide. We’ve also increased the number of beverage SKUs we carry, with a lot of positive feedback being provided in regards to the effects and flavors of the beverage selection currently available.

WHAT TYPE OF AREAS DO YOU LOOK FOR WHEN SEEKING STORE LOCATIONS? When selecting a location, we had a lot of factors to consider. Being a locally owned retailer, we had a more intimate knowledge of what locations in Cobourg would be best suited toward servicing our target demographics, while still balancing our own needs in terms of avoiding the inflated rent prices that can impact a business’ ability to operate efficiently.

Don’t be afraid to be different—to offer a different experience from what people are used to in their cannabis shopping experience.

Cobourg is a small town that is quickly expanding, so we also had to consider the future development of our community in our plans. We feel like the location we have for our flagship store meets all of our needs and then some, we’re lucky to be in such an amazing location.

other parts of Northumberland and more in order to bring Ontario’s feel-good town on the road and share it with as many cannabis users as possible.

WHAT’S YOUR SHORT-TERM STRATEGY? LONG-TERM?

Be authentic. Don’t be afraid to be different—to offer a different experience from what people are used to in their cannabis shopping experience. We’re operating on the frontier of an exciting market, and it pays to be unique. More so than in other retail environments, it also is incredibly important to listen to what your customer wants. If you can, bring in specific products they are looking for.

Finally, do your research. There are tons of products available and bringing in those brands that are held in the highest regard is a sure-fire way to secure a customer’s long-term loyalty.

Our short-term strategy is to become the No. 1 cannabis retailer in Northumberland County, a goal we are steadily growing toward through the support of our community and the hard work of our amazing team. Once we’ve achieved that, we hope to begin expanding and opening stores in

WHAT’S THE BEST PIECE OF ADVICE YOU CAN OFFER ON WHAT’S HAPPENING IN THE MARKETPLACE?

WHAT MAKES YOUR LOCATION ENGAGING TO TODAY’S CANNABIS CUSTOMER? We have tried since Day 1 to provide a relaxing, stress-free atmosphere for our customers. We wanted a store that was both beautiful and welcoming to anyone who walked in the door, and so far, our feedback has been incredible.

We’ve learned the value of letting our store speak for itself, letting the customer browse comfortably and without the feeling of being rushed. That being said, if a customer is in a hurry, we’ve streamlined our retail experience by making the product easy to access for our budtenders so that they can help the customer and send them on their way.

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THE CANNABIS OPERATIONS

GOOD VIBRATIONS

We also have introduced delivery options for those who don’t want, or don’t have the time, to visit our location physically.

We’ve been lucky to have several sales reps come into our location to do educational pop ups to help inform our customers about the products they sell.

This has been invaluable not only for educating our customers but also for keeping our budtenders informed on the brands and products we carry.

Finally, we’ve just rolled out in store rosin pressing for those customers who want to get more out of the flower they purchase in our store or grow themselves.

WALK US THROUGH HOW AND WHY YOUR SHOP IS DESIGNED THE WAY IT IS? When we were designing the store, we wanted to make sure that we were creating a space that was uniquely different from the majority of what our customers have seen, while allowing for a discrete entrance. From there we broke the space up into key areas, like offices, the sales floor and the inventory control room.

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We engaged a company called DNS from Vaughan who were integral in helping us design the layout of the store. With their input and the invaluable aid of others like Ycreative and The Vetrina Group, we were able to bring my vision for a Circa 1818 to life.

The construction and security of the was all done by a local contractor (Dalren Limited) and with the help on the finishing touches, STL Lighting and Xicato lit our store up with the best lighting on the market. Throughout the entire process we ensured our business supported nothing but local businesses during the toughest months of the pandemic.

WHAT’S THE BIGGEST ISSUE TODAY RELATED TO THE CONSTRUCTION SIDE OF THE BUSINESS? The construction side of a business can be a tricky endeavor, even in the best of times, with material and material costs being one of the main hurdles that requires overcoming. The availability of materials combined with the shutdown of non-essential construction by the

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

province during our development proved to be difficult but not overwhelming challenges that, thankfully, we were able to rise above. Dalren did an amazing job staying within budget and communicating any changes or increases to the scope of work.

TALK ABOUT SUSTAINABILITY. WHAT ARE YOU DOING? When opening the store, we were keenly aware of how competitive of a market we were entering into. The certainty that we would be competing not only with the existing stores already in the area but also those soon to come was something that required and still requires, careful planning and diligence.

We work hard to make sure that we keep our fixed costs as low as possible to benefit both the customers and our growth. Since our flagship store is the only one currently in operation, I have been able to be very hands on and that has allowed me to actively help my business develop while maintaining and finding efficiencies as we grow.

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THE CANNABIS OPERATIONS

WHAT TYPE OF OPPORTUNITIES DO YOU SEE MOVING AHEAD? Thanks to the amazing adaptability that Ontario has shown so far in this relatively new industry, I believe we’ll see the cannabis industry continue to mature in a way that will bring prices down as well as see a marked increase in selection and quality.

Ideally, this will help to show customers the myriad benefits that the regulated market has over some of the options they may have sought out in the past.

WHAT’S THE SECRET TO CREATING A “MUST VISIT” LOCATION TODAY? Being a Cobourg native, I wanted to create something special for the town that has been such an amazing home to me and my family. We know that people who live in Cobourg love to support locals and that is why we developed our brand and image to reflect the best parts of Cobourg.

Our nod to the community includes a waterjet cut out map which was done by AC Waterjet in Ontario. They did a great job cutting out the perfect map which

GOOD VIBRATIONS

was then welded and put together by a local company (EX-LL) and delivered to our store. This has been a show piece for us and so many customers enjoy taking a quick photo with it.

WHAT’S TODAY’S CONSUMER LOOKING FOR? When we first opened, we were met with customers who were interested in high THC products. As time has gone on and our customers have had a chance to refine their tastes and learn more about regulated market cannabis, we’ve noticed a definite increase in the number of customers seeking out craft products, products with unique terpene profiles and products that are aiming towards providing potential wellness benefits.

WHAT TRENDS ARE YOU SEEING/EXPECTING? One of the most exciting aspects of our experience so far has been seeing customers enter our store who have never shopped in the regulated market. This has been a great

opportunity to show them the value and quality that’s inherent in the more controlled methods cannabis regulation has ushered in.

I’ve also been pleasantly surprised by the number of new cannabis users we’ve seen enter our store, the stigma surrounding cannabis is starting to fall away more every day and it has been amazing to see.

We’ve noticed a lot of the general retail trends definitely apply to us, with sales heating up later in the week, larger basket sizes at the end of the month and tons of foot traffic during the holidays.

TELL US WHAT MAKES YOUR BRAND SO UNIQUE. We are the only one in the entire world built around a love and respect for the town of Cobourg and the rich wealth of history that lives here. Our desire to support our community and the other locally owned businesses that call this place home helps us to stand out amongst the plethora of out-of-town business owners looking to tap into Cobourg’s growing cannabis market.

ONE-ON-ONE WITH... Circa 1818’s Brandon Hartmann Describe a typical day.

What’s the biggest thing on your to-do list right now?

Our No. 1 priority, without exception, is customer service. We work extra hard to get our work done during our downtime so that we can completely devote ourselves to each and every customer that walks through the door.

What’s the best advice you ever received?

“If you want something, go after

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it.” I’d rather live my life knowing that I tried and failed, then with the regret of not doing it.

What’s the most rewarding part of your job?

I’ve always loved meeting new people and making connections, so interacting with my customers day to day is an amazing feeling. I want anyone who visits Circa 1818 to leave with great products, an amazing experience and new friends.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

What’s the best thing a client ever said to you?

The feedback we’ve received from our customers has been so universally amazing that it’s virtually impossible for me to recall a specific situation that would encompass the wealth of positive interactions we’ve had with our clientele since opening. This entire experience has been the greatest reward for all the effort, time and money that has gone into creating Circa 1818.

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INSIDE THIS ISSUE:

Election Results..................................pg 2 President’s Message........................pg 3

Member Directory..........................pg 4-5 2022 Annual Conference: Highlights........................................pg 6

WINTER EDITION • 2022

Succession Planning: Employee Stock Ownership Plans

In January, RCA’s Next Gen committee presented the first in a series of webinars addressing the options for and challenges of succession planning. The topic of Employee Stock Ownership Plan (ESOP) was addressed by Brian Silver, CFO of Gray West Construction, and RCA Board member Eric Berg, Chief Operating Officer, West Region.

Gray, Inc went through the ESOP process in 2010. There are now 13 companies under the Gray banner participating in the ESOP. Their combined revenue is $3 billion annually, performing on about 500 projects across the U.S per year. The company employs about 1,400 team members.

Silver noted a 2020 study that found that 13 of the 100 largest ESOPs in the US are contractors.

ESOPs are popular because of the tax benefit opportunities for wealth distribution. A company that is an ESOP doesn’t pay any future federal income taxes, but are still subject to state taxes. ESOPs are a way to allow business owners to help their companies

continue after the owner’s retirement, especially in an industry where third-party buyers are difficult, if not impossible to find.

The administration of ESOPs was discussed.

Federal Law (ERISA) requires that an outside trustee is selected to manage the ESOP for the benefit of the participants. An internal administrator is also appointed. Companies also need to secure an independent valuation firm. Gray also created a communications committee to keep its employees informed about the ESOP. Silver explained how an ESOP works. First, a company establishes an ESOP to buy some or

all of the company’s stock. The company must then make an annual contribution to the ESOP so it can pay for the stock. In many instances, the company may utilize funds formerly dedicated to a 401K match to fund the stock purchases. As the ESOP pays for the stock, all participants receive an allotment of shares in their ESOP account annually. Participants are vested in the ESOP over time and when they leave the company, they receive the value of their vested portion of the ESOP account. Plan documents are developed that outline vesting, allocations, and payments.

Companies define a vesting period, and the allocations of stock are based on individual earnings relative to their annual compensation. Silver discussed some of the specifics of how Gray handles its ESOP, including changes to the treatment of its 401k, noting that employees are seeing a higher (Continued on page 2 )

RCA’s mission is to promote professionalism and integrity in retail construction through industry leadership in education, information exchange, and jobsite safety.

NEWSLETTER return on the ESOP than their 401k. Silver reviewed the process for determining stock value.

Some reasons a company may choose an ESOP include the ability to remain independent, a self-sustaining ownership exit model where new employees buy out retiring employees, the tax advantages, a common focus among team members on growing the stock value, investing in each other and recruitment and retention of employees.

Berg said that it is important to educate the staff on the purpose and benefits of an ESOP. The need to communicate with staff is ongoing and maintaining transparency is very important. ESOP s only work if companies continue to grow and maintain profitability. ESOP share value only increases with the success of the Company.

During an open discussion amongst the attendees, it was noted that not every ESOP is successful. Some go bankrupt; sometimes the situation isn’t right for the team members. An ESOP can meet the challenge of an owner who doesn’t have family members who want to take over the business.

Many thanks to Next Gen chair Mike Sullivan, Sullivan Construction Company, for coordinating this program.

Future programs will focus on mergers and acquisitions and family successions. A recording of the ESOP session is available in the Members Only section of the RCA website.

Election Results Thank you to everyone who participated in our general election. The following members were elected to the RCA Board of Directors for the 2022–2025 term, which will begin after our Annual Conference in March.

Tim Aubel, VP of Construction, Rectenwald Brothers Construction Eric Berg, Chief Operating Officer, West Region, Gray Ray Catlin, President, Threecore, LLC Denise Doczy-DeLong, CEO, Singleton Construction Eric Handley, Chief Operations Officer, W.A. Randolph Construction, Inc. At RCA’s November 2021 Board meeting, the following officers were elected for the 2022-2023 term. > President: Ray Catlin, President, Threecore, LLC > Vice President: Eric Handley, Chief Operations Officer, WM. A. Randolph, Inc. > Secretary/Treasurer: Justin Elder, President, Elder-Jones, Inc.

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WINTER EDITION • 2022

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ADVISORY BOARD

President’s Message Ray Catlin, President, Threecore, LLC

Isyol Cabrera - Focus Brands

Jason Miller - JCPenney Company

Mike Clancy - FMI

Jeff Montang - JLM Retail

Randy Danielson - Shakopee

John Polzer - Duane Morris

Mdewankaton Sioux Community

Jason Kraus - Kohl’s Jeffrey D. Mahler, AIA - L2M, Inc.

Often during the beginning of a new year, we sit down and think through the year ahead and reflect upon the year behind us. The beginning of 2022 is no different. Even though the calendar says it is a new year, we are faced with some of the same old challenges and headwinds. As we look around our country and the world, we continue to see division, with positions being taken Ray Catlin to extremes on both sides of critically important topics. Seemingly, the ability to come together and collaborate has become more and more difficult.

In our industry, we are constantly discussing the valuable need to collaborate. With the labor shortages, supply chain issues, and material volatility issues we face, I wonder how we might come together and collaborate? I wonder if our industry—the industry that takes it on the chin with every turn of the economy—can model how collaborating affects impactful outcomes and positive change?

The labor shortage is high on our list of challenges and an issue we have battled for years. While attending a conference recently, I overhead an owner stating that the labor shortage was the contractor’s issue and problem. This is the type of mindset that will continue to hinder our ability to solve the issue. More importantly, this line of thinking does not portray a collaborative mindset. People have been leaving our industry for years. The solution to the problem isn’t finding new sources of potential employees, rather uncovering the reasons why they leave, and correcting those issues.

Specifically, we need to collaborate to find ways to make our industry more appealing.

I always find it interesting to see projects being recognized for design and construction awards, with no mention of the subcontractors or the men and women that put in the hours to bring those projects to fruition. Instead of viewing the trades as a means to an end, let’s start recognizing them as the reason our projects are possible.

As we embark upon a new year, my hope is that we pull together as an industry and collaborate to solve the challenges we face in a way that will make us more attractive to those choosing a career. Maybe we can set the example for the rest of the country as to collaborative problem solving.

I look forward to seeing everyone at the RCA annual conference in March and SPECS following.

The solution isn’t finding new sources of potential employees, rather uncovering the reasons why they leave, and correcting those issues.

Steven R. Olson, AIA - CESO, Inc. Brad Sanders - CBRE | Skye Group

COMMITTEE CHAIRS LEGISLATIVE/REGULATORY

SAFETY

MEMBER BENEFITS

SCHOLARSHIP

Andy Bohon legislative@retailcontractors.org

David Martin memberbenefits@retailcontractors.org

MEMBERSHIP

Hunter Weekes membership@retailcontractors.org

RECRUITMENT

Jay Dorsey recruitment@retailcontractors.org

Eric Berg safety@retailcontractors.org Mike McBride Justin Elder scholarship@retailcontractors.org

SPONSORSHIP

Justin Elder sponsorship@retailcontractors.org

TRAINING

Eric Berg Carolyn Shames training@retailcontractors.org

OFFICERS President Ray Catlin

Secretary/Treasurer Justin Elder

Vice President Eric Handley

Immediate Past President Steve Bachman

Threecore LLC

Elder-Jones, Inc.

William A. Randolph, Inc.

Retail Construction Services, Inc.

BOARD OF DIRECTORS 2023 Steve Bachman

2024 David Martin

2022 Eric Berg

2022 Carolyn Shames

2024 David Brown

2024 Mike Sullivan

2022 Ray Catlin

2024 Hunter Weekes

2024 Jay Dorsey

2023 Rick Winkel

2023 Justin Elder

2023 Andy Bohon

Retail Construction Services, Inc. Gray

H.J. Martin & Son, Inc. Shames Construction

Tri-North Builders

Sullivan Construction Company

Threecore LLC

Weekes Construction, Inc.

Triad Retail Construction, Inc. Elder-Jones, Inc.

Winkel Construction, Inc. Westwood Contractors

2022 Eric Handley

William A. Randolph, Inc.

PAST PRESIDENTS David Weekes 1990-1992 W. L. Winkel 1993 Robert D. Benda 1994 John S. Elder 1995 Ronald M. Martinez 1996 Jack E. Sims 1997 Michael H. Ratner 1998 Barry Shames 1999 Win Johnson 2000 Dean Olivieri 2001 Thomas Eckinger 2002

James Healy 2003 Robert D. Benda 2004-2006 K. Eugene Colley 2006-2008 Matthew Schimenti 2008-2012 Art Rectenwald 2012-2014 Mike Wolff 2014-2016 Robert Moore 2016-2017 Brad Bogart 2017-2018 Rick Winkel 2018-2019 Steve Bachman 2019-2021

PS-If you have any feedback or ideas on this topic, please contact me at ray. catlin@threecorellc.com.

WINTER EDITION • 2022

3

NEWSLETTER

RCA Membership COMPANY Acme Enterprises, Inc. Atlas Building Group Bogart Construction, Inc. Buildrite Construction Corp.

Commercial Contractors, Inc. Commonwealth Building, Inc. Connor Construction, LLC Construction One, Inc. David A. Nice Builders De Jager Construction, Inc. Desco Professional Builders, Inc. DGC Capital Contracting Corp Diamond Contractors Division 9 Commercial Inc. DLP Construction Company, Inc. E.C. Provini, Co., Inc. Eckinger Construction Company EDC ELAN General Contracting Inc. Elder-Jones, Inc. Encore Construction, Inc. Engineered Structures, Inc. Fortney & Weygandt, Inc. Fred Olivieri Construction Company Frontier Building Corp.

Fulcrum Construction, LLC Go Green Construction, Inc. Gray H.J. Martin & Son, Inc. Hardesty & Associates Harmon Construction, Inc. Healy Construction Services, Inc. Howard Immel Inc. International Contractors, Inc. JAG Building Group James Agresta Carpentry Inc. Kerricook Construction, Inc. Lakeview Construction, Inc. M. Cary, Inc. Management Resources Systems, Inc. Marco Contractors, Inc. Market Contractors National Building Contractors National Contractors, Inc. Pinnacle Commercial Development, Inc. Prime Retail Services, Inc. PWI Construction, Inc. R.E. Crawford Construction LLC RAYWEST DESIGNBUILD Rectenwald Brothers Construction, Inc. Retail Construction Services, Inc. Retail Contractors of Puerto Rico Rockford Construction Co. Russco, Inc. Sachse Construction and Development Corp.

Scheiner Commercial Group, Inc. Schimenti Construction Company, Inc. Shames Construction Co., Ltd. Singleton Construction, LLC

RCA members must meet and maintain a series of qualifications and are approved by the Board of Directors for membership. They have been in the retail construction business as general contractors for at least five years; agree to comply with the Association’s Code of Ethics and Bylaws; are properly insured and bonded; are licensed in the states in which they do business; and have submitted letters of recommendation.

CONTACT Jeff Lomber Brian Boettler Brad Bogart Bryan Alexander Kenneth Sharkey Chris Fontaine Benjamin Connor Bill Moberger Brian Bacon Dan De Jager Bob Anderson Gerry Ryan Lori Perry Cheryl Montour Dennis Pigg, Jr. Joseph Lembo Philip Eckinger Christopher Johnson Adrian Johnson Justin Elder Joe McCafferty Mike Magill Greg Freeh Dean Olivieri Andrew Goggin Willy Rosner Anthony Winkco Robert Moore David Martin Scott Hardesty William Harmon James Healy Pete Smits Bruce Bronge Matt Allen James Agresta Ann Smith Kent Moon Bill Tucker Doug Marion Martin Smith Kerry Lobbestael William Corcoran Michael Dudley Dennis Rome Donald Bloom Jeff Price Jeffrey T. Smith Greg West Art Rectenwald Stephen Bachman Sean Pfent Thomas McGovern Matthew Pichette Jeff Katkowsky Joe Scheiner Matthew Schimenti Carolyn Shames Denise Doczy-Delong

PHONE 810-499-7127 636-368-5234 949-453-1400 770-971-0787 616-842-4540 617-770-0050 856-599-1765 614-235-0057 757-566-3032 616-530-0060 860-870-7070 914-664-7244 816-650-9200 770-919-9941 770-887-3573 732-739-8884 330-453-2566 804-897-0900 619-284-4174 952-345-6069 410-573-5050 208-362-3040 440-716-4000 330-494-1007 305-692-9992 770-612-8005 412-367-5870 714-491-1317 920-494-3461 949-723-2230 812-346-2048 708-396-0440 920-468-8208 630-834-8043 239-540-2700 201-498-1477 440-647-4200 262-857-3336 631-501-0024 336-861-1960 724-741-0300 503-255-0977 651-288-1900 952-881-6123 732-528-0080 866-504-3511 480-461-0777 941-907-0010 910-824-0503 724-772-8282 651-704-9000 586-725-4400 616-285-6933 508-674-5280 248-647-4200 719-487-1600 914-244-9100 925-606-3000 740-756-7331

STATE MI MO CA GA MI MA NJ OH VA MI CT NY MO GA GA NJ OH VA CA MN MD ID OH OH FL GA PA CA WI CA IN IL WI IL FL NJ OH WI NY NC PA OR MN MN NJ GA AZ FL NC PA MN MI MI MA MI CO NY CA OH

EMAIL jlomber@acme-enterprises.com bboettler@abgbuilds.com brad@bogartconstruction.com bryan@buildriteconstruction.com ken.t.sharkey@teamcci.net cfontaine@combuild.com bconnor@connorconstructionllc.com wmoberger@constructionone.com bbacon@davidnicebuilders.com dandj@dejagerconstruction.com banderson@descopro.com gryan@dgccapital.com loriperry@diamondcontractors.org cmontour@division9inc.com dpigg@dlpconstruction.com jlembo@ecprovini.com phil@eckinger.com cjohnson@edcweb.com ajohnson@elangc.com justin@elderjones.com joe@encoreconstruction.net mikemagill@esiconstruction.com gfreeh@fortneyweygandt.com dean@fredolivieri.com agoggin@fdllc.com wrosner@fulcrumconstruction.com anthony@ggc-pgh.com ramoore@gray.com david@hjmartin.com scott@hardestyassociates.com bill.harmon@harmonconstruction.com jhealy@healyconstructionservices.com psmits@immel-builds.com bbronge@icibuilds.com matta@jagbuilding.com jim.agresta@jacarpentryinc.com ann@kerricook.com kent@lvconstruction.com btucker@mcaryinc.com dmarion@mrs1977.com marty@marcocontractors.com kerryl@marketcontractors.com bill@nbcconstruction.us mdudley@ncigc.com dennis@pinnaclecommercial.us dbloom@primeretailservices.com price@pwiconstruction.com jeffs@recrawford.com greg.west@raywestdesignbuild.com art@rectenwald.com sbachman@retailconstruction.com spfent@rcofusa.com info@rockfordconstruction.com mattp@russcoinc.com jkatkowsky@sachseconstruction.com joe@scheinercg.com mschimenti@schimenti.com cshames@shames.com denisedelong@singletoncontruction.net

MEMBER SINCE 2009 2017 2008 2013 1990 1992 2021 2015 2011 1990 1995 2021 2015 2021 2008 1992 1994 1998 2010 1990 2018 2016 2013 1992 2018 2014 2017 2005 2016 2020 2017 1996 2018 1995 2019 2013 2012 1998 2014 1992 1994 2019 2013 2018 2012 2014 2003 2011 2021 1996 1998 1996 2014 1995 2009 2012 1994 1994 2012

(Continued on page 5) 4

WINTER EDITION • 2022

Solex Contracting Sullivan Construction Company Taylor Brothers Construction Company, Inc. TDS Construction, Inc. Thomas-Grace Construction, Inc. Threecore, LLC Tom Rectenwald Construction, Inc. Trainor Commercial Construction, Inc. Travisano Construction, LLC Tri-North Builders, Inc. Triad Retail Construction Warwick Construction, Inc. WDS Construction Weekes Construction, Inc. Wesbuilt Construction Managers, LLC Westwood Contractors, Inc. William A. Randolph, Inc. Winkel Construction, Inc. Wolverine Building Group Woods Construction, Inc. Vision General Contractors of GA, LLC Vogel Plumbing, Inc.

Gerald Allen Amanda Sullivan Jeff Chandler Robert Baker Don Harvieux Ray Catlin Aaron Rectenwald John Taylor Peter J. Travisano David Brown Jay Dorsey Walt Watzinger Ben Westra Hunter Weekes Donal McIntyre Mike McBride Tony Riccardi Rick Winkel Michael Houseman John Bodary Tony Durand Brian Hogan

951-308-1706 954-484-3200 812-379-9547 941-795-6100 651-342-1298 972-800-2910 724-452-8801 415-259-0200 412-321-1234 608-204-7227 281-485-4700 832-448-7000 920-356-1255 864-233-0061 212-410-0270 817-302-2050 847-856-0123 352-860-0500 616-949-3360 586-939-9991 770-769-4674 517-528-8990

CA FL IN FL MN OH PA CA PA WI TX TX WI SC NY TX IL FL MI MI SC IL

jerry@solexcontracting.com amanda@buildwithsullivan.com Jeff.Chandler@TBCCI.com inbox@tdsconstruction.com don.harvieux@thomas-grace.com ray.catlin@threecorellc.com arectenwald@trcgc.net john.taylor@trainorconstruction.com pj@travisanocontruction.com dbrown@tri-north.com j.dorsey@triadrc.com walt@warwickconstruction.com bwestra@wdsconstruction.net hweekes@weekesconstruction.com dm@wesbuilt.com mikem@westwoodcontractors.com tony.riccardi@warandolph.com rickw@winkel-construction.com mhouseman@wolvgroup.com jbodary@woodsconstruction.com tonyd@viscongc.com bhogan@vogelplumbing.com

2015 2012 2014 1994 2012 2021 2010 2012 2015 2015 2013 2008 2019 1990 2021 1990 2011 1990 2012 1996 2020

Visit retailcontractors.org to view the profile of each RCA member company.

Click on “Find a Contractor” on the home page to search the member list.

Please notify the RCA Office (800-847-5085 or info@retailcontractors.org) of any changes to your contact information.

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WINTER EDITION • 2022

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NEWSLETTER

There’s still time to register for RCA’s 2022 Annual Conference. We are meeting in-person at the Gaylord Texan, prior to SPECS 2022. The conference is open to employees of RCA member companies, retailers, landlords, architects, and our sponsors and benefit providers. The full agenda and registration is available at retailcontractors.org/annual-conference.

Friday, March 18, 2022 Welcome Reception Saturday, March 19, 2022 Conference Sessions Casino Night & Dinner Sunday, March 20, 2022 Golf Tournament

Our keynote speaker is Ken Schmidt, a customer loyalty expert, and former Director of Communications Strategy for Harley-Davidson Motor Company.

In his session, “Make Some Noise: Open the Throttle & Dominate Your Marketplace,” Ken will share a fascinating story of how businesses of any size and scope can—by focusing on understanding and harnessing the most basic drivers of human behavior—improve their competitiveness and avoid marginkilling commoditization in even the most difficult marketing environments.

The road to building a fanatically vocal customer base, creating a passionately loyal corporate culture, and developing leaders who inspire and motivate starts here. Attendees will be challenged to consider what they are willing to do today that is different than what they did yesterday, for the people who can put them out of business tomorrow.

The first 150 people to register will receive a copy of Ken’s book, Make Some Noise: The Unconventional Road to Dominance.

The agenda also includes a Construction Markets Overview by RCA Advisory Board member Mike Clancy, Partner and Strategy Practice Leader, FMI Consulting. While construction activity has recovered more quickly than most expected, there is still anxiety surrounding supply shortages, inflation, and other emerging risks. Attendees will learn how others are preparing to best position their organizations for the next cycle.

We have partnered with OSHA Environmental Compliance Systems (OECS) for a session entitled, “The 5 C’s of Safety: A New Framework for Building a Strong Safety Culture.” Tim Sheehan and Tim Peterson will discuss how to energize your team’s safety efforts with the 5 C’s of Workplace Safety: Commitment, Compliance, Culture, Champions, and Costs.

Other program highlights include lunch entertainment by Carmen Ciricillo, The Construction Comic®, interactive roundtable discussions and an Advisory Board/Retailers Panel, dinner & casino night, at the Cowboys Golf Club, and a golf tournament, also at Cowboys Golf Club.

6

WINTER EDITION • 2022

 Ken Schmindt Mike Clancy 

 Tim Sheehan Tim Peterson 

 Carmen Ciricillo

Thank you to our Conference Underwriters Platinum

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800-915-9002 800-915-9002 cmi-usa.com WINTER EDITION • 2022

80 cm

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NEWSLETTER

RCA Sustaining Sponsors PLATINUM

GOLD

SILVER

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WINTER EDITION • 2022

2800 Eisenhower Avenue, Suite 210, Alexandria, VA 22314 800.847.5085 • www.retailcontractors.org

VOL 11 • ISSUE 1, 2022

The Voice of Craft Brands

For the love of good whiskey How Spirit Hound Distillers is helping drive that craft spirit feeling

Craig Engelhorn, founder & head distiller, Spirit Hound Distillers

The Voice of Craft Brands

For the love of good whiskey How Spirit Hound Distillers is helping drive that craft spirit feeling The love of whisky. Their state. Friendship. If you ask Craig Engelhorn why he and several of his friends conceived the idea to make an all-malt, 100% Colorado whisky, that’s the best place to start. And if they were going to do it, why not do it from scratch, using the best of the best the state of Colorado has to offer.

In 2012, their plan became a reality when they opened Spirit Hound Distillers in Lyons, which is located north of Boulder. In the true passion of the product, the Spirit Hound team do everything themselves: brewing, fermenting, distilling, aging and bottling. Using custom copper stills built by hand, the traditional shapes and dimensions that define Scottish whisky production help them ensure all purity and flavor gets into every bottle.

Hence, three years after they set their plan in motion, the first whisky release was in August 2015. The five barrels sold out immediately. To date, they have bottled nearly 300 barrels, including five bottled-in-bond barrels.

Of that, six barrels were bourbon, 20 honey whisky and 5 rye whisky.

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What kind of conversations are you having with your customers today?

We sat down with Engelhorn, founder and head distiller, to see where the Spirit Hound brand is heading moving forward.

Tell us a little about your brand.

We are a growing spirits distiller, focused on producing high-quality, hand-crafted spirits in Lyons, Colorado. We are literally and figuratively a Colorado brand. We use Colorado grain, water, climate and environs to shape our products as much as we can, creating a 100% grain to glass Colorado spirit experience. We’re coming up on our 10 year anniversary, and as such are one of the older distillers in the state.

Our brand is grass-roots and we pride ourselves on being built by hand. We build our own equipment, design our own recipes, pick our own juniper berries, and cultivate a community-oriented and enjoyable environment for both our customers and our staff. We genuinely enjoy making high-quality, local products.

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We are always engaged with our customers, and we find that there’s a wide appeal for folks wanting a quality experience with knowledgeable staff while drinking high-par spirits. Most of our conversations are explanatory—teaching people about our approach to making the best stuff we can. Some of the conversations we have with customers helps our research. We can tease out the details of what flavors or even spirits themselves that people enjoy to imbibe.

Give us a snapshot of today’s craft spirits market from your perspective.

The craft spirits market is similar to the craft beer world of a few years ago, but I think craft spirits are operating on an accelerated timeline and taking a bite into the mainstream product lines at a faster rate than early craft beer was able to do.

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A lot of our old favorite craft beer brands have now gone Supernova (a trend that has not quite impacted craft spirits yet, but I feel will). We’re in Colorado, a state whose customers were early adopters of buying local and supporting small, community-centered companies, and that value has driven our success.

I’m seeing an increase in the quality of true craft spirits and the level of knowledge of spirits among drinkers, which is great. That is always a positive for an authentic and genuine spirits maker.

What’s likely to happen next?

For Spirit Hound, we’re focused on leveraging our brand and capitalizing on the fact that we’re 10 years old with year-over-year success. We plan to grow aggressively and take our high-quality products into more markets. We just did a large capital infusion; we have serious expansion plans, and we’ve just hired Brad Stevenson, who was previously the

COO at Founders Brewing in Grand Rapids. He has real world experience growing a company successfully, as our new CEO. We’re very excited for our next steps.

What trends are defining the space?

There’s a large trend toward ready to drink beverages in spirits right now, and with breweries hopping on the “hard seltzer” bandwagon to bolster their recently waning sales numbers, there’s a lot of competition in that RTD space. What is exciting to us is seeing the super-premium space continuing to grow. We’re still seeing brown spirits gaining momentum.

Currently, a lot of whisky is getting parked in barrels all over the country, so we’ll likely see another oak barrel shortage coming soon.

What’s your story from a brand perspective?

We stumbled at the start to create a brand story. We had our original

name and logo, but just kept tweaking exactly how we looked here and there. A few years ago, we hired Colorado-based marketing company, Turn It Up Media, to help us understand who we are.

Our brand is inspired by our love for community, passion for spirits and the hard-working, can-do attitude of the hound. In the spirit of creating a truly craft product, we do everything ourselves at the distillery: brewing, fermenting, distilling, aging and bottling.

We are Coloradans that value the outdoors and use only Colorado ingredients to produce the finest spirits—something worthy of our Rocky Mountain home. Hound dogs are relentless. When you put a hound dog on the trail, it doesn’t give up. We’re relentless, too, in our pursuit of quality.

Walk us through your branding strategy.

We want the unique ingredients, experiences and inspirations we draw

from the Colorado Rocky Mountains, our genuine love for the authenticity of our do-it-ourselves approach and the quality of our spirits to shine through everything we do.

To guide our brand and help inform every decision we make, we developed a brand book that explains who we are, highlights the distillery’s values, and defines our audiences. From the tasting room to the retail shelf, we use those guidelines to make sure every experience and every spirit from Spirit Hound leaves an impression of the Rocky Mountains and the Colorado community.

What’s the biggest issue today related to marketing and selling?

How to create a brand that captivates a consumer who is confronted with a gigantic barrage of craft products that are quite honestly all over the map in terms of actual quality or the authenticity of production.

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What’s the secret to creating a branding story that consumers can buy into?

For us, it’s to continue to do what we love. We are passionate about the entire process of distilling. From the Colorado-grown ingredients, the handmade stills and bottling by hand, to creating challenging cocktails in our tasting room, we truly love what we do day in and day out. I personally believe people want a story that feels real, that they can relate to.

What’s the one thing every craft beverage/spirits brand should be doing in the way of marketing?

From my personal perspective, we see a strong impact when we sample our product. Whether that’s at events or at retail, if we can engage the drinker, sample the product and tell them our story, we make them a Spirit Hound fan for life. It’s important for the craft spirits industry to have that personal experience with the drinker. We’re not a faceless corporation.

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For the love of good whiskey

What do you see as some of your biggest opportunities moving ahead?

We continue to invest in our sales team, as we have the opportunity to grow right here in our home market of Colorado. As we scale production, we’re looking forward to expanding distribution and creating additional focus for our brand beyond our home state.

Sitting down with...

Spirit Hound Distillers’ Craig Engelhorn

What’s the biggest item on your to-do list right now?

Getting a pour of whisky and sitting back from my keyboard. But seriously, we’re continuing to put whisky in barrels to meet demand and are investing in new projects to accommodate our growth. We’re in the planning stages for a new building that will increase both our production space and our tasting room seating, that is certainly a priority right now.

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What’s the most rewarding part of your job?

The people. I feel fortunate to be in a

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great business where we have fun and people are excited to visit. It helps that we’re on the path to Rocky Mountain National park. I see friends, new and old, often as they pass through.

What was the best advice you ever received?

Pay attention.

What’s the best thing a customer ever said to you?

“Wow, I don’t like gin, but I like Spirit Hound’s.”

I love to hear this, and I hear it every day.

What’s your favorite brand story?

Liquid Death. Terrible sounding, but they’re killing it. Ahem.

CIRCLE NO. 47

PROJECTS

PROJECTS • CCD

Commercial Construction Data

F

ollowing is a brief report on new commercial construction projects. The information is presented as a service of Commercial Construction Data, a product of Commercial Construction & Renovation. For more information, visit www.cdcnews.com.

PROJECT NAME

CITY

PROJECT VALUE

SQ. FT.

CONSTRUCTION TYPE

START DATE

Burger King

Pennsburg, PA

$900,000.00

3,327

New Construction

Q2 2022

7-Eleven

East Patchogue, NY

$600,000.00

2995

New Construction

Q4 2022

Burger King #3534

Quakertown, PA

$200,000.00

1,794

Remodeling

Q2 2022

Belmont Village Retail Center

Floral Park, NY

$109,560,000.00

415,000

New Construction

Q2 2022

Walmart Supercenter #1742-257 Special Project Rebrand

Washington Towsnship, NJ

$2,492,907.00

30,000

Renovation

Q2 2022

JoAnn Fabrics #2574

Dickson City, PA

$600,000.00

20,112

Renovation

Q2 2022

Fordham Landing Project / Bronx Waterfront Mixed-Use Development

New York, NY

$3,500,000,000.00

5,000,000

New Construction

Q1 2023

HAP Tower

Jersey City, NJ

$400,000,000.00

840,000

New Construction

Q2 2022

829 Paoli Pike Mixed-Use

West Chester, PA

$7,000,000.00

26,396

New Construction

Q2 2022

Clinton Avenue Mixed-Use Development

Albany, NY

$7,000,000.00

54,428

New Construction, Renovation

Q2 2022

Hilton Garden Inn / Jamaica

New York, NY

$54,000,000.00

110,000

New Construction

Q4 2022

Residence Inn / Fairfield Inn Dual-Branded Hotel

Annapolis, MD

$20,000,000.00

80,192

New Construction

Q2 2022

Amy Gutmann Hall Data Science Building University of Pennsylvania

Philadelphia, PA

$117,200,000.00

115,954

New Construction

Q2 2022

Bnos Menachem New Educational Building

New York, NY

$3,000,000.00

22,449

New Construction

Q2 2022

Workforce Development and Technology Center Expansion - Grant Campus

Brentwood, NY

$1,820,000.00

6,000

Addition

Q3 2022

Delaware Valley Regional High School Student Center

Frenchtown, NJ

$834,600.00

6,658

New Construction

Q3 2022

UPMC South Hospital

Jefferson Hills, PA

$190,000,000.00

200,000

New Construction

Q4 2022

The Healthy Living Campus Project

Batavia, NY

$30,000,000.00

78,500

New Construction

Q2 2022

Hudson Headwater Health Primary Care Center

Glens Falls, NY

$10,000,000.00

31,000

New Construction

Q3 2022

MedVet Addition

Akron, OH

$300,000.00

1,740

Addition

Q3 2022

RETAIL/RESTAURANTS/QUICK SERVE:

RETAIL/STORES/MALLS:

RESIDENTIAL/MIXED USE:

HOSPITALITY:

EDUCATION:

MEDICAL:

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CIRCLE NO. 48

AD INDEX

Advertiser Page Reader Service No.

Advertiser Page Reader Service No.

aim

86

42

Mike Levin

8

5

ANP Lighting

15

10

NAC

23

14

Astek

43

22

National Sign Team

3

2

Beam Team

57

29

National Terrazzo & Mosaic Assocation

67

33

38-39

20

Navien

5

3

CVR 2-1

1 Niagara

45

23

Permit.com

79

38

Poma Retail Development, Inc

19

12

Porcelanosa

49

25

Project Management Consortium (PMC)

13

9

Bostik Canadian Nuclear Laboratories CDO

27

15

Ceiling Outfitters

47

24

CESO

85

41

Commercial Construction & Renovation 2022 Digital Buyers Guide Directory

64

32

Commercial Construction & Renovation 2023 Hybrid Summit

37

19

Rectenwald Brothers

55

28

Construct Connect

115

48

Rockerz, Inc

7

4

Construction One

17

11

Rock the Trades

52

27

D/13 Group

81

39

Schimenti

8, CVR4

6, 50

Dynamic Air Quality Solutions

21

13

Sparks

41

21

Gensis Lighting Solutions

31

17

Tax Incentive Agency

111

46

Georgia Printco

113

47

The Blue Book Network

96

45

GGI

83

40 The Townson Company

61

31

Triad Construction, Inc.

69

34

CVR3

49

Wolverine Building Group

29

16

GGS

59

30

Goodwin Commercial

74

37

Hunter Building Corp

71

35

Impact Security

11

8

Jones Architectural Creations

73

36

Xicato

93

43

Kingsmen

51

26

Yunker

95

44

Lakeview Construction, Inc

9

7

ZipWall

33

18

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 2, 2022

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ISSUE 2, 2022 — COMMERCIAL CONSTRUCTION & RENOVATION

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PUBLISHER

PUBLISHER’S PAGE

by David Corson

Taking the precautions that matter M y parents, who are retired, spend their Summer and Fall in Ohio, and their Winter and Spring in Cave Creek, Arizona, which is just north in the foothills of Phoenix. When it is time to return to Ohio for the Summer, they close their home for six months.

Every few weeks, they hired a management company to go over to the house to flush the toilets, etc., which helped keep the house lived in, so that when they returned the following season everything would be ready to go.

Last May, when they left and locked the door, thinking everything was fine. When the management company went to the house for the first time after they left, they could not get the door open. It was swollen shut. Finally, when they got the door open, a wall of water rushed out.

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It seems the water line in the refrigerator broke and flooded the house. Talk about a mess. Can you imagine the water running for two straight weeks? It was truly amazing how a small leak could do so much damage and cause such a headache.

Water is the silent enemy in buildings. Unless you can see where it is, it can do severe damage to any building or structure. In my parent's case, the entire interior of the house had to be gutted. It was basically just a shell after the demolition.

Luckily, they had high quality insurance and the house is being rebuilt. But due to the supply line hindrance, the finishing of the reconstruction project has been pushed back many months, as building products are not available to be installed.

We had a guest on our "Commercial Construction Coffee Talk Podcast" from Israel when the flood hit my parent's home. Our guest sells and installs water sensor systems in both residential and commercial buildings—sensors that let facility owners know if there is a leak and stop it before it ruins everything.

This little sensor, which is not going to break any construction or renovation budget, can be installed in any residential home or commercial facility. It could have saved much of the interior of the house, let alone saved valuable water loss in the dry desert area of Phoenix.

While fire causes a lot of damage, you can see it; smell it, hear it. Doing so enables you to take action. But water is different. Unless you see it leaking, it can be a wrecking ball.

In the reconstruction of my parent’s home, sensors were installed so this never happens again. Many insurance firms will be making these sensors mandatory for new construction. If you haven’t already, you should consider making this additional line item to your construction budget. It is better to be safe than sorry.

Water is to be in your tub, sink, pool, lake or ocean, not in the living room or master bedroom.

We hope to see many of you in person as we all get back to normalcy in living our lives with the daily hustle and bustle picking up. Enjoy the Spring ahead, maintain the positive business momentum moving forward and, as always, keep the faith.

While fire causes a lot of damage, you can see it; smell it, hear it.

Doing so enables you to take action. But water is different.

Unless you see it leaking, it can be a wrecking ball.

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