Construction Global - March 2017 by Construction Global

M a r ch 2017 â&#x20AC;¢ www.constructionglobal.com

Exclusives We talk to:

Rosendin Electric & John Holland THE ANSWER TO WATER

SCARCITY

Wastewater recycling technology

DEWALT ONSITE TOUGH JOB, RUGGED PHONE

Building the THREE GORGES DAM

The future of 3D technology is here. Leica Geosystems

SENSING

Leica Geosystems

PROCESSING

Gray Construction

VISUALIZATION

3D sensing, 3D processing and 3D visualization tools are changing the landscape of how assets are managed, projects are pitched, and designs are created. From AEC to asset managementâ&#x20AC;Ś and more. Whether sensing with drones, mobile rigs or hand-held devices to AR/VR and 3D printed deliverables, everything 3D is here at the only vendor-neutral, cross-industry, 3D event in the market.

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April 3â&#x20AC;&#x201C;5, 2017 | Marriott Marquis | Houston, Texas Produced by Diversified Communications

EDITORâ&#x20AC;&#x2122;S COMMENT

VANTAGE POINT HELLO AND WELCOME to the March edition of Construction Global. Our lead feature this month comes from Vantage Data Centers - we find out how the company is providing innovative scalability for many a business in the USA. This month also features the largest hydropower project in the world, the Three Gorges Dam. We look at how the project originally broke ground and continues to inspire and influence further developments worldwide. We also spoke to Stephen Westley, Director at Global Communications, who has recently collaborated with DEWALT to produce a rugged device fit for purpose within the construction industry and are proving to be a popular choice for many professionals working within the sector. Also included is our top 10 longest bridges in the world, which continue to inspire designers and architects. We sincerely hope you enjoy the issue, and as always, please tweet your feedback to @ConstructionGL

Enjoy the issue! Catherine Rowell Editor catherine.rowell@bizclikmedia.com

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F E AT U R E S

Building the Three Gorges Dam

PROFILE

CONSTRUCTION INDUSTRY:

LIST

TOUGH JOB, RUGGED PHONE

TOP 10

TECHNOLOGY

LONGEST BRIDGES

22 5

C O M PA N Y P R O F I L ES

USA & Canada

Expedient

Vantage

Rosendin Electric USA & Canada

ACCIONA

USA & Canada

Nebraska Department of Roads USA & Canada

106

Liquefied Natural Gas Limited (LNGL) USA & Canada

March 2017

124

John Holland Australia

144

134

Studco Australia Australia

Shining Knight Facility Services Australia

154

CBRE Asia

PROFILE

Building the Three Gorges Dam The Three Gorges Dam has become the worldâ&#x20AC;&#x2122;s largest hydropower project, raising the bar for further developments worldwide W r i t t e n b y : C AT H E R I N E R O W E L L

PROFILE THE THREE GORGES Dam has become the most influential hydropower project in the world, constructed at a total cost of $25 billion. Producing over 20,000 megawatts of clean and cheap electric power, the dam supplies enough energy to sustain the Chinese economy. Spanning the Yangtze river, over 30 large turbine generators create a continual source of sufficient power to ensure the economy’s longevity. Although the construction has proved highly controversial, the dam is not only a tourist spot, but has contributed to the reduction of greenhouses gases and large number of floods which previously decimated the region, creating long-term damages to homes, businesses and the economy. Originally conceived by President of the Republic of China Sun Yat-Sen back in 1919, the concrete and steel dam reaches heights of 180 metres (around 60 storeys) and spans 2km. The area contains the dam, two ship locks to support freight traffic, in addition to a ship lift, all of which support the movement of over 18 million tonnes of freight per year. 10

March 2017

A 17-year project Lasting 17 years, with over 40,000 workers undertaking the dam’s construction, the Three Gorges Dam is a fantastic feat of modern construction and engineering. The Yangtze river is one of the largest rivers in the world, with engineers having to tackle several complex issues in order to begin construction work. The erection of stone cofferdams allowed engineers to block off parts of the river in order to undertake initial works and build the first sections of the dam. However, a section was left available for the river to continue to flow freely. These works then enabled engineers to construct a concrete cofferdam on top of several tonnes of earth, placed into the dry riverbed. Once construction of the dam was completed, the cofferdams were removed to allow water to reach the turbines built within the dam. Thirty-two turbines have been embedded within the dam’s construction, with 34 generators weighing approximately 6,000 tonnes each, producing clean, renewable energy. Each turbine has the capacity of 700MW, making

BUILDING THE THREE GORGES DAM

“Thirty-two turbines have been embedded within the dam’s construction, with 34 generators weighing approximately 6,000 tonnes each”

PROFILE

“Built with approximately

28 million cubic metres of concrete”

the dam the largest hydroelectric power station worldwide. Water is directed down concrete tubes leading to the generators, enabling the turbines to spin and link to the generators, creating electricity. Dr Robin Charlwood, a Civil Engineer who worked on the project said: “This project sets a new benchmark in the hydroelectric industry. It’s only the first of a whole series of mega dams that are under construction in China.” 12

March 2017

Strong foundations Built with approximately 28 million cubic metres of concrete, the construction is phenomenal. However, to ensure the dam’s foundations do not deteriorate, spillway gates have been installed, alongside concrete shoots which hurl the water over 100 metres downstream, eradicating any potential flaws. The construction of the dam has not only minimised the risk of flooding

BUILDING THE THREE GORGES DAM

by releasing the water through a contained and controlled process, but also enabled economic growth. It receives over 150 freight ships per day over the Yangtze river - the biggest ship locks in the world were constructed here in order to cater for the predicted 100 million tonnes which will cross the river annually. As ships become enclosed by staircases and inner gate locks within the two different ship locks, water lifts the

ships either upwards or downwards through five tiers in around four hours. Through these ship locks, freight capacity has increased significantly, in addition to the reduction of shipping by 20 percent, therefore increasing its economic and environmental appeal. For passenger boats, however, the time taken to reach the top is minimised through the use of a ship lift, which acts as an elevator to allow boats to reach the top in just 13

PROFILE

March 2017

BUILDING THE THREE GORGES DAM

under 40 minutes. The structure is an impressive 113 metres high and can support vessels weighing up to 3,000 tonnes. It incorporates a helical gear system, where counter weights within the concrete walls help elevate the ships, in addition to over a thousand concrete blocks which are connected by cables. Controversy Despite the need for the dam’s construction, concerns have been raised throughout the process surrounding the environmental aspects of the dam and the long term-complexities it has created. Although it provides countless advantages, over 100,000 Chinese citizens had to be relocated as a result of the construction, and over five million tonnes of silt and sediment become trapped at the bottom of the reservoir every year. To counteract this threat to the dam and its functionality, engineers have inbuilt sluice gates which are situated inside the dam. Each gate weighs as much as a bus, which are supported through the use of hydraulic pistons. When the gates are opened, the trapped floodwater moves the sediment

through the dam, minimising this risk. Other areas of concern are the longterm consequences to aquatic life and food supply within China. The dam will disrupt the process of aeration in order for aquatic life and plants to thrive, creating a significant problem. In addition, there has been a need to relocate areas of food production, such as grains, which might not be able to be grown in less abundant soil. However, since its construction, the dam has stored approximately 39 billion cubic metres of water and supplied over 10 cubic kilometres of water to nearby cities and agricultural areas to support ongoing growth. The Three Gorges Dam will be able to provide enough power for the growing Chinese economy, reducing the level of toxic emissions through the use of clean, cheap electricity. Coal consumption is reduced by approximately 30 percent per year, in addition to the reduction of carbon dioxide and sulphur dioxide. Despite the disadvantages to the dam’s construction, the long-term benefits should far outweigh the short-term complexities and will provide a sustainable solution to ensure the country’s prosperity. 15

CONSTRUCTION INDUSTRY: TOUGH JOB, RUGGED PHONE WE LIVE IN an increasinglymobile world. Mobile technologies have revolutionised the way we live, shop, travel, learn and work. In the last decade, as consumer demand for the latest smartphones spills over into the business world, companies have become increasingly reliant on everything mobile can provide, including the ability to boost productivity, improve communications and help to mitigate risk within the workforce. In fact, 16

March 2017

research conducted by mobile operator Vodafone found that twothirds of small business owners and employees surveyed claimed that their mobile is now essential to the running of their organisation. Not surprisingly, mobile is part of the business technology agenda for most companies, and construction firms are no exception. In a study of 600 construction professionals by Sage Software, over 80 percent claimed that mobile technology is a

TECHNOLOGY

Stephen Westley, Director at Global Mobile Communications, explains the benefits of employing rugged devices as an increasing number of construction firms turn to mobile. Global Mobile Communications has recently collaborated with DEWALT to produce a rugged device aimed at professionals working in the construction industry.

moderate or high priority. The growing dependence on mobile technology can be seen throughout construction businesses, as managers rely on the technology to deliver everything from field communications to asset management and automated workflow efficiency. TOUGH ENOUGH Anyone working in the construction industry can tell you they spend more time out of the office than in it.

Construction workers are often out on different sites and dealing with changing conditions all day, yet they require the same mobile functionality as their office-based counterparts. Unfortunately, however, the latest iPhone and Samsung devices used by their colleagues tucked up in their offices are not durable enough for the construction site. For construction workers, a device must be able to withstand the daily life of a foreman working on site all 17

TECHNOLOGY day and all that comes with it – be it drops and spillages, punctures, scratches, dust or water submersion. Consumer smartphones may be attractive and now boast IP ratings but they are too fragile to survive in these environments. Professionals who are entirely dependent on their phones to get the job done, whatever the weather or location, need the peace of mind that their phone won’t be water damaged, suffer a cracked screen, or lose signal or battery. A connected device is inadequate unless it is robust, reliable and rugged. Rugged phones on the market are built with the construction industry in mind. They are less easily damaged than today’s latest smartphones, and many are MIL-STD-810 tested so can withstand drops from two metres onto concrete, extreme temperatures, chemical spillages and vibrations. SEAMLESS COMMUNICATION Like other industries, construction is increasingly reliant on realtime updates and the constant connectivity offered by mobile technologies to improve operational efficiency. Due to the complex 18

March 2017

nature of construction projects, they require the involvement of multiple disciplines; from builders, architects and designers to engineers, investors and legal teams. All skillsets working on a project need to be in constant communication to ensure the job runs smoothly, whether it’s releasing updates on blueprints, sharing diagrams, images of a building site, tracking where equipment is or to supply orders. These professionals are often entirely dependent on their phones for essential services that allow this real-time visibility including email, Google Sheets, invoicing applications and OTT messenger apps such as WhatsApp. If a device is broken or has a dead battery, the communication between teams is lost and the device is rendered useless – hindering productivity and potentially halting critical business operations. The standardised features offered by a rugged smartphone can help

TOUGH JOB, RUGGED PHONE

Video: The DEWALT MD501 is a rugged Android smartphone, built to exacting DEWALT standards.

workforces stay connected. Near Field Communication (NFC) capabilities can provide those out in the field with the real-time visibility needed to manage construction operations successfully and avoid project delays. Teams can provide instantaneous updates on job progression and completion â&#x20AC;&#x201C; if one team is running behind or repairs to equipment are needed, managers can re-appropriate resources quickly and efficiently. Other functions, such as push-to-talk, push-tomessage and push-to-locate, allow

instant communication between managers and their teams, and the whole team, on or away from the construction site, can be made aware of changes to job rostering or project progression right away. DUTY OF CARE Ensuring team communication and seamless connectivity may streamline businesses processes, but the most important concern for construction managers when implementing mobile into workforces is the ability to verify lone worker 19

TECHNOLOGY

“THE STANDARDISED FEATURES OFFERED BY A RUGGED SMARTPHONE CAN HELP WORKFORCES STAY CONNECTED” –Stephen Westley, Director at Global Mobile Communications

March 2017

TOUGH JOB, RUGGED PHONE

safety. Data from the UK’s Health and Safety Executive (HSE) showed that there were 43 fatalities amongst construction industry workers in 2015/2016, making construction one of the most dangerous sectors to work in. With workforce safety being a major concern for managers, they need the peace of mind that they have the right tools in place that can provide consistent and reliable communication between employees and management, as well as the emergency services, should an accident ever occur. A durable and robust handset, armed with an IP68 rating and other ruggedised features such including toughened Gorilla Glass can give a construction manager confidence that the device will perform and survive in the toughest of working environments. Furthermore, specialised rugged devices can be installed with a Lone Worker Protection App. This allows a worker to set one of the device’s main and easily reached buttons with panic alarm functionality. Should they get into trouble whilst working alone, this function offers an audible and text alarm, sending a worker’s GPS location and alert message

to their manager or colleague. For construction workers working at height, an accelerometer function can also be pre-configured to trigger an alarm if the employee suffers a fall. THE RIGHT TOOL FOR THE JOB Projections by the UK Commission for Employment and Skills reveal that in the next decade, the construction industry will see faster employment growth than any of the other major business sectors. As the industry expands, managers will need to employ technology that not only ensure streamlines connectivity throughout firms but also ensures the safety of their workers. Mobile has the potential to provide all of this, but for construction workers the latest technology cannot be truly harnessed unless a phone is rugged enough and robust enough. A device that is easily water-damaged, has a short battery life or fails to support a lone worker in an emergency situation, is insufficient for today’s construction worker. Investment in a rugged handset is a small price to pay for the benefits that a company could see if they choose to embrace this technology. 21

TOP 10

LONGEST BRIDGES W r i t t e n b y : C AT H E R I N E R O W E L L

TOP 10

One of the oldest transportation structures is the unassuming bridge, allowing travellers to reach their destinations, crossing areas of water or to avoid dangerous obstacles, continually providing sufficient support in both material and design. This month we take a look at the top 10 longest bridges in the world, which have been built against the increased need for commuters to gain access to employment, housing, alongside providing significant access within tourist destinations, utilising a number of different materials, designs and functions

TOP 10

CHINA Opening in 2008, the Hangzhou Bay Bridge has become the longest sea-crossing bridge worldwide at 22.2 miles, connecting Ningboâ&#x20AC;&#x2122;s Cixi to Jiaxing, while also reducing travel time between Shanghai and Ningbo. The cable-stayed bridge took nearly 10 years and 600 experts to design due to its nature and complexity. Constructed as a cable bridge in order to counteract Chinaâ&#x20AC;&#x2122;s unpredictable weather conditions and located in an area prone to earthquakes, the bridge has been built with the use of heavy duty cranes, utilising steel for support and durability. This use of material has enabled the bridge to have increased resistance to corrosion from strong tidal pressures, unlike similar bridges which have been constructed with concrete supports, with the widening of the bottom parts of the bridge. Incorporating six lanes, the transport link will aim to improve employment opportunities and infrastructure development within neighbouring areas.

March 2017

img crd: www.wikipedia.org

HANGZHOU BAY BRIDGE

TOP 10 LONGEST BRIDGES

MANCHAC SWAMP BRIDGE USA Located within Louisiana, the Manchac Swamp Bridge spans 22.8 miles and runs over Lake Maurepas. Opening in 1979, the twin concrete trestle bridge carries a third of Interstate 55 over the Manchac Swamp, with over 120,000ft of concrete used.

img crd: www.toplisttips.com

YANGCUN BRIDGE Completed in 2007 and spanning 22.3 miles, the Yangcun Bridge has become part of the Beijing-Tianjin intercity railway. 25

img crd: www.wikipedia.org

CHINA

TOP 10

LAKE PONTCHARTRAIN CAUSEWAY USA Similar to many bridges which have now been constructed, the Lake Pontchartrain Causeway was an idea that originated in the early 19th century, due to the continuous use of ferry services within Louisiana, which began to come into fruition in the 20th century. Encompassing 23.9 miles, the southbound bridges officially opened in 1956; however, the second round of construction works did not complete until 1969, with an overall cost of $76 million. Although the bridge amassed approximately 50,000 vehicles per annum upon its original opening, around 12 million commuters access the bridge per year. Constructed with over 9,000 concrete pilings, the toll bridge has reduced time travelled between New Orleans and the New Orleans metropolitan area, and has become a National Historic Civil Engineering Landmark.

March 2017

img crd: www.wikipedia.org

img crd: www.toplisttips.com

06 BEIJING GRAND BRIDGE CHINA

Completed in 2010, the Beijing Grand Bridge has become one of the longest bridges in the world at 29.9 miles.

TOP 10 LONGEST BRIDGES

BANG NA, HIGHWAY

THAILAND

Although it does not cross water, the Bang Na Highway is considered one of the longest bridges in the world, with six lanes spanning over 33.5 miles. Completed in 2000, the construction utilised over one million cubic metres of concrete, and was built in a partnership of Bilfinger and Berger and Ch. Karnchang Public Company.

CHINA

Completed in 2008, the Weinan Wiehe Grand Bridge encompasses 49.5 miles, crossing the Wei River and connecting Zhengzhou and Xian. Although finalised in 2008, the rail line was not opened until 2010. 27

img crd: www.toplisttips.com

WEINAN WEIHE GRAND BRIDGE

TOP 10

CHANGHUAKAOHSIUNG VIADUCT TAIWAN Part of the Taiwan High Speed Rail (THSR), the Changhua-Kaohsiung Viaduct incorporates 97.8 miles of track, running from Taipei to Kaohsiung.

img crd: www.wikipedia.org

02 03 TIANJIN GRAND BRIDGE CHINA

March 2017

img crd: www.wikipedia.org

Completed in 2010, the Tianjin Grand Bridge links Langfang and Qingxian in China to the Beijing-Shanghai High-Speed Railway, encompassing 70.6 miles and becoming the third longest bridge in the world.

TOP 10 LONGEST BRIDGES

img crd: www.wikipedia.org

01 DANYANG KUNSHAN GRAND BRIDGE CHINA Opening in 2011 after a five-year construction period, the DanyangKunshan Grand Bridge covers

an impressive 102.4 miles on the Beijing-Shanghai High-Speed Railway. Built at a cost of $8.5 billion, the construction has reduced congestion and will accommodate for the growing population within the region, enabling trains to run every 5-10 minutes at peak times. 29

The tremendous growth of

leading data center provider

VANTAGE With customers on the Fortune 100 list and an everexpanding client base, Vantage is growing fast, no better shown than by a massive new construction program Written by Leila Hawkins Produced by Tom Venturo

VA N TA G E D ATA C E N T E R S

he data center market is one of the most competitive in the world. Yet in the face of this, Vantage is experiencing astronomical sales, becoming an industry leader with clients who are on the Fortune 100 list of the biggest companies in the US. Since it was founded in 2010, Vantage has undergone a

March 2017

dramatic revamp. With campuses in Silicon Valley and Washington and several more in development, itâ&#x20AC;&#x2122;s expanding extremely fast. Sales have rocketed in the last few years, so to meet this ever increasing demand three new data modules were added to the V1 building in Santa Clara in 2014. Currently it operates

USA

five wholesale data center facilities: four in Santa Clara, in the heart of the Silicon Valley which is one of the top data center markets in the world, and one in Quincy, Washington, known for being home to data facilities owned by Microsoft, Dell and Yahoo. Vantage is currently in the process of a monumental construction program.

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ABB delivers intelligent power to secure the data needs of tomorrow. Data centers need power 24/7 to avoid outage costs of a reported $1 million or more per hour. ABB’s data center solutions and integrated systems are designed for heavy-duty applications and the world’s ever-increasing data demands. As an expert in power and automation, we have solutions for every type of data center; cloud, colocation, telecommunications and financial services customers. With today’s data centers consuming 30 times more power per square foot than the average office building, and with the demand for electricity continuing to grow, it is critical that we plan to use our resources more effectively. We believe that intelligent data needs intelligent power and provide technologies which allow for stronger integration of renewable energy resources. We adopt a three-pillar strategy to improve efficiency and ensure continuous operation:

1. We don’t just view energy as electricity – it could also be hot and cold water. We use smart intelligent connections to get heat out and product cooling back to the data center. ABB can oﬀer innovative power grid technology and expertise required to integrate multiple power sources as well as grid power into your data center.

2. We all know that increasing energy demands lead managers to over-plan capacity

from the outset. At ABB, we take a diﬀerent view, by provisioning electrical infrastructure with more industrial thinking. The use of elastic critical infrastructure allows operators to purchase the required amount of capacity from day one, reducing costs and driving energy eﬃciency. ABB’s entire portfolio is designed for modularity, from components like circuit breakers, UPS systems, all the way through to our engineered solutions like substations.

3. We also provide solutions for more environmentally friendly data centers through

deep component visibility. Data centers can be complicated things; they include a myriad of devices, from servers to ﬁre extinguishers to cooling equipment, all of which need to be connected. By using industrial protocols that transfer more content and data we minimize the amount of cables and reduce complexity in the architecture

Just imagine how everyone is depending more and more on data, computing power and connectivity, with an increasing reliance on optimum data center performance. At ABB, we can help you meet the data demands of today and tomorrow.

www.abb.com/datacenters

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USA

The non-stop construction project Director of Construction Spencer Myers is in charge of budgeting, scheduling, hiring the construction teams and generally managing the overall building program by keeping stakeholders and management informed along the way. He stepped up to the role after being the company’s senior project construction manager, prior to which he spent 14 years as senior project manager at engineering consultancy firm Alfa Tech. Two new facilities are in development on its existing Santa Clara campus, which will deliver an additional 24MW of capacity, bringing the total capacity of the campus to 75MW. V6 began construction in October last year, and it’s estimated it will be up and ready in the summer of 2017 with another 9MW over two stories. V5 begins construction this month, bringing 15MW of new capacity in a four story building when it’s finished in 2018. While the internal construction team has around a dozen people,

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The Name Says It All Optimal Power Solutions is involved in all aspects of the critical power infrastructure from sales, to service, to the more in-depth design assist with the engineering community and the end users. OPS specializes in static UPS systems (Toshiba), Paralleling/ Medium Voltage/Low Voltage Switchgear (Thomson Power systems), Battery Solutions (DEKA), STS/PDU and RPP (ABB/Cyberex), Busway systems (E&I), Rotary DRUPS (E1 Dynamics), Battery Monitoring systems (Alber).

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USA

there can be up to 250 people working on the project each day once construction has commenced. As Myers explains, “we’ve had to find ways to duplicate ourselves or delegate responsibilities by adding more project team members, more construction team members, and basically aligning ourselves with more partners so we could still get the work done within the necessary timeline. We had a zero to 60 ramp up speed when all of a sudden everything had to get done. We hired a bunch of people to leverage their skills and resources to allow us to do that.” The building designs are flexible, making it possible for them to handle different rack heights, room configurations, power redundancies,

cooling strategies and more. The two new buildings will deliver raised floors (V5) and slabs on grade data modules (V6) that allow for highly variable layouts and configurations to meet any specific customer needs. Additionally, the buildings are designed to be as energy-efficient as possible. In the case of the Silicon Valley campus, it abides strictly by California’s Title 24, which states that buildings must keep their impact on the environment to a minimum. As Justin Thomas, Vice President of Design Engineering and Construction says, “wasted energy is wasted dollars”. Thomas is in charge of the data center building projects for both campuses. He also oversees all

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DESIGN THROUGH COLLABORATION PASE is on the cutting edge of Mission Critical Facility Design. Our project portfolio includes notable developments located throughout the United States and around the world, including 1,000+ MW of dataspace over the last eight years. A proactive and collaborative approach to data center design, coupled with extensive experience, makes PASE an incredibly valuable asset to any fast-track design team. Our expertise and responsive, hands-on approach give your team a competitive edge, turning engineering possibilities into structural realities.

www.pase.com/datacenters

datacenters@pase.com | 408.957.9220

USA

Aerial view

planning and design for expanding into new markets, coordinating with sales, understanding customer requirements, and translating these plans into physical, deliverable products. In his current role he has helped the facilities achieve lower PUEs (Power Utilization Efficiencies) than many other data center providers in the region. The PUE is the multiplier of energy that goes above what is used to power the computer racks such as cooling, lights, and security cameras. “We try to be very cognizant of the design, especially on the mechanical side,” Thomas explains. “Mechanically there are a lot of different technologies

you can use to drive it down. We try to be an industry leader in terms of the wholesale side, and having our PUE down in the 1.2 to 1.3 range.” All the keys to success While the architecture and design of the facilities are integral to its success, having an expert workforce plays a big role in it too. Three years ago Vantage moved most of its operations in-house. This was possible thanks to having highly skilled on-site engineers. Staff regularly attend external courses to add to their skills and take part in in-house training programs. Vantage

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Ted Mahl and Albert Chiang set out to create a technology-oriented firm that combines experience, superior quality staff and exceptional team spirit to ta take on the challenges of today's data centers.

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We have to go vertical,

so instead of building a single story

our projects are now four stories high.

data center

Weâ&#x20AC;&#x2122;re literally going up

â&#x20AC;&#x201C; Justin Thomas, Vice President of Design Engineering and Construction

M engineers, inc. T H

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We repair things faster since we’re not waiting for callouts, and usually at a lower cost because we’re not paying overhead for another company – Chris Yetmam, Chief Operating Officer

has also produced a library of training videos in areas like software, safety and arc flash prevention. This has the added effect of keeping employees motivated. Chief Operating Officer Chris Yetman is largely behind this culture. He brought to his role a wealth of expertise, having spent almost 20 years leading operations in the internet infrastructure industry, including spells as Vice President of

worldwide Infrastructure Operations at Amazon, and as Senior Vice President of Process and Technology at Integra. It also means problems can be solved more efficiently. “We repair things faster since we’re not waiting for callouts, and usually at a lower cost because we’re not paying overhead for another company,” Yetman says. “So with that in mind we know that well-trained facilities

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Intelligent Structural Solution

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we’ve had to find ways to duplicate ourselves or delegate responsibilities... We hired a bunch of people to leverage their skills and resources to allow us to do that – Spencer Myers, Director of Construction

engineers become a huge plus for us.” This naturally results in an immensely happy workforce. “Employee satisfaction is huge when you actually get to do the job versus being paid to babysit someone else,” Yetman adds. “You also round up your skill set which makes you more marketable.” This also has a positive effect on the customers. “Happiness is like

a cycle,” Yetman continues. “If the customers are happy to see you every day and they complement you, you feel better about your work which makes you want to do better for your customers. It becomes this neat virtual cycle where they’re very happy about the environment, and employees are happy being here for the same reason.”

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there’s never been a better time for Innovation 1919

Year Founded

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Celebrating 25 Years of Employee Ownership As an employee-owned company, we know our continued growth and success are a result of outstanding teamwork and commitment to superior service and innovation.

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Overcoming challenges The biggest challenge now lies in the land. While in Washington it’s mostly unencumbered greenfield, in Silicon Valley it’s significantly more expensive than elsewhere in the country, partly because most has already been built on. For instance, the second Santa Clara campus was formerly a fruit processing plant, so Vantage is taking it all the way down to the ground and re-building it from scratch. There are other hurdles too. “Maybe there isn’t enough power,” Myers explains. “Let’s say we identify a property, it can take three to six months just to figure out if it’s viable.” After that it may be another two years until the facility is ready, factoring in obtaining permits. Space in Santa Clara may be at a

premium, but Vantage is maximizing what’s available. “We have to go vertical, so instead of building a single story data center our projects are now four stories high. We’re literally going up,” Thomas says. The company has achieved huge levels of success, juggling complicated construction projects while staying ahead of competitors. But there’s no letting up as Vantage continues to keep a keen eye on expansion. Beyond all the work already underway, Vantage has also secured land for a completely new second campus in Santa Clara. This project will leverage all of the great work and learning achieved to date as the team brings four additional buildings and another 69MW to the market in the coming years.

Unparalleled construction

For nearly 100 years Rosendin Electric has been providing market leading construction services for some of the worldâ&#x20AC;&#x2122;s biggest corporations Written by Dale Benton Produced by Tom Venturo

ROSENDIN ELECTRIC

osendin was founded by Moses Rosendin. The company started life supporting the agricultural business in turn-of-thecentury Silicon Valley, winding pump motors, and rural electrification. As Rosendin grew over the next 95 years, the company developed into a multi-billion dollar, full service design+build electrical contractor and technology integrator. Expansion was first derived from working with Intel across Oregon, Phoenix and Albuquerque then jumped to geographich expansion encouraged by other customers, leading to what Rosendin Electric is today. For Bill Mazzetti, Senior Vice President, his journey with Rosendin started back in 2005 and his introduction represented what he describes as a “changing of

Rosendin Electric Year founded

1919

the guard”. Mazzetti joined after divesting his family’s engineering business in 2004 to his old partners. “Looking at our progression as a company in the late 90’s and into the 2000’s, management bought out the Rosendin family via an Employee Stock Ownership Plan (ESOP), which widely distributed ownership of the firm. And then starting in 2005, several new executives joined a growing number of home grown leaders all to add new perspective to the company,” he says. “As we had some new ideas and our existing markets were getting a bit crowded, we started looking at opportunities that weren’t organically grown. Before, we worked with existing clients like Intel, we now work more prospectively and in concert with a strategic plan for the company.” Some of that growth came in the renewable energy and data center businesses. While the renewable energy business was founded as a wind power group in 2000, in the past five years, it has blossomed into a leading provider of grid storage, distributed generation and grid-based

March 2017

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solar work. Similarly, their data center business grew from zero in 2005 to over $650M in installed work in 2016, while simultaneously giving birth to Modular Power Solutions, Rosendin’s factory-built provider of complete electrical systems, and the leader in the field today. Rosendin Electric is the largest speciality contractor in the United States and works with some of the US’s largest companies, with particular focus on tech companies in Silicon Valley, Rosendin’s home court. While Rosendin works with many of the most sophisticated companies in the US, their tech clients press the known limits for speed to market and innovation for their builds. By all accounts, everyone marvels at the work’s size, scope and design aesthetic. Some projects are so large that the Pentagon could be dropped into the middle of them and the Pentagon would not touch the outside walls. “Like many of the large, complex and rapidly-constructed projects we are engaged with, there are often times that labor resources or the

“If you don’t have customers, you are not a contractor” – Bill Mazzetti, Senior Vice President sheer speed of the work demands a different approach to delivering the project on time and with quality. But with a job of this size, we at Rosendin had to ask ourselves, “How do we build it differently,” he says. “The traditional approaches

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ROSENDIN ELECTRIC

and techniques simply won’t work at that scale and speed.” While the public has seen the design and scale of the recent projects in Silicon Valley, it’s the construction techniques that are the most innovative approaches that Rosendin had ever seen. The use of prefabricated system, modular

Number of employees at Rosendin Electric

7,250

power and the general assembly of the building electrically will give a road map for what is now possible. “This level of innovation in construction will make people turn their heads and is reflective of where we feel the industry needs to go. With the commercial construction business losing skilled craftsmen at twice the rate it is replacing them, the construction methods and habits must address this labor shortage. Especially with one of our ongoing projects, it is a good step in showing people that, actually, we can do something different and change our methods to address projects

March 2017

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that while aren’t labor-constrained but certainly very, very fast.” With a commercial construction project, the size of the project often dictates just exactly which company can take on the project. Once a project is announced, contractors must look at the resources at hand, the field leadership, their finances, and supporting resources, both internal and external to the company. For large and complex work with a high degree of schedule or performance risk, this makes the list of contractors who are compatible with the project relatively shorter. It is an arena that Rosendin thrives in.

Another key challenge is the resources available. Mazzetti believes that there is a general societal mindset that looks down upon the construction industry - that it is not technology savvy, too dangerous, difficult and therefore unworthy of their consideration. In the current economic climate, this poses an especially acute problem as employments rates are persistently low in the most active construction markets. “There just aren’t enough people coming through the door who see construction as a noble, intelligent and worthwhile career,” he says. Couple this with the fact that even

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though there are a huge number of young people who come out of college and into the construction industry, the process in going from fresh out of school to fully licensed and certified electrician or electrical engineer ready to work is often a long one. “Our cycle time between layman and fluency is a much longer than most jobs and when the economy is busy, good people are hard to find. That is not news, but it is one of the biggest challenges the industry is facing today.” This is nothing new for Mazzetti. When he was chairman of his former business, Mazzetti, his own father spoke of the challenge in getting fresh out of high school and college kids excited about construction and engineering. This generational problem has been one that has been tackled with constant outreach, but Mazzetti admits that while the mindset is changing, it is still an ongoing and difficult process. Recognition 2016 has proved a very successful year for Rosendin Electric, with

two of its projects being selected for the 2016 Global Best Projects Awards by Engineering News Record (ENR). When it comes to singling out achievements though, Mazzetti places greater value in two areas – customer satisfaction and employee retention. “The rewards you don’t see is what keeps 6,000 people in the field and 800 people employed in the office every day, the customers coming back,” he says. This echoes the ethos that Mazzetti has had with him since he was a child, the most important aspect of being a contractor really is the customer. “If you don’t have customers, you are not a contractor. The key to building a great firm with a great team is having great clients that allow you to do that every day. Those sophisticated customers have high standards and unique demands. “Rosendin really takes that and says if you don’t offer something different then you don’t get to work with those customers.” Integrity As a contractor, competition is

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ROSENDIN ELECTRIC

“The key to building a great firm with a great team is having great clients that allow you to do that every day” – Bill Mazzetti, Senior Vice President inescapable, and in all ways healthy. There are a wide number of other people out in the market who could take on a job that you are chasing. But when it comes to what separates Rosendin from others is the integrity of the business. “If we tell you it’s going to cost a dollar, it’s going to cost a dollar. Or should we suggest any one of several courses of action, they will be viable, with proper cost, schedule and risk attached to them. It is about arming our clients with the information to make the right decision for themselves. This is in our DNA. Clients reach out to us because they want a peer who is sophisticated and forthrigth,” says Mazzetti. This “straight shooter” approach is something that Mazzetti firmly believes in, but admits in some instances has lost potential customers. “The

March 2017

buying process and experience varies widely in construction, as it does for all commercial endeavours for that matter. But when you are trusted with hundreds of millions of dollars of your client’s capital, and in all cases, being further trusted to deliver a strategic asset absolutely vital to their business, there is no room for nonsense and not having a crisp, truthful and sober approach to it all.” Integrity, and bringing out the best behaviour in people to generate a more beneficial relationship with a client, is a mindset that is coached throughout the business from the CEO on down. It is this approach that has allowed Rosendin to retain customers over the years, a level of trust and respect but also safety in the knowledge that the company will be the best for the job. “There’s a saying I have, ‘I worry

CONSTRUCTION

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about a great many things but the one thing I don’t worry about it is us doing a great job’,” he says. Technology Rosendin has invested heavily in its people and not simply the customer facing part of the business. Training, employee ownership and safety are hallmarks of the Rosendin culture. And while Rosendin has been entrusted to deliver for our clients and our confidence in that is no issue, Mazzetti is mindful of one thing – complacency. “The fact is, you want to stay far enough ahead of everyone so they can’t catch you but at the same time not too far where you are not relevant,” he says. “In every way, we are only as good as out last project.” What most folks don’t see is

Rosendin Electric annual revenue

2.2 billion $

(USD)

that technology is continuously transforming the commercial construction industry. Rosendin has extensively invested in technology over the past decade. “The realities of our business today is that the speed, financial size, operational complexity and the sophistication of the projects themselves demand it.” That includes drone observation and testing, interactive design and building modelling system and business intelligence. For Mazzetti, technology has enabled Rosendin to ask the question, whether it comes to budgets, quality of work, timescales, safety or logistics, are we in the spot where we believe we are and is the project going as we expect it to? “To put it simply, we are giving the pilot better instruments to fly with,” he says. Rosendin uses Oracle software for data analysis and their ERP and this allows the company when working on projects to understand exactly where it is with regards to its projected outcomes. This is something that isn’t restricted

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ROSENDIN ELECTRIC

March 2017

CONSTRUCTION

to Rosendin, but its customers too. Over the past three years, process automation and business intelligence has reached every corner of their business. That allows us to give a very accurate picture of where our projects and the firm is every day. “Sophisticated customers want sophisticated reporting and execution,” he says. “Customers want jobs completed faster and cheaper with very high quality, and you have to have the processes in place to support that.” Globetrotting Looking to the future, Mazzetti sees Rosendin expanding both geographically and in its offerings. The company has worked with their tech clients in countries such as Sweden and Israel. As it was in the first days of expansion Rosendin follow its clients. Whatever the future does hold for Rosendin, Mazzetti is wise enough to acknowledge that the economy is uncontrollable, but as a company it can continue to make smart business decisions. “We are a company that flows to need, like the river flows where it flows. While we have strong roots in several industries and markets, we are wise enough not to force it either, we’ve all learned the hard way earlier in our lives,” he says. “Rosendin allows me to do what I want to do and what is best for our clients, which is solve problems for clients and customers every day. There’s an inescapable draw based on our capabilities and our client’s challenges that we can’t resist.”

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ACCIONA DIVES TO NEW DEPTHS IN CANADA Written by Sarah Megginson Produced by Tom Venturo

With more than 15 years of experience planning and executing infrastructure projects in Canada, ACCIONA is starting to make waves in the water industry through its water division, kicking off with a 30-year project to transform New Brunswickâ&#x20AC;&#x2122;s largest water works

ACCIONA

ransforming one of Canada’s oldest water distribution systems into a modernday benchmark is no mean task. With a three-year construction and 30-year maintenance commitment, the CA$217 million Saint John Safe Clean Drinking Water project will see the construction of a brand new water treatment plant by November 2018, capable of treating 75 million litres a day. The treatment plant, combined with a 33 million-litre storage facility, will serve 70,000 residents in Saint John, New Brunswick. As the largest project of its kind in the province, it’s a significant step forward for improving the quality of existing water infrastructure. For ACCIONA, it marks a significant step into the Canadian water treatment market. For more than 15 years, ACCIONA has been planning and executing vital infrastructure projects across Canada. Drawing on its position as a global provider in the development and management of sustainable infrastructure, water, services and renewable energy – a network of expertise comprising more than 33,000 people in dozens of countries across the globe – ACCIONA

March 2017

USA

“Having local people on board gave us insights and has really been integral to our success” –A ndrew Evenden, Senior Project Manager

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combines this formidable technical knowledge with strong local partnerships on the ground. Such work has resulted in the successful completion of numerous Canadian Infrastructure projects, and led ACCIONA to be a lead partner of choice for one of the largest infrastructure projects in Canada: Site C Clean Energy Project. ACCIONA has also installed more than 200MW of renewable energy through projects in Alberta, Ontario and New Brunswick. Further strengthening the company’s sustainable credentials is the construction of two LEED gold certified hospitals in British Columbia, the Royal Jubilee and Fort Saint John. With such a track record of success, its intent is to build a similar reputation in the Canadian water industry. Andrew Evenden is a Senior Project Manager with ACCIONA, pursuing opportunities in the design and construction of all forms of water treatment and wastewater treatment plants, including conventional systems and membrane type technologies. Beyond construction, the company

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Andrew Evenden Senior Project Manager

Andrew moved to Canada with ACCIONA in January 2015 to manage the Company’s bid submissions for the Saint John Safe Clean Drinking Water Project (SCDWP). Working closely with ACCIONA’s well established Canadian construction business, the Canadian water infrastructure community and several key Saint John firms, he brought a formidable team together for this important project. After financial close, Andrew moved to Saint John as the Design and Build Project Director to start the development and construction of the project which is progressing well towards completion which is planned for end of 2018. Andrew has over 25 years’ experience managing large, technically complex, multifaceted projects in the Middle East, USA and Australia. He holds an MBA from Adelaide University in Australia, and a Bachelor of Science in Electrical Engineering from the University of Leeds, UK.

ACCIONA

“They have a system in place that includes infrastructure which, in some cases, IS WELL OVER 100 YEARS OLD, so the reliability is difficult to manage” – Andrew Evenden, Senior Project Manager

can also assume responsibility for the operation and maintenance of networks and treatment plants. “ACCIONA is very much an international company having, in the last 10 to 20 years, expanded into many markets around the world, including the Middle East and North Africa, Europe, South America and

March 2017

North America, Australia and South East Asia,” Evenden explains. “Canada and the United States offer good opportunities to grow our water division, building on the successful Tampa Bay Desalination Plant and Saint John projects that require specific expertise in design build operation type contracting.”

USA

Saint John: a Canadian flagship project While ACCIONA has been successfully delivering new projects in Canada for many years, ACCIONA’s water division has only recently entered the market – and it did so with a very ambitious project. Saint John, New Brunswick

is a thriving port city, home to around 70,000 people in total, with approximately 128,000 in the census metropolitan area. At present, the city’s existing water system is aging and needs updating to ensure the water meets current and future guidelines and that deficiencies in infrastructure are addressed. While

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the existing drinking water is safe, the need for improving treatment processes and upgrading existing infrastructure is significant. Enter ACCIONA, which has collaborated with a number of key partners and suppliers in several joint ventures to construct the city’s new water treatment plant – an exciting milestone that will bring substantial improvements to the quality of drinking water for residents. “Delivering this type of project to the residents of Saint John will improve the quality of the water they’re using,” Evenden says. “Whilst the residents of Saint John have been drinking water which is disinfected correctly and therefore safe to drink, the quality of water delivered to the ratepayers doesn’t meet the current Canadian water standards, which is really driving these changes.” There are four parts to the project: the first is the construction of the new water treatment plant. This will deliver water from the existing water source reservoir to the city’s eastside residents. Instead

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Brian Nicholas Director, Business Development North America

Brian is responsible for co-ordinating the growth of the water sector enterprise across North America for ACCIONA, with a special focus on the design, construction and if required operation and financing of water and wastewater treatment plants. Prior to this, Brian was responsible for developing and overseeing the water division business growth in markets such as Australia, Canada and the United Kingdom, as well as growing and managing a multidiscipline business development team that includes marketing, technical, project management and estimation. He has over 40 years of water sector experience. Brian has qualifications in business administration; environmental management and chemistry.

ACCIONA

Darren Sokoloski President and Country Director

As Country Director and President, Darren is responsible for the strategic direction and overall performance of ACCIONA’s Infrastructure division in Canada. Darren joined Acciona in 2012 and previously held positions with infrastructure investor and constructor Bilfinger Berger and with the infrastructure investment arm of Macquarie Group. Darren’s experience in infrastructure development and delivery includes work with public sector and private sector clients across a range of asset classes.

March 2017

of it just being disinfected, it will go through a complete modern water treatment process. The second part of the project involves significant upgrades to the water source reservoirs, installation of new water transmission mains and relining of existing transmission mains throughout the city. This part of the project will provide significant upgrades to an aging water infrastructure network – some of which has been in place for well over 100 years. The third part of the project involves development of a new well site on the west side of the city and an upgrade to the existing pump stations and transmission lines to deliver well water to the residences west of the St. John River. “Then, the fourth part of course is looking after the operational side of the project,” Evenden adds. “It’s a three-year construction period, which commenced in February 2016 and is due for completion November 2018, but following completion, there will be 30 years of operations that needs to be planned for.”

USA

A unique challenge Evenden, who confirms that construction is well under-way and on schedule, says the company was excited to be onboard with a project that presented so many unique challenges, particularly to do with water security. “The water delivered through the new water plant and the new well site will improve odour, taste and clarity – and from a consumer point of view, it won’t be susceptible to boil water orders, which is a great benefit to the residents.”

Local strength Grappling with aging infrastructure was an anticipated challenge, but Evenden admits there have been other challenges that they have come across throughout the project. For instance, Saint John has a sizeable amount of rock close to the surface, and therefore required more blasting and removal than first anticipated. “Aging infrastructure and the high levels of rock around the city presents us with some interesting challenges. But having local people on board gave us insights and has

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really been integral to our success.” Local partnerships with two businesses in particular, Gulf Operators and FCC Construction, have highlighted much about the benefits of utilizing local companies and expertise. “We teamed with a couple of very strong local companies, who we’d call our ‘construction partners’, and these are people we’ve dealt with and worked with very closely for over two years,” Evenden explains.

March 2017

“Having these businesses on board has made a big difference, in terms of understanding the local market and appreciating how Saint John works as a community. The culture is extremely friendly and locally oriented, therefore the market and the business scene is very community and socially-minded”. A progressive pipeline Thanks to its expertise, global experience and strong local

USA

partnerships, ACCIONA has several water projects in the pipeline and is continuing to position itself as a partner of choice to actively participate in the emerging design build and P3 markets in Canada and the USA. Last year, the company was shortlisted for the Lions Gate Wastewater Treatment plant in North Vancouver, BC, Canada. With the current treatment plant at the end of its operational life and new treatment regulations taking effect in 2021, new infrastructure is needed to ensure the continuing deliverance of quality and reliable wastewater treatment for the city.

Projects such as Saint John SCDWP will provide a benchmark for ACCIONA to replicate in other provinces across Canada. It will also be a prime example of how to combine global expertise with local partners’ knowledge. In the coming years ACCIONA will continue to bid for crucial water infrastructure work that will ultimately enhance the quality of life for thousands of Canadians. Evenden concludes: “Acciona is very excited to be onboard with our first Canadian project, and is looking forward to participating in many other Canadian water and wastewater projects over the next few years.”

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EXPEDIENT:

LEADING THE WAY FOR DATA CENTERS We speak to Jonathan H. Rosenson, the Vice President of Quality Assurance and Strategic Initiatives, to find out what makes Expedient the go-to provider

Written by Leila Hawkins Produced by Tom Venturo

EXPEDIENT

loud computing is becoming second nature to businesses, as ingrained as processes like accounting. Data centers are growing at an incredible pace to accommodate this need for virtual space - they’re invaluable resources providing fast connectivity, large amounts of storage and security. Expedient is one of these data centers, but what sets it apart from the others is its ability to work at a local level, which bigger companies often can’t do. Its 11 sites in seven cities including: Cleveland, Baltimore, Boston, Indianapolis, Columbus, Memphis and Pittsburgh provide cloud services, backups, firewall, VPN and disaster recovery. Jonathan H. Rosenson, the Vice President of Quality Assurance and Strategic Initiatives explains: “We are unique because the physical footprint of our organization is different from our competitors. Being able to provide local services is a significant differentiator for us. Half of our clients take advantage of services in at least two data centers, some of them take use three or more in order to maintain even higher availability. Our focus on infrastructure as a service has led us to build consistent capabilities at each of our locations, ensuring the availability.”

March 2017

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Founded in 2001, Expedient’s mission has always been to fulfil clients’ technological needs, even in the days before the cloud, when its facilities were equipped with thousands of physical servers. “We find that our target clients, regardless of industry and size, really need our help because of their skills gaps, or because they may have a really heavy workload” he says. Expedient’s top customers belong to the healthcare, finance, manufacturing, e-commerce and retail industries, in that order. The data facilities are located on the Midwest and Eastern US where there’s a wealth of natural resources like gas and oil, so it

If we need to buy something we have the funds available to do so, whether it’s buying generators or servers

Jonathan Rosenson Vice President, Quality Assurance and Strategic Initiatives

Jonathan H. Rosenson has more than 22 years of experience leading customer service, project management and product management initiatives in the information technology industry. At Expedient, Mr. Rosenson provides oversight of the planning and successful transformation of business processes and organizational change.

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also has a substantial number of customers in the energy industry. Other typical clients are engineering and law firms, and generally companies that have large data storage or transmission requirements. Rosenson says the business doesn’t cater to any particular size of company. “I think the average would be under $500 million in revenue. But we certainly serve companies on both ends of the spectrum.” Since its inception Expedient

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has forged partnerships with major players in the industry, including technology multinational, Intel, virtualization software company VMware, and computing giant Microsoft. “Every single solution that we deliver typically includes some combination of those vendors whether it’s discreet or not,” he says. Key to Expedient’s success is building systems that competitors haven’t. “One big example of that is a solution we call push button

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disaster recovery,” he explains. “That’s a service that encapsulates all the components of the computing environment and literally gives [our clients] a single button to push to failover all their workloads between our data centers and clouds.” This solution in particular has won them plenty of business, because it eliminates the tedious need to reconfigure the network when there’s been a problem. Cost effective Another key element is being financially strong. “We do not have any banking debt and most of our competitors can’t say that. If we need to buy something we have the funds available to do so, whether it’s buying generators or servers.” Cost-effectiveness is crucial. Rosenson continues: “The converged technology that we provide enables the best performance at the least cost from a computing standpoint. That goes for the data center facility, the air conditioning, the power delivery

Ed Dzurko

Director of Facility Engineering Mr. Dzurko has Over 20 years experience in Telecommunication Facility Operations and Engineering and is currently responsible for all Facility Engineering activities at Expedient’s Data Centers. This includes Engineering, oversight, and project management for all infrastructure upgrades, renovations, and large customer implementations. He was part of the team that established our first Data Center at 810 Parish Street and he continues to design and build as well as upgrade all of the facilities to support Expedients growth needs to meet our customer demands.

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EXPEDIENT

Christopher Topoll Manager - Data Center Operations

Christopher Topoll brings 14 years of experience in the nuclear and data center industries to Expedient. Chris is responsible for operational excellence in Expedient’s 11 data centers, ensuring continuous availability of the electrical and cooling systems. Prior to joining Expedient, Chris worked as the Facility Operations Manager for Bank of America’s Global Data Centers working out of Plano, TX. Chris has eight years of active duty experience as a nuclear submarine officer in the US Navy and is a serving Navy Reservist.

March 2017

mechanism, through to the servers and the virtualization software.” Sustainability plays a big part in this. At each of its centers the company has implemented measures to make sure utilities like lighting and heating are energy-efficient. “The thermal optimization is essentially using best practices so that the ambient temperatures are as high as they can be, but still have a relatively balanced environment,” Rosenson says. “We use data center infrastructure management software in combination with sensors throughout the facility. The energy-efficient lighting is certainly important, relative to only having lights on when people need them. And then finally we recycle the hardware we no longer need, either scrapping it via a third party or taking it to a recycling center depending upon the nature of the equipment.” Chris Topoll, Manager of Data Center Operations, adds: “We have deployed a very robust sensor

CONSTRUCTION

network throughout our data centers that allows us to review data throughout the location, and we can control the air flow and cooling capacity based on those reports. We implement highly sophisticated software with the HVAC manufacturer’s help that allows the units to do precision cooling to our specific requirements, so we don’t over-cool or over-humidify and optimize energy usage.”

Excellence Rosenson says another area where the company differs from its rivals is “operational excellence, and that is through a combination of people, processes, procedures, and continuously measuring those and improving them, so that doing business is as effortless as possible for our clients.” Expedient spends well into the six figures on the training of its 300-plus staff each year. This includes technical training and leadership development, as well

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EXPEDIENT

“Anything technology or infrastructure-related, we can help by complementing a customer’s applications, giving them the platform and the environment to operate reliably for the best performance possible”

March 2017

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as running a tuition reimbursement program for employees who want to get a post-secondary education. The protection of data is paramount, so Expedient follows standards of compliance according to industry and government regulations. These include the Health Insurance Portability and Accountability (HIPAA), which means it abides by the U.S. Department of Health rules for patient confidentiality, and the Payment Card Industry compliance (PCI), ensuring card payments are completely secure. As some clients operate within the European Union, the company is part of the EU-US Privacy Shield program, a significant requirement for customers so they can be certain the personal information of EU individuals is kept safe. Rosenson says the most important thing about Expedient is working with the customers to get what they want. “Based upon their

unique business needs we try to classify the outcome into four main areas. Our customers are looking for agility, so they can respond faster to change and we can help them with that. They’re looking for availability, because they need to make sure their applications are always reliably available to their customers. Cost control, to be able to have a predictable monthly operational expense, and not have to employ capital as often, and align that operational expense with customer demand. And then finally the risk mitigation, complying with government and industry mandates.” In essence, Expedient’s remit is to help. “Anything technology or infrastructure-related, we can help by complementing a customer’s applications, giving them the platform and the environment to operate reliably for the best performance possible,” Rosenson concludes.

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Written by Hazel Davis Produced by Tom Venturo

N E B R A S K A D E PA R T M E N T O F R O A D S

Members of the environmental unit with the Nebraska Deparment of Roads in the field

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The 2011 Build Nebraska Act be exciting. But sometimes you (BNA) (which sees $1.2bn towards just want to build some bridges. transportation infrastructure) and Now he’s got his opportunity. the Transportation Innovation Act Schneweis is at the helm of an (TIA) look set to realize the state’s $850m budget, 2,100 employees, goal to improve its expressway 10,000 miles of highway and 3,500 system and put another $450m bridges. One might assume that into infrastructure. 100 percent coming back from corporate life to of the work on this expressway public life might be a path beset system will be in planning, with tiresome bureaucracy. design, construction While Schneweis or complete after agrees there are still the BNA/TIA. hoops, he says it’s Kyle Schneweis a forward-thinking is director environment. of Nebraska “Nebraska is a Number of Employees at great place to be Department of Nebraska Department for transportation. Roads. He spent of Roads 12 years at the The system is wellKansas Department of maintained and well Transportation, followed by a supported across the state. The stint in corporate and came to state understands the importance Nebraska, in part due to family and the recent commitment location and because, he says, “I to capital improvements is missed the public sector. I missed encouraging. He adds: “Our the public policy side of things. pay-as-you-go approach helps I missed being part of a team create enduring transportation.” working for the public good.” The The department is run from its thrust of the corporate world can HQ in Lincoln. Central Complex

800

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N E B R A S K A D E PA R T M E N T O F R O A D S

The Discovery Bridge connecting Nebraska and South Dakota over the Missouri River by Yankton

houses 800 employees with an additional 1,400 staff spread throughout NDOR’s eight districts. “A lot can depend on geography,” says Schneweis. “It’s a rural state with 1.9m people living in a small geographical circle, our districts deal with a wide variety of issues.” NDOR’s program management and project delivery teams work closely with the districts to manage asset preservation and

February 2017

modernization needs and back in October, NDOR announced eight capital improvement projects for funding from the Next 10 BNA and the TIA. This $300m commitment is part of the ongoing effort to finish the Expressway System and create a transportation network capable of supporting continued economic growth. The announcement included twelve projects selected

CONSTRUCTION

for design and construction and a couple more on the planning side. “These new investments will improve safety on our highways, promote economic growth, and help fulfil the 1988 vision to expand the expressway system,” says Schneweis. “They’ll limit travel time and congestion and create development opportunities.” NDOR used the selection of the Next 10 and TIA projects as an opportunity

to roll out the department’s new project prioritization process, StEEP. StEEP, (Stakeholders, Engineering, Economics, Priorities) represents how NDOR has rewritten the book on capital improvement project selection. Deciding what projects to focus on is a tricky process. Communities, naturally, want their project to be the one that takes top priority. “There is lot

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of interest in transportation,” Schneweis said. “We went out and asked what projects would make a difference then we asked Nebraskans to help us prioritize. I was impressed by the response. In every community NDOR went to, Nebraskans understood and appreciated what we were trying to do. They tightened their belts and made choices. We announced $300m after having about $8bn in requests in the first round of stakeholder meetings. What we have tried to do is focus on projects across the state that will make a real economic impact.” Luckily, “Nebraskans are reasonable. They understand the balance of creating a great transporation system rather than a few great projects.” There is still a lot of uncertainty in the industry but, says Schneweis, “there are real opportunities to link investments to realized economic growth”. Still, long-term revenue predictions are hard: “Technology is hard to predict and hard to know.

CONSTRUCTION

Nebraska Department of Roads crews work on clearing snow from the interstates as a winter storm blows through

Interstates 680 and 80 in Omaha, Nebraska

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Nebraska Department of Roads Director Kyle Schneweis

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“Nebraskans are reasonable, fiscally responsible people. The needs of the greater good and the state can outweigh those of the local community. The people were involved in the decisions the whole way” With things like self-driving cars, it’s hard to know where things will be, so it’s about keeping your head up and not jumping too soon.” Through it all, good supply chain management is crucial. The department has its own purchasing department and its engineering staff works closely with contractor subs and consultants, fostering good relationships. The department also has very strong links with trade industry partners and the engineering community. Schneweis says: “We’ve tried to focus on expanding those relationships and improving relationships with local municipalities. Having better relationships will help us make better decisions.” Technology is key to the department’s smooth running. “We use GIS (Geographic Information

System) mapping for data gathering and storage,” Schneweis explains: “This helps us make better and quick decisions and it’s also a great tool to communicate information to the public. One area we’re certainly trying to invest more is in business intelligence. There is so much data available for us and we need to be able to parse through that and make better decisions.” Again, in the public sector it’s difficult to know when to invest in technology. Schneweis adds: “You can drive across parts of the country where there are callboxes every few miles. That’s the challenge. We have to follow the processes in place to spend the taxpayer dollar appropriately but we also need to make quicker and faster decisions.” Recruiting in the public sector

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Governor Pete Ricketts & Director Schneweis unveiled projects funded by the Build Nebraska Act & Transportation Innovation Act

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can be a similar challenge: “We try to make sure we value our people. You need to find people who want to be a part of bettering the transport system for the public.” He said, “New employees might not cite that as a reason to join but if they stay they end up caring a lot about doing good. We shouldn’t shy away from that.” Schneweis’s vision for the future is a positive one. “I hope we can be an entrepreneurial organization that can make nimble decisions and take calculated risks,” he says. “I want us to be as efficient

as we can be and to try and run government like a business.” This can be tricky when there’s no competitor around. Says Schneweis: “It’s about building a culture of entrepreneurialism and better using data to make decisions. That’s certainly one way we can do things better.” These days the public expects the Government to engage them in the decision-making process a lot more and, concludes Schneweis, “is one area in which I expect to continue to have a role. Public opinion is very important to us”.

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CAPITAL

EFFICIENCY

LNG Limited brings energy and capital efficiency at a time where the LNG space needs it the most Written by Dale Benton Produced by Tom Venturo

L I Q U E F I E D N AT U R A L G A S L I M I T E D ( L N G L )

n the modern world, in which there is an ever-growing focus on energy efficiency and environmental responsibility, the time couldn’t be better for a business to offer value through the delivery of safe, reliable and energy– efficient, mid-scale natural gas liquefaction to customers, all at the industry’s lowest full cycle cost and with a minimal ecological impact. Liquefied Natural Gas Limited’s mission is to deliver highly efficient, low cost, mid-scale liquefied natural gas projects to the international energy market. Based in Perth, Western Australia, LNGL has its main operating office in Houston, Texas, and regional project offices in Lake Charles, Louisiana and Halifax, Nova Scotia. At this moment in time, LNGL is developing LNG export terminal projects in the United States, Canada and Australia, with a combined aggregate design production capacity of 20 mtpa, with further expansion options. Laying down a marker The immediate goal of the company is

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to firmly establish its presence in the LNG market in the United States, and for Greg Vesey, Managing Director and Chief Executive Officer, who can call on a rich history of working in the LNG space, to drive the company forward. “I was involved in LNG marketing for Chevron as well as spending five years as President of Chevron Technology Ventures, which really gave me the experience that I feel will directly benefit me in my role with LNG Limited,” he says. As the Vice President of Chevron Gas Supply and Trading, Vesey was responsible for Chevron’s Global LNG, natural gas and natural gas liquids marketing and trading activity based in Houston. One advantage that he has been able to call upon is instant recognition of his work prior to moving to LNG Limited in 2016, especially when seeking out potential clients and long term deals. “With Chevron I was engaging with customers across the globe in the LNG space, and now it is not unusual for me to go into a meeting with customers who will stop and do a double take and say, aren’t you

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At the Core of LNG

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the Chevron guy?” says Vesey. Establishing a presence is not a task that Vesey can complete alone. Another key driver for the business is John Baguley, Chief Technology Officer, who has experience in the successful delivery of both front end engineering and EPC projects for major LNG plants and projects worldwide during a 33-year career with KBR. As with Vesey, the recognition

of years of successful operation in this space has been key in taking LNG Limited forward. “I think what adds to a sense of gravitas for LNG Limited, particularly when engaging with new customers, is the wealth of experience in our staff,” says Vesey. “We have me [Chevron], John [KBR], our CFO Mike Mott [BG Group], our Chief Commercial Officer AG Gelotti [Chevron, Shell] and General Counsel

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Kinga Doris [Pacific Drilling] – these are big, internationally renowned firms. When customers engage with us and see that we’re industry experienced people, we already have their trust from the beginning,” he says. Technically speaking LNGL is not the only player in the liquefied natural gas space and for Vesey, there is one key element in which LNG Limited can stand tall above its competitors - technology. “Our technology does give us an edge over other competing projects as it allows us to deliver a plant which is both highly energy efficient as well as cost efficient,” says Baguley. LNG Limited designed and patented the optimised singled mixed refrigerant (OSMR®) natural gas liquefaction process; a low cost, highly efficient, environmentally-friendly, robust and low risk technology. It is this patented technology that Baguley believes propels LNG Limited ahead of its competitors. Through OSMR®, we are able to produce LNG while generating fewer carbon dioxide emissions than any

Greg Vesey

Managing Director and Chief Executive Officer Greg Vesey joined LNG Limited as Managing Director and Chief Executive Officer following a distinguished 35year career with Chevron and Texaco, where he held a number of senior executive positions including president of Chevron Natural Gas and vice president of Gas Supply and Trading responsible for Chevron’s global LNG, natural gas and NGL marketing and trading activity. He also served a fouryear term on the board of the Natural Gas Supply Association of America including two years as chairman, and currently serves on two nonprofit boards – Junior Achievement of Southeast Texas and Alley Theatre in Houston. He holds a bachelor’s degree in business from Northwestern Statue University of Louisiana. w w w. l n g l i m i t e d . c o m . a u 1 1 5

L I Q U E F I E D N AT U R A L G A S L I M I T E D ( L N G L )

other facility. But it’s not solely the significantly reduced environmental signature of OSMR® that will allow LNGL to succeed. Baguley believes the industry to be at a key turning point, one that will favour the company. “The LNG industry has been in its present form for around 30-40 years, with the very first large-scale LNG project coming to market in the mid to late 70’s. The one common challenge that the industry has faced is finding commonality and consistency,” says Baguley.

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Power in portfolio LNGL possesses a strong portfolio of assets, with two of its arguably bigger assets being the Magnolia LNG eight million mtpa export terminal in Louisiana and Bear Head 8-12 mtpa LNG export terminal in Nova Scotia. “When we build our Magnolia LNG project, it will be remarkably similar to our Bear Head project. As we are both the technology provider and the developer, it places us in a unique position to achieve replication among the facilities which provides high reliability,” he says.

USA

Technology is “central” to the corporate mission. LNG as an industry has been around for over 40 years, and Baguley feels this has created a “static” mindset with regards to the design of facilities. “Look at other industries, telecommunications, automobiles – what people are building today is remarkably different to what was being built 40 years ago. With LNG, much of it is built the same as it always has been,” he says. But while the technology is key, there is also the value of the way in which LNGL executes the projects that are embedded with its technology. “It’s as much how we are delivering the technology as it is as what we are delivering,” says Baguley. “Sure, our technology is better, but our means of delivering it are also better, and I don’t think there are many organisations that could shift the way they do business to the extent that they could exploit what it is we’re able to do with this technology.” There has been a noticeable shift in industries around the world to put a sharper focus not only on

John G. Baguley

Chief Technical Officer John Baguley currently holds the positions of Chief Operating Officer for the Bear Head and Magnolia LNG projects, and Chief Technical Officer for LNG Limited. His involvement in LNG project delivery spans over 35 years and includes engineering, construction, commissioning and project management. He holds a Bachelor of Science in Chemical Engineering from Michigan State University (1980) and is a registered Professional Engineer in the State of Texas, USA.

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energy efficiency, carbon footprints and environmental accountability, but capital efficiency as well. “We are right in the middle of that shifting focus,” says Vesey. Challenging change As with any industry, the financial climate of the LNG space is in a state of constant flux, and LNG Limited must respond to those changes.

“Looking back two and a half years, prices for LNG were forecasted to be very attractive and that made the economics very easy. Now that those prices have dropped dramatically, we need to show that our process is much more capital efficient,” he says. “You may find other businesses out there who are more efficient from a capital standpoint, or someone who

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other competing projects as it allows us to deliver a plant which is HIGHLY ENERGY EFFICIENT

is more efficient from an operations standpoint – but there is no one who can match LNG Limited when it comes to pulling it all together.” The focus on mid-scale liquefaction is a trend that is shared across the industry, and Baguley believes this is a movement that was perhaps started by LNG Limited. Historically in the LNG business and other petrochemical industries, there is often the choice of very expensive facilities that are highly energy efficient, or very inexpensive facilities that have poor energy efficiency. LNG Limited has “cracked that paradigm.” “We can deliver a leading lowcost facility that has unprecedented high levels of energy efficiency,” says Baguley. “I’ve spoken with representatives from the Environmental Protection Agency (EPA), and they were very on board

with what we are trying to achieve. This is something that is done for the economic benefit, which also results in a huge environmental benefit – the holy grail for those seeking to minimize environmental impacts.” Site selection is also a key aspect in generating this environmental efficiency and unlocking the capital efficiency. “Because our technology is midscale and because the physical footprint of our plants is smaller, we’re able to select sites which are optimal for building,” says Vesey. “Looking at Magnolia, or Bear Head (the Nova Scotia project), it is evidence that we can build an entire facility on the US Gulf Coast or the Canadian east coast, for what it takes to build only the shipping facility in, say, Australia. It’s a remarkable difference.”

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To the future Looking to the future, Vesey has ambitions of expanding the asset portfolio beyond Magnolia and Bear Head, with additional project sites all around the world as both a technology licensor and equity participant. “I’d like to see our technology licenced to projects around the world so we continue to prove how much of an advantage it is,” he says. For Baguley, finalising a new project will be the key turning point in the company’s history. “We have something that is substantially better than anything else that’s available on the market,” he says. “We need to get one of them up and running so we can demonstrate these benefits; with that I think the world’s going to beat a path to our doorway, and it’s very exciting to have an opportunity to be involved in something like this from the ground floor.”

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Pride of Sydney

Australiaâ&#x20AC;&#x2122;s premier construction company has made a significant contribution to the Western Sydney Universityâ&#x20AC;&#x2122;s Parramatta City Campus. We take a closer look Written by Nye Longman Produced by Tom Venturo

JOHN HOLLAND

he brand new 1 Parramatta Square (1PSQ) building stands as a testament to Sydney’s long term commitment to education and architectural excellence. The development is the flagship building in Western Sydney University’s new Parramatta City Campus, and is part of a broader urban renewal project encompassing commercial and residential buildings, a hotel and community facilities. Developed by Charter Hall and built by John Holland, 1PSQ has already achieved key sustainably targets including a 5 Star Green Star Education v1 design rating that was achieved in Q4 2016. We speak to John Holland General Manager NSW/ACT Scott Olsen about how he and his teams delivered one of the most exciting Australian construction projects of the year. 1 Parramatta Square The Parramatta Square project is a $2 billion urban renewal plan

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1PSQ is the first step in the revitalisation of Parramatta’s CBD, creating new public spaces as part of a vibrant city centre – Scott Olsen, John Holland General Manager

centring around the new Western Sydney University Parramatta City Campus. (1PSQ) that was the first stage of the precinct completed in late 2016. The structure consists of 14 levels of A-grade commercial office space covering 26,500 square metres, with floorplates ranging from 1,400 to 2,200 square metres. Perhaps one of the most interesting things about this

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John Holland Year Founded

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Our strategy focuses on embedding safe behaviours for everyone, regardless of their role â&#x20AC;&#x201C; Scott Olsen, John Holland General Manager 128

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development is the ease of access afforded throughout the building by integrated inter-floor connectivity, a multi-storey central atrium, and numerous onsite amenities. 1PSQ sports a southern façade which provides visual connectivity and direct access to the occupants of the building into the public spaces in Parramatta Square, alongside a level nine terrace area offering breath-taking views of Northern and Eastern Sydney. With construction works commencing in March 2015, the building design actually came about as the result of an international competition won by Architectural firm Architectus in 2013. Olsen adds: “We are undertaking an integrated fit out for Western Sydney University. We were originally only contracted for the base build D&C, but when the University came on board as a tenant, we were then able to integrate their fit-out into the build. This was beneficial for the customer, as it has allowed

them to open sooner than would normally be the case, under the usual scenario of fitting out once the building is complete.” Sustainability On first glance, 1PSQ has clearly been designed to make use of light, but there is so much more that makes the building worthy of its 5 Star Green Star Education v1 - Design rating. Olsen explains: “The project has demonstrated leadership in materials procurement. All of the loose furniture, joinery, and flooring is environmentally friendly, containing eco-preferred content that is durable, EMS certified, and designed for disassembly. “A green concrete solution delivered a 30 percent reduction in Portland cement content,” he adds. “We utilised mix water that contained at least 50 percent recycled water - and at least 25 percent of the fine aggregate consisted of manufactured sand. Program implications attributed to longer concrete curing times

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JOHN HOLLAND

were effectively dealt with by the contractor team with no impact to project completion.” He adds that John Holland has also been able to achieve a number of other sustainability milestones, including a 50 percent improvement on minimum outside air ventilation rates, a 50 percent reduction in potable water use against ‘best practice’ benchmark, and a 27 percent reduction in the building’s discharge to sewer system. The project also exceeded a 95 percent benchmark with 100 percent of NLA divided into individually switched lighting zones not exceeding a 100 square metre area. People management “Good sub-contractors are vital on any construction project,” Olsen says. “We have had good team work on site, with subcontractors and consultants collaborating well.” But this just scratches the surface of John Holland’s approach to managing talent – no mean task considering its core team of 30 can be supported by

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as many as 350 subcontractors. “The safety of our people, and the communities we work in, is the foundation for everything we seek to achieve at John Holland,” Olsen adds. “One of John Holland’s safety objectives is that we will make safety personal, always. As part of this commitment we have undertaken a significant program of work to improve safety and encourage this sense of ownership and accountability for each employee.” At John Holland, there is a company-wide commitment to sustained improvement in safety performance, which is underpinned by four strategic pillars – People, Systems, Leadership and Culture. “Our strategy focuses on embedding safe behaviours for everyone, regardless of their role,” Olsen explains. “This allows everyone to understand what is expected of them, and what they can expect of others. This approach is championed by the John Holland Executive Safety Leadership Team, which

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Completion at 1PSQ

Number of employees at John Holland

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includes our Chief Executive Officer and senior executives.” Design excellence With decades of design and build experience, John Holland recognised 1PSQ’s ability to represent the best Western Sydney University has to offer when it comes to attracting the best students. “One design element of particular interest is the teaching studios,” Olsen explains. “There are four advanced learning spaces across the teaching levels. They each feature a lectern with touch screen and camera technology, as well as televisions at each desk. Students sit around the desks and can see and hear what is being discussed. People will also be able to interact remotely via these devices.” John Holland has also utilised the latest technological advances

to deliver the project on time and on budget – perhaps the best example of this is its use of specialist software. By deploying building information modelling (BIM) software, designers involved in the construction project have been able to work concurrently and collaborate in real time. Having the winning combination of talent, technology, and design prowess, John Holland has been able to deliver a truly stunning project that students will marvel at for decades to come – all while ensuring that a building of this size has a positive social and environmental impact. Olsen concludes: “1PSQ is the first step in the revitalisation of Parramatta’s CBD, creating new public spaces as part of a vibrant city centre. It will bring students to the area and create a ‘buzz’ with the associated retail space.”

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SHINING KNIGHT: FROM

HUSBAND AND WIFE TEAM TO AWARD-WINNING NATIONWIDE COMPANY Commercial cleaning company Shining Knight has a phenomenal success story. What began as a husband and wife team doing part-time cleaning work at night is now a nationwide, award-winning business with over 700 employees

Written by Leila Hawkins Produced by Jeff Debicki

S H I N I N G K N I G H T FA C I L I T Y S E R V I C E S

“Every year we hold the Eco Knight Awards where we recognise the work that we’ve done with clients to reduce waste and recycle” – Arthur Calcatjicos, Managing Director

hen Arthur Calcatjicos and his wife Kim founded Shining Knight in 1998, it was a small operation they ran while maintaining regular jobs during the day. “We started off ourselves doing a bit of part-time cleaning at night, and it has now expanded to 738 staff as well as into all states in Australia,” Arthur says. Today they’re the Managing Director and Chief Executive Officer respectively of this thriving business, which has seen its remit grow from solely providing cleaning services to hygiene, waste management, pest control and gardening. In 2016,

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they added security services to their roster. As well as undertaking all the typical jobs of a cleaning company, like cleaning offices and commercial high rise, they also specialise in hard to tackle tasks like restoring buildings after flood and fire damages, and graffiti removal. Arthur Calcatjicos’ role includes overseeing the day-to-day operations of the whole company, directly liaising with existing clients, and building relationships with new ones. These clients are typically in the government, commercial office, leisure, healthcare, and retail sectors, and they’ve worked with very high profile names like

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Virgin Active, Coca Cola, Victoria Police and Department of Justice. While their website has a handy system for customers to put in requests and contact their 24 hour helpline, as well as an online shop to order products from, they’ve now gone one step further by creating an smartphone app. “We believe this is industry-breaking,” Arthur Calcatjicos says. “No one else in the industry has anything like this. This will help us because it will enable clients to have an app where with the tap of a button they can access cleaners, see

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who’s on site, see previous reports, carry out quality audits or service requests, and contact members of the company directly. It means they no longer have to go back to their PC or anything like that, they can do it all from their mobile phone.” The app took six months to develop and saw them partner with Interactive, one of Australia’s largest IT firms who specialise in cloud-based applications. In addition to their main role as a cleaning company they’ve produced a range of certified organic skin

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care products called The Beautiful Life (thebeautifullife.com.au). These are entirely plant-based and the packaging is made from recyclable materials. They plan to export them to the UK and South East Asia. “At the moment they’re hot on anything that’s organic and coming out of Australia,” Arthur says. “They view [Australia] as a very pure source, so we’re looking at the trademarking to get into those markets.” The issue of sustainability is of huge importance to them. “All the vehicles in the company are electric or hybrids,”

Arthur continues. “We make sure that we implement systems and protocols throughout the whole cleaning operation where staff minimise the use of chemicals, and if they are used they’re environmentally friendly.” They’ve worked in conjunction with local councils to ensure best practice in terms of waste management. To further emphasise their commitment to the environment, they have annual awards to commemorate their eco-friendly efforts. “Every year we hold the Eco Knight Awards where we recognise the

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work that we’ve done with clients to reduce waste and recycle.” Another fundamental area is the development of staff, which is a constant process. When employees start out at the company they complete the internal Shining Knight training scheme. After that, they’re encouraged to continue advancing their skills by studying with other

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organisations. “We look to external training with diplomas, certificates and degrees,” Arthur explains. “We develop a plan with them and set their career goals and paths, and then we aim to put them through that over the years they work at the company.” He adds that they like to promote from within, so that staff can see their colleagues being

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“We make sure that we implement systems and protocols throughout the whole cleaning operation where staff minimise the use of chemicals” – Arthur Calcatjicos, Managing Director

rewarded for their hard work and time which leads to increased loyalty. The employees’ happiness has played a big part in the numerous industry awards they’ve received. Every year from 2005 to 2014 they’ve earned a score of over 93 percent in the Australian Achiever Awards (AAA), which rates customer service based on aspects like attitude, care

and attention, communication, and time-related service. In 2015, the company won the AAA National Award for the Best Cleaning and Maintenance business in Australia, with a record 98 percent rating. In 2010, the company was runner up in the Telstra Medium Sized Business of the Year awards, facing competition from 730 other companies. In the

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same year it was a finalist in the Victoria Business Awards. “Awards are important,” says Arthur. “We’re constantly asking for feedback from our clients and staff. It’s a way of someone external measuring our company and saying “yes, you are doing well”, that we’re the leaders in the industry, and acknowledging that what we’re doing is best practise.” In the next few years the plan is to further establish the firm in Australia and move into new territories across South East Asia and the UK. As it

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grows, the only potential test to the company Calcatjicos envisages is getting the right employees. “Like in any business today, trying to find good people is always the most challenging thing.” For the foreseeable future he doesn’t see any reason for them to change the way they operate. “We think we’ve got a good model and we simply replicate that from one region to another,” he says. The company’s expansion so far backs this up, plus, as Calcatjicos puts it, “we love what we do”.

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Employees

Yearly Revenue

Year Founded

$$$ 738 Number of employees at Shining Knight Facility Services

USD

Million

1998

Shedding the Vortex

High rise innovative noise solution Written by John Oâ&#x20AC;&#x2122;Hanlon Produced by Jeff Debicki

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As it passes its 30th birthday Studco Australia is expanding its market reach from the growing presence in the Pacific region to a global market ready for its innovative solutions: as developers and builders continue to push the boundaries of high rise towers, they are required to come to grips with wind noise and will welcome the revolutionary Vortex system.

mong the last people to walk out of any new building before it is handed over are those involved in the ‘final fixing’, typically carpenters and plasterers. The people who work or live in that building will not see much of the steel, concrete or timber structure that holds it up – what we actually look at and interact with are the finished walls, floors and ceilings. Consequently,

it’s very important to get these supporting structure systems right. Studco knows all about getting them right: founded in Melbourne in 1986 by entrepreneur Gordon Stevens, it celebrated its 30th anniversary in 2016. Over this period it has established itself as a premier manufacturer of state-of-the-art ceiling and wall systems – the framing systems that attach these parts of the building to the base structure, and subdivide the interior spaces into offices, apartments, corridors and the like. Studco has brought to the industry a number of innovations including its Ezy-Jamb product launched in 2000, the world’s first door jamb that is flush finished and does not require architraves or trims. In an era when plasterboard interior linings are universal, perhaps not many people consider the out-of-sight roll-formed steel structures that hold them in place, but these are highly

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Phillip Harvey Global CEO

A seasoned industry professional, Phillip a Chartered Accountant has been associated with different segments of the Building and Construction Market for over 20 years. As Global Chief Executive Officer he brings a wealth of business and market experience to Studco to lead the business into the next exciting phase of growth

engineered systems and they do a lot more than you would expect. One area of particular interest for Studco is the problems presented by acoustics in the built environment. For example in 2008 it created the Resilmount brand to meet the demand for economical sound isolation solutions in building acoustics these products have set an industry standard in delivering the internal soundproofing that gives work and living spaces the sense of privacy expected by their users. As it hits 30, Studco is continuing to raise the bar, tackling problems that have emerged as buildings have become higher, are subject to more stringent technical requirements and as rising labour costs have increased pressure on contractors to shorten their completion times. Vortex Its most recent innovation, Vortex, is being developed in response to an emerging building industry headache which had the potential to impact what will become one of Melbourneâ&#x20AC;&#x2122;s tallest residential buildings. With 69

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“We had a year of excellent growth in 2016, consistently breaking monthly sales records, and our aim is to continue double digit growth through 2017” – Phillip Harvey, Global CEO storeys and rising to 218 metres, the Light House tower commenced construction in May 2015 and will be ready for occupation by the end of this year. It is going up fast, with a new level being added every two weeks. It will have ground floor entry and tenancy, podium levels, car stacker, recreational facilities, pools and gym,

and 609 apartments. The architect Elenberg Fraser described it as ‘a twisting helix that seems to defy the laws of physics’ and the developer Hengyi boasts of its ‘25 metre indoor lap pool extending out to a rooftop oasis where residents can relax in the outdoor heated spa and watch

EZYJamb door frame system

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The Lighthouse Tower in Melbourne

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“Building methods have changed over the last 30 years, and the pressure is to save cost and cut building times” – Phillip Harvey, Global CEO the clouds drift past from the array of day beds on the pool terrace’. Studco have worked closely with Multiplex, the builder, in searching for a solution to potential wind noise annoyance associated with high rise buildings, explains Studco’s global CEO Phillip Harvey. “Multiplex collaborated closely with us to explore a number of solutions that could be incorporated in the Light House tower. Our engineers were convinced that the issue could be resolved and that research resulted in the creation of our new Vortex wall system.” Studco’s engineers then worked with Deakin University’s engineering research team to critique and confirm

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Warwick McAlpin General Manager Sales and Marketing

Warwick has 20 years business experience the last 10 with Studco and leads the company’s Sales and Marketing functions. Warwick has extensive industry knowledge and a detailed understanding of building solution that he is able to provide customers in solving their construction issues.

STUDCO AUSTRALIA

the new system’s performance. Wind-related noise annoyance is not an uncommon problem. “Building methods have changed over the last 30 years, and the pressure is to save costs and cut construction times,” McAlpin points out. “At the speed buildings like Light House are going up it is imperative that we continue to innovate. Construction methodologies have changed but not the internal wall systems and we are tackling that. In a high wind situation, modern buildings are susceptible to a phenomenon called ‘vortex shedding’. Our investigations show that resultant vibration can be dissipated through the steel stud wall. We needed to find a way to take the tension out of our product so that when that vibration comes through

the slab and hits the steel frame, that frame will not be the route through which the noise is dissipated.” The iconic Light House project is the first building in the world to adopt the new Vortex system, and will be Studco’s showcase for the innovation. Harvey and his team are convinced it will rapidly be picked up by the construction industry across Australia and beyond. Testing rigour Testing and perfecting Vortex is a priority for the company says Warwick McAlpin, General Manager of Sales & Marketing. “We are working with the builder and our research partners to continue the testing of the system in situ. All the data is being analysed with the view of incorporating any

Finite element analysis comparison of Vortex system and standard system.

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Vortex system installed: same installation method as standard wall but vastly different performance.

improvements in future applications. This building will be the ideal proving bed for its effectiveness. “There is no testing rig in the world to replicate what is happening within the walls of a actual building,” says McAlpin. “We have approached our testing from a dual approach: both numerical and experimental testing in the lab, and physical testing on-site.” Overseas Already with a strong presence in Australia, USA and now the UK, the

Vortex system will definitely help this Australian company’s plans for continued international expansion. In preparation for growth, in 2014 Studco relocated its manufacturing facility to a new national operations centre in Croydon South, in Melbourne. “This was to facilitate our strategic growth and improve operational efficiencies,” says Harvey. “We’ve seen unprecedented demand from local markets and we are now also exporting globally in record volumes. The new facility allows for

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Vortex system installed: same installation method as standard wall but vastly different performance.

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expansion of our manufacturing operations by nearly three times, to cope with our projected long-term needs. This is a very positive outlook for an Australian manufacturer and it is further enhanced by sourcing more than 90 percent of our raw materials from BlueScope Steel in Australia.” With the commercial focus of developers currently shifting towards construction of high rise apartments

across Australia, the CEO sees plenty of opportunity for growth. “We had a year of excellent growth in 2016, consistently breaking monthly sales records, and our aim is to continue double digit growth through 2017. Having a national footprint allows us to balance our growth nationally through our portfolio.” What better way to embark on Studco’s second tricennial?

Research team conducting experimental testing of Vortex track at Deakin University.

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A SUPPLY CHAIN TRANSFORMATION Written by Nye Longman Produced by Charlotte Clarke

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CBRE

HOW ONE OF THE WORLD’S MOST TRUSTED REAL ESTATE COMPANIES IS LEVERAGING CHANGES IN ITS SUPPLY CHAIN TO DELIVER COMPETITIVE ADVANTAGES FOR CLIENTS

verseeing a supply chain transformation at the world’s largest real estate services company is no easy task. With around 90 offices in Asia – alongside thousands more affiliates and managed properties – the potential for CBRE to save its clients time and money was high. Backing up a plan to triple its present operations in the Asia-Pacific region, the transformation could not be timelier. With a remit to centralise supply chain operations, roll-out new

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technologies, and up-skill staff, we speak to two executives at CBRE, Mat Langley and Graham Morton, about how this is being achieved. Operations CBRE began its Asia operations nearly 40 years ago. The company’s first foray into the market began with entry into Singapore – a vital location which now serves as the country’s South East Asia regional hub, housing around 1,100 employees. Consistently growing, the company has attained a well-earned

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reputation as a leader in terms of commercial leasing, investment sales, residential project marketing and commercial asset management in a number of key Asian markets. The companyâ&#x20AC;&#x2122;s comprehensive offering includes transaction, facilities management, advisory, and a wide array of capital and asset management services. The company also retains a high degree of knowledge and capability, covering a range of industry verticals, namely hotels, industrial, logistics, and workplace solutions.

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PARTNERSHIP POWER How does Vertiv help CBRE to deliver excellence and value to its customers? Vertiv designs, builds and services critical infrastructure that enables vital applications for data centers, communication networks and commercial and industrial facilities. With a global network of expertise to draw on, the company has developed a flourishing partnership with CBRE. We spoke to Barry Bunyi, Director, Service Sales, Vertiv Asia, about the partnership and the mutual benefits brought by ongoing collaboration. Describe your relationship with CBRE. What work do you do for the company? CBRE is one of our most valued customers in the Asia region; our relationship with CBRE spans for over 15 years, and has blossomed into a mutually beneficial partnership in the past five to eight years. Vertiv is CBRE’s most trusted critical infrastructure provider, delivering Data Center solutions and services for its customers; Vertiv’s offerings of Power, Thermal and Infrastructure Management Solutions and Services complement and complete CBRE’s facility management portfolio. How does this work benefit the operations of CBRE and what does the partnership deliver for you? Through our wide array of products, CBRE is able to cater to the various requirements of its end users, from small computer rooms to large facilities. As CBRE’s customer base broadens and its needs grow ever complex, combined with pressures around controlling costs and growing profitability, our ability to provide encompassing yet flexible solutions supplement CBRE’s profile as the single point of contact to their customers. The technical capabilities of our Customer Engineers allow seamless installation and startup services, project management,

and periodic maintenance enable CBRE to deliver what customers expect 24x7 throughout the life of the equipment supplied. Our partnership with CBRE allows us to cater to its large customer base, increasing Vertiv’s install base across different segments and industries where CBRE has strong presence. Are you looking to expand on this partnership in the future? We continuously nurture our relationship with our key customers, and CBRE is no exception. There are customer verticals where CBRE is strong in, and there are those where Vertiv is strong - we will look to work hand in hand and deliver our offerings together to these identified segments and be able to successfully increase both our market shares. We have been extremely grateful for CBRE’s continued support for Vertiv the past several years, and we look forward more success in the future together as strategic partners.

Barry Bunyi - Director, Service Sales, Vertiv Asia

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Transformation strategy “I’ve been in procurement for 20 years,” says Langley, who holds the role of Director of Commercial Management at the company. Within a few months of joining, he had developed a business plan with change at the forefront: “Last year I joined CBRE, having previously worked as the Procurement Head for Citibank where I helped design and build a number of procurement activities. I saw the potential for CBRE to establish a leadership in the procurement space regionally, applying some of the practices that the finance industry has taken forward. “CBRE is a creative and entrepreneurial company,” he adds. “In two months I put together a business case that we needed to improve on our productivity. There was a service centre in

Manila but we wanted to move the supply chain management up the value chain to form a centre of excellence and productivity.” Morton, in his role as CBRE’s Regional Sourcing Director, is responsible for the company’s supply chain solutions in the APAC region. His hand in the transformation has focused on meeting the needs of the client. He explains: “Clients demand the best value - they want consistency, they want governance and they want flawless execution. “They’re all coming from different places. For us, it’s being able to manage consistency and getting the best value to those clients in the right way, so that you’re not putting up any walls. This process starts with visibility. It is hard to execute strategies if you can’t see what you’re looking at – it’s providing real visibility on what

“IF YOU DON’T HAVE SUPPLY CHAIN OPERATIONS WORKING WITH YOU, YOU HAVE A SPEND LEAKAGE AND A RISKIER SUPPLIER BASE” MAT LANGLEY

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ONE STOP FUEL SYSTEM SOLUTIONS • We offer various packages in Design, Supply, Construction & Installation, Commissioning & Maintenance of fuel system equipment. • We are also a sole distributor in Asia Pacific for EXCEL BR Tyre Gauge • We are also a sole distributor in Malaysia Tominaga Mfg. Co. products

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1978

The year CBRE was founded

we are doing and where we are going.” Langley adds: “We will be moving the rest of CBRE to a cloud-focused organisation using Zycus. This migration will be significant for the firm, and throughout the transition period, we are using fit-for-purpose SaaS platforms Shortlist and Gatekeeper (eRFx/VMS and Contract Management tools respectively) to move the supply chain organisation along the transformation journey.” Morton explains that the company is eyeing the next 18 months as the time to deliver the majority of

its changes – and that, after this time, the company will be far better equipped to deliver for clients. He says: “We will be continuing and accelerating the path that we have been going down and leveraging scale for our clients to the point where we are ahead of the procurement game and ready for further automation and AI opportunities. “It’s about moving forward, from my perspective, and being at that proactive front end to create the solutions that give the clients the best value and superior

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“CLIENTS DEMAND THE BEST VALUE - THEY WANT CONSISTENCY, THEY WANT GOVERNANCE AND THEY WANT FLAWLESS EXECUTION” GRAHAM MORTON

REGIONAL SOURCING DIRECTOR outcomes in all their locations.” Langley adds: “We have partnered with finance on an initiative to go through and improve operations and the accounts payable process. We have strengthened the standard sourcing and supplier management foundations there; controls and risk management are more consistent across the supplier base. “We have our insurance levels mapped to the vendors, and increased visibility in our supplier base, which we are managing closely. Another work stream we are working on is to hit the rest of the Procureto-Pay process and really prepare for what we expect regulators are going to be focused on and what clients increasingly expect.”

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Delivering change From a training perspective, Langley is broadening skill sets in the supply chain management teams to include a stronger focus on stakeholder, change, and project management, through to developing strategic souring, category management and true vendor partnerships with an end goal of becoming a more trusted advisory/commercial consultant. CBRE has reinforced this through setting up a productivity centre in Manila, which also houses a number of centralised supply chain functions. “This improves spend analytics and management reporting,” Langley explains. “We centralised all the contract management here, which was previously handled at a

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country account level. We are seeing improvements in standardising contract templates across the region. You can see where the gaps are, and really improving the insurance levels, risk, and control. And we’re also seeing faster adoption of technology and best practices. “Having the vision and producing documents that people go ‘Wow – I can take that to the head of my country and explain what’s happening’ you really get some momentum.” Delivering a revolutionary supply chain transformation across a relatively large, diversified business is not without its challenges. Old habits and technologies can often be difficult to change; the right approach to delivery is critical. Langley continues: “We had two businesses and five divisions that, while present in the same industry, have been operating differently. We have also had legacy technology and country complexity that has added challenges. To this end, communication is key. Langley and Morton are broadcasting the value that this transformation can bring to both the business and

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March 2017

S U P P LY C H A I N

its clients. Langley explains: “This is really helping us move from the perception that we are just doing the buying and getting a couple of quotes. Supply Chain Solutions is moving from the back office to the executive level and creating major value. “Support from our Suppliers has also been key. Suppliers such as SBM and Securitas have been open to the changes and different way we want to work with them. From better alignment of incentives through the use of outputs based pricing to increased operational performance management reporting.” CBRE has set in motion a supply chain-led transformation that will enable it to become more intimately involved in the operations of its clients, while simultaneously hardwiring excellence across the entirety of its operations. Langley concludes: “Most of my career I was a negotiating category manager. I used to do the deal and didn’t care about the buying process. “What I realised at Citi is that if you don’t have supply chain operations working with you, you have a lot of leaking of spend and a risker supplier base, which will cause the best category and negotiation strategies in the world to crumble.”

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