Construction Global Magazine - January 2015

www.constructionglobal.com

January 2015

Top 10 Infrastructure Projects of 2014

Innovative solutions to stop Chicago from flooding

BUILDING in the CLOUD

THE BIGGEST THING WE MOVE IS TIME

When it comes to lifting, transporting, installing and decommis-

tailor-made solutions for engineered heavy logistics. If you are

sioning large structures, we believe your biggest challenges

facing challenges in decommissioning, give us a call. Time may

aren’t about size. They’re about time. Uptime, turnaround time

not be set in concrete or forged in steel. It isn’t even all that

and time to market. In case of decommissioning, where no two

heavy. And yet, it’s the biggest thing we can move for you.

structures are the same, time spent on careful planning and creative engineering results in a solution with an optimal balance

For more information, please call Jelle Lanting, general manager

between time, cost and capacity for each operation.

Decommissioning: +31 6 46 60 25 55. Or send him an email:

With offices on every other continent and a fleet of equipment

jelle.lanting@mammoet.com

that is unparalleled in size and capacity, Mammoet provides

Discover more on mammoet.com

edito r ’ s co m m e n t

Happy New Year A s 2 0 1 4 d r a w s to a close Construction Global

takes a look at some of the biggest and most important ongoing mega-projects that saw key steps being taken in the past 12 months.

Despite strong contenders from India, China, Europe and elsewhere, Azerbaijan is home to our number one. Take a look at the top 10 feature to find out more.

We also investigate some of the most innovative solutions to prevent flooding in Chicago, while seeing how cloud technology can assist many a construction project if used properly.

Vineet Jain warns that the construction industry faces a unique set of challenges, and the one-sizefits-all approach of cloud computing that might work for many industries often fails to meet the everyday needs of a construction company.

Our featured companies also represent an intriguing lineup in our profiles section, including an inside look at Cemex UAE. Enjoy the issue, and welcome to 2015!

Abigail Phillips Editor abigail.phillips@wdmgroup.com 3

Contents

Features

8

Infrastructure Innovative solutions stop Chicago from flooding

Top 10

The Infrastructure Projects of 2014

20 Technology & Equipment Why construction companies can’t gamble with the cloud

26 5

Contents

40 Cemex UAE

86 Surespan

company profiles Middle East

USA

40 Cemex UAE

120 PND Engineers

48 JLL

126 Fine Line Construction

Canada

134 DASNY Bronx Mental Health Redevelopment

184 Shamrock Civil

142 Turner Construction Alexandria Center at Kendall Square Project

Latin America

60 Association: PPP Canada 66 Edmonton LRT 76 City Core Commercial Contracting 86 Surespan 96 Farnum Construction 104 K-Line Group 112 The Dalton Company 6

January 2015

152 WEST Builders Inc. 160 Archer Western Construction Norman Wastewater Facility Project 170 Association: Carolinas AGC

176 Association: CG/LA Infrastructure Group

Australia

200 Empresa Constructora Agua Santa

Africa 214 EL-ALAN Construction Company (Nigeria) Ltd 226 Hotel Partners Africa

214 EL-ALAN 126 Fine Line Construction 226 Hotel Partners Africa

184 Shamrock Civil 152 WEST Builders Inc 7

I n f r a s t r uc t u r e

Innovative solutions stop Chicago from flooding Laser scanner adds precision to rainwater diversion structure W r i t t e n b y: J e f f W i n k e

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July 2014

Kapoor Sculpture at SBC Plaza, Chicago 9

I n f r a s t r uc t u r e There are many profound and romantic quotations about floods.

Many popular ones use flooding as a metaphor for overwhelming love or spiritual enlightenment. These flowery quotes make perfect refrigerator magnets, t-shirts, or, as penned calligraphy… an inspiration to hang framed and prominently displayed at home.

City water and sewer distracts have a more pragmatic view of flooding. If there’s a quotable quote hanging in their offices it is probably more of the likes of this ditty from an unknown source: “One of the scariest things ever… is flushing a toilet and seeing the water coming up instead of going down.”

During heavy rainstorms a large metro area’s waste treatment facility can be pushed to its capacity. The overflow becomes an issue and the community’s homes and businesses get flooded.

In Chicago, the Metropolitan Water Reclamation District (MWRD) is taking steps to “reduce the destruction caused by future strong weather systems in our region” – aka, flooding.

MWRD will be undertaking an expansion project at the wastewater 10

January 2015

Chicago flooding back in 2013

treatment facility located in nearby Lemont, Ill. According to MWRD, the Lemont plant will benefit from a new $30 million Wet Weather Treatment Facility to help improve storm water management at the facility. The project has begun and will be completed by summer of 2015.

The Lemont project includes a new pump station, a diversion structure for emergency high level overflow, separator and disinfection, and yard piping and tie-ins to an existing electrical and controls distribution system. Additionally, a significant component of the project is the

s to p C h icago f r o m floodi n g

‘According to MWRD, the Lemont plant will benefit from a new $30 million Wet Weather Treatment Facility to help improve storm water management at the facility. The project has begun and will be completed by summer of 2015’ construction of a diversion structure for emergency high-level overflow.

The new wet weather reservoir and wet well is a large in-ground concrete structure that measures 215 x 165 x 30-feet deep. The concrete walls are 2½ to three-feet thick and the base measures four-feet thick. It is expected

to be solid, leak-proof, and capable of handling overflow from the biggest storms.

“We won the contract for the construction of the overflow reservoir structure,” stated Sam Henderson with Joseph J. Henderson & Son, Inc., based in Gurnee, Ill. J.J. Henderson is 11

I n f r a s t r uc t u r e

The Lemont project a family-owned, design-build general contractor that was established in 1928. Water and wastewater treatment plant construction continues to be its largest division. Since 1983, when the company first entered this specialty niche, it has completed more than $750 million in work constructing water and wastewater treatment plants.

The site for the new storm water management reservoir in Lemont is 12

January 2015

predominately rock—a mixture of aged dolomite, limestone, and slurry. J.J. Henderson first used a robotic total station to set control points throughout the site as a basis for registering their 3D laser scanner point cloud data.

For the blasting operations J.J. Henderson contracted Ludwig Explosives, Inc., Lemont, Ill, and assisted them with layout of the blasting limits to match the

“Ludwig Explosives was very accurate in following the excavation plan... rock anchors and a chain-link fence was draped over each wall to catch and hold back any falling rock”

final excavation configuration.

Approximately 55,000 cubic yards of rock and soil was removed from the site in eight-foot lifts.

“Ludwig Explosives was very accurate in following the excavation plan,” said Henderson. “To provide a safe work environment in the excavation, rock anchors and a chainlink fence was draped over each wall to catch and hold back any falling rock.”

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I n f r a s t r uc t u r e wall surfaces haven’t shifted, causing safety concerns for workers in the deep pit who are constructing the reservoir structure.

The company used a Topcon GLS1500 laser scanner to collect the data for the monitoring operations. With its portability and one-person operation, the GLS-1500 features an on-board data collector with an LCD display and a 21-key keyboard, which means it has

Explosives workers

The construction of the concrete wet weather reservoir structure began with pouring a one-foot thick mud slab as a level footing for the base slab varying between three- and fivefeet in thickness. A total of 600 rock anchors measuring 33-feet long and approximately 1½-inches in diameter were driven 30-feet into the ground.

The rock anchors are designed to secure the base from uplift-pressures, since the reservoir is only full during major storm events.

The sheer excavated walls were monitored weekly to verify that the 14

January 2015

Topcon GLS-1500 laser scanner

s to p C h icago f r o m floodi n g

the ability to function as a stand-alone laser scanner with no connection to a computer. The unit uses a Class 1 invisible laser, which is safe to eyes and is designed to offer the benefit of low power consumption. The laser beam captures data at 30,000 points per second at a range of 500 ft. (150m).

With the Lemont plant project, J.J. Henderson used its laser scanner to create point clouds of the excavated

sheer walls to monitor any movement.

Scan data recorded from different control points was registered using Topcon’s ScanMaster 3.0 Office Software. The registered point clouds were then exported in a .pts format to Bentley’s Power GEOPAK, where the point clouds were overlaid onto the project engineers’ site model.

J.J. Henderson used this workflow to compare the excavation dimensions to

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I n f r a s t r uc t u r e the site design, verifying that enough rock had been removed.

“We conducted weekly surface to surface comparisons of the registered point clouds looking for deformation in the rock walls,” said Henderson.

The ScanMaster volume mesh function was used heavily with the surface comparisons. J.J. Henderson created volume meshes of the select scan areas identified by the projects geotechnical engineer. The volume meshes were compared on a weekly and bi-weekly basis, looking for major rock displacement.

“The major benefit to using ScanMaster is the built-in CAD functions,” Henderson stated. “This allowed for majority of the work to be done in one program. The data

ScanMaster allows efficient scan data presentation 16

January 2015

we’re collecting is not only critical for meeting our needs but both the engineering firm and the city have asked for it as well. The MWRD had originally planned to keep a 20 x 14-foot section of wall accessible for future expansion, but then decided to keep it sealed. They’ve asked for the point cloud data in case some day they’d need to expand the reservoir.”

Topcon’s software has made it easier for Henderson to collaborate with each of the various stakeholders in the Lemont project.

“For my own purposes, I used the Bentley Power GEOPAK throughout the project,” Henderson stated. “The GEOPAK thematic mapping function was indispensable for looking at changes in different planes. I made use of a few of the solid modeling functions while also leveraging its ability to view the scan data relative to the Illinois State Plane Coordinate System used on the project. This is important for the as-built of new utility lines as the project progresses. Again, to facilitate the use of these tools, I imported point cloud data using ScanMaster’s .pts export function. The .pts format seemed to best support the need to import the point intensity values along with the

s to p C h icago f r o m floodi n g

GEOPAK thematic mapping function

X-Y-Z coordinates.”

Henderson continued: “To share point cloud data with our geotechnical engineer using AutoCAD Civil 3D, we used a couple of different export formats from ScanMaster. For development of presentation type materials, we used the .dxf format, while making use of the .las format for importing X-Y-Z coordinates with intensity values. In each case, using a drop box became standard operating procedure to enable the upload/ download of point cloud files that

in some case exceeded 1,000,000 points.

According to Henderson, the GLS1500 laser scanner has been critical to the company’s effectiveness and productivity on the Lemont plant wastewater treatment facility diversion structure.

“I conduct weekly scans of the rock walls using the laser scanner’s occupation and back sight scanning techniques to register the data. I found that a few of the hubs that I’ve been setting up over are now inaccessible 17

I n f r a s t r uc t u r e as equipment has moved throughout the course of the project,” Henderson said. “The site is growing more crowded as the project progresses.

I’m usually able to set up over any one hub and using occupation and backsight orientation, register the data. In one instance, a key control point I’ve been using for the scans was being blocked by a crane moving rebar.”

To accommodate, Henderson set up in another (unknown) location with a clear line of site to the area of interest.

He then target scanned two known points. Back in ScanMaster 3.0, tie points created from the target scans were used to run a resection, enabling registration of the scans.

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January 2015

On another occasion, a temporary set-up point that was used in lieu of an established control point, lead to a miss-registration. “I knew the points I target scanned were accurate…

I checked all points in with a total station to verify accuracy and point integrity, so I knew this wasn’t an issue,” Henderson stated. “The miss-registered scan was a one-hourand-40-minute scan with critical data for monitoring. I absolutely needed this scan/point cloud for deformation monitoring. The only way I was able to register the scan with a high degree of accuracy was with the cloud-to-cloud registration. “ Henderson continued: “Since I was able to trust the accuracy of the

s to p C h icago f r o m floodi n g

hubs/permanent points, as they were verified with a three-second total station, and was able to perform the occupation and backsight scan from a few of these hubs, I set one of them as the active scan—the scan to register to—when using cloud-to-cloud registration. Once the registration process was completed, I was able to review the ‘residuals’ report. I found that all points sampled and registered via cloud-to-cloud fell well with-in the acceptable range/error tolerance for this project! Without registration via cloud-to-cloud, the scan session would have been wasted and key data would have been missing. Cloud-tocloud really saved the day’s work.”

The management at J.J. Henderson

has said that without the laser scanner, they would have needed a different monitoring plan, requiring a crew of surveyors.

“The GLS-1500 laser scanner gives a high degree of accuracy—we’re talking within hundredths of an inch accuracy,” said Henderson. “I can’t think of another construction tool on earth with that kind of accuracy.”

As the new wet weather management reservoir in Lemont enters its final construction phase, the Chicago Metropolitan Water Reclamation District has restored confidence that the city will be safer from the harm that can occur from “strong weather systems in our region” – aka, flooding.

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t e ch n o l o gy & e q ui p m e n t

Why construction companies can’t gamble with the cloud The construction industry faces a unique set of challenges, and the onesize-fits-all approach of cloud computing that might work for many industries often fails to meet the everyday needs of a construction company W ri t t e n b y: V i n e e t J a i n

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TECHNOLOGY & EQUIPMENT IN MANY WAYS, the cloud has been a boon to the architecture, construction, and engineering (AEC) industry. It’s easier and more cost effective to manage than traditional data sharing services, such as VPN or FTP. By enabling accessibility of data through mobile devices, the cloud has also helped promote rapid collaboration, keeping projects on time and on budget.

However, the construction industry faces a unique set of challenges, and the one-size-fits-all approach of cloud computing that might work for many industries often fails to meet the everyday needs of a construction company. The cloud is a useful tool, but it simply isn’t enough on its own. Some issues the cloud struggles to address include: Securing data despite tight project timelines

As you probably know, speed is vital in the construction industry. Projects need to remain on budget and on schedule, and new subcontractors must be onboarded and/or replaced on a regular basis. If speed were the only factor, the cloud would win hands down. However, security is just as vital, so IT must safeguard that sensitive data when working with outside firms.

The more traditional FTP method is secure, but it requires project managers to set up a new site for each project, creating a significant productivity logjam. And while the cloud makes it easier to send files to outside users, it often lacks the control or security needed to selectively share the right data with multiple people.

Supporting remote connectivity As the telecom infrastructures improves, this problem will hopefully become less of an issue. But right now,

‘By enabling accessibility of data through mobile devices, the cloud has also helped promote rapid collaboration, keeping projects on time and on budget’ 22 January 2015

C O N S T R U C T I O N C O M PA N I E S A N D T H E C L O U D

many contractors find themselves at remote jobsites with poor connectivity, making the cloud (or any connectionbased solution) inaccessible. This is especially troublesome for larger projects that can take months or even years to complete.

Many of these construction sites still rely on printed documents to collaborate, a situation that isn’t conducive to BYOD environments, can cause version control issues, and can get expensive fast.

Limiting user access while providing autonomy Smartphones and tablets are undeniably convenient. For end users, being able to access the information you need at any time and virtually any place in the palm of your hand is incredibly powerful. However, it can also be extremely insecure.

If user access is uncontrolled, it could lead to major security issues, especially if a device is lost or stolen. However, proper oversight from IT requires the ability to port permissions from a local file server, which could waste valuable IT resources. And remote construction sites with poor connectivity essentially

render smartphones useless.

The smartphone conundrum represents an ever-present conflict in the construction world — What’s more important: convenience or security?

Facilitating selective collaboration In construction, your workforce is generally scattered, and technology only compounds this situation.

That being said, creating an 23

TECHNOLOGY & EQUIPMENT infrastructure that not only links offices around the world, but also gives certain people access to the right files for a particular period of time takes an immense amount of setup and customization. Depending on its size, budget, and timeframe, each project has its own unique needs and requires different people to have access to sensitive information.

The cloud’s one-size-fits all approach does not scale to handle all these variables. While small projects may be able to exist on a cloud-only solution, larger projects likely need a mix of cloud and local storage options to ensure speed, security, and connectivity wherever employees are.

Choosing the right CSP for your construction needs Rather than fully adopting the cloud, AEC companies should look for a cloud provider that offers a blended approach based on the size and scope of individual projects. This way, they won’t have to sacrifice security for convenience.

To mitigate the potential issues noted above, look for the following features when vetting potential CSPs. 24

January 2015

‘The construction industry faces a unique set of challenges, and the one-sizefits-all approach of cloud computing that might work for many industries often fails to meet the everyday needs of a construction company’

C O N S T R U C T I O N C O M PA N I E S A N D T H E C L O U D

1. Advanced security architecture: Pay close attention to the security measures a CSP has in place surrounding the physical hardware, virtual machines, network, as well as the application process. It should also have a data security framework in place that addresses safety throughout the data lifecycle — from data creation to sharing to destruction.

2. Thorough identity and access management: Your cloud solution should offer comprehensive authentication, authorization, and access controls. As hackers get increasingly sophisticated, you need to have multi-factor authentication to keep your project data secure. Always be wary of providers that only require single sign-on capabilities.

3. Control over your information: With the cloud model, companies hand over much control surrounding their data and its safety. Make sure your provider offers visibility and control over policies, procedures, and standards for application

development, implementation, and ongoing monitoring of services deployed in the cloud.

4. A robust risk management framework: Your CSP should deliver reports of vulnerability scans and static and dynamic application security testing along with other risk assessment tools.

Make sure you’re screening the information going into the cloud; some mission-critical files may be too sensitive to store there.

5. An emergency preparedness plan: Have you ever considered what would happen if your CSP faced a temporary loss of access or a network failure resulted in a permanent loss of data? Your CSP should have a thorough contingency plan in place for dealing with these situations.

Ultimately, your CSP should give you peace of mind knowing your private project and company information is safe. Don’t take this decision lightly.

After all, your company’s success and reputation depend on it.

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TOP 1 0

Ongoing Infrastructu Projects of 2014 There are a great number of huge developments underway around the world, from airports to artificial islands, with 2014 being an important year for many such projects. We take a look at 10 standouts

Written by: Tom Wadlow

ure

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top 10

10

Alaskan Way Viaduct Replacement Program (USA)

Scheduled to open in late 2016, the Alaskan Way Replacement Tunnel has been the cause of much debate in Seattle. The two-mile tunnel will carry State Route 99 under Downtown Seattle from the SoDo neighbourhood to South Lake Union in the north, the original tunnel having been completed in 1953.

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January 2015

T h e B igge s t I n f r a s t r uctu r e P r oject s of 2 0 1 4

09

Christchurch Central Recovery Plan (New Zealand)

Natural disaster struck Christchurch in 2011 in the form of an earthquake which killed 185 people and left huge swathes of the city in desperate need of reconstruction. The Christchurch Central Recovery Plan is well underway with 50,000-plus new homes set for 2028, helping to replace the 10,000 which required demolition and further 100,000 that were damaged in the quake.

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top 10

08

Dulles Corridor Metrorail Project (USA)

Connecting Dulles International Airport to important residential and commercial areas east and west, the 23-mile extension to the metro will make travel for visitors to and from Washington much more convenient than the congested surrounding roads. It is estimated to cost $6.2 billion and began in 2008, with completion set for 2016.

T h e B igge s t I n f r a s t r uctu r e P r oject s of 2 0 1 4

07

Dubai Parks and Resorts (UAE)

Dubai Parks and Resorts, a unit of Meraas Holding, launched an Initial Public Offering in November 2014, with $639 million of shares up for grabs. The project will host a Bollywood theme park and the Middle East’s first Legoland, and is strategically located close to the Palm Jebel Ali between Dubai and Abu Dhabi. The mega project is set for completion before the end of the third quarter of 2016.

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top 10

06

Istanbul New Airport (Turkey)

Located on the Black Sea coast, some 35km out足side Istanbul, the ambitious six runway development will be delivered in four phases. The first phase will open in 2018 and aims to serve 90 million passengers per year, with the architecture of the terminal in keeping with the character of the lively cosmopolitan city.

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January 2015

T h e B igge s t I n f r a s t r uctu r e P r oject s of 2 0 1 4

05

Crossrail (UK)

Linking Heathrow Airport to the heart of London, Crossrail is a ÂŁ15.9 billion rail project designed to ease some of the pressure on existing underground routes, especially the Piccadilly and Central Lines. The project will consist of 42 km (26 miles) of new tunnels, the main ones running from near Paddington Station to Stratford via central London and Liverpool Street Station.

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top 10

04

National Trunk Highway System (China)

The world’s largest express system in terms of length, spanning well over 100,000 kilometres and growing. Such large roads are relatively new to China as the country’s first, the Shanghai–Jiading Expressway, opened in October 1988. The total cost of this network is estimated to be in the region of $250 billion, and the pipeline of roads does not appear to be letting up anytime soon.

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January 2015

T h e B igge s t I n f r a s t r uctu r e P r oject s of 2 0 1 4

03

Masdar City (UAE)

In 2008, Masdar City broke ground and embarked on a journey to develop the world’s most sustainable eco-city. Not only is the city naturally cooler and able to capture prevailing winds, it uses a tremendous amount of solar power via one of the largest photovoltaic installations in the Middle East. On completion sometime between 2020 and 2025, 40,000 people will live there with another 50,000 commuting daily.

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top 10

02

Delhi Mumbai Industrial Corridor (India)

This $90 billion project spans nearly 1,500 kilometres and connects two of India’s most important economic hubs. It is a giant freight corridor comprising high-speed transportation (rail, road) network, ports with state-of- the-art cargo handling equipment, modern airports, special economic regions and industrial areas, logistic parks and transhipment hubs, knowledge parks focused on feeding industrial needs and real estate. Much of the work is expected to be completed by 2017.

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top 10

T h e B igge s t I n f r a s t r uctu r e P r oject s of 2 0 1 4

01

Khazar Islands (Azerbaijan)

Just south of the Azerbaijani capital of Baku lies the developing Khazar Islands, a $100 billion 41-island mega-project that will span 3,000 hectares over the Caspian Sea. It is a city planned to house one million residents, contain 150 schools, 50 hospitals and daycare centers, numerous parks, shopping malls, cultural centers, university campuses, a Formula 1 quality racetrack, and the Azerbaijan Tower which is expected to be the tallest in the world, toppling the Burj Khalifa in Dubai.

The company behind the construction of the artificial islands is Avesta, which expects the project to be complete in the first half of the 2020s.

The first island’s construction is well underway and scheduled for completion in 2016, and will boast a congestion and industrial emissionfree space, contributing to many sectors of the country’s economy.

A series of bridges will connect the islands together, with the furthest being seven kilometres from the coast.

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Cemex UAE

Goes Green

Written by: Abigail Phillips Produced by: Richard Durrant

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Cemex UAE

Introducing sustainable cement and green solutions to the construction industry in Dubai and Abu Dhabi

Cemex UAE was involved in the construction of Dubai Airport 42

January 2015

C

emex UAE is a leading readymix concrete producer in the main urban markets of Dubai and Abu Dhabi. The company, a subsidiary of Cemex International, also manufactures and distributes cement through its state of the art grinding mill in Dubai. Today, the company has a production capacity of 1.6 million tons per year.

Since the economic recession in 2007, Cemex UAE has shifted its focus somewhat, moving away from being a ‘just a supplier’ and towards being a supplier plus, meaning it will do more than simply supply its customers with a raw material.

“We have been working with our customers to deliver business solutions for the construction industry. We provide alternative solutions, new building technologies, design consultancy and advice regarding sustainable development,” says Marsat Lal Mirpuri, Commercial and Technical Director for Cemex in UAE. As an example, the company has a team of consultants who specialize in LEED development and sustainable construction. They can advise customers on matters of green development and help them obtain LEED certification.

Building with sustainability in mind Cemex is the largest readymix, and in the top 5 cement, producer in the world and as such recognizes a need to make its operations greener on a global scale. Cement, by its very nature gives off a lot of C02 so the company has a lot

C o n s t r uctio n

Workers at the Dubai Reservoir

of offsetting solutions in place to reduce its net impact. At some of Cemex’ global plants up to 70 percent of its fuel consumption is alternative fuel, while in Germany that number reaches 90 percent.

Such a huge emphasis is put on sustainability at the company, that worldwide it has become a strategic target to become the biggest fuel saver in the cement industry. On a global scale, 20 to 30 percent of its Cement production is powered using alternative fuel.

However the company doesn’t stop there, but is also a leader in using cement that is environmentally friendly. “We have put quite a significant focus on producing more sustainable materials,” says Mirpuri.

“We provide alternative solutions, new building technologies, design consultancy and advice regarding sustainable development” – Marsat Lal Mirpuri, Managing Director

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Excellence in integrated liquid logistics by setting new benchmarks in road safety Headquartered in the UAE since 1998, Tristar is a fully integrated Liquid Logistics Solutions provider that offers a comprehensive list of services to cater to the needs of the petroleum and chemical industries, both in the region and globally. With operations that span across many continents, Tristar’s core expertise lies in handling hydrocarbons, lubricants,

chemicals and liquid gases.

Tristar uses a systematic approach towards conceiving and executing customized solutions. Ably supported by a worldwide network with dedicated facilities to manage road transport, warehousing, operation of fuel farms, turnkey fuel operations, into plane aviation fuel services, ship owning and chartering for clean petroleum products.

info@tristar-group.co www.tristar-group.co

C e m e x uae “We use waste material from the steel industry and make greener cement with it. It’s sustainable because we are making use of a waste material from another industry. We recommend it to all our clients and aim to use it 50 percent of the time. It doesn’t cost more and it’s more durable.

“Part of our strategy has been around commercializing slag; it is more durable, and has less heat of hydration. Traditionally the heat that the cement produces could make concrete crack in this hot climate, however our newly formed concrete reduces the chances for this to occur.

Cemex has also developed sustainable ready-mix concrete called ready green In order to encourage others in the construction industry to opt for sustainable solutions the company has developed a third-party approved C02 calculator, which allows developers to see how much C02 savings they will make by choosing sustainable cement. It is LEED approved and allows construction firms to calculate energy and cost savings. “The path to sustainability is about changing people’s mindsets,” says Mirpuri. “The whole industry’s mindset in fact.”

World-leading knowledge Being a global company, with a wealth of experience under its belt, Cemex can offer its clients more than cement products. “We can help our customers make significant time and

m iddle ea s t

Key Personnel

Piotr Rusecki CEO, Cemex UAE Piotr Rusecki joined Cemex in 2003. He has held several managerial positions in Materials, Ready Mix, Aggregates, Pavements, and Infrastructure in Poland.

Additionally, he has served as Vice President ERMCO Association.

Previously to joining Cemex, Piotr worked as General Director for Unicon Concrete and in Production at Bauma Concrete Prefabrication.

Piotr holds a Bachelor of Science Degree in Civil Engineering from Warsaw Technical University, and an MBA from WSPIZ.

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Cemex Middle East

Ferrai World, Yas Island, Abu Dhabi

“Whatever we promise we deliver. A commitment made is a commitment respected no matter what happens. No matter if the world comes to an end we will honor our promise” – Marsat Lal Mirpuri

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January 2015

money savings by using different solutions,” says Mirpuri. “We also put our customers in contact with one another and other contractors within the industry. We can help them with design, we can help them to obtain finance for their projects and we can support them from concept to delivery.

Having a global knowledge of the industry really makes us stand out from the competition.”

Investing in people Cemex UAE has 650 employees from the engineers to drivers and has an extremely good retention record, with some drivers being with the company for in excess of 20-years. “Most of our drivers have been with us for many years.

Retention is good because of respect and an open door culture. A driver could walk into our

C e m e x uae CEOs office; there are no bureaucratic issues that some companies have,” says Mirpuri.

The company also offers great training to it employees, and thus career development opportunities. “Training is very extensive regarding the technical aspect of cement & readymix; we also do training from an operational perspective. We have a Global Commercial Academy for all Cemex employees, so they whole company has the same global approach.

m iddle ea s t

Company Information Industry

Construction h ea d q ua r t e r s

Dubai, UAE founded

One step ahead of the competition So what sets Cemex ahead of the competition, in the UAE and on a global scale? “Whatever we promise we deliver. A commitment made is a commitment respected no matter what happens.

No matter if the world comes to an end we will honor our promise,” says Mirpuri.

“We give our clients global knowledge; no one else can operate globally like us. No one will give you a global network of contractors, we do,” he continues.

“Our plan is to keep developing our green products, delivering solutions to the industry and integrating our knowledge and know-how of producing high quality concrete with people in the construction sector. We want to build partnerships to offer world-leading one-stop solutions.”

With the company’s track record to go by and its global footprint, we believe this could be very likely.

1995 e m p l o y ee s

650 r e v e n ue

USD 121 million AED 444 million in 2014 p r o d uc t s / s e r v i ce s

Construction

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JLL

Earmarks UAE as Key Growth Location with Portfolio of Sustainable Projects Written by: Tom Wadlow Produced by: Richard Durrant

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J LL

J The global real estate services provider is showing it is a good corporate citizen through its work with large regional and international clients, revolved around five core areas of sustainability

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LL (formerly Jones Lang LaSalle), is strengthening its business in the Middle East and North Africa region by spearheading a number of sustainable real estate projects in the UAE and continuing to operate as a good corporate citizen.

Over the past year alone MENA staff numbers have risen from 130 to 180, the business characterised by long-standing relations with established clients which provide repeat customers.

Founded more than 250 years ago in the UK, JLL has grown into a global brand comprising 200 offices and 50,000 people all over the world, with presence in 40 Middle East and African countries.

The company provides a wide range of services to investors, developers and occupiers in every sector of the real estate market, from Consultancy, Valuations and Leasing, Sales to Property Management, Project Management and Cost Consultancy.

Sustainable and Strategic Growth in the UAE JLL has five offices covering its MENA operations, in Dubai, Abu Dhabi, Riyadh, Jeddah and Cairo, with its team made up of 35 nationalities and approximately 90 Arabic speakers.

JLL’s service offering covers all sectors of the real estate and hospitality services market, including leasing and managing shopping centres and commercial buildings, project management of fit outs and new builds, strategic consulting,

C o n s t r uctio n

Providing innovative lighting solutions that achieve both energy and cost savings without compromising quality

valuation advisory and sales and acquisitions.

Alan Robertson, CEO of JLL MENA, said: “JLL have had a permanent presence in the region for more than 12 years and the firm has grown significantly throughout that time. While the Middle East represents a small part of the overall global business, it is regarded as a strategically important region for the firm, and is seen as one of the key growth locations for the foreseeable future.�

In the UAE the company is placing an increasingly strong focus on sustainability; sustainability being central to JLL’s ethos worldwide and allowing it to both enhance the w w w. j l l - m e n a . c o m

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“Since commercial buildings account for about 40 percent of all greenhouse gas (GHG) emissions in the developed world, our industry has a key role to play in tackling climate change – Vivienne Thomson, Senior Consultant Upstream Sustainability Services 52

January 2015

environment while delivering economic returns.

Vivienne Thomson, Senior Consultant, Upstream Sustainability Services, added: “Sustainability at JLL is about maintaining and expanding our role as a good corporate citizen.

We are proud of our reputation for acting with integrity and for the ways our people contribute to the communities in which they live and work.”

“Since commercial buildings account for about 40 percent of all greenhouse gas (GHG) emissions in the developed world, our industry has a key role to play in tackling climate change. Sustainability has also created a significant business opportunity; Our Energy and Sustainability Services revenues increased by 16 percent in 2013.”

The sustainable ethos of JLL can be split into five core areas: Energy and resources; Client service excellence; Green buildings; Community and supply chain; and Workplace, wellbeing and diversity.

Ground-Breaking Projects JLL is showcasing its sustainability commitment through ongoing work in the UAE, including through its work with Majid Al Futtaim Properties to help the real estate giant reach its own sustainable targets.

Beyond shopping malls, Majid Al Futtaim Properties develops and manages hotels, communities and offices, and JLL is supporting its long term performance goals. This includes

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XXX

monitoring environmental data performance, producing independent sustainability reports, developing related communications plans, training staff and advising on a range of other sustainability related issues including ISO certification and labour rights best practice.

Majid Al Futtaim Properties has become widely recognised for its sustainability leadership within the region, and the long-term nature of the relationship has enabled JLL’s Upstream Sustainability Services unit to develop a sophisticated and in-depth knowledge of the company which facilitates a highly bespoke approach.

Majid Al Futtaim Properties has become widely recognised for its sustainability and leadership within the region

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J LL

With JLL’s support, software company Intuit achieved LEED Gold certification 54

January 2015

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In the Business Bay area of Dubai, a partnership with a Korean fund has led to significant sustainable gains at the U Bora Tower, which has seen occupancy rates increase to 75 percent since JLL won instruction to manage the building in 2012. At the time of appointment, the building was operating at 15 percent capacity.

Key green initiatives at the site range from motion and photo-sensitive lighting to proposed waterless urinals and waste recycling initiatives working with outside providers.

Another area of activity offering short payback advantages is air conditioning and water chilling, controlled by a Building Management System which has led to savings of 15 percent per annum.

David Pine-Coffin, Associate Director at JLL, said: “The U Bora Tower is a prime example where we have been able to leverage our experienced teams based in both London and India to apply initiatives that result in a direct saving to the bottom line operating cost.”

Helping to create a sustainable workplace environments

Worldwide Footprint Across the world JLL’s Energy and Sustainability Services (ESS) teams implemented improvements on 1,852 existing buildings, documenting $39 million in energy savings and a reduction of 220,000 metric tons of CO2e in its US-managed portfolio.

Smart technology is a key factor in this performance. The IntelliCommandSM programme is a remote building monitoring and w w w. j l l - m e n a . c o m

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J LL

Achieving sustainability goals through technology

control system which combines monitoringbased commissioning to optimise building performance and predictive analytics, helping solve root causes and increase reliability.

Proctor & Gamble saw average annual energy cost savings of 10 percent since deploying IntelliCommand technology, the initial investment being returned within three months and set to be rolled out to other locations around the world.

Thomson added: “Since we manage three billion square feet of space globally for our clients, we can contribute by developing industry-leading strategies, tools and technologies that help clients improve energy efficiency and control associated costs.

We craft solutions that create positive long-term environmental, economic and social change.

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m iddle ea s t

“For example, as one of the world’s biggest purchasers of light bulbs, JLL has partnered with Philips globally to deliver innovative lighting solutions that achieve both energy and cost savings without compromising quality.”

In-house platforms, including OneView Energy and Sustainability Analytics help clients to make sense of enormous volumes of sustainability data. More than 126,000 buildings are on JLL’s numerous platforms, granting vital visibility of sustainable performance.

Ensuring suppliers share an aligned vision is equally important, underlined by the fact that JLL handled more than $1.5 billion in client expenditures for the properties that they managed in 2012.

The company works with the Ethisphere Institute to develop surveys that gather information on supplier programmes and policies covering ethics, compliance and environmental impacts. The Supplier Risk Index is another useful tool, designed to help organisations identify and manage potential risks in their supply chains.

A Good Corporate Citizen Through its wealth of expertise, smart technology and sustainability programming, and close ties with suppliers, JLL is at the forefront of sustainable property management.

Such work is implemented by the company’s staff, who have access to a range of training and development opportunities. The company’s

“The U Bora Tower is a prime example where we have been able to leverage of our experienced teams based in both London and India to apply initiatives that result in a direct saving to the bottom line operating cost” – David Pine-Coffin, Associate Director at JLL

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Jll

JLL reception

“We are here to stay and expect to become steadily more established in the region, as we help our clients achieve their various goals in real estate” – Alan Robertson, CEO JLL MENA

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graduate scheme takes on a large number of Arabic speakers in the MENA region over a two year programme of broad-based training.

Named on the Ethisphere Institute’s list of the World’s Most Ethical Companies for the seventh consecutive year, JLL has found that recognition as one of the world’s most ethical companies is helping to attract the most talented employees.

“JLL is committed to a corporate culture that embraces and promotes strong principles of business and professional ethics at every level,” Thomson said.

“Ethical practices are inherent in our values, mission and strategy, and guide all of our

m iddle ea s t

Company Information Industry

Construction h ea d q ua r t e r s

London, UK founded

1783 e m p l o y ee s

53,000+ globally r e v e n ue

Not disclosed

interactions with clients, customers, vendors and employees. Being a conscientious global citizen is not just good policy, it is good business.”

Moving forward this reputation will doubtlessly help JLL to acquire more long-term clients and boost business in the MENA region.

Robertson concluded: “We have more than doubled in size in the last five years and we expect that rate of growth to continue over the next few years. We are here to stay and expect to continue to expand in the region, as we help our clients achieve their various goals in real estate.”

p r o d uc t s / s e r v i ce s

Real Estate Services

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PPP Canada

P3 Knowledge, Leadership and Expertise Written by: John McBride, CEO

Produced by: Mike Magno

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PPP C a n a d a

Kokish River Hydroelectric Project(Port McNeill BC

T

he need for infrastructure renewal is real and governments across Canada have recognized that investing in public infrastructure is an effective way of boosting the economy while delivering tangible results Canadian can see and use every day.

Public-private partnerships (P3s) have proven their ability to deliver value. Governments have seen this model work for projects across the country, with early adopters like Alberta, British Columbia and Ontario leading the way.

When done well and for the right reasons. P3s can be a useful 62

January 2015

procurement tool for governments.

P3s engage the expertise of the private sector and the discipline of capital markets to deliver ontime, on-budget, whole life-cycle solutions to delivering the public infrastructure Canadians need.

Recognizing the growing attraction to P3s, in 2008, the Government of Canada saw an opportunity to leverage its role to enable the consideration of P3s through the creation of PPP Canada, a federal Crown corporation.

Effecting change PPP Canada strives to deliver value

CANADA

SRO Dowtown Eastside Vancouver_BC Housing

to Canadians through the effective use of P3s. We are doing this by working with all levels of government to share P3 knowledge and build best practices to change the way people think about procuring public infrastructure. Whether the goal is to procure a wastewater treatment plant for a small municipality or an international airport for a growing territory, value for Canadians is our over-riding focus. That is why we recommend a P3 approach based on a detailed and systematic assessment of value for money.

The federal government has significant direct responsibility

for the provision of national public infrastructure assets and has mandated that all large federal projects with capital costs of more than $100 million be assessed for P3 suitability. PPP Canada is here to provide our federal clients with reliable advice and expertise to help identify P3 viability, perform a thorough procurement options analysis and advise on the procurement of the project.

Our most visible federal advisory engagement to date is the New Bridge for the St. Lawrence project.

Our team has been working with Infrastructure Canada to complete a w w w. p 3 c a n a d a . c a

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Evan-Thomas Water and Wastewater Treatment Facility project Kananaskis Country, Alberta

study to support their procurement process. PPP Canada is similarly involved with Transport Canada and Windsor-Detroit Bridge Authority in the development of the Detroit River International Crossing.

We also work with other levels of government to advise and evaluate P3 potential for projects submitted through the P3 Canada Fund. With the first 5-year, $1.2B tranche of the P3 Canada Fund now complete, we are in a position to look back on our successes and the impact the Fund has had on the Canadian P3 market to date. Between 2008 and 2013, the market has expanded significantly. Since the launch of the 64

January 2015

P3 Canada Fund, the number of P3s entering procurement has more than doubled. Between 2009 and 2014, the $1.2B Fund provided up to 25% support to 24 projects, leveraging more than $6B in P3 infrastructure across Canada. The estimated incremental value of these projects compared to traditional procurement exceeds $800 million.

The Fund, combined with our considerable outreach and education activities has had a huge impact in attracting new players to the market – most significantly municipalities. Since launching the P3 Canada Fund, we have confirmed investments

CANADA

to 14 municipalities, which make up 68% of the Fund’s overall portfolio. Most notably, 12 of these municipalities were first-time entrants into the P3 market. The entry of municipalities into the P3 market has created demand for a wider range of assets, including water and wastewater treatment facilities, public transit projects, and solid waste management assets.

Company Information Industry

Federal Crown corporation h ea d q ua r t e r s

The way forward The ongoing success of the Canadian market has been recognized internationally. With strong capital markets, legal frameworks, private sector experience and capacity we expect the Canadian P3 market to remain resilient.

In the 2013 Economic Action Plan, the federal government renewed the P3 Canada Fund with $1.2B over the next 5 years. It went further announcing that all applications to the New Building Canada Fund will be subject to a P3 screen if eligible costs are estimated at $100 million or more. These announcements underscore the federal government’s commitment to ensuring maximum value through the effective use of P3s and will no doubt have an impact on the number of projects brought to the market moving forward.

PPP Canada remains in a unique position to help formalize best practices and push for greater transparency with respect to P3 projects and the Value for Money they generate so we can continue to lead by example.

Ottawa, Ontario, Canada founded

2008

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City of Edmonton

Edmonton Light Rail Transit S Expected to Improve Quality

Brad Smid, Program Manager for the City of Edmonton, di LRT project will have on surrounding communities and how Written by: Lindsey Ryan

Produced by: Mike Magno

System Project is y of Life in Edmonton

iscusses the anticipated effect the Valley Line w the P3 partnership has played a role.

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City of Edmonton

Construction is complete on the Metro Line 68

January 2015

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An artist’s rendering of Wagner Station on the Valley Line LRT

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he Valley Line, Stage 1 is a $1.8B low-floor urban LRT line that, upon completion, is expected to build a more compact, sustainable city, offering more transportation choices to Edmontonians while providing high-quality infrastructure to the city as well.

The project, Edmonton’s first P3 (public-private partnership), is a 13 km LRT line between downtown

and Mill Woods. With the Metro Line coming to completion this year, the Valley Line is the City’s newest priority.

In regards to the Valley Line, Brad Smid, Program Manager for the City of Edmonton, explains that the Request for Qualifications process (RFQ) has been completed and they began the Request for Proposals process (RFP) this fall.

Upon completion, the Valley Line

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PARTNERING WITH PURPOSE

Image credit: DIALOG

As the Lead Consultant for the Owner’s Engineering Team, AECOM is proud to support the delivery of Edmonton’s first low floor urban style light rail transit system. Our aim is to serve our community through our commitment, our work and our passion. Combined with our innovative, technical solutions, AECOM will continue to do what we do best — deliver solutions that create, enhance and sustain the world’s built, natural, and social environments.

www.aecom.com

City of Edmonton

ca n ada

will have multiple positive effects on the community. Smid states, “This project is a real transformative project for Edmonton; we are really trying to shift towards a more compact urban form in the city while also improving the livability and making it a more dynamic city. So the LRT—the Valley Line specifically—is one of the catalyst projects that the city is proceeding with to really kick off the transformation.”

More Than Just a Transit Project The project will be completed in

supplier profile

several phases and is currently undergoing the RFP process. This process will last about 15 months and in this time the three privatesector teams invited to bid on the project will make submissions to show that they understand the requirements of the project, followed by their design submissions in early 2015, and finally submitting their financial proposals in the fall of 2015, which will determine the winning private-sector contractor.

Smid expresses the importance of the project and how it will affect the city. He explains that the City has been working to transform the

AECOM

With nearly 100,000 employees — including architects, engineers, designers, planners, scientists and management and construction services professionals — serving clients in more than 150 countries around the world following the acquisition of URS, AECOM is a premier, fully integrated infrastructure and support services firm. The company is a leader in all of the key markets that it serves, including transportation, facilities, environmental, energy, oil and gas, water, high-rise buildings and government. AECOM provides a blend of global reach, local knowledge, innovation and technical excellence in delivering solutions that create, enhance and sustain the world’s built, natural and social environments.

Website: www.aecom.com

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smart solutions

VALUE ENGINEERING

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STAKEHOLDER CONSULTATION

3D MODELLING

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City of Edmonton

ca n ada

communities of Edmonton and strengthen the connection between transportation, land use and quality of life among residents.

“We’re really looking to tie communities together and really support some redevelopment and infill development in mature neighborhoods and enhance the quality of life for Edmontonians.

One might think of LRT as a transportation project, and it is, but it’s about more than just moving people from point A to point B; it’s really about linking communities, providing highquality infrastructure and improving quality of life,” Smid details.

Brad Smid

Government Funding When asked how such a large project is being funded, Smid replies, “It’s being funded by all

An Edmonton skyline w w w. E d m o n t o n . c a / v a l l e y l i n e

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City of Edmonton

Churchill Square on New Year’s Eve

THE STEWART GROUP:

MOVING THE FUTURE The Stewart Group is an innovative strategy firm that has created a track record of success delivering special advisory services to governments and private sector clients interested in building sustainable public transportation systems.

We are helping the City of Edmonton with project oversight, governance and procurement support including the creation of a successful funding advocacy campaign. Together with the Edmonton team we have achieved a remarkable milestone: the launch of the Valley Line P3 Project.

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ca n ada

three levels of government —the city is taking the lead on this and is contributing $800M of the $1.8B, the provincial government of Alberta is contributing up to $600M, and the federal government is contributing $400M, which includes a $250M contribution from PPP Canada.”

According to Smid, obtaining the funding from all three levels of government can often be a challenge so receiving the support and commitment from city council and the other levels of government has really allowed the project to move forward.

Because this is the city’s first P3 project, other unique challenges have arisen as well.

“This is the city’s first P3 contract so it’s a whole different way of delivering a project and we’ve had to develop new procurement documents — such as the RFQ and the RFP, and the draft project agreement— and it’s quite a change from what our city council, citizens and our administration is used to doing. It’s a good challenge; it’s been very interesting and rewarding for our team to go through this and I think it will have great results,” Smid continues, “It’s very innovative and quite unique.”

Despite the challenges, there are not many P3 transit projects so Smid is excited for what it will bring to the city of Edmonton.

Company Information Industry

Construction h ea d q ua r t e r s

Edmonton, Canada founded

1904

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City

City Co Reveals N

On December 5, 2014, company’s re-branding. B

y Core Commercial Contracting

ore Commercial Contracting New Image and Re-Branding

, City Core Commercial Contracting officially launched the Bart Hribar, president, discusses the new name, CREATE., and what the this means for the future of the company.

Written by: Lindsey Ryan Produced by: Rich Gentile

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C i t y C o r e C o m m e r c i a l C o n t r ac t i n g

Office

S

ince its establishment in 2008, City Core Commercial Contracting has developed a reputation for providing quality projects and an overall positive experience to clients. The company began as a general contractor and has been experiencing consistent growth since its creation.

The company has been evolving its construction and development process and has recently determined that the brand and company culture needs to reflect this evolution. Thus, on December 5, 2014, the company was excited to launch the re-branding as 78

January 2015

the company officially became “CREATE.” Bart Hribar, president of CREATE., discusses this new image and how the company expects to continue its growth in the industry. With a company mission to create desirable spaces, Hribar explains that the company has evolved beyond the services it originally offered when it was known as City Core Commercial Contracting.

Hribar states, “We realized that since 2008 when we started this company that we’ve outgrown the name and we’ve evolved.

After a number of surveys, it was

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made clear to us that it might be a good idea to individuate from the ‘City Core’ name itself in a positive way by evolving into a company where what we really do is make or produce spaces, and a word for make or produce is Create.”

He continues, “We wanted to come up with a name that showed our expansion and showed we’re evolving.”

Sustaining Consistent Growth So how has City Core Commercial Contracting sustained its success to allow for the evolution and overall re-branding as CREATE.? Hribar explains that one of the reasons is the enthusiastic team of employees.

“It’s all about the team; We’re very particular about the members on our team and we want

“There were very high expectations and the timeline was very tight. We had to build it over the summer vacation and have it ready for the new students coming in for the new school year” – Allen Clayton, Vice President of Operations

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Evolution Glass Inc. is your one stop commercial glazing contractor.

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C i t y C o r e C o m m e r c i a l C o n t r ac t i n g everyone to fit in properly. Most importantly, they all have to have a desire to succeed. As a company, you’re only going to succeed if you have people that want to grow and succeed in delivering the product to the client,” he states.

Additionally, as it is inevitable for problems or delays to occasionally arise during projects, the way a company overcomes the obstacles and communicates the problems to the client can make a huge difference in the client’s experience.

“It’s how you deal with the deficiencies or things that need to be improved, that’s what makes a company different,” states Hribar, “We come to the client ahead of time telling them that we are aware of any deficiencies that need to be corrected and right away they feel they’ve been acknowledged. Then, we go further and tell them how and when we’re going to take care of it.”

CREATE. uses mantras and its “Big 6” fundamental approach to construction (and developments) to ensure that there is open communication and clarity between the client and the company at all times. This has proven to be extremely beneficial in delivering products, which Hribar stresses is the number one thing clients will remember.

“All you have to do it listen to clients and next, all you have to do is deliver. It sounds simple but it’s true and highly effective. We notice that the one thing clients will never forgive you for is failure to deliver.”

All of these components contribute to the overall excellent experience that is provided to

Caleo Health

U of C Medicine Teaching Centre

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Maintenance Specialists

Lifetime Performance

FLAT ROOF

Peddie Roofing & Waterproofing Ltd.

NEW ROOF

is a Calgary based commercial roofing

REROOF METAL ROOF

contractor, that has become an industry leader by providing superior maintenance and repair construction services.

Calgary 403-273-7000 | Edmonton 780-491-0060 3352 - 46 Avenue SE | Calgary, Alberta, Canada T2B 3J2 www.peddieroofing.ca

C i t y C o r e C o m m e r c i a l C o n t r ac t i n g the customer, which will keep them returning for continued business.

At a certain level among the top construction companies, there is no doubt that any one of them can deliver a quality product, but it is the companies, such as CREATE., that provide a positively memorable experience that will continue to succeed.

Top 5 Projects As a top construction company in the industry, CREATE. has a large portfolio of projects. Allen Clayton, vice president of operations, discusses five of these interesting projects.

Completed in the summer of 2013, one of the top projects CREATE. delivered was at the Webber Academy. This 10,000 square foot project was an expansion of the school’s science wing.

Clayton states, “There were very high expectations and the timeline was very tight.

We had to build it over the summer vacation and have it ready for the new students coming in for the new school year.” The project was successfully completed on time despite the tough deadlines and the school has offered additional project opportunities to CREATE. as well that are currently underway.

Another exciting project was the University of Calgary Medical Center. CREATE. was brought on as a construction manager through the real estate income trust, Northwest Healthcare Properties, to re-purpose the old theater into a functional

Chaparral Valley Square

Grey Eagle Casino

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C i t y C o r e C o m m e r c i a l C o n t r ac t i n g

Una Pizza & Wine

medical space. The building is now used as a teaching facility for recent graduates and students of the University, as well as a health service center for the community.

This project was completed in 2012.

CREATE. is working on to separate the long standing iconic restaurant, Melrose, into two smaller buildings. One, which is 84

January 2015

expected to be open just before Christmas, will be a stand-alone building with a 3000 square foot patio. Upon completion, the space will be occupied by a bakery. The second building of the project has not commenced yet but Clayton reveals the intention is to design it as a two story iconic building on the famous red mile 17th avenue, in the

ca n ada

entertainment district in Calgary.

CREATE. has recently secured the Chaparral Medical building project. The building will be leased out to a southern Calgary primary care network which will provide the community with healthcare services. It is a multidisciplinary clinic that is geared towards increasing accessibility within the community for healthcare and will incorporate lower risk maternity family care and educational training facilities.

Lastly, the company is working with Canada Beef, an organization that represents the beef producers in Canada, to build the organizations new food, development and education venue in Calgary. Once complete, this exciting project will provide research, development and education on the product. The building will include a consumer demonstration kitchen, a commercial kitchen, a demonstration theater and a beef fabrication room.

It will be a venue to host delegates from all over the world to demonstrate Canada Beef’s product.

Overall, CREATE. has been and will continue to be extremely busy with its portfolio of projects and Hribar expresses the importance of collaborating with sub contractors and trades to successfully provide the best project to clients.

“Nobody does this on their own and without the excellent trades that we have, we wouldn’t get any job done. We’re very big on trade relationships,” states Hribar, “Any way we can help them succeed means they’ll help us succeed and more importantly, the client gets what they want.”

Company Information Industry

Construction h ea d q ua r t e r s

Alberta, Canada founded

2008 e m p l o y ee s

50

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Sure Con

From ch

Surespan Construction

espan Leading Wind Turbine, nstruction Industry in Canada

hainsaw to business empire in just over 35 years, Surespan is nothing short of a success story Written by: Ian Hanner Produced by: Rich Gentile

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Su r e s pa n C o n s t r uc t i o n

South Kent Wind Farm 88

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F

rom humble origins as a small, independent forestry bridge and construction service, Surespan has spent more than 35 years becoming the Canadian industry leader that it is today.

Surespan was founded in 1977

by Nigel Bester (principal of the Surespan Group), a South African expat living in Vancouver, with little

more than a borrowed chainsaw and the knowhow to achieve results. According to the company website, Surespan’s early success was largely centered on erecting bridges in remote environments in British Columbia. “Today, Surespan Construction is the recognized specialist in permanent and portable bridge w w w. s u r e s p a n . c o m

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Su r e s pa n C o n s t r uc t i o n

C o n s t r uctio n

supply and construction,” the company said. “[It took] always staying ahead,” said Jordan Hiebert, divisional manager, on 35 years of business. “The technology, investing in new equipment and not being afraid to try new things… We’ve really made a push into wind energy in the last couple of years and that’s been driving a lot of our growth.”

According to Hiebert, Surespan first got into wind energy doing infrastructural development— predominantly roads and bridges. Seeing opportunity in turbine erection, Surespan purchased some specialized equipment for heavy-lift crane installations and has been able to carve out a substantial market share in the time since.

“Growth has been very steady and fast in Ontario, and throughout the rest of the country,

supplier profile

Turbine Holst

Team -1 Academy

TEAM-1 Academy Inc. Renewable Energy Services provides you with all the up to date, most advanced equipment needed to perform each and every job safely, efficiently, offering great rates and piece of mind knowing that the job will be done correctly and everyone will go home safe!!! TEAM-1 Academy Inc. is FULLY INSURED, we have the correct clearance certificate from WSIB & all of our technicians are FULLY CERTIFIED. Website: www.team1academy.com

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Experience the Progress.

Liebherr cranes for wind power.

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Liebherr-Canada Ltd. 1015 Sutton Drive Burlington, Ontario L7L 5Z8 Tel.: +1-905/3 19 92 22 E-Mail: info.lca@liebherr.com www.liebherr.com

The Group

Su r e s pa n C o n s t r uc t i o n

C o n s t r uctio n

it’s a project here, a project there. There are usually one or two large projects in Western Canada, but it’s hard to say what the future looks like,” Hiebert said.

Aside from several infrastructure projects relating to power developments, the company’s website currently lists two turbine erection projects underway— the Grouse Mountain and Chatham-Kent Wind turbine erection projects.

According to Surespan Wind Energy Services’ (a subsidiary) website, Grouse Mountain is the first wind turbine in North America to be built at what’s considered an extreme high altitude location. The company had the challenge of lifting a 1.5 megawatt, 250 tonne turbine into place in an area with exceptionally poor access.

“The unique aspects of this project included

supplier profile

Liebherr-Werk Ehingen GmbH

Liebherr is the leading manufacturer of mobile and crawler cranes. The range of the all-terrain mobile cranes extends from the two-axle 35 t crane to the heavy-duty crane with a lifting capacity of 1,200 t on nineaxle chassis. The lattice-boom cranes on mobile and crawler chassis achieve lifting capacities of up to 3,000 t.

The Liebherr plant in Ehingen covers a total area of 850,000 m2, of which 240,000 m2 is a roofed manufacturing facility. The Ehingen plant employs a workforce of 3,000. A comprehensive, worldwide service guarantees the high availability of mobile and crawler cranes.

Website: www.liebherr.com

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mobilizing to the peak of Grouse Mountain up a winding narrow old mountain road,” the company stated.

Surespan was also contracted for turbine erection at the ChathamKent Wind farm—Canada’s largest.

According to CTV News, “The farm utilizes 124 Siemens 2.3 megawatt wind turbines, which are estimated to produce renewable energy for up 94

January 2015

to 100,000 local homes.”

“We are committed to the local communities and are pleased to see more than 800 jobs dedicated to wind turbine blade manufacturing and tower fabrication in the Province,” said Jacob Anderson, who was VP of wind power for Siemens at the time of comment.

Equipment plays a large role in

C o n s t r uctio n

Company Information Industry

Construction h ea d q ua r t e r s

North Vancouver, BC founded

1977

distinguishing Surespan for jobs like these. With the largest truck-mounted crane in Canada, the company is able to gain access in ways competitors can’t.

“We purchased a crane that allows us to install turbines up to 150 meter hub height. That will allow us to stay competitive for a number of years into the future and also lift in much higher wind speeds,” Hiebert said.

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Farnum Construction Management

Farnum Construction Management: Finding a Better Way to Do Business

Sean Farnum discusses the philosophy behind his work and the importance of transparency and vision Written by: Sasha Orman

Produced by: Rich Gentile

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Fa r n u m C o n s t r uc t i o n Ma n a g e m e n t

Farnum semi-trailer (site storage)

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arnum Construction Management was formed on one simple premise: there’s a better way to do things.

“As professionals in this industry, I think it is our responsibility to push the industry forward, always expanding and improving on how we deliver. Far too many projects are completed while using traits or methods of past because that’s how it’s always been done. With new technology and efficiencies available at our fingertips, it allows us to focus on how to do things better, ultimately providing better service quality and overall project 98

January 2015

experience to our clients” explains Sean Farnum, Managing Director at Farnum Construction Management.

Acknowledging this issue with the construction industry, Farnum is guiding his business based on principles of quality service, integrity, forming strong relationships, and above all finding the best and most efficient ways of delivering projects and doing business.

Imagination and Innovation for Varied Projects The philosophy at Farnum Construction Management has led the company to take on jobs that

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Spring framing, McInnis & Holloway project

range greatly in scope and profile.

One thing that many of them have in common is that they are important jobs demanding the quality results that Farnum promises.

These can be projects such as the approximately $2 million remediation project for Alberta Health Services in High River, or the $4.8 million disaster recovery project at the Calgary Zoo—both were damaged by the devastating floods that overtook Alberta in the summer of 2013. They can also be private construction management projects like the $3.8 million crematorium and reception center for McInnis

& Holloway that Farnum took on in conjunction with Norr Architects.

This 14,000 square-foot project was one of the largest that the management firm has taken on to date, but through careful planning it was able to deliver on time and under budget.

“It just came down to proper planning in being able to reach those goals—having a strategy put in place right from the beginning, as opposed to rushing to get into the ground too soon. Having aligned goals, outlined expectations, and a clear communication process was the key to its success.” says Farnum. h t t p : / / w w w. f a r n u m . c a /

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Winter concrete pour, McInnis & Holloway project.

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Fa r n u m C o n s t r uc t i o n Ma n a g e m e n t “The owner was very involved; he was on the site probably two or three times per week, and it made it very nice to establish the relationship between the site staff and him, as well as with us on the management side. Along with the architects, we created a nice little project group that worked very well, so that was a great experience and a nice project to end the year with.”

A Company Culture of Caring When it comes to finding project staff for Farnum Construction Management, there are several traits that are highly valued. “I do my best to make sure that all of our employees, from senior managers to laborers, are dedicated, respectful, hard working and take pride in what they do. I try to instill that in being at the forefront,” says Farnum. “I’m onsite often, not afraid to get my hands dirty, bringing our site guys lunch and coffee, nothing is below me so I try to instill that in them, and show them that I’m just as dedicated as they are. We all share common goals, we all share strategies and ideas, our success is dependent collaboration, and we promote an open door policy for all team members. Whatever we’re working on, we take a team approach.”

Another trait that Farnum looks for is employees interested in taking time for giving back to the community. From charity work and community service to education, Farnum Construction Management takes its philanthropic philosophy very seriously. “We’re heavily involved in investing

Farnum semi-trailer (site storage)

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Winter concrete pour, McInnis & Holloway project.

into our community and into our staff,” says Farnum, noting that the business has been involved in benefits for everything from the Calgary Zoological Society to Calgary’s Prostate Cancer Society and Kids Cancer Care.

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“Calgary has been so great to me—coming from Ontario, moving to Calgary, and having the opportunities here to build my company,” explains Farnum. “I feel that it’s our social responsibility to give back. We’re given such great opportunities, and

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the ability to provide a great life for ourselves and our families, I feel it’s our obligation to give back— what goes around comes around.”

The Farnum Difference The thing that sets Farnum Construction Management apart is the fresh way they view the industry and they approach it. “I think we’re a different type of company with a different vision,” says Farnum. “We’re very versatile, as we can structure our services and our project delivery methods based on requirements, restraints, as well as specific client or project needs.”

Beyond that versatility is a refreshing honesty and commitment to excellence that Farnum’s clients can count on project after project. “We do what we say we’re going to do, it’s as simple as that,” he adds. “We’re out to align our goals, relationships, and strategies with our clients. We are very transparent in what we do, and we take pride in what we do.”

That may not lead to rapid growth, but it does lead to the kind of growth that can be sustained and a point of pride as Farnum moves into the future. “We’re on a calculated growth pattern as we’ve planned, and we only take on as much as we can handle and do it the best that we possibly can,” he says. “So it’s all about respect and integrity, the morals and ethics of the company, and the services that we provide. The company was started on that premise—that we can do it better.”

Company Information Industry

Construction h ea d q ua r t e r s

Alberta, Canada founded

2008 e m p l o y ee s

12 r e v e n ue

$20 million anticipated for 2015 Fiscal Year

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K-Line Group of Companies

Two Trucks and a Vision

Emerging from humble beginnings, K-Line has become one of Canada’s premier high voltage service providers.

Written by: Kevin Smead

Produced by: Michael Magno

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K - L i n e G r o u p o f C o m pa n i e s

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rothers Allan and Mark Kellett have been leading the K-Line Group, a high voltage utility service provider, for more than 25 years.

K-Line was founded by their father, Glenn, in 1967. Armed with years of experience at Ontario’s Hydro One and a strategic eye for business, he sold one of his properties in order to purchase two trucks— both of which are still owned by the company today—and began running operations out of the basement at his Scarborough home.

Glenn saw an opportunity to provide high voltage services 106

January 2015

at a time when utilities began outsourcing work. What began as K-Line Maintenance and Construction is now part of a larger group, which includes operations in several countries across the globe.

Still, it was Glenn’s initial efforts that put the company on the path to where it is today.

“K-line didn’t just fall out of the sky,” Mark said, “but started with a person with a vision who came from Minden, Ontario.”

A Family Culture While the company has certainly grown since its inception, it has

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managed to maintain its family culture.

“We take pride in being a family business,” Allan said. “We have a family culture, which most companies don’t have.”

This has been especially helpful in attracting and retaining a workforce that wants to be part of a company such as K-Line. Since Allan and Mark took over the company 25 years ago, they’ve been seeing a lot of familiar faces.

“We have employees that have been with us for over 30 years,” Mark said. “Obviously people retire and you get new people coming up, but it’s not a revolving door here.”

Those who do join the company have had their high expectations met.

“We’ve heard so many times over the years when we get new employees, ‘We’ve heard about K-Line, their industry leading equipment and tooling, and the unique management style, so we’ve come here and it’s true,’” Mark said.

“That’s just how it is.”

Beyond competitive salaries and full benefits even for non-union workers, Allan believes the attention paid to employees is important for retaining top talent.

“When we have our annual general meetings—which we have every year in every province and its one big thing our employees really like— Allan and I intermingle with all the employees,” Mark explained. “It’s not as though we just sit in the office.

We go to see them throughout the year, including the holiday seasons, and they really like that.”

K-Line believes in investing in its employees, since they’re the company’s representatives in the field. According to both brothers, this has paid off for the company.

Safety as a Top Priority Another reason K-Line has seen such great success is its willingness to train its staff on always staying safe.

“We certainly take pride in our safety program,” Allan said. “Since the company’s inception, safety was always in the forefront, so we’ve taken that to the next level. We can honestly say that we’ve been raising the bar across the industry.”

To better implement policies and procedures for safety, K-Line has developed their own Integrated Management System, or IMS. It is designed with constant training in w w w. k - l i n e . c a

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Substation Promo

mind, which is something K-Line does regularly.

“Literally everyone in our company is trained on our new policies at the beginning of each year,” Mark said.

“We take pride in the training of our people. We invest a lot in that, which seems to pay us back exponentially.”

K-Line often times sends its employees to training courses and invests heavily in ensuring all 108

January 2015

members of the team are up to speed on the current safety protocols.

According to Allan, it’s something they take extremely seriously.

“The line of work that we’re in, you have to be safe,” he explained.

“That’s always been the family philosophy so we promote this within our group. It starts from the top down. It’s about building that culture. We have quite a few

s ecto r

employees, and we can honestly say it’s a culture that everyone buys into. That’s huge. That flows into our alliance partners and the people that we align ourselves with—the CEOs, the shareholders. They’re all protected. It’s something you need to do as a business, but we take it to the next level and raise the bar. We’re always at the forefront in the industry.”

High Voltage, High Quality and High Performance Being at the forefront is something K-Line has embodied for many years now and is reflected in the company’s slogan (above). At the turn of this century, the company changed its business strategy.

“Instead of chasing the work and doing all bid work, we went to more alliance-type work, which was w w w. k - l i n e . c a

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Since inception in 2002 PMA has provided Engineering & Design/ drafting services.

Our major Clients include: • RCM Technologies • Black & Macdonald • BECMA • Kinectrics/Brampton Hydro

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From bid to completion, we work as a team with uncompromising integrity, honesty, safety and quality to deliver successful projects.

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K-Line unheard of in the past,” Allan explained. “This type of strategy was more predominant in manufacturing. In sense we have changed the market. Now, it’s come to the point where it’s all lining up for us.”

K-Line also works to stay on the pulse of the industry, following what the trends are for utilities and adapting the business to meet their needs. No matter the trend, K-Line’s philosophy remains the same.

“The biggest thing is to perform,” Mark said. “If you look at us, we’re not the lowest cost service provider and when you’re not the lowest price in town, you have to show value to your customers. That means getting the job done on time, on-budget, and with integrity.”

This honest style of doing business has garnered K-Line a lot of repeat business, allowing for relationships and alliances to build over time. For Mark, it’s pretty simple.

“If you go to a customer and say, ‘We’re going to do this,’ and you don’t do it, you won’t get asked back,” he said. “Well, we get asked back all the time.”

For a company that started with two trucks and a vision, it might seem surprising that K-Line has become the powerhouse it is today. But looking at the company’s history and the way it does business, it’s really no surprise at all.

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Company Information Industry

Energy & Utilities h ea d q ua r t e r s

Ontariao, Canada founded

1967 e m p l o y ee s

500+ r e v e n ue

$80-100 million

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The Dalton Company

Building on Principles

The Dalton Company’s Alternative Approach to Building helps customers manage costs, avoid surprises, and earn its customers’ trust.

Written by: Kevin Smeade

Produced by: Rich Gentile

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Private Residence

F

ounded in 1940, The Dalton Company is a full service builder that provides a variety of services within the building industry. A family-run, professionally managed business, its services include project and construction management, feasibility studies, professional quantity surveying and master planning, as well as other consulting services.

The company is known for its “Alternative Approach to Building,� which offers a unique and integrated approach to projects.

Dalton adapted to significant 114

January 2015

change in the building industry by developing a trust-driven model of doing business. Based on accountability and leadership, the approach fosters a culture of trust that is inclusive of both its staff and clients. The company regards trust as a tangible, not intangible, quality that is a core part of its business model.

Building on Principles Though other companies founded around the same time have not realized the same longevity, The Dalton Company has remained strong throughout its history.

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The striking facade of St. James Cathedral in Toronto is just one element of Dalton’s work there

“That speaks to the commitment of not only my brother and me, but the people that work at Dalton,” President Randy Dalton said.

The commitment of Dalton’s employees runs throughout the company, as the company’s culture is one not only of pride, but of growth and reflection.

“We take our work very personally,” Dalton said. “There’s a pride in being involved in an organization where we’re all part of a group with consistent goals and objectives that are part of a bigger picture. We’re trying to succeed both as a company and as individuals.”

As a learning organization, the company is also willing to invest in its employees to get the success which they’re all striving for.

“We encourage growth from our employees,” Dalton said. “We have always assisted them with

“There’s a pride in being involved in an organization where we’re all part of a group with consistent goals and objectives that are part of a bigger picture.”

– Randy Dalton, President

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T h e Da lt o n C o m pa n y any training, coaching, or academic undertakings they want to pursue outside of their day-to-day work at Dalton and we’ll continue to do so in looking to advance individuals.

We’ve had some people who have been with us for 20-plus years and started in very junior positions. Now, they’re in the senior management of the company. We believe it’s our approach that helps us recruit and retain the best staff.”

Dalton’s core values and beliefs extend to the company’s building

processes. Project management methods and standards are coupled with predictive analysis and measurement tools. The result is project teams empowered to serve clients as partners with open communication throughout a project’s lifespan.

A common theme across all of its projects is the trust that Dalton establishes with its clients. Built into their project management process is a means to build, leverage, and even measure trust. The aim is to

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preserve the integrity of the client’s vision, schedule, and budget.

Dalton’s “Building on Principles” approach serves clients across a range of sectors, from academic, residential, and broadcast media to private clubs and religious institutions.

A common theme across all projects is how Dalton’s way of doing business resonates with its clients.

The company was recently involved in the renovation of Toronto Artscape’s Wychwood Barns— dilapidated structures that now serve as a major creative cultural space in the community. It was also one of the first LEED Heritage Gold projects in Canada. Taking on these types of sustainability and communityfocused projects wasn’t part of The Dalton Company’s original plans, and they’ve become a large part of the company’s portfolio.

“It just fits with that we’re all about,” Dalton said. “Most of the corporations we deal with in notfor-profit are concerned about sustainability and good practice, so it’s just a logical fit with what we’re all about and what our customers are typically looking for.”

An Alternative Approach to Building Customers often look for certainty at all stages of the project and Dalton’s “Alternative Approach to Building” offers that by placing a heavy emphasis on pre-planning, and working with the client to establish their “Definition of Success”.

“If you’re not involved early, you’ll find you’ll never get caught up with the subject matter,” Dalton explained.

“If the design professionals are hired early and the builder is brought in later, it’s very difficult to understand the subtleties of what was discussed at the inception of a project. From our standpoint, the earlier we’re involved the better. For our clients, it’s the same way.”

Dalton points to the example of its work at Upper Canada College.

Planning for projects next summer is happening now in conjunction with the school and consultants, ensuring there are no obstacles when the project actually gets underway.

“Cost certainty is a very important aspect of that as well,” Dalton added.

“If all the elements of a project are monitored at the early stage, then the likelihood of success improves w w w. d a l t o n b u i l d . c o m

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Global TV’s Morning Show studio is one of several new studios recently built by Dalton.

exponentially going forward. If a lot of the design work and planning is done without understanding cost right from the commencement of a project, it can often lead to surprises down the road.”

Avoiding surprises and keeping certainty high are hallmarks of Dalton’s Alternative Approach. This has kept customers such as Upper Canada College, Bell Media, and the Anglican Diocese of Toronto coming back for more than 10 years.

Dalton explained that the bar is set 118

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very high by both the company and its customers and maintaining that quality of work is an active, engaged process.

“We’re constantly monitoring and measuring what we’re doing and reporting to our customers on an ongoing basis, getting feedback from them as to where they see things,” he said. “A cornerstone of our Alternative Approach is the client’s definition of success, which we approach them to establish.

Often times, their definition of

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success is different than what the project team might have assumed without having asked.”

Upcoming Projects Of course, Dalton is always looking for ways to refine and improve its approach, always looking toward its upcoming projects, such as the renovation of the Bata shoe factory in Batawa, Ontario. The shoe factory, once a cornerstone of the community, has fallen into disrepair since its decommissioning. Now, it’s set to be repurposed as residential community space.

“It’s part of rebuilding the whole Batawa community,” Dalton said. “We’re working with the Bata Development Corporation directly, to see their vision through to fruition. It’s very interesting being part of the rejuvenation of a community that was once thriving and the conversion of the shoe factory will hopefully re-instill the purpose and spirit that the town was founded on.”

Ultimately, The Dalton Company hopes to set an industry standard for others to follow and they know that’s easier said than done.

“There are other very good companies,” Dalton explained. “We’re not the only one.

We’re hopefully showing a different way of doing business that will be beneficial not only to our company but the industry as a whole.

Our approach has bolstered our competitive advantage, greatly increasing our repeat and referral work.”

Company Information Industry

Project & Construction Management h ea d q ua r t e r s

Ontario, Canada founded

1940 e m p l o y ee s

50 r e v e n ue

$75 Million

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PND Engineers, Inc.

PND Engineers Moves the Bar for Arctic Projects How this 35-year-old company is stealing the show.

Written by: Laura Close Produced by: James Hayes

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PND E n g i n ee r s , I n c .

NPRA Pipeline support bridge placement

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ith a focus on complex projects in challenging conditions, PND is setting a new standard for Arctic engineering.

Founded in 1979, PND offers a range of services from general civil engineering to marine and building structural engineering to geotechnical and coastal engineering and much more. While it is not their sole area of expertise, the company really outshines the competition in Arctic conditions.

Now, just over 35 years since the company’s founding, their name carries a strong reputation.

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“Being in the engineering consulting business, one of the things that has driven us to stay in business is our constant attention to understanding each particular project and a focus on the problems we are solving for that Client” said Gary Watters, vice president of PND Engineers Canada. “Each project is very unique and requires attention to detail and a keen understanding of cost-effective, science-based solutions.”

In 2013, the company branched out into Canada, offering the same services they’d come to be known for. Since then, subsidiary PND

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Engineers Canada has operated out of its Vancouver headquarters.

“With the engineering and design services of our firm’s officers, PND Engineers Canada is in a position to offer highly specialized engineering solutions to address any challenge facing our clients,” the company stated.

Arctic Focus Projects in cold regions come with challenges not present in most

projects. For example, PND’s expertise is often sought to design foundation piles in the transition zone between frozen permafrost and non-frozen soils that vary in temperature during the year.

“From an engineering perspective, we’ve been involved in some of the most challenging, far-northern projects that have ever been taken on. These efforts have been driven by oil and gas exploration and their demand for doing the job right the

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Proud to be a partner of PND Engineers.

Congratulations on your 35th anniversary.

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first time,” said Bill Gunderson, vice president of PND. “We’ve been involved in Arctic development since the beginning and during that time we’ve done a variety of challenging work including bridge, dock and building design including permafrost foundations along with road and airstrip design and geotechnical and hydrological investigations. All of these engineering areas involve designing for arctic conditions and if done incorrectly can result in environmental problems that can be very expensive

PND E n g i n ee r s , I n c . to remediate.” he added.

PND Arctic expertise has won the company some highly complicated projects, such as the design/build contract for a deepwater port facility for Baffinland Iron Mines Corp. According to Watters, when completed, it will be the deepest Arctic port in North America.

PND has also been hard at work on the design and construction of the Point Thomson facility in Alaska. The Point Thomson project, primarily owned by ExxonMobil, is an ambitious production development North of the Arctic Circle that will produce an estimated 10,000 barrels/day of natural gas condensate when it comes online in 2016.

“It’s a very remote site,” Watters said. “We’ve done a range of work there, including coastal engineering, hydrological investigations, marine, road, bridge, air strip and building design. We’ve been very involved in the marine infrastructure to ensure the sealift is completed without a hitch for all the different components and modules that need to go onto the site. So it’s a pretty comprehensive project and our involvement covered a large variety of Arctic Engineering disciplines.”

PND’s attention to detail, scheduling, innovation and resource management in complex projects have earned the company an annual revenue of about $30 million, according to Gunderson.

With a multitude of high-profile project completions under its belt, PND is, after over 35 years in business, finally gaining the prestige that it deserves.

usa

Company Information Industry

Structural/Civil Engineering h ea d q ua r t e r s

Anchorage, Alaska founded

1979 e m p l o y ee s

130 r e v e n ue

$30 million

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125

Fine Line C

Fine Line Construction Ex the N

Paolo Friedman, president and co-owner of Fine Li they will bring in an excess of $75M, t

Written by: Lindsey Rya

Construction

xpects to Triple In Size Over Next Year

ine Construction, discusses upcoming projects and how tripling the company’s size in just one year.

an Produced by: Tom Venturo

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F i n e L i n e C o n s t r uc t i o n

S

ince its establishments in 1980, Fine Line Construction has been providing general contracting services to the San Francisco Bay Area. The company originally started as a Design-build residential company with a focus in non-profit housing, affordable housing, transitional housing, senior housing, HIV hospices and multidwelling hospice communities. In addition, Fine Line Construction has also completed many public works projects including schools, libraries, parks and historical renovations.

Paolo Friedman, current president and co-owner, started working 128

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for the company in 1984 and has watched it evolve over the years. He became a partner in the early 90s and was named president last month.

Friedman explains how the company’s focus shifted from Design-build residential and historical renovations to occupied rehabilitation. Though it wasn’t Fine Line’s main focus, once the company began doing occupied rehab projects, it quickly developed a reputation for being sensitive to individual needs of these projects, leaving the clients and tenants happy.

“We realized we were good at the planning and tenants started

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appreciating our work and the owners started appreciating the comments from the tenants and soon we were on a roll towards occupied rehabs as our main focus,” explains Friedman.

A Growing Portfolio With this arena to work in, Friedman is excited for the new projects that Fine Line Construction will have an opportunity to deliver.

Currently, the company has many projects in progress such as Edward II, a 25 unit youth transitional housing project in San Francisco, and the Villa San Pedro project in San Jose— owned by the Santa Clara Housing Authority— which is about 90% complete at this time and upon completion will consist of 100 units across 13 buildings, plus a community building, all of which

“We realized we were good at the planning and tenants started appreciating our work and the owners started appreciating the comments from the tenants and soon we were on a roll towards occupied rehab”– Paolo Friedman, President and Co-Owner of Fine Line Construction

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F i n e L i n e C o n s t r uc t i o n are full rehab buildings. Additionally, Fine Line Construction is also just beginning a commercial space improvement in Berkeley called UA Homes.

Fine Line Construction is also building a new restroom and maintenance building for the City of San Francisco at Washington Square and completing two historic restroom rehabs near Ocean Beach. Friedman explains that Fine Line Construction is primarily known for working in fully occupied spaces; however the company’s strong background in historic renovations and public work allows them to work on a wide range of projects.

Pacific Door Products Inc. is the Bay Area’s lead supplier of doors, frames, hardware, and glass for both commercial and residential buildings, providing installation services for most commercial projects.

470 Aaron Street | Cotati, CA 94931 | Lic.# 443074 phone 707.795.7777 | fax 707.795.7888 www.pacificdoorproducts.com

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Therefore, having had the opportunity to work in both new construction and occupied rehab, Friedman discusses the differences between the two and states, “[Occupied rehab] is quite a bit more difficult than new construction because you’re not only undoing faulty, old or failed work but you are also dealing with that work in an occupied space and a lot of that led to the need for a stronger focus on communications and tailoring your approach to the client and the end users’ needs; it can be quite challenging.”

Despite the challenges, Fine Line Construction has become a leading general contractor in San Francisco and Friedman explains that he expects the company to triple in size over the next couple of years “We’re known for the quality of our finished work and here in San Francisco we are considered to be THE expert in occupied rehab. We’ve done an excess of 10,000 units and in 2015-2016 we’re going to get another 610 units under our belt. It took from 1980 to now to do 10,000 units, and now we’re going to be close to 11,000 units in just one year,” announces Friedman.

Incredible Growth So how is Fine Line Construction going to accomplish tripling in size over this next year?

The San Francisco Housing Authority has liquidated its properties and is giving a total of 29 rehab projects, throughout two phases, out via lottery to non-profit housing providers. w w w. f i n e l i n e c o n s t r u c t i o n . c o m

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Fine Line Construction is in pre-construction services on all of the jobs and has been awarded five of the projects in phase 1, and two projects in phase 2. These projects are estimated to bring an increase of $75M to the company over 2015 and 2016.

Some of Fine Line’s upcoming projects include Buchannan Park (a 68 unit housing building), 255 Woodside (a 109 unit housing development), 430TURK Street (a 79 unit housing development), 25 Sanchez (a 90 unit building), 462 Duboce (a 42 unit building), and Holly Court (a 118 unit building).

Company Information Industry

Construction h ea d q ua r t e r s

San Francisco founded

1980 e m p l o y ee s

Collaborative Teamwork In addition to the quality projects it delivers, another component that makes Fine Line Construction a leading contractor in San Francisco is the people that make up the team of talented staff.

“For each person that works here, they have a certain level of knowledge in their field and they are familiar with the sensitivities of our work.

Collectively, we collaborate and make a job come together successfully,” reports Friedman.

The company also assists in obtaining LEED certifications and many Fine Line Construction projects have been Gold LEED certified.

100 r e v e n ue

$75M

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DASNY Bronx Mental He Redevelopment Project

Bronx Mental Health Redeve Project: Delivering Quality Ca

DASNY, OMH, Jacobs and a number of architects, enginee together to create a healing environment for patients in the Written by: Stephanie C. Ocano Produced by: Tom Ventura

ealth

elopment are to New York

ers and contractors are working e Bronx

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D A SNY B r o n x Me n ta l Hea lt h Re d e v e l o p m e n t P r

Adult Center Overview - North

W

hen it comes to constructing a mental health campus with six buildings aimed to benefit the lives of many, three things are needed: a solid foundation, diverse input and a successful ideology.

The Bronx Mental Health Redevelopment (BMHR) Project for the New York State Office of Mental Health is a replacement project managed by DASNY – Dormitory Authority of the State of New York – and Jacobs. Totaling 436,410 sq. ft. , the new Bronx Psychiatric Center will include six buildings, housing the Adult Behavioral Health Center, the 136

January 2015

Bronx campus of the NYC Children’s Center, the Residential Village, a central services building and central utility plant. The campus upgrade is set to be achieved with a $350 million budget.

“The ultimate goal of the project is to provide for a better environment for the residents of the Bronx Psychiatric Center,” said Robert Bauco, program manager for Jacobs. “This is a redevelopment project that will consolidate the facilities into the southern portion of the campus and provide a better living and treatment opportunities for them.”

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Central Services Building Overview

Taking the Best from the Best When it came to designing the architecture of the new campus, no shortcuts were taken. In fact, extensive travels were made a requirement to research successful architectural implementations in other health centers.

“Prior to our design, our commissioner recommended that we take a trip to visit other psychiatric centers around the country,” said James Fritz of the New York State Office of Mental Health. “That’s where a compilation of ideas resulted in the design we have today. We tried to take the best of the best and utilize it here.”

Wide open spaces, appropriate outdoor recreations and vast amounts of natural daylight were just some of the considerations taken into the design of the new center. With the

“The ultimate goal of the project is to provide for a better environment for the residents of the Bronx Psychiatric Center.”

– Robert Bauco, program manager for Jacobs

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facility intended to provide a noninstitutional feel, design elements such as sloped roofs, warm colors and residential touches were included in the design.

Building Information Modeling (BIM) was implemented in all phases of the project: by the architects and engineers from concept design through construction documents; by contractors for shop drawing development, coordination and asbuilt documentation; and by the OMH facility for as-built modeling and asset attribute documentation.

MASTER ARCHITECT FOR THE BRONX MENTAL HEALTH REDEVELOPMENT PROJECT

PROUD TO WORK WITH New York State Office of Mental Health Dormitory Authority State of New York and Jacobs 220 Crossways Park West Woodbury NY 11797 516 365 4240 t

www.spectorgroup.com

183 Madison Avenue New York NY 10016 212 599 0055 t

ARCHITECTURE • INTERIORS • FACILITY PLANNING • PROJECT MANAGEMENT

Model visualization was a tool used by the project team with OMH staff in various aspects to ensure design concepts were fully understood by all stakeholders and the residential aspects became a reality.

In construction, BIM clash detection helped facilitate coordination and minimize costly re-work.

Looking to achieve a LEED Silver certification, recycled materials with low emissions are being used; natural and high-efficiency lighting is being installed; and energy efficiency is being supplied via a

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Central Utility Plant with high efficiency chillers for air conditioning, boilers for heating with distribution equipment including shared systems for electrical back-up power, and the fire sprinkler protection systems.

Construction Workforce One of the goals of the project is to have a diverse workforce that encourages minority, women, and community participation. Approximately 40 percent of the workforce is minorities and 5 percent are women. Additionally, 25 percent of the workforce is targeted to be from the local community of the Bronx.

“Although we haven’t achieved the actual 25 percent, we have gotten a significant participation, somewhere around 18 or 20 percent,” said Ron Gecsedi, chief project manager for DASNY. “We’re very proud [of this] considering some of the specialized nature of the construction that’s ongoing.”

“We believe that it is in the best interest of the community to participate in the project,” said Bauco.

The BMHR Project includes a Project Labor Agreement (PLA), which results in the workforce on the project to be made up primarily of local union workers from the various NYC trade unions. The Local Unions understand the project workforce goals and provide qualified tradesmen and women to the well over 100 contractors on the project necessary to meet the goals.

Childrens Double Resident Bedroom

RV Transitional Living Residence Ext Elevation

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D A SNY B r o n x Me n ta l Hea lt h Re d e v e l o p m e n t P r

Childrens Center Overview

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During the peak months of the project, the BMHR Project employed more than 500 workers on a daily basis. The PLA also allowed DASNY to contract with single-prime general contractors for the building construction, which greatly reduced the number of separate prime contractors needed to build the project.

In addition to workforce goals, the BMHR Project includes minority, women, and local (Bronx, NY) owned businesses enterprise opportunity programs. The project is on target to have more than 25 percent of the total cost of the project contracted with minority, women, and locally owned businesses.

Working with Success in Mind With an expected turnover in Spring 2015, “we really want the project to be completed on time and within budget,” said Gecsedi.

“One of the other goals of the team here has been building the highest quality project that meets or exceeds OMH standards,” added Bauco. “That’s been a major goal that we’re all very proud of being able to accomplish. We’re building an OMH facility that’s of the highest quality, I would say, probably in the State of New York.”

Company Information Industry

Construction h ea d q ua r t e r s

Bronx, NY founded

2008 e m p l o y ee s

Over 5000 workers employed during duration of Project with over 500 on a daily basis at peak.

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Turner Construction Alex Center at Kendall Square

Building Alexandria Center

Project manager Greg Heiges discusses the company’s un Alexandria Center project and how new technologies and s with contractors is helping to ensure the project exceeds e Written by: Robert Spence Produced by: Tom Venturo

exandria e Project

nique approach to the strong relationships expectations

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Tu r n e r C o n s t r uc t i o n A l e x a n d r i a C e n t e r at K

Northern Kentucky University Griffin Hall Center for Informatics

S

ince 1902, Turner Construction has earned a reputation for undertaking large, complex projects, fostering innovation, embracing emerging technologies, and making a difference for their clients, employees and community. Their latest project could be their biggest yet.

Located in the thriving metropolitan center of Cambridge, Massachusetts, the Alexandria Center at Kendall Square is expecting its newest addition, a 910,000-sq mixed-use retail space that will include 10 stories and 6.5 levels of parking.

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Unique methodology One of the most distinctive aspects to the Alexandria Center project is the methodology being undertaken

by Turner. In agreement with the owners, Turner Construction is utilizing the Up-Down construction methodology, a unique approach that requires the substructure and the superstructures to be built at the same time while the slurry walls are built around the building’s foundation.

“The up-down methodology is bit of an artwork and economics and it takes a lot of on-site construction management to manage that and make it work,” says project manager

K e n d a l l S q ua r e P r o jec t

of the Alexandria Center, Greg Heiges.

“The approach helps to save time on the overall schedule and narrow the delivery time on the building. Turner was brought in for this project because of our expertise in up-down construction.”

Commencing construction in July of this year, Turner is expected to have the shellcor aspect of the project completed by December 2016.

“Right now we’re finishing up the slurry wall, which goes down 90 feet, and we’re putting in the down columns, which are 100 feet. Once those columns are set, we’ll start the race of digging down and putting those up,” says Heiges.

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“Safety is paramount for not only our success, but the success of our employees and our contractors. We drive the value and criticality of safety into every single employee.”

– says Heiges

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Proven Experience. Powerful Performance.

State Electric Corporation is a dynamic, full-service electrical construction company providing commercial, utility, and renewable energy and innovative systems services to a wide range of clients throughout the eastern United States.

Over the past 26 years, State Electric has grown to become one of the region’s most trusted electrical contractors by consistently providing the proven experience, expertise, and “customer-first” attitude needed to deliver project performance that exceeds our clients’ expectations.

2 DeAngelo Drive | Bedford, MA 01730 | Tel: 781-933-5255 | Fax: 781-933-6205 | www.stateelectriccorp.com

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integrated lean approach is another interesting aspect to the project.

According to Heiges, Turner is utilizing its design team and subcontractors in collaboration to bring the best of both worlds to designing and building the project.

“We took a lean approach to find efficiencies for the project. First, the design team gets their work to 50 percent and then, based on the trade, they work with the subcontractors to finish drawing the job. Our subcontractors are drawing construction documents accompanied with the engineer of record.”

“It’s a different approach but it’s interesting because we find that a lot of time the person with the hammer and nail understands a little bit better than the person with the mouse and keyboard,”

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Starboard Cruise Services

State Electric

State Electric Corporation is a dynamic, full-service electrical construction company providing commercial, utility, and renewable energy and innovative systems services to a wide range of clients throughout the eastern United States.

We’ve built our reputation on the experience, expertise, and commitment to excellence in workmanship and safety of our teams of electrical construction professionals. Their “customer-first” attitude for effective problem-solving consistently goes beyond the ordinary to ensure every project performance exceeds the expectations of our clients.

Since our founding in 1988, State Electric’s mission has remained the same: To be the partner our clients trust for outstanding service and uncompromising integrity.

Website: www.stateelectriccorp.com

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INC.

TIMESMART PEOPLE Canatal fabricates and installs structural steel buildings.

In the last 25 years, we successfully executed more than 1000 projects ranging from 100 to 10,000 tons.

Canatal Industries, Inc. | 2885 blvd Frontenac E. | Thetford Mines, Quebec | Canada G6G 6P6 Phone 418-338-6044 | Fax 418-338-6829 | Email : info@canatal.net | www.canatal.net

Masonry Construction • Waterproofing • Restoration Preservation • Concrete Repair With nearly 30 years experience, Commercial Masonry has grown to be a leading subcontractor in providing comprehensive commercial masonry and waterproofing services throughout New England. We take pride in being your reliable professional masonry and waterproofing experts by delivering quality results and exceeding your visions and expectations.

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Heiges adds.

“Bringing those two together and finding the best way to design and build something is like getting the best of both worlds.”

One of the biggest reasons Turner is able to implement new approaches to the project is because of the owner. The owner of the building has allowed Turner to do what it does best, utilize new approaches and technology to develop the best possible outcome.

“We’re in a fortunate situation because the owner is pushing new innovations and to find better methodology and better systems,” says Heiges.

And new technology is what Turner is implementing. The company is applying a wide range of technological advances to the project.

“One of the big things we’re using is Bin360.

Plaza Club of San Antonio Renovation

University of Florida - Genetics Institute and Cancer Research Center w w w. t u r n e r c o n s t r u c t i o n . c o m

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Tu r n e r C o n s t r uc t i o n A l e x a n d r i a C e n t e r at K

The software allows us to virtually build the project in 3D, thus allowing the owner and their maintenance staff to virtually see the project before we build it,” says Heiges.

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and with this project, as a testament to it, we had a full time VDC consultant on board who is a Turner employee. They basically manage, push and drive the whole technological effort.”

K e n d a l l S q ua r e P r o jec t Relationships The one thing that really sets Turner apart from other construction companies is their strong relationships with subcontractors. One of the final pieces to the project has been Turner’s relationships with their subcontractors. In addition to helping with the integrated approach, the company’s long-term relationships have been an immense addition to the construction of the project.

“We stand by our subcontractors through thick and thin. We see them not as an extension of Turner but a part of the Turner family,” says Heiges.

“We work through difficult scenarios, through ups and downs, through tough economics and all kinds of stuff. They understand safety and quality is important to us, and we stick by them through difficult and complex scenarios on projects.”

According to Heiges, a vital part to Turner’s success has also been their commitment to safety.

“Safety is the very core of Turner Construction.

Personally, I feel it’s our greatest attribute. We understand the ramifications of having an incident on site are not only detrimental to the person that could be injured, but its detrimental to the project and the value of the property if things are deemed unsafe. The ramifications and ripple effect for an unsafe work environment go well beyond the direct individuals involved in safety.”

He adds, “Safety is paramount for not only our success, but the success of our employees and our contractors. We drive the value and criticality of safety into every single employee.”

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Company Information Industry

Construction h ea d q ua r t e r s

New York founded

1902 e m p l o y ee s

10,000

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WEST Builders Inc.

Setting a Higher Standard Todd Whitlock, CEO of WEST Builders Inc., discusses how strategic planning and a commitment to company culture have played a role in the company’s success in the industry and how employees can make the difference to avoid becoming a commodity.

Written by: Lindsey Ryan

Produced by: Tom Venturo

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W E ST B u i l d e r s I n c .

Beverly Hills Luxury Residences

E

stablished in 2003, WEST Builders Inc. is a customerdriven construction company that offers negotiated general contracting, design build and design assist services, and development management to commercial private real estate sectors. The company is highly organized and committed to providing exceptional customer service and solutions that elevate it above the level of being a hardbid commodity. Success in this effort has afforded WEST Builders the opportunity to negotiate work with a large client base including developers such as Prometheus 154

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Real Estate Group, UC Berkeley, Tooley Company, LBA Realty, Veeva Systems and CBS. Todd Whitlock, CEO of WEST Builders Inc., strongly believes that the company needs to perform beyond customer expectations.

Through engineering expertise and effective communication with the client throughout a project, WEST Builders Inc. stands apart from the competition.

He states, “If we’re not moving heaven and earth for our customers then we’re just a commodity and would be forced to function in the bid environment. Why should

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Raymond Theatre Condominium Conversion and Addition - Pasadena, CA

an owner pick you if you’re just performing at a commodity level?

You ought to be a hard bid.”

a reality and WEST Builders was established. The strong commitment to the company culture, which each founder Strategic Planning demonstrated by working an entire WEST Builders Inc. was first year without compensation, was established when the three founders quickly rewarded as the company’s decided to branch off from their annual revenue reached $100 M within existing companies to create its first four years.

WEST Builders Inc. Having worked When the recession hit in 2008, together since the early 1980s, the industry had no significant they knew they each had a united private sector commercial desire to exclusively build projects construction occurring in the market within the private sector, as they and many companies opted to had done in the early years of their begin bidding on public sector careers. work, which was the only area with In 2003, their vision became constant activity at the time. With w w w. w e s t b u i l d e r s . n e t

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The Leader in Multi-Family Electrical Construction

For the past 40 years, MDE Electric has been a leader in multi-family residential electrical.

Whether residential or commercial, for your home or office, no job is too big or too small.

Lic. #752889

WELDING CENTER, INC.

408-738-8600 152 Commercial Street Sunnyvale, CA 94086

www.mde-electric.com

S& S

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Quality Work for Jobs of All Sizes For over 25 years, S&S Drywall Inc. has built a solid reputation throughout Northern California for its outstanding craftsmanship and superior customer satisfaction, through hard work and

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FABRICATION | INSTALL ATION | ERECTION

dedication, strong attention to detail, and a culture of absolute safety.

T EL: 408.294.4393 FA X : 4 0 8 . 2 9 4 . 4 3 9 8 202 NORT H 27T H ST R EET S A N J O S E , C A 9 5116 CA C ON T R AC T O R’S L IC . # 574 010

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WEST Builders Inc.’s focus on private sector work, they had to make a decision pertaining to the company’s future position in the industry.

Whitlock states that they decided to take a risk and stay true to the company values. He explains, “We thought that would change our culture and to be successful in hard bidding you have to exploit gaps in scope, but what we want to do in our delivery system is close gaps in scope and be incentivized to do that.”

As a result, the company downsized to survive and sustained itself on retained earnings from the first growth period coupled with numerous renovations to existing office buildings that were being repositioned by their customers. In this way, the company was able to preserve its core culture while maintaining a strong clientele base.

Now, with the economy bouncing back and customers becoming active once again, WEST Builders has made a name for itself in the private sectors and is expecting to reach $100 M revenue again within the next year.

While many companies went out of business during the recession, Whitlock is pleased that WEST Builders stayed committed to the company’s founding initiatives and that this decision resulted in a positive outcome. Because of the decision to stay true to its values, the company came out on top with a larger platform, higher reputation and more exposure into the marketplace than it did prior to the recession.

“We don’t grow for growth’s sake; we grow

Sunset and Vine Apartments Hollywood, CA

“We thought that would change our culture and to be successful in hard bidding you have to exploit gaps in scope, but what we want to do in our delivery system is close gaps in scope and be incentivized to do that” – Todd Whitlock, CEO of WEST Builders Inc.

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W E ST B u i l d e r s I n c .

829 Folsom Street, San Francisco

because our customers like our product so we continue to have more and more repeat business with great customers. The growth is a bi-product of our success and our delivery system that we practice,” states Whitlock.

People Make the Difference Part of what makes WEST Builders Inc. an outstanding company is the people that make up the team of engineers. The company typically hires engineers directly out of college who buy in to the attitude and desire to bring value to every project. WEST Builders is often involved very early on in projects and uses this opportunity 158

December 2014

to work closely with the client to plan accordingly and efficiently so that there is very minimal re-design required. Because of this, projects are consistently completed on time and in budget.

Whitlock stresses how crucial this open communication is and states, “It’s important to us that our engineers feel like they really make a difference every day and that they’re not involved in a daily adversarial struggle. Our success is dictated by how seamlessly we work with our customers towards the common goal.”

With 60 employees, WEST Builders Inc. focuses on mentoring its young engineers so they can get experience and participate in all

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aspects of a project from start to finish. Whitlock explains that this has proven to be much more successful and beneficial than generic training courses. President of WEST Builders Inc., Bill Hughes, maintains a hands-on approach with the young engineers, monitoring their work and overseeing the projects, to ensuring they are receiving the necessary knowledge to succeed.

When asked how the team ensures that each project will be completed on-time and within budget, Whitlock replies, “By making sure you have great people that understand and follow the delivery system we use - that’s probably the biggest thing, really training engineers to evaluate if sub contractors’ productivity is keeping us on schedule and to conduct man power studies to make sure each crew size is appropriate early on.

We’re very proactive.”

Company Information Industry

Construction h ea d q ua r t e r s

Point Richmond, CA founded

2003 e m p l o y ee s

60 r e v e n ue

$100 M

Upcoming Projects In addition to its general contracting and design build services, the company also occasionally works as a developer and manages the permitting processes for various projects. For example, UC Berkeley has recently asked WEST Builders Inc. to build a student housing development for them.

The five-floor project will include a 220 room student housing facility with a full garden and terrace in addition to a 30 foot cliff that gives the appearance that the building has been built into the side of a cliff.

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Archer Western Construction Norman Water Reclamation Facility Project Archer Western Construction Begins Wastewater Treatment Plant Project in Norman, Oklahoma

David Nine, Archer Western Construction Project Manager for the Norman Wastewater Treatment Plant Project, discusses how the company became involved with the project and explains how the project will benefit the city once it is completed.

Written by: Lindsey Ryan

Produced by: Tom Venturo

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A r c h e r W e s t e r n C o n s t r uc t i o n N o r m a n Wat e r Rec l a m at i o n Fac i l i t y P r o jec t

Activated Sludge Aeration Basin with Blower Pipe and Sanitare Diffusers

T

he Norman wastewater system is owned, maintained and operated by the city of Norman, Oklahoma, and in November of 2013, the Department of Environmental Quality mandated that the treatment facility be upgraded.

This $60 million project, consisting of an expansion to allow for increased water flow, an ultra violet disinfecting plant and overall rehabilitation of the existing infrastructure, was bid out to six different pre-qualified contractors and after review and consideration of all bids, the project was awarded 162

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to Archer Western Construction (a subsidiary of the Walsh Group).

David Nine, Archer Western Project Manager for the Norman Water Reclamation Facility Project, explains that Archer Western Construction had been doing smaller projects in Oklahoma for about five years and when the company caught wind of this project in 2013 while it was in its early design stages, they knew this could be their chance to launch their operations and establish themselves in Oklahoma. After putting together a winning strategy and providing their bid, the company was awarded the

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New Centrifugal Blowers installed

project in April 2014.

“It worked out great; it’s very seldom do you identify the project a year out, pursue it, chase it, win and get to go build it,” states Nine.

be working to expand the treatment capacity from 16 mgd to 32 mgd, adding two new clarifiers, 3 new activated sludge aeration basin, new sludge pump station and dewatering facility, new screenings About the Project facility and odor control. Prior to The Norman Water Reclamation beginning that work, Nine explains Facility expansion is the largest that Archer Western Construction wastewater treatment plant is first working to complete another expansion ever awarded in the component of the project, the UV state of Oklahoma and the project disinfecting plant. is being funded by the Oklahoma The UV Facility includes the UV Water Resource Board (OWRB), who basin, UV building and Post Aeration granted the city of Norman a $50 Basin, 3000 lf of 66” pipeline and million construction loan. outfall structure, all of which must Archer Western Construction will in operation by the early completion w w w. W a l s h g r o u p . c o m 1 6 3

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A r c h e r W e s t e r n C o n s t r uc t i o n N o r m a n Wat e r Rec l a m at i o n Fac i l i t y

milestone of November 14, 2015.

Currently the treatment facility has primary and secondary treatment but no disinfection, so this is an additional treatment step which will allow the city to re-use that water in the future. In addition, $10 million is going towards odor control throughout the entire plant.

The UV plant and odor control are major components to the project and are extremely beneficial to the city of Norman.

Nine states, “Once the UV Facility is completed, a nearby composting facility will start using the reclaimed water for their composting operations so the city will be able to re-use this water.”

Archer Western Construction will build about 75% of the project itself, only sub-contracting about 25% of the job. The treatment plant is currently in phase 2 out of 3 and is

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expected to be completed on time in November, 2016.

Looking forward, the treatment plant is expected to pump the reused water to Lake Thunderbird where Norman gets its drinking water.

Community Support The Norman Water Reclamation Facility serves the city of Norman, a population of about 100,000 people, and the community as a whole has been extremely supportive of the project.

“This is unique project because the citizens in the city of Norman voted 78% in favor of this expansion so the whole community is really behind the project,” Nine says.

On November 5, 2014 the mayor and city council were on site at the project for a publicized ribbon cutting event to launch the project

“It worked out great; it’s very seldom do you identify the project a year out, pursue it, chase it, win and get to go build it” – David Nine, Archer Western Project Manager for the Norman Water Reclamation Facility

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A r c h e r W e s t e r n C o n s t r uc t i o n N o r m a n Wat e r Rec l a m at i o n Fac i l i t y P r o jec t

New Centrifuge Thickening Equipment

Custom Conveyor Corporation Proud Archer Western Material Handling Equipment supplier for Norman, OK & Lubbock, TX Norman, OK WRF Shaftless Screw Conveyors • Screenings • Sludge

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Company Information Industry

Construction h ea d q ua r t e r s

Irving, Texas founded

2014 e m p l o y ee s

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and show their support. Also, since the University of Oklahoma is in Norman, Nine explains that Archer Western Construction has even hired three college graduates to work as engineers for the project.

Overall the project will be a great resource for the community and an environmental step towards sustainability.

r e v e n ue

$50M

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Pinnacle Awards

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he rebounding construction industry in North and South Carolina has already seen some major investments in infrastructure, such as the recently completed Raleigh-Durham International Airport terminal modernization, a $68 million project. A recently completed 20year South Carolina Department of Transportation Commission study found a $29.54 billion gap in funding for transit needs over the next 20 years, making future funding for infrastructure projects an even greater emphasis for the industry.

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utility construction projects, and supports its members through tools and resources to help the industry thrive. Since 1920, CAGC has worked to help members influence, plan, grow and connect to other contractors in the Carolinas and beyond. CAGC is a trade association for general contractors, specialty contractors, suppliers and service providers who work in the commercial construction industry throughout North Carolina and South Carolina.

Lobbying On Our Members’ Behalf CAGC has four full-time staff lobbyists who, along with members’

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assistance, lobby on behalf of the commercial construction industry.

In North Carolina, CAGC led efforts to enact legislation that resulted in a legislative study of the multibillion-dollar need for public building and utility construction work and permanent funding sources through the year 2025, as well as a new law that takes North Carolina from one of the weakest states to perhaps the strongest state concerning underground safety and damage prevention involving construction.

In the upcoming North Carolina legislative session beginning in January 2015, CAGC will work with the transportation coalition it cofounded, NC Go!, to secure longneeded additional transportation funding revenue to support a sustainable North Carolina Department of Transportation program of delivering needed transportation projects and associated maintenance activities.

In South Carolina, CAGC was instrumental in the passage of a $600 million road funding package, which includes $50 million in recurring funds allocated to the State Infrastructure Bank to be

bonded for $500 million, $50 million in one-time funds to be used for bridge repair, and moves half of the sales tax on automobiles to the Highway Fund on a recurring basis, generating approximately $41 million annually-- the first increase in highway funds in 20 years!

Carolinas Construction Projects Other exciting construction projects that have been completed or are nearing completion include the I-485 turbine interchange in Charlotte, the I-77 toll road from Charlotte to Lake Norman, and major investments from Duke Energy in North Carolina and Boeing in South Carolina.

Projects like these are making a big impact on the industry. But more funding and projects need to be planned to ensure prevention of ailing infrastructure in the future.

Carolinas AGC will continue its crusade to bring positive impact to the Carolinas for its members and the entire construction industry.

Recognition of Members’ Good Work In recognition of the great work by members, CAGC honors stellar w w w. c a g c . o r g

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construction projects with the CAGC Pinnacle Awards, the most prestigious recognition in the Carolinas construction industry.

The awards honor the work of general contractors and their partners, and projects are awarded in the building, highway, and utility construction categories. A panel of CAGC member representatives evaluates the work of their peers

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and winning projects are celebrated at CAGC’s Annual Convention each year. Along with the Best Building Project Award, the Best Utility Project Award, and the Best Highway Project Award, CAGC also recognizes the contributions of a non-contractor individual for his or her role in advancing the construction industry and the overall Carolinas economic welfare. This

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distinguished Build With The Best Award honors individuals from outside the industry altogether or from a Carolinas AGC supplier/service company member. In 2013, this honor was bestowed on North Carolina Representative Mike Hager, who led efforts to rewrite the state’s underground safety/damage prevention laws.

Together with members, Carolinas AGC provides a strong voice in the legislature, advances construction companies, unifies the industry and fuels its future. With 30 volunteerled committees and five Divisions (representing building, utility, highway, and specialty contractors and supplier/service providers), CAGC provides many opportunities to directly impact the direction of the construction industry in the Carolinas. The CAGC Foundation, Inc. supports the future of the industry through workforce development programs as well as safety, leadership and craftworker education and training. Preparing a qualified workforce continues to be a focus of the Foundation, as a recent Associated General Contractors of America study found that 83 percent of construction firms report having trouble finding qualified workers to meet the growing demand for construction services.

Hear about the latest CAGC initiatives or learn more about membership at www.cagc.org.

Company Information Industry

Construction h ea d q ua r t e r s

Charlotte, NC

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CG/LA Infrastructure Inc Written by: Norman F. Anderson, President & CEO

c.

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The North American infrastructure market is poised for take-off, ready to ride the way of three fundamental economic transformations. First, the explosion in energy production has given us a tremendous lift, with natural gas prices at less than $5 MMBtu less then 1/3 of our European and Asian competitors. Second, the tremendous growth in US exports is causing a re-design in our freight infrastructure (rail, ports, waterways, highways and intermodal facilities).

Third, the increasing orientation toward transit-oriented communities - particularly among millennials - is creating driving new investments in urban mass transit (heavy rail, light rail and even streetcars) along with social infrastructure (schools and hospitals).

CG/LA Infrastructure, a global market maker focused on doubling the level of infrastructure investment focuses on identifying priority projects, and ensuring that those projects go forward optimally as productively and rapidly as possible. Through our Strategic Infrastructure Leadership Forum Series and revolutionary online projects platform, GViP, CG/LA is 178

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bringing order, predictability and even imagination to the global infrastructure marketplace.

Strategic Project Identification Norman Anderson, President and CEO of CG/LA Infrastructure and former project developer, founded the company to help countries and regions around the globe become more competitive and successful by making smart, robust investments decisions on strategic infrastructure projects and initiatives. Strategic project identification is the cornerstone of CG/LA’s global vision - bringing innovative leaders together from both the public and private sectors to focus on specific projects and push them rapidly forward to completion.

CG/LA releases a quarterly market intelligence report, the Strategic Top 100, of the top infrastructure projects, with business opportunities in the next 3-18 months, in regions that complement the next Leadership Forum. The Strategic Top 100 is the cornerstone on which the Infrastructure Leadership Forums

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are built. The most recent report, The 2014 Strategic Top 100 North America list, shows what is actually required – in terms of financial and human resources – to rebuild the competitiveness of North America.

Projects were selected over a sixmonth process, beginning with a preliminary list of over 400 projects and narrowed down using CG/ LA’s proprietary ranking model.

Comprised only of shovel-ready projects with business opportunities within the next 3-18 months, the 2014 Strategic Top 100 North America is valued at US$369 billion. Download the Strategic Top 100 NA here.

The Infrastructure Leadership Forum Series As a project developer, Norman saw firsthand that the key to both infrastructure project development and business success was leadership. And the Leadership Forum - whether the Global Forum, the North American Forum, the Bahrain/EMEA Forum or the Latin American Leadership Forum - identify and recognize the dedicated and sophisticated executives who develop the strategic infrastructure that defines their country’s futures.

The Leadership Forum events w w w. c g - l a . c o m

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Gen. Bostick

C G / L A I n f r a s t r uc t u r e , I n c are differentiators in the industry, gathering a community of 500+ experts around a dynamic projects marketplace. Forum events focus on 11 infrastructure sectors, from highways, to power generation to water & wastewater projects, convening a global community that includes decision makers from all aspects of a project lifecycle: financial lenders and investors, legal, design, engineering, and construction firms, as well as owner operators.

Save the Date: 6th North American Strategic Infrastructure Forum On October 28-30, 2014, over 500 executives will gather at the 6th North American Strategic Infrastructure Forum at the Mayflower Renaissance in Washington, DC to meet with the sponsors of the Strategic Top 100 infrastructure projects in North America ($369 billion in total project value).

The North American Forum is a dynamic 2.5 day event, focused on infrastructure development in the U.S., Canada, and Mexico,

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while facilitating business and promoting projects across the region. Key Features of the leadership Forum include: • Project Presentations: Rapid project presentations of priority projects, allowing developers to make targeted presentations focused on their needs and business opportunities.

• Private Meetings: Prescheduled private meetings system allows registrants to pre-schedule up to 10 meetings with project sponsors and Forum speakers, for the second day of the Forum.

• Workshops and Roundtables: Thought leader discussions and debates on critical issues, fundamental for thinking about and building great infrastructure.

• Community Building: Receptions, Special Breakfasts, and especially GlobalViP allow you to build strong relationships with project developers and sponsors, and experts throughout the global infrastructure community.

GlobalViP (GViP) GViP harnesses the energy of the Infrastructure Leadership Forum w w w. c g - l a . c o m

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Series, taking it online for users to access 24/7/365. GViP brings together nearly 1000 (10,000 by the end of 2014) infrastructure experts as a Just in Time resource for project managers to identify and access critical expertise - when they need it, and how they need it.

GViP’s algorithms cut down project development costs by 60%, and diminish the time required to develop a project by 50%. This translates into significant costs

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savings -- and also generates productivity increases that exceed 100%. Join GViP and access this thriving community of infrastructure experts today.

About Norman Anderson As President and CEO of CG/LA Infrastructure, Norman Anderson has 35+ years of competitive project identification, advising strategic infrastructure investment, and conducting regional analysis

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Company Information Industry

Energy/Construction h ea d q ua r t e r s

1827 Jefferson Place NW Washington DC 20036 USA

on energy projects worldwide. As the Founder and President of CG/LA Infrastructure, Inc., Norman oversees the development and execution of CG/LA’s proprietary analytic and regional infrastructure demand models, the successful Leadership Forum Series which selects, highlights, and hosts four regional events focused on infrastructure project investment. He is a member of both the World Economic Forum’s Global Advisory Council on Infrastructure and the Strategic Infrastructure Initiative and is fluent in English, Spanish, Portuguese, and Guarani.

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Shamrock Civil:

Shamrock Civil Delivers Sa and Smart Solutions

Robust occupational health, safety protocols, cutting-e management and first-rate quality assurance are at the Shamrock’s business approach.

Written by: Andrew Rossillo Produced by: Wayne Masciotro

afe, Sustainable

edge environmental e core of

Shamrock Civil

Shamrock Civil’s highly skilled and dedicated staff

E

stablished in 1994, Shamrock Civil Engineering is Queensland’s leading tier two civil construction company.

Shamrock works all nationally and internationally to provide a diverse range of civil engineering services to their clients, including design, site clearing, bulk earthworks, civil construction, roadworks, demolition and large scale electrical, plumbing and communications services. The Company is based in Southeast Queensland with head office and workshop in Ipswich as well as offices in Mackay, Townsville, Dalby and Port Moresby.

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Shamrock Civil Engineering is dedicated to servicing the needs of a growing portfolio of highprofile clients, including QGC, Arrow Energy, DTMR, Lend Lease, Glencore, Watpac, John Holland, Mirvac, Hutchinson Builders, Laing O’Rourke, Abigroup, Thiess, Origin Energy, CS Energy, Brisbane City Council, Logan City Council, Mackay Regional Council, Queensland Urban Utilities.

Shamrock Civil has a fleet of over 100 modern and carefullymaintained equipment, helping deliver successful projects to these clients. Shamrock’s equipment

C o n structio n

includes a range of earthmoving equipment ranging from skid steer loaders, dump trucks, excavators, graders, rollers, tipper trucks, water trucks, backhoes, sucker truck, scrapers, compactors. All vehicles are GPS equipped and inspected daily prior to use. The Company also employs a team of diesel fitters to perform scheduled servicing of plants, reducing risk of breakdown and greatly reducing any down time.

Robust occupational health, safety protocols, open relationships, cutting-edge environmental management

and first-rate quality assurance are at the core of Shamrock’s business approach. Shamrock Civil Engineering is constantly striving to improve products and services for the benefit of their clients and the betterment of their business. Shamrock have achieved federal safety accreditation, and hold third-party accreditation for safety standard as 4801. Their multi-faceted quality management system includes a detailed analysis of client demands prior to the commencement of operation and stringent quality control procedures during

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DDT Liners is an engineering geosynthetic contractor with a proven track record in the design and installation of lining solutions for dams, containment facilities and cost effective storage areas in the mining, agricultural, landfill and CSG sectors.

Driven to consistently meet or exceed our clients expectations, our highly experienced team are dedicated to maintaining a leading standard of excellence in safety, quality, efficiency and environmental sustainability.

Supplying and installing geomemb

OUR QUALIFICATIONS: W W W . J A S - A N Z . O R G / R E G I S T E R

brane liners and covers since 1983

20 Carroll St, Toowoomba West, Queensland 4350 24/43 Lang Parade, Milton, Queensland 4064 Tel: 1300 789 190 | Email: ddtliners@ddtliners.com.au

www.d d tliner s .co m .au

supplier profile Employees: 100 Established: 1983 Industry: Providing geomembrane and geosynthetic containment solutions to the CSG, mining, oil, landfill, agricultural and potable water and waste water Constructions.

Services: Geomembrane Supply & Installation, Brine Storage, Landfill Cell and Capping, Above Ground Storage, Geosynthetic Design Solutions, Floating Covers, Secondary Containment and TMF Dams & Ponds Ongoing Projects: Woleebee Creek Northern Water Treatment Plant Project. In association with Golders Associates and Shamrock Civil we are constructing a Brine Concentrate Pond using a world class 7-layer design.

It is a complex job with multiple interfaces and work fronts. The project is on track with the installation of c.1 million m2 of material completed ahead of schedule Key to success: DDT Liners’ experienced teams are driven by quality, productivity, safety and care for the environment. A key driver to our productivity in liner install is the close coordination between the key parties: civil works, QA and lining. This allows DDT Liners to consistently maintain high quality outcomes that meet or exceed our client’s expectations.

Future developments: DDT Liners is currently rolling out tablet based software for both Quality Assurance and Safety systems. These real-time data collection and validation systems raise the bar of excellence for a DDT Liners installation. Our Chairman and current IAGI vice-president is leading the way on industry excellence with a dedicated training programme and facility for our DDT Liners staff in 2015.

Management: Max Brady – Chairman Chris Riding – Managing Director Michael Walsh – Commercial Director Barry Griffin – Business Development Director Website: www.ddtliners.com.au

Shamrock Civil

C o n structio n

construction. They also closely monitor client satisfaction and feedback after completion of work to ensure all expectations are met. Shamrock’s quality management system complies with the Australian standard and is third-party certified. The Company is ISO 9001 accredited for QA, addressing various aspects of quality management and some of the best known standards.

Shamrock’s environmental system is third-party accredited to environmental standard ISO 14001.

These standards help provide guidance and tools for Shamrock, helping to ensure that their products and services consistently meet customer requirements, and that quality is consistently improved.

Forefront of Development The booming resource sector has proved to be a significant growth area for Shamrock’s business.

They have been at the forefront of developments for South West Queensland and The Darling Downs, constructing important infrastructure which has sped up investment and expansion.

“We’re 20 years strong now.

We’re a leading tier-2 civil construction company working nationwide. We provide a diverse range of civil engineering services to all of our clients,” said Shamrock Civil’s CEO & Director Andrew Kerr. He is a construction manager within the Queensland construction sector, with extensive experience in managing large complex civil projects. Kerr has been engaged within the industry for the past twenty five years. He is currently responsible for all aspects of the business from project inception to offmaintenance. As CEO and Director, Kerr works closely with Shamrock team members to ensure that all projects are delivered safely and exceed the Company’s client’s quality and program requirements.

Speaking on one of the Shamrock Civil’s top competitive advantages, Kerr said, “We’re very much a relationship based company with a strong focus on safety, environment, and systems, featuring 20 years of experience. We maintain these relationships through open and honest communication.”

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CIVIL, MINING, AGRICULTURAL

EARTHCO AUSTRALIA OPERATES A FLEET OF VARIOUS SIZED SCRAPERS AND DOZERS THAT ARE AVAILABLE FOR WET OR DRY HIRE. EARTHCO is currently involved in Mining, Coal Seam Gas (CSG) and bulk earthworks for Residential Subdivisions.

Our agricultural works include the construction of dams, EARTHMOVING CONTRACTORS levee banks and land levelling.

Ph: 07 3287 7067

Mobile: 0429 411 464

Email: dan@earthcoaustralia.com.au

www.earthcoaustralia.com.au

Shamrock Civil

C o n structio n

Enabling the Company’s competitive advantages is Shamrock’s team of approximately 250 Queenslanders in its employ.

“Our people are number one in helping to promote our steady growth. We’ve got a team of dedicated, highly motivated professionals,” said Kerr.

Expansion into PNG “The Company is 20 years strong now, and we’ve been involved in the gas and mining sector for the last 10 years,” said Kerr. We’ve established an office in Port Moresby. We’ve recently secured

supplier profile

a project on Manus Island for Aus Aid said Kerr. “We’ve got a five-year growth horizon into the infrastructure and resource projects over there.”

What brought Shamrock into this area of work is that they perceived a need for a quality civil contractor in the transport and resources sector. “We’ve developed our people and systems to align with that need,” said Kerr.

Executing on new opportunities is part of how Shamrock continues to grow despite some slumping sectors, such as slowing iron ore and coal markets. “We’re

Earthco

Earthco Australia was established by Dan and Simone Goldsbrough and is a family owned and operated business, specializing in Cat Dozers and Scrapers. Earthco is involved in many CIVIL, AGRICULTURAL AND MINING projects. Earthco Australia is currently involved in Mining, Coal Seam Gas (CSG) and bulk earthworks for Residential Subdivisions. Our agricultural works include the construction of reservoirs, levee banks, contour banks and land levelling. Our dozers are equipped with the necessary tools required for tree clearing, with full protection structures in place. Our Machines are fitted with GPS systems and skilled operators to get the job done safely and with maximum productivity. .

Website: www.earthcoaustralia.com.au

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www.gdrsgroup.com.au

PROVIDING HIGH QUALITY SERVICES IN: MINE CONSTRUCTION & OPERATIONS FREEWAY CONSTRUCTION RAILWAY CONSTRUCTION ROAD TRANSPORT DAMS

Established in 2009, GDRS Group Pty Ltd is the family run company of Greg McIndoe.

Whilst striving for excellence in our field, we provide quality, safety and business systems, which most effectively serve the purpose of our business clients.

CONTACT US

Ph: 0417 635 533 Email: greg@gdrsgroup.com.au

A family-owned business experiencing rapid growth servicing all parts of Queensland from Townsville, North Queensland.

Combining “best-of-breed” technology with an experienced team and excellent equipment mean eans quality results for our clients.

SPECIALISING IN:

• • • •

Laser Leveling • House Pads Subdivisions • Stripping Topsoil Dam Building • Road Building Tailings Removal

NATA ACCREDITED LABORATORIES ABN 35 229 054 612 ACN 063 074 304

Mobile Laboratories available for On Site Operations Drill Rigs operating in All Areas

WE PROVIDE TESTING SERVICES FOR

www.fortiniearthmoving.com

Site Investigations for Residential & Commercial Buildings Soil, Aggregate & Concrete for the domestic and commerical market including the resources sector

EQUIPMENT HIRE

Contact Us

0428 778 399

Townsville QLD E: fortiniearth@westnet.com.au

8 Neilsen Street 31 Colliery Street WANDOAN QLD 4413 MORANBAH QLD 4744 Ph. 04 0815 8690 Ph. 04 1968 3851 15 Malduf Street 24 Quintin Street 46 Grice Street CHINCHILLA 4413 ROMA 4455 CLONTARF DC 4019 Ph. 07 4668 9716 Ph. 07 4622 3888 Ph. 07 3284 8766 15 Rocla Court TOOWOOMBA 4350 Ph. 07 4633 4875

28 Dangar Street NARRABRI 2390 Ph. 02 6792 6511

Shamrock Civil

C o n structio n

reasonably diverse. We run four programs in the business: resources infrastructure program, transport and infrastructure program, North Queensland regional based program, and a Southeast Queensland regional based program. We’re looking to diversify and establish in Western Australia. Our diverse revenue stream should insulate against any downturns in any particular sector.

And we have established ourselves in PNG,” explained Kerr.

“We’re just completing a $76 million joint-venture for QGC,” said Kerr. QGC is a leading natural gas explorer and producer focused on establishing the world’s first project to convert gas from coal seams into liquefied natural gas. Shamrock’s joint-contract agreement has been a partnership between Golder Associates and Shamrock Civil. “We’re on target to execute the first concentrated brine pond on time and on budget for QGC,” reported Kerr.

Shamrock Civil were contracted to the Laing O’Rourke & GE Joint Venture for QGC to deliver the Northern Water Treatment Plant.

This advanced facility will treat 100 million litres of water per day.

The project also includes the delivery of all related infrastructure associated with QGC’s northern gas fields. When complete, it will be one of the largest water plants in Australia. Furthermore, the success of the program is a direct result of successful partnerships like the one with Shamrock Civil, eventuating into more Indigenous Australians entering the workforce and acquiring the skills and experience needed to create a better future for themselves and their families.

In addition, Shamrock is also gearing up for the Manus Island Project in the PNG sector, which is set to commence in February, 2015.

“The project involves work for a road from the airport to the township, including road reconstruction and bridges,” said Kerr.

Safety for Life Behind all the expansion work and projects that Shamrock engages in is the highest commitment to safety on the job. Shamrock Civil Engineering is committed

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Aerial view of the QGC job, Northern Waters Treatment Plant

to providing a safe work environment for their employees, sub-contractors, clients and the general public. Shamrock’s operations are compliant with the Workplace Health & Safety Act, ensuring that plant machinery is regularly maintained to the highest standards, and the latest training and instruction information is offered to employees. Shamrock stands by the mantra that there is no task so important that it compromises the 196

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health and safety of any individual.

“We run a program called Safety for Life. It’s about empowering our individuals to take ownership of safety for themselves. It’s about developing a positive culture within the business,” said Kerr.

Kerr went on to add, “Through external accreditation systems we’ve been OFSC-OHS accredited. We’ve recently received Federal Safety accreditation. This includes

sector

AS4801 accreditation for our safety system.” Through AS4801, Occupational Health & Safety Management System Certification, all Australian businesses have an obligation under workplace health and safety legislation to ensure a safe place of work. Implementing an occupational health and safety management system is a means for managing risk and minimising loss by promoting safe and healthy work practices in their

organisation. Shamrock takes this very seriously.

Shamrock’s comprehensive approach to safety includes cutting-edge technology applications. “Some of the technological initiatives that we’ve taken include UAV’s for our surveys. These drones, unmanned aeronautical vehicles, keep our operators out of the line of potential danger created by the heavy equipment we employ,” said Kerr.

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Shamrock Civil

emissions to ensure standards Environmental Responsibility are met. This commitment and Accreditation involves implementing Like the colour emblazoned on the stringent environmental Company’s well-known Shamrock processes throughout all levels logo, the Company is focused of management, reviewing on a clean, green future for environmental policy on a Australian commercial enterprise. regular basis and implementing Their goal is to understand, practices which minimise risk meet and constantly evolve of environmental incidents their environmental approach. occurring on-site. All Shamrock While Shamrock recognises staff are trained in environmental civil works cause unavoidable management procedures and environmental impact, the are required to report and audit Company strives to minimise practices as part of their extensive pollution and manage atmospheric quality assurance measures.

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C o n structio n

“We’re ISO14001 accredited for our environmental management system,” reported Kerr. ISO 14001 is applicable to any organization that wishes to establish, implement, maintain and improve an environmental management system, to assure itself of conformity with its stated environmental policy, and to demonstrate conformity. “We’ve got a couple environmental engineers directly managing that service. We also have a rehabilitation and revegetation program that we’re running in partnership with one of our partners Virotech. For example, we can rehabilitate drill mud into agricultural soil. We can also revegitate existing soil after completing certain projects, which saves us from having to import topsoil. We’ve also got a product that can treat the existing earth and enable new growth,” said Kerr.

Commitment to Local Community Part of what makes Shamrock so successful is their comprehensive, well-rounded approach to everything they do. This includes a deep-rooted commitment to their local community. Shamrock endeavors to remain open to feedback for continuous improvement and increasingly safe and mutually beneficial solutions. Shamrock Civil Engineering is committed to ensuring its projects deliver a positive outcome for both clients and the community.

Company Information Industry

Construction headquarters

Carole Park, Queensland Australia founded

1994 employees

250 revenue

$150 million products/ services Established in 1994, Shamrock Civil Engineering is one of Queensland’s leading tier two civil construction companies. Shamrock works nationally and internationally to provide a diverse range of civil engineering services to their clients, including design, site clearing, bulk earthworks, civil construction, roadworks, demolition and large scale electrical, plumbing and communications services.

The Company is based in Southeast Queensland with head office and workshop in Ipswich as well as offices in Mackay, Townsville, Dalby and Port Moresby.

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Strengthening Chile’s Infrastructure Two decades of involvement in significant infrastructure projects in Chile Written by: Rebecca Castrejón Translation: Rafael Tablado Produced by: Jassen Pintado Interviewee: Ing. Juan Eduardo Irarrazaval, CEO of Empresa Constructora Agua Santa

E m p r e s a C o n s t r uc t o r a A g ua Sa n ta S . A .

E

ven though Chile’s history has its share of economic cycles, there have been companies providing a positive output, supporting entrepreneurial development, science, the economy, and the nation’s infrastructure, as Constructora Agua Santa has done in the private and public sectors.

Supporting the best Chilean athlete, Kristel Kobrich

Since its establishment in 1992, the company’s growth has maintained at a yearly rate of 30 percent. Sales have increased fourfold in a less than five years. And the company’s diversification allows a larger service and solutions offering for the construction, mining, science and renewable energy sectors, and even for projects involving astronomy and meteorology.

Quality, innovation, occupational health and safety, and environment are some of Agua Santa’s core operational principles, observed in every work development and project, including urbanization, land development, engineering and civil and road construction.

The Company’s services and practices earned TRI-STANDARD certification: ISO 9001:2008 for quality management; ISO 14001:2004 for compliance with environmental standards; and OSHA 18001:2007, addressing occupational safety and health issues.

“We first started with machinery leasing,

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and afterwards we became involved in forestry projects. We completed paving and urbanization projects for the real estate sector. We then earned contracts for public works: from airports, roads and urban highways up to working for the large Chilean mining sector,” said Juan Eduardo Irarrazaval, CEO and founder of Empresa Constructora Agua Santa.

Key People

Completed developments leaving a positive footprint One of the company’s traits is being involved in Chile’s most significant projects, which include outstanding developments such as:

Juan Eduardo Irarrázaval CEO of Empresa Constructora Agua Santa Juan Eduardo Irarrazaval founded Empresa Constructora Agua Santa S.A., in Santiago, Chile, during mid1992. Currently, his 28-year experience in the sector -23 of them since Agua Santa was first established- place him as a leading entrepreneur in the industry.

Before Agua Santa, Irarrazaval’s first business was a construction company, which he sold just four years after opening.

Academically, Irarrazaval graduated as an engineer from Pontifica Universidad Catolica de Chile.

1. ALMA Observatory: Located in the Atacama Desert, this is the largest astronomy project in

Coal yard construction at Angamos Thermoelectric, with a capacity of 500 MW. w w w. a s a n t a . c l

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E m p r e s a C o n s t r uc t o r a A g ua Sa n ta S . A .

Building the Rajo Sur access of Codelco Teniente

Platform expansion at Las Tortolas

history, worldwide, transporting 66 antennas.

The observatory park is located above 16,000 ft., experiencing an average weather of -22F and 60mph winds. Agua Santa completed the construction of more than 40 miles of roadways, complying with the highest construction standards, connecting an optical fiber and electrical power network able to feed every single antenna on the premises. The project’s investments were in the range between $80 to $100 million, thanks to a partnership between the United States, China, Japan and the European Union.

2. Mocopulli Airport: Located in ChiloĂŠ Island, this airport is 20 minutes from the city of Castro (the

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Drilling and blasting in the platform gutter for Anglo American Sur

most populated city ion the island). Agua Santa overcame challenges such as significant climate change and the island’s remote location, featuring limited local resources and limited logistics. The airport’s construction was completed in 2012 through a $50 million investment.

3. Expansion of the Caren tailings impoundment for CODELCO: CODELCO mining is not only a government-run company in Chile, but also the largest copper producer worldwide, delivering an average of more than 1.6 million tons of copper per year. Empresa Constructora Agua Santa was hired on a $60 million budget to rebuild the artificial reservoir.

“Our most memorable works have been performed in Chile’s most significant projects” – Juan Eduardo, Irarrazaval, CEO, Empresa Constructora Agua Santa

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Construction of new the concourse in Puerto de Lirquen

“We are a mediumsized company undergoing proper diversification, we have some of the most important clients. Our work is more personalized”

4. Coal-fired power plants for Empresa Electrica Angamos and Cochrane power co.

Large-scale mining has become a very profitable area for Agua Santa, which has become engaged with the Bechtel Chile, Hatch and Fluor companies in other projects.

Projects abroad

– Juan Eduardo, Irarrazaval, CEO, Empresa Constructora Agua Santa

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Since 2011, Agua Santa became involved in Peru’s real estate market, building storage facilities and industrial structures for retail chains along with its partner, EBCO. Recently, the company has been competing for two bids in the Quellaveco mine,

s ecto r

also in Peru. One of the tenders is for the copper mine and the other for plant construction. Due to the vicinity with Chile and a positive outcome -businesswise-, there are plans to open an office in Peru in the near future.

“We’ve performed previously for BHP Billiton, Anglo American and other companies with projects in Chile and Peru. In the future, we would also like to work in Colombia and/or Uruguay,” said Juan Eduardo Irarrazaval, CEO and founder of Empresa Constructora Agua Santa.

Machinery and technology

The Zaxis 850lc excavator

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E m p r e s a C o n s t r uc t o r a A g ua Sa n ta S . A . the Grinding & Conglomerate and Machinery divisions.

“We opened the grinding division to depend only upon ourselves for certain supplies. We are self-sufficient for road construction and civil projects,” added Irarrazaval.

In the construction of the new airstrip for the airport at Chiloé

The almost 300 units the company uses undergo constant checkups and tech upgrades.

Agua Santa is investing regularly in latestgeneration machinery, and recently acquired $20 million worth of brand-new equipment from Komatsu.

L ati n A m e r ica

Agua Santa’s modern vehicles, parked on their equipment and machinery grounds, located in the Pudahuel area of Santiago,-are used mainly for transportation of large masses of soil.

“Aljibe”, chute and dump trucks stand out. Other key assets include mobile grinding equipment, excavators and backhoes, among others.

Personnel management

Managing slag with cast in heaters

Staff management is still among the company’s best-performed tasks. Each one of the more than 1,000 employees conquered excellence in every single project by following the best practices standards set by the company. They receive constant training and work under an OHSAS 1800:2007 certified environment, guaranteeing the best possible conditions for occupational health and safety for each employee.

Sustainable development The company continues to grow with a focus on sustainability by adapting environmentally friendly solutions, earning the ISO 14001/2004 certification.

The Company strives for a minimum impact on the environment while avoiding unnecessary waste of natural resources throughout each project, including accounting for potential impact on surrounding areas.

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E m p r e s a C o n s t r uc t o r a A g ua Sa n ta S . A .

Corporate social responsibility

Frontloader

The company lent its own machinery for the rescue operations of miners inside the San Jose Mine after a collapse. Also, in 2005, after an earthquake measuring 7.8 in Tarapaca, the company partnered with the Fundacion Altiplano for rebuilding and restoration of damaged churches, including the one at Esquina and Iglesia del Carmen Chitita, a more than 400-yearold landmark.

Each project involving Constructora Agua Santa answers to issues affecting each community,

L ati n A m e r ica

from environmentally friendly policies to financial support for projects involving the community.

For example, the company offers college grants to employees’ children with high grades, and sponsors swimmer Kristel Köbric.

Strategic partnerships

Specialized staff for relevant projects

There are different strategic partners within Agua Santa’s supply chain, mainly suppliers and other companies with whom several projects have been shared during Agua Santa’s lifespan, both in Chile and abroad.

“Our main strategic partners supply our machinery and equipment. We’ve carried along these 23 years with two important companies: Komatsu and Hitachi. For compacting tasks, we use Hamm steamrollers, carried by the Salfa Corporation. We’ve also partnered with Kaufmann for Mercedes-Benz trucks. We also work with Mack for our trucks.

Our largest suppliers for grinding are Sandvik and KPI-JCI. As for other supplies, we have a reciprocal relation with cement and concrete producers, likewise with COPEC and Enex, our fuel suppliers. Orica and Enaex, to name a few, are our main suppliers of explosive material for mining projects,” said Irarrazaval.

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E m p r e s a C o n s t r uc t o r a A g ua Sa n ta S . A .

Administrative staff for Agua Santa 212

January 2015

L ati n A m e r ica

Growth projections Agua Santa’s set goals include achieving domestic consolidation during the next five years, to hold a larger share of the market, and expansion abroad.

“We are interested in strong penetration in the Peruvian market, and we are evaluating further expansion into Colombia and/or Uruguay, since the latter hosts a few close partners who have been investing over there,” Irarrazaval said.

Company Information Na m e

Empresa Constructora Agua Santa S.A. Industry

Construction services h ea d q ua r t e r s

Pudahuel, Santiago, Chile founded

1992 e m p l o y ee s

1,000 r e v e n ue

USD $120 millions web s i t e

www.asanta.cl

ALMA Proyect: 70 Km of road at 5,200 meters above sea level w w w. a s a n t a . c l

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The ETP Plant project

EL-ALAN Invests in Nigeria and beyond to deliver quality design, build solutions and EPC Contracting Written by: Abigail Phillips Produced by: Richard Deane

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E l - A l a n C o n s t r uc t i o n c o m pa n y

With a wealth of expertise and an emphasis on quality, ELALAN has built a solid foundation from which to springboard the company to its next phase of development

E

L-ALAN Construction Company was founded in April 1982 as a private limited liability company and today is one of the fastest growing and most dynamic construction and civil engineering companies in Nigeria.

For over three decades El-ALAN has delivered high quality integrated construction solutions. Its initial focus was construction works in the private sector and the company quickly gained a name for itself as a quality contractor. Its success and reputation today is built on the consistent delivery of quality, speed, efficiency and overall client satisfaction.

“We have been in the industry for 30 years and during that time have always put the focus on our clients,” explains Andrea Geday, Managing Director. “We have perfected our craft over the years and our emphasis will always be on quality over quantity.”

Unlike so many of its competitors, EL-ALAN has weathered more than one economic recession and has come out the other side stronger than before. “We have survived all this time in part due to perseverance,” says Geday. “We tighten our belts and focus on

“We have perfected our craft over the years and our emphasis will always be on quality over quantity” – Andrea Geday, Managing Director 216

January 2015

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Panther Investments Ltd

Bel Papyrus Limited

Flour Mills of Nigeria Plc.

Location: Marina Securities Limited

Marina Securities Limited

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Omnia Nigeria Limited established in 1980 is specialized in wide range of Aluminium products such as Doors, Windows, Partitions, Skylight, Curtain Walls, Sunbreakers. We have a large share in the housing and commercial developments in Nigeria and are one of the top companies to offer high end products in this segment.

Plot 8, Adeyanju Daniel Street, Off Oshodi-Apapa Exp. Way, Near Mile 2, Vanguard, P.O. Box 1454 Apapa - Lagos Tel: 01-7738600, 7738686 Email: omnianigerialtd@yahoo.com www.omnia-aluminium.com

E l - A l a n c o n s t r uc t i o n

af r ica

delivering a quality product, no matter how tough the economy. This has paid dividend on a number of occasions, because when the market picks up again, we have less competition.”

EL-ALAN has also been incredibly smart when it comes to diversifying its product and service offering. “We have developed new complementary arms of the business including MEP building services, Property Development, Facility Management and Logistics,” says Geday.

“We provide complete construction solutions.

The majority of our contracts are turnkey projects. We are involved in each stage of the project, from architectural design, planning approval and construction. We also provide building maintenance and facility management solutions. This holistic approach delivers cost

supplier profile

Bagco Nigeria Limited

Omnia (NIG) Ltd

Omnia Nigeria Limited established in 1980 is specialized in wide range of Aluminium products such as Doors, Windows, Partitions, Skylight, Curtain Walls, Sunbreakers. We have a large share in the housing and commercial developments in Nigeria and are one of the top companies to offer high end products in this segment.

Management: Mr. Amadio Bellini, Managing Director Website: www.omnianig.com

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We are a well established trading company with profound expertise in ceramic

and porcelain tiles, sanitary-ware, faucet’s and bathroom fittings. info@westafco-ng.com www.westafco.net

Ceilings out of the ordinary go to BSP Ceilings • Water-proofing/insulations • Partitioning • Security fencing wire • Design fabrications of galvanized metal profiles

Tel: 01-7743818, 08023084901 | Fax: 01-5849730 | Email: bspnrcrng@yahoo.co.uk

E l - A l a n c o n s t r uc t i o n

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effectiveness, streamlines project management and shortens construction timelines.

“We have truly developed a one-stop-shop service whereby we can take a building from inception to completion, even down to details such as bathroom design,” says Geday.

Not only does the company offer a complete turnkey solution, but it also has all the required core competencies in-house. EL-ALAN has a small database of trusted contractors, subcontractors and suppliers with whom it has worked with for a long time. “This is extremely attractive to our clients,” says Geday. “Everything is managed by us and us alone, which means there is nobody else to hide behind, no excuses.

Every element of the project is controlled by us, which makes completion much easier.”

Getting noticed EL-ALAN clearly has the skill set required to build high-quality structures, however as Geday concedes getting the project in the first place is often the hardest part. In recent years this has been less of a hurdle for the business, which successfully completed a

“We have built our own vocational school to improve the skills of our employees and thus the quality of our work as a company”

Key Personnel

Andrea Geday Managing Director Academic Qualifications: A. BSc. Nottingham University- Uk, 1979.

B. MSc. Loughborough University- Uk, 1980.

Work Experience: Joined Nicoho Limited as a site supervisor (2000 student hostel, unilag).

Promoted to the position of project manager, Nicoho Limited in 1981 promoted to the position of operations manager, Nicoho Limited in 1982.

Entrepreneurship: Co-founded El-Alan Construction Company Nigeria Limited, a fast and dynamic construction and civil engineering company in Nigeria in 1984 (www.elalan.com).

Co-founded Panther Investments Limited in 1989, a parent company with a teaming number of successful subsidiaries.

Co-founded Soft Solutions Limited(SSL), in 1995, an IT solutions and consulting company (www.ss-limited.com).

Co-founded Provast Limited in 1997, a foremost facility management and maintenance company with branches across Nigeria and Ghana. A joint venture with Shell Nigeria Closed Pension Fund Administrator, SNCPFA (www.provastltd.com).

Co-founded VACC Technical Limited in 2002, a renowned building services company with offices in Nigeria and Ghana (www. vacctechnical.com).

Co-founded Alan Caray Technical and Logistics Limited, distributors of various high quality brands of bathroom and piping solutions in 2004 (www.alancaray.com).

Co-founded Etiwa Limited, a vocational technical training school in 2013.

Co-founded Woodstyles Limited, woodworks and joinery manufacturing 2014.

– Andrea Geday w w w. e l a l a n . c o m

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El-Alan

“We want to be the Bentley or Porsche of the construction world – we want to be a company where people don’t come to negotiate on price, the come because they know what they want” – Andrea Geday

FOR QUALITY CONCRETE BLOCKS & INTERLOCKING STONES/PAVERS We manufacuture & supply: • Blocks (various shapes/sizes) • Interlocking/Paving stones • Cement (retail/bulk purchase) • Chippings • Sharp Sand

number of high-profile builds in the country.

“Landowners and developers have started to sit up and take notice of EL-ALAN,” he says.

“They recognise the fact that we have in-depth market understanding, good knowledge of the Nigerian economy and respect from the local business community. That counts for an awful lot.”

Investing in Nigeria But the company goes much further than supporting Nigeria and Nigerian business it’s investing in the long-term growth of the region too. “We have built our own vocational

The essential building blocks for your construction needs

Head Office-Lagos E: Sales@ufl-nigeria.com T:+234 8034935183

www.ufl-nigeria.com

WE ALSO LEASE/SELL THE FOLLOWING EQUIPMENT: Block Machine Cement/Concrete Mixers Forklift & Loaders

Our block features: • Aesthetic appearance • Durability • Resistance to rain penetration • Fire Resistance • Sound Insulation • Versatility in application • Low maintenance • Economical Factory Address: Plot No. CP/12 Cadastral Zone, 07-05 Dutse Alhaji, Abuja.

Tel: 0700blockworks / 2348037091398 2348033159323 / 2348036644654

Universal Furniture Limited furnishes Towers, www.blockworksonline.com helpdesk@blockworksonline.com Port Harcourt Office: Golf Estate, Abuloma, Rivers State or Road 8, Flat 1A, Agip Estate, Port Harcourt, Rivers State.

Hotels, Offices, Residences, Hospitals, Schools, Laboratories, Banks, Oil & Gas companies ...

Our customers are pioneers in their businesses all over the country.

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school to improve the skills of our employees and thus the quality of our work as a company.

In Nigeria vocational schools are few and far between so next year we are opening our doors to the public and giving more people the opportunity to learn new skills,” says Geday.

EL-ALAN is a proud advocate of Nigeria as a region and believes it has a very bright future ahead of it. “Nigeria has a lot of potential, the world is focusing on us. We have a young and dynamic population as well as a wealth of natural resources. Nigeria is a great place to do business, the market is growing and the future looks very promising,” says Geday.

That being said, the company is not going

Construction projects

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Abuja Hotel

Head office -

Luxury residential

Wapic building

buidling - No 4

Residential Mulistoyried Building - Tango Towers

af r ica

to halt at the countries boundaries. “We are looking to expand into Ghana and Kenya and possibly into Nairobi too in the next couple of years. We will replicate the Nigerian model, it has been very successful to date.”

Company Information Industry

Construction

Looking to the future The future outlook at EL-ALAN is robust. As a company there is passion running through its veins and every employee is dedicated to perfecting the craft of the business. Over the years, the company has invested heavily in its future by setting up schools, fine-tuning its supply chain and logistics, developing its core competencies and focusing on quality.

“We thrive on challenges that actively pave the way of progress. We operate on a ‘can do’ basis and have gained a reputation for creativity and innovation in devising solutions to problems that other contractors may dismiss as being too difficult. We always strive for progressive and competitive project solutions,” says Geday.

The foundation is there, the company is now channeling its energy into becoming the best construction company in the region.

“We want people to come to EL-ALAN because they want the best service and end-result. We want to be the Bentley or Porsche of the construction world – we want to be a company where people don’t come to negotiate on price, they come because they know what they want,” concludes Geday.

h ea d q ua r t e r s

Lagos, Nigeria founded

1982 e m p l o y ee s

Not disclosed r e v e n ue

Not disclosed p r o d uc t s / s e r v i ce s

Construction services

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Hotel Partners Africa

Achieves Global Standards of Excellence Written by: Abigail Phillips Produced by: Richard Dean

227

H o t e l Pa r t n e r s A f r i ca

Based in SubSaharan Africa, HPA has built a reputation for offering a quality turnkey solution for hoteliers

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January 2015

F

ounded in 2013, Hotel Partners Africa is an alliance of three leading hospitality consultancies - W Hospitality Group, Hotel Spec and Leisure Property Services – each with considerable expertise throughout Africa. With a particular focus on the Sub-Saharan territory, the company has a diverse portfolio of service offerings in the hotel development sector.

Hotel Partners Africa guides its clients through the development lifecycle of a hotel from conception to feasibility, development management to asset management. “We are a turnkey provider of services for hotel investment,” says Vernon Page, Chief Executive Officer, Hotel Partners Africa. “The only thing we don’t do is manage the hotels once they are in operation.”

Under its umbrella of expertise Hotel Partners

co n s t r uctio n

ICL Club Lounge shows the quality of product offered by the company

Africa offers a raft of services to hotel developers and operating companies, providing crucial input and hands-on management throughout the planning, design, construction, renovation and refurbishment stages of new and existing hotels.

Despite being a fairly young business, HPA has been well received by the hotelier sector both in the region and on a global scale. The African hotel industry is one fraught with challenges, and as such industry professionals have welcomed the combined experience bought to the table by HPA. “We offer our clients stability and a pool of knowledge not found anywhere else,” says Page.

“One of the biggest advantages for our clients is that they have a single point of contact throughout the lifecycle of a hotel development, meaning they do not have to search for various advisors and

2013 Hotel Partners Africa is an alliance of three leading hospitality consultancies

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Quantum Global.

Taking African hospitality to the nex Economic Growth Driving Demand

A Hospitable Future Ahead

The case for Africa is not news. The continent has recorded strong economic growth in the last decade and its share of the world’s GDP is expected to triple to 12% by 2050. This massive growth has attracted an increasing amount of international capital, which is perfectly positioned to support Africa’s long-term growth.

Strong growth has also triggered an urbanization trend across sub-Saharan Africa. With higher household incomes and thus purchasing power, Africa’s young and growing population is shaping a new middle class that is fueling internal demand for consumer goods, infrastructure, education, health and other services. It will help secure an unrivalled pool of human capital to support African growth into the future.

Undeniably African economies are flourishing. With a more transparent and relatively stable political climate, business interests are starting to proliferate across the continent. And so are the number of domestic, regional and international business travelers: as they travel across Africa to attend to their widespread business interests, they are driving up steady demand for increased and better business hotel accommodation across sub-Saharan Africa.

Quantum Global Alternative Investments advises manager of a USD 500 million investment vehicle capitalize on the emerging opportunities in the h As a long-term direct equity investor in hotel pro Saharan Africa, the investment structure targets real estate-related investments in superior three star business hotels. These are built to high qual standards, with modern construction and design respond to the growing need for hotel accommo Saharan Africa. The investment structure seeks in opportunities in established growth markets, wit emphasis on prime locations in selected cities of resource-rich countries.

Addressing the Challenges No economic growth is devoid of challenges. In Africa, meeting basic infrastructure needs is undoubtedly the main barrier in securing continued growth. Increased funding and the achievement of operational efficiencies are the cornerstones in addressing such challenges (read our article ‘The catalyst must come from within’ by Ulrich Otto and Minesh Mashru at www. quantumglobal.ch).

On another front, steadfast progress is being made against the common perception of Africa as a challenging place to do business, plagued by inefficiencies, political instability and health concerns. The increased political stability and enhanced business environment in sub-Saharan Africa are reflected in the considerable progress made in the region’s Transparency Index ratings from 2012 to 2014.

www.quantumglobal.ch

About Quantum Global

Quantum Global is an independent and clien investment partner which delivers unbiased advice and services of the highest quality. W and global reach, Quantum Global has the ex to identify and execute unique investment o in Africa.

About Quantum Global Alterna Investments

Quantum Global Alternative Investments (QG Global’s Real Estate, Private Equity and Infras arm. We serve governmental institutions, su Banks and Sovereign Wealth Funds, and advi of investment vehicles that targets direct inv Africa’s growth sectors, including agriculture hotels, infrastructure, mining and timber. QG an investment structure that targets prime re developed markets. With Quantum Global’s investment in complex environments, QGAI w partnership with key stakeholders and advise to maximize investment value and returns th management and value creation.

info@quantumglobal.ch

xt level.

s the investment e, which aims to hospitality sector. ojects across subreal estate and e, four and fivelity international n, and aim to odation in subnvestment th a particular f

nt-focused investment With African roots xpertise opportunities

Meet the

Quantum Global team at MIPIM 2015, 10-13 March 2015, Cannes, France.

You are cordially invited to Quantum Global’s cocktail event on 11 March 2015 on board the Mabruck III berthed in the port of Cannes, France. Please contact Franck Behiblo, Quantum Global Head of Corporate Development, at mipim2015@quantumglobal.ch for more details.

ative

GAI) is Quantum structure uch as Central ise a family vestment into e, healthcare, GAI also advises real estate in experience of works in close es them on how hrough active

www.quantumglo

I N N O V A T I O N

B Y

D E S I G N

S t a u c h Vo r s t e r A r c h i t e c t s I n t e r n a t i o n a l i s c o m m i t t e d t o q u a l i t y d e s i g n, e v o l v e d o u t o f a n e s t a b l i s h e d, mutually beneficial relationship with each of our clients. Continuous consideration of the impact of new projects on the end-user and the public, together with the form, function, and architectural language of the project, are integral to our design process. It is Stauch Vorster Architects International ’s mission to p r o d u c e v a l u e , q u a l i t y, a n d d e s i g n e x c e l l e n c e , u n d e r s t a n d i n g d e s i g n a s a p e o p l e - f o c u s e d e n d e a v o u r.

Cape Town Durban Johannesburg Port Elizabeth

: : : :

+27 +27 +27 +27

21 31 11 41

421 263 268 581

4276 8200 6090 6362

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H o t e l Pa r t n e r s A f r i ca consultants. We provide a one-stop-shop service to developers and owners,” he says.

With close to 100 years of global hospitality knowledge between its partners, the company prides itself in offering a market-leading service.

“A defining point for us is that in sub-Saharan Africa we are the only company to provide all these services,” says Page. “In five years we would have consolidated our position as the leading hospitality consultancy in the region. We know the competition is growing, as business in Africa continues on an upward trajectory, but we have an advantage by being on the ground. Added to that is our unfailing desire to advise our clients in their best interests.”

The impressive list of clients making up HPA’s portfolio is testament to its level of service and expertise. The consultancy has worked with the likes of Hilton, Holiday Inn, Radisson, Sheraton and InterContinental to name just a few and has earned industry wide respect for its proficiency in the planning, management and advisory of hotel developments.

A broad service offering Hotel Partners Africa offers its clients a broad service offering – in fact, its impressive portfolio is one of its many unique selling points. Services offered include:

co n s t r uctio n

“A defining point for us is that in sub-Saharan Africa we are the only company to provide all these services” – Vernon Page, Chief Executive Officer

Market and Financial Feasibility Studies: This is the very first step in the process, after securing the site. There are five main reasons to carry out a w w w. h o t e l p a r t n e r s a f r i c a . c o m

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The Africa Hotel Investment Forum (AHIF) will take place 30 September to 1 October 2015 in Addis Ababa, Ethiopia.

29 Sept - 1 Oct 2014, Sheraton Addis Ababa, Ethiopia

30 September – 1 October 2015

AHIF 2014 was one of the best hotel investment forums I have been to. The programme was excellent, as was the quality of the speakers and attendees.

It is the event of the year for us!

OTHMANE JABRI, KINGDOM HOTEL INVESTMENTS

AHIF is the only annual hotel investment conference that connects business leaders from the international and local markets. The event brings together the who’s who that drive investment into tourism projects, infrastructure and hotel development across Africa.

AHIF is attended by investors, owners, financiers, developers, operators, advisors, architects and senior government officials supporting tourism and travel development.

www.africa-conference.com

Elevating Recruitment to Excellence A critical aspect of being the best business you can be is recruiting and retaining the strongest talent to join your team. Elevation Personnel makes your business our business, we ensure we understand your company culture and requirements in order to provide competent and reliable personnel.

Project Managers - Engineers - Senior Management Elevation Personnel views you as an individual. We invest time understanding your skills, experience and qualifications, together with, your goals and dreams.

We then do our very best to connect you with an opportunity best aligned with your talents and aspirations.

Talk to us and get it right the first time!

Development Management • Project Co-Ordination • Design Reviews • Development & Technical Services • Procurement • Warehousing & Logistics • Installations & Hand-Over

Hospitality - Senior and Executive positions in all sectors In proud association with: For complete peace of mind recruiting services e-mail Petra Devereux. petra@elevationpersonnel.co.za

www.elevationpersonnel.co.za Johannesburg - Cape Town - South Africa - Africa - Global

info@hotelspec.com • www.hotelspec.com

H o t e l Pa r t n e r s A f r i ca feasibility study. First, to ensure full understanding of the risks and rewards of the project; second, to determine the most appropriate facility provision for a given site and market; third, to brief the architect as to what the market requires in terms of facilities; fourth, to attract the attention of an operator and form the basis for contract registration and fifth, to support submissions to debt and equity providers.

Operator Selection and Negotiation: The hotel operator should be engaged early on in the development process to have input in regards to the concept and detailed design of the project.

In addition, sources of funding will want to know who is to operate the proposed hotel – some will not lend or invest unless an international operator has been engaged. The appointment of the correct operator to your project can enhance your financial returns and thus the value of your hotel. The owner / operator relationship is a long term one and needs to be effective and mutually beneficial. HPA have excellent relationships with all of the international and regional (African) hotel operators, and have worked with all of them on projects across the continent.

Raising of Funding: It is virtually impossible to fund a development opportunity or hotel without suitable funding. HPA have unrivalled access to various sources of funding to buy or develop hotels, including:

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Key Personnel

Vernon Page CEO Vernon has over 15 years’ experience of funding hotel developments, sourcing equity and debt for various projects, building hospitality investment funds, and managing their returns. In creating this ‘one-stop shop’, Hotel Partners Africa has established a highly proactive team to build long-standing relationships with major players, particularly hotel operators and developers, fund managers, property owners and all others involved in the hotel development process.

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The W Hospitality Group are specialist consultants to the hotel, tourism and leisure industries in Africa, providing a full range of advisory services to our clients who have investments in the sector, or who are looking to enter them, through development, acquisition or other means.

Stay with the leader

Leading the world for over 30 years in hotel security and technology solutions.

Sentinel II by Elsafe

Xtra II by Elsafe

Signature by VingCard

Essence by VingCard

For more than three decades VingCard Elsafe has been the leader in hotel security solutions. Today, over 40,000 properties around the world trust us to provide the most advanced, secure and reliable solutions for electronic locking, energy management, in-room safes and minibars. Our products are designed to meet your needs for efficiency, convenience and peace of mind, with industryleading technology, sleek designs and user-friendly features for both your staff and guests. With a customer service network that spans the globe, we’re here to help… and here to stay. So stay with the leader – VingCard Elsafe.

VingCard Elsafe Phone: +47 69 24 50 00 | info@vcegroup.com | www.vingcardelsafe.com Provider of: VingCard Locks and Systems | Elsafe Safes | Orion EMS | PolarBar Minibars

Our team has experience of more than 90 countries worldwide, and over 30 in Africa, and has worked at all market levels, from deluxe hotels to roadside lodges, exclusive health clubs to public recreation facilities, and from the master planning of thousand hectare sites to the best use of city blocks.

Our main activities include market and financial appraisals, operator selection and contract negotiation, and asset management. www.w-hospitalitygroup.com trevor.ward@w-hospitalitygroup.com 01-791 4165

Leisure Property Services

Best Western welcomes hundreds of thousands of guests nightly, ready for your share?

Best Western hoteliers enjoy the unique advantage of retaining their independence while benefiting from Best Western’s full-service, well-known, lodging affiliation which offers a global reservations system and distribution along with loyalty club (Best Western Rewards®), revenue management and Customer Care training.

SM

Vīb (pronounced Vibe) is a stylish and technology-centric hotel concept created to meet the needs of today’s connected traveler. Vīb’s high-density concept will be cost-effective to build and operate, making it an attractive option for owners and developers.

bestwesterndevelopers.com +353 1 460 5100 internationaldevelopment@bestwestern.com Each Best Western® branded hotel is independently owned & operated

At LPS we undertake a wide range of hotel related services including acquisitions, disposals, valuations, rent reviews, operation selection & management contract negotiations.

Our geographic knowledge covers the UK, Europe, the Americas and Africa.

Call our team based in London on +44 203 754 9174.

H o t e l Pa r t n e r s A f r i ca

co n s t r uctio n

Equity: -- Both minority or majority equity for development projects, new or partially completed; -- Additional equity for operational assets.

Debt: -- Construction debt; -- Operational debt; -- Refinancing of existing debt; -- Mezzanine instruments.

Development management: Complete hotel development management services, which includes advice, recommendations and negotiations with nominated professional teams; project coordination; budget management; programme and quality assessment reporting; overall project monitoring to ensure coordination between operator requirements and all services; design and finishes; contractual conditions; budget evaluation to completion, and hand over of operation. Working closely with the client’s architects, engineers and interior designers to ensure all the client’s and brand specific requirements are met.

With the company’s experience of advising owners on developing and refurbishing hotels around the African continent and specific specialised knowledge of the workings and requirements of hotels it will ensure that all integrated systems such as IT, AV, MATV, PBX,

“We work with the best architects, engineers, quantity surveyors and content managers.

A hotel is a complex animal” – Vernon Page

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H o t e l Pa r t n e r s A f r i ca security, life safety etc. are seamlessly integrated in order to create a cost efficient and correctly specified hotel operation. All back of house areas from receiving to waste management, housekeeping, stores, administration and kitchen operations are correctly specified and provided to ensure a smooth operating environment, compliant with all local building, fire and safety regulations.

Lagoon Beach Hotel, sea-view room

LBH, Cape Town, South Africa

Procurement: HPA manages its clients procureent needs from sourcing products at the most competitive prices globally to ongoing coordination with the interior designer at all stages of the development. It will even help its clients manage budget. Furniture, fixtures and equipment is all custom-made to the specification of the design consultant in terms of material, colour, fabric, foam, size and design and ongoing inspections and quality control management ensures quality and suitably specified furniture is manufactured and delivered to the project.

Kitchen, laundry, technical and back of house areas are all coordinated closely with the operator.

Warehousing and logistics: Consolidation services and co-ordination of all logistical services from import/export, customs clearing, insurance and forwarding. With an average turnaround of between 60 to 80, 40 foot containers annually spanning across Africa and the world, its automated tracking, inventory, warehouse and

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freight management systems will ensure that all shipments arrive on site and in line with the project program.

Installation Services: The company’s on site Project Team receive all items of FF&E, OS&E and other equipment and position and install items of FF&E in in the correct location as per approved drawing specifications. Project Team services include: • Inventory control and reporting of all goods received on site and reconciled to approved budget and official orders.

• The correct positioning of all FF&E items within the property according to the interior furniture lay-out drawings as issued.

• Hanging of all artworks and mirrors to the specification issued on the Interior Designers’ layout and elevation plans.

• Perform any minor repair work to FF&E, which after positioning in the property is found to be damaged or to return such goods to the manufacturer.

• Where applicable, to commission all kitchens, IT, telephone, television and AV equipment, including the tuning and “burning-in” of all such equipment as required, and to ensure sufficient training is provided to the hotel’s staff on its safe operation.

• Individually bar code all items of FF&E once in place within the property and to build a detailed asset register of all FF&E items.

70 Average number of forty foot containers moved annually using its automated tracking systems

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SHL suite

‘We even provide advice to the Royal Institution of Chartered Surveyors (the valuers governing body) on how hotel valuations should be carried out.’

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The asset register shall include the following information: 1. Item description 2. Location within the property 3. Value at date of purchase Valuations: To secure finance it is essential to ensure that the project is sound and that is where a valuation becomes vital. Bank funding is usually predicated upon loan to value ratios and the ability to make scheduled repayments.

At HPA we can provide formal secured lending valuations, stock market valuations and more informal internal valuations. Our team has carried out valuations for most banks who are active in funding hotels. We even provide advice to the Royal Institution of Chartered Surveyors (the

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valuers governing body) on how hotel valuations should be carried out.

Asset Management: The primary objectives of an asset manager is to act as an expert interface between the owner and the operator, while assisting hotel owners to realize the full value of their assets through a continuous process of value creation and enhancement.

Talent Acquisition: The importance of sourcing suitable, passionate, talented and experienced staff from executive and management level down who can add the most value to the business and its guests, forms the basis upon which the company approaches its talent acquisition process. Culture and attitude play a key role

Location management is an integral part of HPA services

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Mark Martinovic, Head of Design & Construction

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in the identification of these individuals. This coupled with working very closely with clients to understand their objectives, company culture and environment to ensure a good staff morale, high level of service and low staff turnover makes the service a success.

Brokerage: At some stage, it is likely every owner will consider disposing of even the finest hotel.

HPA recommends early in the ownership process considering the likely program for disposal, to ensure the right strategies are put into place.

HPA can provide comprehensive and strategic ownership advice, and, at the right moment, will help to dispose of the asset in the most productive way, to suit its client’s particular investment goals.

The team has an unrivalled track record of hotel disposals in Africa, generating exceptional sales prices from its comprehensive network of hotel investors from around the world.

Overcoming challenges Despite making strides in the industry, not all has been plain sailing for HPA. Doing business in Africa comes with a unique set of challenges including a lack of funding, the threat of terrorism and additional concerns such as the recent Ebola crisis. “It can be hard to attract investors being a fairly volatile economy. That being said, business is moving to Africa, so even with the challenges, it is a fertile ground for hotel development. From our perspective, for the next 20 years there will be

The company specializes in talent acquisition and recruitment services to clients throughout Africa

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The Hilton in Abuja

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compounded growth in the industry,” says Page.

That growth is due to a number of factors. In the last decade Africa has discovered additional resources in the oil and gas sector, it is also an emerging economy, meaning investors and business people need hotels to stay in, which ultimately leads to a spike in development.

Furthermore, tourism is constantly on the rise.

“A lot of the African hotels are achieving much higher room rates compared with anywhere else in the world. The Hilton in Abuja for example, is the most profitable Hilton worldwide and you pay more to stay there than you would in London or Paris. A good service provider with good security, high-end rooms, facilities and catering can charge what they want. Return on investment in Africa can be seen in three to five years, where as the global average is seven to 10 years,” explains Page.

Procurement and logistics also presents a challenge for the company. “Logistics in Africa is unreliable at best,” says Page. “Ports, rail and roads are almost non-existent so supply chain management and sourcing commodities can be tough.” In the hotel sector there are a lot of requirements from a goods perspective – from furniture to kitchenware, linen to lighting there are a lot of moving parts to consider.

So as Page explains, business in the region can be a “hard slog” at times, but the investment can pay dividends. “The challenges are all part of the fun,” he says.

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The company works with the best interior designers

Focusing on quality HPA doesn’t only offer its clients logistics support, funding advice and project management expertise but also helps achieve standards of excellence from a quality perspective. “We advise developers to develop hotels in line with international standards,” says Page. “We work with the best architects, engineers, quantity surveyors, content managers, and other consultants from landscape architects, interior designers, acoustic specialists and fire and safety experts. A hotel is a complex animal.”

“Imagine a hotel with 250 rooms and how much water, electricity and heating you use, how much sewerage, and air conditioning - you cannot just open the yellow pages, you need specialists.”

“We work with our clients from day one,

“Imagine a hotel with 250 rooms and how much water, electricity and heating you use - you cannot just open the yellow pages, you need specialists” – Vernon Page

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Quality is king at HPA

“We want to support local suppliers and develop local communities, which are very important to us. Where we can we source local artwork, furniture and employment to support community development” – Vernon Page 246

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throughout the design and build process through to completion. We manage everything from air quality and temperature to fire and security.

We also manage branding and maintain global standards of excellence,” he says.

Creating local opportunities Quality is king at HPA, but its directors recognise that high standards will not be met without a good team of people behind the business.

With this in mind, the company is dedicated to building quality relationships with global and local suppliers.

“We want to support local suppliers and develop local communities, which are very important to us. Where we can we source local

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Company Information Industry

Construction h ea d q ua r t e r s

Lagos, Nigeria founded

2013 e m p l o y ee s

20 in 3 member companies

artwork, furniture and employment to support community development,” says Page.

r e v e n ue

Not disclosed

Marketing and growth In its short lifetime, HPA has earned a reputation in the sector synonymous with quality and excellence and that is in part due to the combined experience of its founders. “We are all well respected and experienced consultants in the region, plus we all live and work here, which adds to our credibility. We speak at various conferences and events, and are recognised as experts in the field. In the next five years our goal is to be the first choice hotel service provider for developments throughout the continent,” Page concludes.

p r o d uc t s / s e r v i ce s

Consultancy service offerings in the hotel development and operational sector

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