Construction Global Magazine - August 2015

August 2015

www.constructionglobal.com

An Integrated, Multi-Disciplined Construction And Engineering Services Provider

TECHNOLOGY Productivity, Safety And Efficiency - Guidance Using Apps MANAGEMENT & PLANNING Could The Construction Sector Lead Global Sustainability Initiatives?

TOP 10 The Tallest Skyscrapers In 2015

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EDITOR’S COMMENT

Building on a Solid

FOUNDATION A R E Y O U A M O N G the many managers in construction

who perfectly understand costs and profits, projects and processes but whose eyes glaze over when it comes to buildings legislation? But for the industry in the UK there’s no getting away from the fact that the amendments to Part II of the Housing Grants, Construction and Regeneration Act 1996 (Construction Act 1996, also known as the HGCRA), made in 2011 to close a number of loopholes, are important. Businesses which make mistakes risk paying heavily. In this issue Wes Simmons takes us through some of the provisions affecting subcontractor provisions.

Meanwhile, in the USA one of the biggest problems facing the industry is the shortage of labor, forcing project managers to look at ways to mitigate this by the increased use of prefabrication, standardization, co-construction and other techniques. It is turning point, believes Kevin Kuntz offering the industry the chance to create new standards going forward.

To concentrate the mind, finally, we look at a few construction disasters in history – there’s always something to be learnt?

Enjoy the issue!

John O’Hanlon Managing Editor John.O’Hanlon@wdmgroup.com 3

CONTENTS

Features

TECHNOLOGY & EQUIPMENT

MANAGEMENT

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There’s An APP For That TOP10

22

6

Could The Construction Sector Lead Global Sustainability Initiatives?

4 August 2015

Skyscrapers Under Construction In 2015

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46

DPR Construction BioMarin Expansion Project

Mercury Engineering

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Pittsburgh Water and Sewer Authority

Amdec Group

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68

Archer Western/HUbbard JV Northwest Corridor Project

Company Profiles AFRICA

90

ABRECON

LATIN AMERICA 90 ABRECON

34 AMDEC Group

AUSTRALIA

EUROPE

98 Tasmanian Major Projects Approval Agency

46 Mercury Engineering

USA 58 DPR Construction BioMarin Expansion Project 68 Archer Western/Hubbard JV Northwest Corridor Project 78 Pittsburgh Water and Sewer Authority

108 Civmec 124 Probuild Eastland Stage Five Redevelopment Project 136 Kane Constructions Epworth Richmond Hospital Redevelopment Project 146 South Taranaki District Council

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MANAGEMENT/PLANNING

Could The Construction Sector Lead Global Sustainability Initiatives?

A call has gone out from the United Nations and the Royal Institution of Chartered Surveyors for the land, construction and real estate sector to lead global responsible and sustainable business practices W r i t t e n by : AB I G A I L PH I LLI PS

MANAGEMENT/PLANNING The United Nations Global Compact and the RICS has launched a paper, Advancing Responsible Business Practices in Land, Construction, Real Estate Use and Investment, which examines the sector’s impact on human rights, labour standards, the environment and anti-corruption.

The resource identifies critical issues facing the sector, examines three key real estate life cycle phases – development, use and recovery – and proposes actions for responsible business practices, illustrated by case studies from around the world.

Georg Kell, Executive Director of the Land, Real Estate And Construction Sector Represents Up To 70 Percent Of Global Wealth

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August 2015

UN Global Compact, says: “There is a tremendous opportunity for real estate to become a driving force for a more sustainable financial, economic, social and environmental system, through collaboration and collective action.”

The land, real estate and construction sector represents up to 70 percent of global wealth, contributes around one-tenth of the total global gross domestic product (GDP) each year and represents 7 percent of overall employment. It has a substantial impact on land development, resource use and waste generation and deals with issues related to human and labour rights in development and construction.

Sean Tompkins, Chief Executive Officer of RICS, speaking at the New York launch, says: “Responsible action needs to become ‘business as usual’ within global real estate markets, driving prosperity, innovation and investment, and helping to secure vibrant and transparent markets, thriving economies, inclusive communities and a greener, healthier planet.”

Although many businesses in the sector have corporate sustainability strategies and

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“There is a tremendous opportunity for real estate to become a driving force for a more sustainable financial, economic, social and environmental system�

policies in place, the challenge is to translate those policies into actions that are practical, achievable and repeatable, across organisational and geographic boundaries.

Advancing Responsible Business Practices in Land, Construction, Real Estate Use and Investment aims to guide a broad cross-section of organisations with their decisionmaking throughout the real estate life cycle: from commissioning, planning, design and construction, through operation, refurbishment

The land, real estate and construction sector represents 7 percent of overall employment

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MANAGEMENT/PLANNING and ultimately disposal.

The resource is the result of a twoyear collaboration between the UN Global Compact and RICS, a global professional body representing more than 100,000 members in 146 countries and features extensive dialogue with industry professionals.

Additional contributions to the resource came from the Centre for Real Estate at the Karlsruhe Institute of Technology (KIT) and a steering group of sector-related representatives from Global Compact participant organisations and wider civil society.

In addition, the resource was shaped via in-person workshops and online consultation with a dedicated group of RICS members and numerous other stakeholders across the globe.

This is one of the UN Global Compact’s first initiatives to promote responsible business that focuses exclusively on one specific economic sector. Since its inception in 2000, the United Nations Global Compact has called on companies everywhere to voluntarily align their operations and strategies with its human rights, labour, environment and anti-corruption principles, and to take action in support of wider 10

August 2015

UN goals. By doing so, business can help work towards the vision of a sustainable and inclusive global economy that delivers lasting benefits to people, communities and markets (www.unglobalcompact.org).

“The land, real estate and construction sector has an enormous impact on global economies, the environment and people’s lives.

With this resource we want to show businesses how to operate responsibly and sustainably, generating substantial social, environmental and reputational value and long term financial success in the process,” adds Mr Tompkins.

The paper examines the sector’s impact in relation to the UN Global Compact’s four focus areas of human rights, labour standards, the environment and anti-corruption. It identifies some of the most critical issues facing the sector, broken down into the three key real estate life cycle phases – Development, Use, and Recovery – and proposes the corresponding actions to embed responsible business practices, illustrated by good practice case studies from around the world. As Ursula Hartenberger, Global Head

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‘Make responsible business the status quo and encourage companies to think holistically about the environmental and social impact of their business activities, and strategic investment decisions.’ of Sustainability at RICS explains: “Together we identified 15 key issues and 15 actions that are tied to the Ten Principles of the Global Compact - in the areas of human rights, labour, the environment and anti-corruption - and created a ‘responsible business’ roadmap for our sector and its users.

“We have consulted with companies large, and small, across the sector and across the world. This resource takes a holistic approach in terms of

both its scope and its target users.

The key areas of the UN Global Compact, and the action items are of universal relevance for decision makers within every company.”

The aim, she says, is to make responsible business the status quo and encourage companies to think holistically about the environmental and social impact of their business activities, and strategic investment decisions.

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TECHNOLOGY & EQUIPMENT

There’s An APP For That

How to increase productivity, safety, and efficiency on a construction jobsite using mobile apps W ri t t e n b y: A B I G A I L P H I L L I P S

IN A 2014 Equipment World survey, 66 percent of construction equipment operators said they had an Internetenabled phone, which marked an 11 percent increase from 2011. About 72 percent also said that they use apps, while 47 percent claimed that they watch videos on their devices.

During the buying process, many contractors also turn to the Internet for information. Nearly 84 percent said they use the web to research brands

and models, 63 percent said they do so to research specifications, and 58 percent read reviews. With mobile usage on the rise in the construction industry, many equipment manufacturers and software providers hope apps will aid customers achieve greater productivity, safety and efficiency on a daily basis.

Construction Global takes a look at a handful of apps making life a little bit easier for construction managers.

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TECHNOLOGY & EQUIPMENT

JOHN DEERE ‘GOPUSH’ John Deere’s mobile app ‘GoPush’ is officially available for download for 1050K Crawler Dozer customers. The app is designed to increase productivity and efficiency on the jobsite.

“The features of the GoPush app were designed with our 1050K customers in mind,” said Mark Oliver, crawler dozers product marketing manager for John Deere Construction & Forestry. “The goal of the app is to provide operators and fleet managers a wealth of knowledge to make them more productive on the jobsite – all at the push of a button.”

The GoPush mobile app is available for free for Android and iOS operating systems. It includes features such as daily service information, extreme site condition information, and a maintenance checklist. There is also a helpful icon glossary for users to familiarize themselves with the instrument panel of their machine.

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T H E R E ’ S A N A P P F O R T H AT

CLOSEOUT BY BRIDGIT Closeout seeks to make large-scale construction projects run more smoothly and therefore faster and cheaper. Using Closeout, your team can create punch lists from their mobile phone and send them to the cloud in a matter of seconds. Once recorded as a part of the punch list, deficiencies can be assigned to internal or external team members and discussed with internal team members from one easy to access, shared location.

Closeout’s cloud technology allows your team to manage punch lists faster than ever before, which in turn saves money. With Closeout, you will notice greater efficiency, for example less re-mobilization of

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TECHNOLOGY & EQUIPMENT

One of the best iPhone and iPad apps for the construction industry, it lets contractors and architects collaborate with all their project plans, specs and photos. You can upload PDF drawings to plangrid. com and they will automatically sync to all your teams in real time.

Appleton-based The Boldt Co. thought so much of the app, it worked with PlanGrid recently on many aspects of the $750 million Sutter Medical Centre project in California.

T H E R E ’ S A N A P P F O R T H AT

GREEN PRO Green Pro app lets architects, engineers, owners and contractors understand, access and track Leadership in Energy and Environmental Design credits for new construction and major renovation projects. Users can access credit requirements and find out when a particular requirement has been met; an excellent tool in a world where sustainability is king.

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TECHNOLOGY & EQUIPMENT

This app for Apple and Android products enables contractors to access and capture important project information on-site. Contractors can share videos, images and project documents, send marked up documents to other project team members, and store records for offline access.

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T H E R E ’ S A N A P P F O R T H AT

The app — available on Google Play and iTunes — works with SmartBidNet’s bid management software and helps users keep track of vendors and subcontractors. It includes both financial data on each bid, as

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TECHNOLOGY & EQUIPMENT

BIMx won the Mobile Product of the Year in 2012 at the Construction Computing Awards. It’s still useful as a free, interactive 3-D communication and presentation tool for architectural designs.

It’s available on both Google Play and Apple devices.

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T H E R E ’ S A N A P P F O R T H AT

IQUICK CONTRACT MAKER The customizable app for Apple devices lets users create a legal contract and send by email to customers right on the spot.

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TOP 10

TOP10

Skyscrapers Un Construction In

nder 2015

Construction Global takes a look at the 10 tallest skyscrapers expected to reach completion in 2015 23

TOP 10

10

AHMED ABDUL RAHIM AL ATTAR TOWER, UAE (DNAN SAFFARINI)

Also standing at 342 metres, the Ahmed Abdul Rahim Al Attar Tower in Dubai is one of the least showy skyscrapers in the top 10. Located on Sheik Zayed Road, the residential tower was designed by engineer Adnan Saffarini. It will feature gold-coloured concrete facades and balconies fronted by glazing, as well as a gym, a swimming pool and a spa.

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August 2015

SKYSCRAPERS UNDER CONSTRUCTION IN 2015

ABU DHABI NATIONAL OIL COMPANY HEADQUARTERS, UAE (HOK)

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The new headquarters for the Abu Dhabi National Oil Company will be housed within this 342-metre skyscraper, which is most recognisable for the large rectangular opening at its top. The second project by HOK to make the top 10, the tower will also act as a landmark for the neighbouring Emirates Palace Hotel.

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TOP 10

08

FORUM 66 TOWER 2, CHINA (KOHN PEDERSEN FOX AND P&T GROUP)

The eighth-tallest building of 2015 is expected to be the first half of a twin-tower office complex designed by Kohn Pedersen Fox and P&T Group for Shenyang, another city in north-east China. The 351-metre Tower 2 has already topped out, although its 384-metre partner is currently on hold. Once complete, both buildings will be capped with “glowing lanterns� that will help them to stand out at night.

SKYSCRAPERS UNDER CONSTRUCTION IN 2015

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OKO SOUTH TOWER, RUSSIA (SOM) The second building from Moscow-City to make the top 10 is a 352-metre tower by skyscraper veteran SOM, whose portfolio extends from Chicago’s Willis Tower and John Hancock Center, to One World Trade Center and the Burj Khalifa. The OKO South Tower is one of two faceted skyscrapers underway on the site, connected at the base by a transparent crystalline structure. The complex will include a four-star hotel, offices and apartments.

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TOP 10

VOSTOK TOWER, RUSSIA (NPS TCHOBAN VOSS AND SCHWEGER ASSOCIATED ARCHITECTS)

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The title of Europe’s tallest building will likely be passed over in 2015, as Moscow’s Federation Tower complex is due for completion. The 373-metre Vostok Tower will extend 34 metres higher than the nearby Mercury City tower, which has been the continent’s tallest for over two years. The building was designed as a collaboration between Peter Schweger of Schweger Associated Architects and Sergei Tchoban of NPS Tchoban Voss, and it

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August 2015

SKYSCRAPERS UNDER CONSTRUCTION IN 2015

05

ETON PLACE DALIAN TOWER 1, CHINA (NBBJ)

Two years after the expected the completion date, the tallest of the five towers at the mixed-use Eton Place Dalian complex in north-east China is finally expected to open in 2015. Designed by architects NBBJ, the 381-metre skyscraper will house offices, two hotels, and an elevated observation deck.

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TOP 10

CAPITAL MARKET AUTHORITY TOWER, SAUDI ARABIA (HOK AND OMRANIA & ASSOCIATES) With a height of 385 metres, this office tower

by HOK and Omrania & Associates will become the tallest building in Saudi Arabia’s capital city, Riyadh. The 76-storey CMA Tower is the highest of the five structures at the plaza of the King Abdullah Financial District, which will also boast a metro station designed by Zaha Hadid. An external skin of fins, gantries and perforated panels will shade the building from the desert sun.

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August 2015

SKYSCRAPERS UNDER CONSTRUCTION IN 2015

432 PARK AVENUE, USA (RAFAEL VIﾃ前LY ARCHITECTS)

03

Rafael Viﾃｱoly hit the headlines for the wrong reasons when the glare from his Walkie Talkie skyscraper in London was reported to be melting cars, so the architect will be hoping for a better reaction to his super-skinny 425-metre building completing this year in New York. Understood to be the tallest all-residential building in the world, 432 Park Avenue will offer 104 luxury residences, alongside facilities that include a private swimming pool, library and cinema screening room.

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TOP 10

02

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August 2015

MARINA 101, UAE (NATIONAL ENGINEERING BUREAU) The Marina 101 tower in Dubai is set to become the second-tallest building in Dubai, with a height of 426.5 metres. The lower portion of the 101-storey tower will house the Middle East’s first Hard Rock Hotel, while the upper levels will accommodate 420 oneand two-bedroom holiday apartments and a restaurant with panoramic views of the city.

SKYSCRAPERS UNDER CONSTRUCTION IN 2015

01 SHANGHAI TOWER, CHINA. (GENSLER)

On track to become the world’s second-tallest building, Gensler’s Shanghai Tower has already topped out at a height of 632 metres, surpassed only by the 828-metre Burj Khalifa in Dubai. It is the tallest structure ever built in China and features a twisted form generated after a series of wind-tunnel tests. It will offer an observation deck on the 124th floor when it opens later this year.

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Company logo goes here

Amdec Group

Growing a Green Future

Written by: John O’Hanlon Produced by: Richard Deane

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AMDEC GROUP

The future sustainability of our built environment is in the hands of today’s property developers

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he iconic Melrose Arch mixed-use precinct in Johannesburg’s leafy northern suburbs has set the precedent for sustainable cities in South Africa for over a decade, starting long before the green building movement officially began in the country.

Today, it continues its legacy of pioneering sustainability. Leading South African property company Amdec are owners in Melrose Arch.

By taking a long-term view and optimising the critical mass of mixed-use developments, Amdec has become a front-runner in green building innovation in South Africa.

Josef Quraishi, Head of Sustainability and Green Building for Amdec group, stated it will continue to push the sustainability envelope.

Sustainability is a win-win Amdec sees sustainability as a win-win. “When we develop, we look at the broader context of investing in communities. A thriving community is good for business; the more attractive a community is, the more desirable our buildings become,” said Quraishi.

He adds: “Amdec will continue with our commitment to find new and better ways to create greater sustainability and better resource efficiency, and use our hard-earned experience in sustainable development not only to benefit those who live, work and visit our developments, but also for the property industry as a whole.”

Quraishi believes that, as a pioneer in sustainable development in South Africa, Amdec has a lot to

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offer by sharing its experiences and knowledge.

“Our sustainability journey hasn’t been easy, and Amdec believes that sharing our lessons is important, as it helps others along the learning curve, and supports the movement for sustainability,” he said.

Quraishi was part of the team who helped develop Green Building Council South Africa’s (GBCSA) Socio-Economic Category - a world-first for rating tools. In doing so, the GBCSA took the lead in developing a set of socio-economic criteria for green building rating tools. Socio-economic factors are particularly relevant in developing countries such as South Africa, and extend green buildings to encompass not just environmental sustainability but also socio-economic sustainability.

Melrose Arch The Piazza

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AMDEC GROUP

The Koolcon Group is a property specialist group, that provides a hands-on approach through the appointment of our in house professionals. We specialize in design, construction, handover and maintenance. Offering a comprehensive design build solution in the commercial property market. We endeavour to ensure the best level of service with regular quality control, keeping our clients current, up to date and our projects on time.

We are able to provide a service across a broad range of sectors including: • • • • • •

Banking and Financial institutions Factories Student accommodation Spa’s, conference facilities and hotels Shopping centres Industrial

• • • • •

Office Parks Civil works Residential developments Telecommunication Towers Medical centres

Johannesburg (Head Office) Tel: +27 (0) 465 6947, Fax: +27 (0) 86 600 2947, E-mail: info@koolcon.co.za Address: Unit D8, Deco Park, Cnr New Market & Witkoppen, North Ridge, Johannesburg www.koolcon.co.za .

Regional offices include: Durban, Port Elizabeth and Cape Town

Complete solutions for the resources and energy sectors

WorleyParsons is a leading provider of project delivery and consulting services to the resources & energy sectors and complex process industries. Our services cover the full asset spectrum both in size and lifecycle – from the creation of new assets to services that sustain and enhance operating assets.

- BBBEE Level 2 - 30% PDI ownership

- Over 60 years’ experience - Deep local knowledge - Global expertise ContaCt Details www.novabuild.co.za 021 794 2874 info@novabuild.co.za

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countries

157

www.worleyparsons.com

offices

35,600

people

AMDEC GROUP

CONSTRUCTION

Encouraging positive impacts The way we design, build and operate our buildings can address, to some extent, societal challenges such as poverty, unemployment, lack of education and skills, and health. This GBCSA tool is designed to both measure, and encourage, these positive impacts.

The Socio-Economic Category allows the socioeconomic achievements of new buildings and major retrofits to be recognised and rewarded under Green Star SA tools. It is a separate optional category for which projects can be rated alongside their standard Green Star SA certifications. As part of the initiative, the GBCSA simultaneously developed an International SocioEconomic Framework for the World Green Building Council, which can be used by other green building councils to apply to their rating tools.

Quraishi points out that while South Africa has building codes that talk to sustainability, Amdec always looks to do more and do better.

By considering the bigger picture, Amdec’s green building ethos has far-reaching positive impacts.

Its holistic approach to green building is helping to change the way people think and live. “Developers like ourselves can contribute to our socio-economic context, not only with green building but by uplifting local communities, transferring skills, training and mentoring, and using local people and products. Even when contracting large building companies for developments, we can ensure they pay it forward as part of our agreement

Melrose Arch

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AMDEC GROUP

Slip Street

with them. From a sustainability perspective, as a developer we have a responsibility to do what we can where we can.” noted Quraishi.

Uplifting local communities Amdec puts this ethos into action wherever it develops. Among its community-specific initiatives, it has used material from construction excavation to rehabilitate a public park and is also taking care of a river course to ensure its banks are well maintained and help reduced flooding.

When it comes to green building itself, Amdec is aware this is a skill that existed long before the company did. “Yes, technology plays a big role in today’s green building, but it isn’t the only factor.

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There are age-old proven methods of creating greener buildings, going back to nomadic structures that were oriented and built to a height that would provide shade for cattle. Similarly there are exciting ways to reuse and upcycle materials happening all around us, as smart people and communities find ways of creating exciting opportunities with items that others may see as worthless.” said Quraishi.

So, Amdec’s approach to green building goes beyond active green building technologies to also incorporating more subtle elements of green building in design and orientation.

While tree-lined streets, such as those found at Melrose Arch, are beautiful, what may not be immediately apparent is that they also play an important role in green building. The tree canopies provide shading on the front of buildings, helping to keep them cool. The bottom level of a building, and the upper levels, are usually the hottest. The trees mitigate the heat of the sun that bounces off the road. This increases comfort inside the building and decreases a building’s cooling costs.

With Melrose Arch, and Amdec’s next R4 billion mega development of Westbrook, a 128,000ha mixed-use suburb in Port Elizabeth, it is taking the opportunity to explore the latest technologies in sustainability. In fact, Amdec hopes to take Westbrook entirely off the grid.

Reducing electricity consumption Among the solutions Amdec has identified is the gas-powered trigeneration plant, which is only

Melrose Arch -The Piazza

Melrose Arch -The Galleria w w w. a m d e c . c o . z a

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AMDEC GROUP

High Street

Iconic View

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August 2015

in use at a handful of properties in the country.

Capitalising on its benefits, it would reduce electricity consumption at a mixed-use precinct such as Melrose Arch by 50 percent, halving its dependence on the country’s power grid. Alongside this, Amdec has also invested over R100 million into alternative fuels, recycling waste and biofuel, and putting gas back into its system to be used within Melrose Arch. This will be the first time this is deployed in context of a South African mixed-used precinct.

Quraishi noted that for Amdec, it is not just about sustainability and doing the right thing, but also about helping its clients to reduce their occupation costs and keeping them working when load-shedding hits. “Amdec is responding to the challenges of South Africa’s energy crisis,” said Quraishi. “This helps to take strain off our power grid, and our building users’ pockets, as well as being good for the environment and helping communities prosper.”

While Amdec is adding more resource-efficient features to its assets, whether there is a rating tool available for them or not, it is also pursuing more green ratings for its properties. Having already earned Green Star SA ratings for two of its buildings in the last two years; Amdec plans to boost its pace of investing in green buildings by taking this number to six in the next 24 months. This means it will pursue more Green Star SA ratings for all its new developments, and some of its existing ones.

At Melrose Arch, Amdec has earned its two Green Star SA ratings: 40 on Oak was South Africa’s first multi-unit residential project certified

CONSTRUCTION

Colourful Detailed Buildings

under the Green Star SA system, with a 4-Star Green Star SA Pilot certification and The Worley Parsons head office was awarded a 4-Star Green Star SA Office v1 Design rating.

As part of its multiunit residential rating at 40 on Oak, Amdec cut energy consumption for each apartment by 50 percent and water consumption by 40 percent making the Melrose Arch apartments even more desirable. For the green rated office, it lowered energy consumption by 40 percent and water consumption by 50 percent.

A platform for sustainable buildings Melrose Arch will also play a leading role in Amdec’s future targeted green star ratings, two of which have already been registered at GBCSA. For existing buildings, Josef explains that Amdec has prioritised getting ratings for single-tenant buildings. “Then

51-200

Number of staff employed by Amdec Group

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AMDEC GROUP Melrose Arch

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we’ll move on to our multi-tenanted buildings, which can be more challenging.” said Josef.

The green inner-workings of Melrose Arch support more than a single building, they underpin a whole precinct, making it an enabling platform for sustainable buildings. Melrose Arch is also packed with ingenious designs and small, smart green touches that also create an enjoyable environment. It includes a central district cooling plant that utilises evaporative cooling so its buildings use less air conditioning than usual, it uses gas and has integrated recycling. Its mixed-uses and pedestrianisation reduces the need for cars, it also benefits from good access to public transport.

Josef explains that blue-chip businesses want their markets to know they are doing the right thing, so occupying a green rated building is becoming a business imperative for them. Amdec is like-minded and answering the call for green rated buildings in South Africa. Quraishi said: “Green buildings are also commercially desirable because they boost productivity and profitability by creating healthy workspaces that also mean lower absenteeism.”

With soaring energy costs, clients across Amdec’s portfolio of assets, including its Evergreen Lifestyle Villages, enjoy the benefits of Amdec’s energyefficient, water-efficient and cost-efficient focus.

For Amdec, its green building ethos is simply good business. “With our sustainability initiatives, Amdec ensures that whatever we do has a positive impact on their environment, in their community and beyond.” concluded Quraishi.

Company Information INDUSTRY

Construction HEADQUARTERS

Cape Town FOUNDED

1989 EMPLOYEES

51-200 PRODUCTS/ SERVICES

Sustainable development foundation for developing worldclass real estate and building design

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Safety, Innovation And Qu

Shell Corrib Gas Terminal

uality: Building For The Future Written By: Abigail Phillips Produced By: Ben Walshe

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M E R C U RY E N G I N E E R I N G

Mercury Engineering was founded in 1972 by the late Frank O’Kane and Joe Morgan and over the past 42 years has grown into one of Europe’s largest independent engineering contractors.

T

he company has completed projects in 25 countries on four continents and has annual revenues that exceed €500 million. Since its inception, the company has focused on three core values (safety, innovation and quality) which guide the company today as it works with an ever expanding client base throughout the world.

The key to every successful business is its staff and Mercury has always appreciated and valued its employees. The majority of its highly experienced team are long term direct employees who manage projects on behalf of its clients to the strictest codes of integrity and professionalism.

Over the years, Mercury has grown organically to become a leading international multiservice contractor specialising in HVAC, Process, Electrical, I&C, Data & Telecoms and Fire Protection Installations. The

Bespoke interior fabrication for a Data Centre

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New Southern Glasgow Hospital & Royal Hospital for Sick Children

company also provides Project management, Design, Procurement, General contracting, Specialist Commissioning and Maintenance for specific clients and projects.

Innovation and creativity at its core As a company, Mercury quickly adapts the latest building systems and services both through experience and the use of educational seminars.

The company has extensive experience in modular construction, pods, prefabricated piping sections (design & build), IP controlled building management systems, energy management systems, as well as geothermal.

Mercury has invested heavily in the use of

‘A prime challenge faced by the company is to ensure that globalisation becomes a positive force for the business’

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MECHANICAL & ELECTRICAL FIXINGS

t 0131 448 2525 f 0131 448 2526 e sales@mef.co.uk

Mechanical & Electrical Fixings Ltd. 10 Dryden Road Bilston Glen Industrial Estate Loanhead, Midlothian EH20 9LZ

www.mef.co.uk

EXPERTS IN ELECTRICAL COMPLIANCE

INSPECTION | TESTING | DOCUMENTATION | COMMISSIONING | SAFETY

• Fixed Wire Testing On New Build Projects • Electrical Installation Condition Reports (Periodic) • Independent Electrical Surveys • Witness Testing • Fault Finding and Rectification • Medical Location Inspections and Solutions • Final Circuit Terminations • Hazardous Area Solutions • Thermal Imaging Surveys • Special Location Verification and Testing • Modular Wiring System Testing • O&M Manual Requirements • Asset Registers • Commissioning Management T +44 (0) 845 226 7484 F +44 (0) 845 226 7485 info@groupmanagement.com www.groupmanagement.com

X X X

9 Lenziemill Road West Lenziemill Industrial Estate Cumbernauld, Glasgow G67 2RL Tel: 01236 735010 info@brysonbrown.co.uk

Thermal Insulation Sheet Metal Fabrication Heat Tracing Acoustic Insulation Noise Control Fire Protection

MC AO NN US FA TR CU TU CR TIO NG N

Building Information Modelling (BIM) and now employs over 120 80 BIM modellers. Using this technology the company can reduce waste both in terms of time and materials which ultimately improves project delivery times and reduces project costs. Since day one Mercury has been committed to delivering state-of-the-art technology solutions to its clients and will always be one step ahead of the competition when it comes to innovation.

In the construction industry, change is no longer an event; change is business as usual. Mercury believes that adaptability and innovation are keys to positive change. Clients are demanding, “better, faster, cheaper” and competition is fierce. Globalisation, turbulent economies and fast evolving technologies further increase the pressures to “do more with less.”

Using this technology the company can reduce waste both in terms of time and materials which ultimately improves project delivery times and reduces project costs

Mercury has invested heavily in the use of Building Information Modelling (BIM)

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M E R C U RY E N G I N E E R I N G

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Powering Healthcare

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CONSTRUCTION

Mercury works with a broad range of clients from various industries

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M E R C U RY E N G I N E E R I N G The company’s future success is dependent on keeping the work force educated and equipped with the best tools and business processes.

Off site fabrication

A culture of change “It’s a fact that rapidly evolving and pervasive technologies are impacting almost every aspect of the construction business and there’s no doubt that these technologies have turned the way we work and communicate on its head.

Information technology has opened up previously unimaginable possibilities has given us new tools to manage our business more efficiently and increase the level of service we offer to

Proud to design and deliver an intelligent building solution to the New South Glasgow Hospital Campus

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our clients,” said Ed McIntyre, Director UK .

Mercury’s commitment to fostering a hightech working environment is demonstrated through the company’s use of the most up to date hardware and software coupled with ongoing training and support to all of their staff.

The use of evolving technologies is also woven through the company’s future business plans.

“Optimisation has always been a driving force in Mercury’s business. Every project the company undertakes is unique and has its own set of risks and challenges; however the company’s approach is the same; to optimise the engineering design, supply chain, installation techniques and management practices,” said McIntyre. In order to achieve this, the company puts a large emphasis on people and the culture of the business.

With a long and varied history, Mercury has experienced both good and bad economic climates yet has managed to keep its head above water thanks largely to its commitment to technology and innovation. As McIntyre explained: “Relentless pressure by clients

Eoin Vaughan, Group Managing Director at Mercury Engineering

Ed McIntyre, Director at Mercury Engineering

‘Information technology has opened up previously unimaginable possibilities has given us new tools to manage our business more efficiently and increase the level of service we offer to our clients’ – Ed McIntyre, Director w w w. m e r c u r y e n g . c o m

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M E R C U RY E N G I N E E R I N G

Bespoke interior fabrication for a Data Centre in Ireland

for continual improvement led the company to invest in and adapt multidisciplinary management, increase use of IT, make use of the most modern materials and to develop more efficient Installation practices. Many of the company’s competitors who didn’t or couldn’t embrace change are no longer here today.”

Management mobility Mercury began as a local business and has become an International entity. So what made that transition so successful? “A prime challenge faced by the company is ensuring that globalisation becomes a positive force for 56

August 2015

CONSTRUCTION

the business. Mercury began its International expansion programme in 2000 and to date has completed projects in 25 countries on four continents. Undoubtedly, key to this successful expansion was the company’s management mobility, the businesses multinational client base and integrated IT systems,” said McIntyre.

In an increasingly competitive environment, attracting new talent into the company is crucial to the sustainability of the business. Mercury actively recruits new people from a large and diverse set of candidates from across all of areas of operations. The company actively promotes Graduate placement programmes and works with professional institutions endorsing the industry as a career opportunity for school leavers.

Increasing globalisation is another factor facing us all and is inevitable and irreversible. 2013 was the year that emerging economies accounted for half of the world’s GDP. The mobility of the world’s major manufacturers and the opportunities created around them presents business opportunities to those prepared to adapt quickly.

Company Information INDUSTRY

Manufacturing HEADQUARTERS

Glasgow FOUNDED

1972 EMPLOYEES

3,558 REVENUE

€550M PRODUCTS/ SERVICES

Engineering

Looking to the future “Mercury aspires to be the most successful multidisciplinary engineering contractor in every sector and geographical area in which they operate. The management are committed to investing in the company’s future and to supporting their client’s projects across Europe,” concluded McIntyre. w w w. m e r c u r y e n g . c o m

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DPR Construction

BioMarin and DPR Construction collaborate to build greatness Discover how BioMarin and DPR have combined talents to expand a research and development facility, achieving greatness along the way Written by: Cutter Slagle

Produced by: Tom Venturo

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DPR CONSTRUCTION

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PR Construction and BioMarin applied for a building permit in June 2014, joining forces to expand BioMarin’s research and development facility in downtown San Rafael (ultimately bringing the developmental sciences group to BioMarin’s main administration campus). The project officially broke ground on the development in August of that same year—and it’s been on the fast track ever since.

BioMarin Principal Engineering Project Manager Jim Redenbarger recently spoke about the collaboration and how BioMarin 60

August 2015

originally acquired DPR Construction’s assistance, stating: “DPR is known for doing excellent work and proved that they were best suited for this project.”

“This type of project is in DPR’s core market,” DPR Construction Project Manager Tim Kueht said.

“We are always searching for different projects that allow us to be collaborative and push forward in the industry, versus staying with old and traditional practices.

We enjoy working with partners, subcontractors, and various people in the community to develop a relationship and joint understanding

USA

of the work process in order to complete a project.”

While a structure to this degree often takes at least three years to complete from design to develop to build out, the center is slated to be finished in December 2015—just 18 months after starting.

The factors behind this turnaround time can be contributed to a range of qualities, but collaboration is the one that seems to be the most significant.

“When it comes to building, everyone is ready to go—every member of the team is completely onboard,” Kueht stated.

“We are always searching for different projects that allow us to be collaborative and push forward in the industry” – DPR Construction Project Manager Tim Kueht

Tackling challenges to the expansion This expansion project has been put into motion to create a facility that will accommodate all research needs. Most importantly, this is a solid w w w . d p r. c o m

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GHILOTTI CONSTRUCTION

IS PROUD to have Partnered WiTH DPR CONSTRUCTION ON THE Biomarin Headquarters project

WWW.GHILOTTI.com

CLSB #644515

CORPORATE OFFICE (707) 585.1221 - MARIN OFFICE (415) 256.1525 - AMERICAN CANYON OFFICE (707) 556.9145 - LIVERMORE OFFICE (925) 583.0979 - SUNNYVALE OFFICE 408 -636- 2938

DPR CONSTRUCTION

design that can help accomplish a magnitude of goals, including the ability for departments to be switched out and restacked and even turned into laboratories.

Also due to this expansion, more collaboration within the building will be able to take place. Redenbarger noted that the various features of the building will be a way to bring people together.

“This expansion is already proving its worth,” he stated.

“Science equals change, and we are accommodating that change with this building.”

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The building is located in a very urban setting and there have been a few challenges—challenges that Redenbarger, Kueht and their respective teams have been able to overcome.

For example, schedules have proven to be particularly daunting, as has the task of getting all of the right materials in order and in a timely manner. Then there’s finding the manpower—both Redenbarger and Kueht agreed that it’s not just about getting people, but the right people for the right job.

“This entire project is a highly w w w . d p r. c o m

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DPR CONSTRUCTION collaborative effort,” Kueht explained. “It takes everyone involved to help achieve overall goals.”

Whether it’s been the challenge with the foundation, the various bay conditions or the different restrictions that were put into place, the team has been able to work together to overcome them.

“DPR is very good at identifying challenges early on—sometimes even before they happen,” Redenbarger said. “They’ve resolved issues, which has ultimately saved the project time and money.”

There is a central utility plant on the roof of the building that has been quite demanding due to the fact that a lot of equipment has to fit into

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such a tight space. It’s important for employees to work safely in the small quarters. This is where technology and having a model of the building came into great assistance.

Technology and the assistance of BIM Both Redenbarger and Kueht have acknowledged the importance of Building Information Modeling (BIM) and how this type of technology has not only assisted all involved parties with efficiently handling the expansion, but also allowing workers to stay on track to complete the project on schedule.

“Because of BIM, everyone has access to the model and all of the building information,” said Kueht “The designing and detailing information we have can be pushed through instantly, meaning BIM saves us a lot of time; BIM allows us to have a quicker and more efficient process.

“With BIM, we are accurately building with the most current information,” he added. “We are finally able to see the value of technology, as well as understand it and like it.”

Redenbarger agreed with Kueht’s positive feedback regarding BIM, adding, “BIM allows us to identify areas that need improvement so that we can then advance our skills and approach and move forward. We’re completely sold on the BIM process. It enhances the collaboration for all players on the project—everyone wins.”

Both Redenbarger and Kueht plan to continue using BIM going forward in their careers.

“This entire project is a highly collaborative effort; it takes everyone involved to help achieve overall goals” – DPR Construction Project Manager Tim Kueht

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DPR CONSTRUCTION

When asked about any other technological techniques being utilized, Kueht said, “We use the latest technology that is available, leveraging it and taking it the next level to produce faster and more accurate results.”

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Commitment to achieving milestones As with any project, one of the biggest—if not the biggest—goals is to deliver the build on time and on budget. And so far, this hasn’t been an issue with this expansion. As stated earlier, completion is looking

USA

Company Information INDUSTRY

USA HEADQUARTERS

945 Front Street, San Francisco, California , USA, 94111 FOUNDED

1990 EMPLOYEES

1860 REVENUE

$2.9 billion PRODUCTS/ SERVICES

Construction

to wrap up by year’s end; this is an aspect that everyone should be proud of accomplishing.

“That’s our goal,” Kueht started, “to have everyone involved in the project walk away completely satisfied and proud of their work from all aspects. It’s important that everyone is happy and had a good time being part of the project.”

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Northwest Corridor Project (Northwest Express Roadbuilders – Archer Western/Hubbard Construction JV)

A better driving experience for Atlanta A look at how the Northwest Express Roadbuilders joint venture is planning to ease traffic and commuter stress in Georgia’s Atlanta suburbs Written by: Sasha Orman Produced by: Tom Venturo

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Paving of new express lanes’ ramp from Wade Green Road at northern end of the project

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s communities and suburbs grow, infrastructure and utilities must be able to match and support that growth. In Georgia’s suburbs north of Atlanta, progress and population growth has led to gridlock and congestion along Interstates 75 and 575— known as Atlanta’s Northwest Corridor—particularly during rush 70

August 2015

hour traffic in the mornings and evenings. Recognizing this growing and untenable situation, the Georgia Department of Transportation (GDOT) began development on the Northwest Corridor Project (NWCP) to improve transportation options and provide relief to the 400,000 residents who drive these crowded highways every day. To take on

SECTOR

the design-build-finance side of the project, GDOT has enlisted Northwest Express Roadbuilders—a joint venture project combining the skills and expertise or Archer Western and Hubbard Construction with Parsons Transportation as lead designer.

An ambitious project

The Northwest Corridor Project is not a simple undertaking. The project consists of 40 bridges—the longest of these bridges standing at nearly 6,000 feet long—plus 110,000 feet of storm drainage and a mix of 63 different wall systems, featuring a roughly equal mix of concrete and asphalt paving.

“It’s really the first project of this w w w. n w c p r o j e c t . c o m

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kind and this size for the GDOT,” says Kevin Oswandel, Senior Project Manager for the Northwest Corridor Project. “They’ve never done something of this magnitude.” The joint venture entity Northwest Express Roadbuilders was named as the chosen building and financing team of the project in 2013.

At the end of the project, the intended result will be toll roads managed by the State Road Tollway Authority (SRTA) through GDOT. “We build the entire infrastructure, then they will come in behind us and put up the cameras and the toll sensors and operate the toll systems,” says Oswandel.

“Once we’re done, we don’t have a maintenance element: it’s strictly design build at that point.”

Progression of substructure for milelong bridge at Canton Road Connector

Easing the challenges of the daily commute “There are several different commutes in Atlanta that are challenging, but these are especially challenging on Interstates 75 & 575,” says Oswandel. “There’s a lot of suburban development in the north that travels south toward downtown—in the morning it’s gridlocked all the way from the north to basically downtown, and in the evening it’s gridlocked in reverse.”

The solution that GDOT and Northwest Express Roadbuilders are applying to this problem is a relatively unique one: the reversible managed lane. The Northwest Corridor Project will be building two barrier-separated managed toll lanes on the west side of I-75, between I-285 and I-575. North of I-75 / 575 split, NWCP will

photographed at dusk

First girder setting operation for superstructure of flyover bridge for new express lanes’ interchange

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First beam setting operation on mile-long bridge being constructed at Canton Road Connector

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add one reversible managed lane to the center median of both I-75 northward toward Hickory Grove Road, and along the I-575 northward to Sixes Road.

According to Oswandel, the toll lanes will be directed to carry southbound traffic from the suburbs into Downtown Atlanta in the morning. In the evening, the lanes will be reversed to carry traffic heading northbound out of the city.

While the southern section of the project will have two managed lanes, both will head in the same direction depending on time of day.

Some commuters are hesitant to traverse toll lanes, but Oswandel also points out that these managed lanes will not be taking away space from any pre-existing lanes along

Interstate 75 or Interstate 575 — rather, they will be additions that will give drivers more space and more choices. “It’s basically to try to relieve congestion, and to give motorists an option,” he says. “We’re not doing anything with the general purpose lanes—those are staying just as they are. We’re not taking lanes away from general purpose, but this development will just give motorists the option of getting on the toll system if they want to.”

Meeting the challenges of construction The $840 million Northwest Corridor Project is the largest infrastructure project in the history of the Georgia Department of Transportation, and such a large project always

“Atlanta’s got a lot of challenges in their road systems and their commutes… I think this project so far has been very successful and has shown that it can be the innovative way of constructing work elsewhere in the city” – Kevin Oswandel, Senior Project Manager w w w. n w c p r o j e c t . c o m

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ARCHER WESTERN/HUBBARD CONSTRUCTION

Demolition of superstructure of existing Hickory Grove Bridge, this bridge will be reconstructed to accommodate the new express lanes

comes with challenges. The trick lies in meeting these challenges head on and overcoming them to meet project goals. According to Oswandel, GDOT and Northwest Express Roadbuilders are meeting the challenges presented by the Northwest Corridor Project through teamwork and communication.

“We have a pretty good partnership with the state, we meet regularly with them and we work through challenges,” says Oswandel. “This is innovative thinking-outside-the-box for Georgia DOT—working through the design process has been a little bit 76

August 2015

challenging, but they’re learning as well and it’s a good process.

As far as our joint venture, it is a fully integrated blend of two of the nation’s major highway construction companies. We don’t have certain portions of the project for one company or another: we have project management, engineering, and superintendents from both companies in every aspect of the work, basically functioning as one company. It’s a bit of an innovative approach.”

Finding success for all At the moment, the Northwest

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Corridor Project is approximately 25 percent complete and on track for completion in 2018. As progress continues, GDOT and the Northwest Express Roadbuilders joint venture can continue to look ahead to what the future will hold.

“We have a lot of different individual goals,” says Oswandel, noting that success for Georgia on this project can also translate to success for Archer Western Contractors and Hubbard Construction Group further down the line. “This is a pilot project for them as well, and a successful project like this would lead to better opportunities for both the state and for our two companies.

Atlanta’s got a lot of challenges in their road systems and their commutes, and this could be one of many that may come down the pipe. I think this project so far has been very successful and has shown that it can be the innovative way of constructing work elsewhere in the city.”

The joint venture is also considering success of the projects in all its facets, examining the achievement of its many different goals and what true success means for this project. “It all depends on how you define success,” says Oswandel, who notes that strong training and workplace safety for his 450 staff and subcontractors is just as critical as every other piece of the puzzle. “Profitability, safety and success for the state as well as our subcontractors and suppliers—everybody needs to have a degree of success in the project for it to be truly successful.”

Company Information INDUSTRY

Road infrastructure HEADQUARTERS

881 Franklin Road, Suite 405 Marietta, Georgia, USA FOUNDED

2012 EMPLOYEES

450 BUDGET

$840 million

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Pittsburgh Water & Sewer Authority

The Success Story of the Pittsburgh Water & Sewer Authority With new management, PWSA has evolved into one of the most efficient water utilities in the country.

Written by: Ian Hanner

Produced by: Tom Venturo

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P I T T S B U R G H WAT E R & S E W E R A U T H O R I T Y

Micro Plant

T

he Pittsburgh Water & Sewer Authority (PWSA), founded in 1984, was born to manage a $200 million capital improvement program intended to overhaul the city’s aging water treatment and distribution infrastructure. Not only was some the equipment getting run down, but more strict water quality requirements mandated by both the state and federal governments necessitated an intelligent restructuring of a system that, at 80

August 2015

the time, supplied water to tens of thousands.

Today, that system, upgraded several times over, supplies fresh water to more than 86,000 people throughout the city of Pittsburgh.

But PWSA’s story isn’t over yet—the organization is striving to improve every day with a range of changes that will move the city of Pittsburgh into a greener future while improving the operational efficiency at PWSA itself.

USA

The Operational Efficiencies There was a time when PWSA lagged behind in the race to enter the 21st century. Problems like long call wait times and poorly optimized finances plagued the department which had for so long served as a beacon to the rest of the nation.

That changed in 2012 when the PWSA Board of Directors authorized an agreement with Veolia Water North America— since renamed Veolia Environment— that would allow the private entity to take a degree of control at PWSA while trimming fat from the budget and improving the department. Along

with the agreement, Veolia instated interim Executive Director Jim Good, a Veolia employee, to right the ship.

“I gave the hallelujah amen sermon,” Good told the Pittsburgh Post-Gazette in 2013. “I told them that we were there to work with the employees as their partners.

I provided assurances that there wouldn’t be any layoffs and that together we could achieve anything.”

Good’s task was a large one: how do you go about systematically changing an organization in business since the 1980s?

The simplest answer was to cut unnecessary expenses and w w w. p g h 2 o . c o m

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SUPPLIERPROFILE

Employees: 50 Established: 1986 Industry: Property and Casualty Insurance Carrier Services: HARIE provides P&C insurance for governmental authorities in the commonwealth of Pennsylvania Management: Jerry Wallick, VP of Underwriting Linda Williams, VP of Administration Tom Gaughan, VP of Claims

P I T T S B U R G H WAT E R & S E W E R A U T H O R I T Y consolidate redundant departments, such as the two divisions handling water and sewage. Previously, the water and sewage departments existed in almost wholly separate areas of the organization, having different directors, supervisors and even facilities.

“If you can fix a pipe, you can fix a pipe, whether it’s water or sewage,” Good said. “It doesn’t matter if it’s a water main or a sewer main, so we merged everyone together.”

That simple idea has a large impact for PWSA. Another is the separation of PWSA property and employees into above-ground and underground assets.

“This also will improve the repair process and shorten the repair times,” Good said. “We’ll know faster if we need a water truck driver or we need a water pipeman, for example.”

Good is also trying to do away with regular laborers, instead opting

for job placement opportunities in higher areas of the department and providing a clearer path up the career ladder.

“It gives them a pay bump and it gives us more flexibility because now they have the ability and the endorsements to do more,” he said.

“So it benefits both ends.”

The Greener Future These days it’s difficult to discuss the environment or climate without some sort of call to action. But regardless of the stance one takes on climate change, it simply makes good sense for a water authority that relies on finite resources to do whatever it can to conserve and protect.

That line of thought led to PWSA’s introduction of a series of green charrettes— forums with the foremost experts in green water and sewage technology discussing major issues means of making

“If you can fix a pipe, you can fix a pipe, whether it’s water or sewage” – Jim Good, Executive Director w w w. p g h 2 o . c o m

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Pittsburgh Chemicals

P I T T S B U R G H WAT E R & S E W E R A U T H O R I T Y

improvements.

“We invited industry experts from not only across the region, but some international experts as well, to get everyone’s heads together and figure out, ‘What are our wet weather issues?’ ‘What is green infrastructure?’ ‘How can we work together to change municipal court codes and to install green infrastructure while encouraging green infrastructure on private property whenever feasible?’”

Good said.

The meetings were a huge hit. Representatives from the Department of Transportation, Public Works, the Department of Health and a range of local advocacy groups, architects, engineers and builders were given a chance for their voices to be heard.

The key takeaway from these meetings? That they needed

to happen more often. So immense was the benefit of open communication that had previously been lacking that PWSA moved to form the Green Infrastructure Technical Advisory Committee (GITAC).

The GITAC is made up of officials who have been present since the first charrette. Meeting once per month, this board highlights key areas that PWSA can make improvements in the realm of clean tech.

“They work specifically on how PWSA can do more with green infrastructure. We don’t have control over private property, but we certainly can include best practices and recommendations in our developers manual,” Good said “There are all sorts of hurdles to green infrastructure that are not unique to Pittsburgh.”

So in a nutshell, GITAC’s main task

“Pittsburgh is uniquely poised for large-scale, innovative changes in the next few years. I love this city and it is an honor and privilege to have the opportunity to continue working at the PWSA” – Jim Good, Executive Director w w w. p g h 2 o . c o m

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P I T T S B U R G H WAT E R & S E W E R A U T H O R I T Y

Pittsburgh Pumps 3: Inspection of interior

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is to learn from examples from around the world so that PWSA can come to the forefront as a green infrastructure innovator, rather than having to play catch up.

Company Information INDUSTRY

Better Service for Pittsburgh While some questioned the wisdom in allowing a private organization control over a public entity, the efforts of Good and Veolia have been a runaway success. In fact, so successful was Good at managing the Authority that in May of this year, he was hired as the permanent executive director of PWSA. “We are happy to have Jim’s continued experience and leadership as a permanent part of the Authority,” Chairman Alex Thomson said in a news release. “He has played an important role in the changes at PWSA over the last three years.”

While Good’s vision and business acumen proved indispensable in the turnaround at PWSA, he emphasized that it was very much a team effort, with everyone at PWSA wanting what was best for not only the Authority, but Pittsburgh— a city with a chance to once again serve as a beacon for not only the country, but the world.

“Pittsburgh is uniquely poised for large-scale, innovative changes in the next few years,” he said. “I love this city and it is an honor and privilege to have the opportunity to continue working at the PWSA.”

Energy HEADQUARTERS

1200 Penn Avenue Pittsburgh, PA, USA, 15222 FOUNDED

1984 EMPLOYEES

270 REVENUE

$125 million PRODUCTS/ SERVICES

Water & Sewage

w w w. p g h 2 o . c o m

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ABRE NATIONAL SEMIN RECYCLING CO AND DEMOL Written by: Levi Torres | Produc

ECON: NAR FOR WASTE ONSTRUCTION LITION 2015 ed by: Donovan Schefler Herbster 91

ABRECON

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he Brazilian Association for Construction and Demolition Waste Recycling - ABRECON hold the Seminar Waste Recycling Construction and Demolition, on September 17, 2015, in Milenium Convention Center - SECOVI, located at Rua Dr. Bacelar, 1043, S達o Paulo - SP. This seminar will be the meeting point between the public, business and NGOs regard to recycling, management and organization of the entire waste recycling chain of construction and demolition in Brazil. It is also a milestone event in rubble recycling in the country where there is a meeting and confirmation of key data in the industry, such as mapping, main difficulties of the market and business perspective.

It will also henceforth the ABRECON tool to spread, expand and consolidate the major advances in the segment in recent years. Moreover,

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BRAZIL

the debate will become more pronounced with the presence of world leaders in the recycling of rubble and management and handling of waste from construction and demolition.

The event will feature the presence of construction waste recycling plants, inert landfills, Area Trans-shipment and sorting, processors, block industries and bricks, concrete producers and key customers and industry vendors.

We will launch the Map Abrecon Unique system in Brazil, Abrecon provide a platform with information about Trans-shipment and sorting areas, inert landfills and rubble recycling plants, with data on products offered and which types of waste each plant receives. w w w. a b r e c o n . o r g . b r

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Sector Report The Abrecon also launch the sectoral report 2014 with information collected from rubble recycling plants in 2014. This report is an overview of the C&D market in recent years and will certainly present the main trends in the waste area construction as well listening to the segment of the entrepreneur.

The Brazilian Association for Waste Recycling 94

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SECTOR

Construction and Demolition - ABRECON was born with the idea of introducing the issue in public debate and create unity of rubble recycling companies in the country.

The ABRECON emerged from the needs of rubble recycling companies to mobilize and sensitize governments and society on the problem of irregular disposal of construction waste and offer sustainable solutions for the construction industry in one of the most important moments in the history for the productive sector.

The ABRECON represents the most advanced and intelligent in the w w w. a b r e c o n . o r g . b r

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ABRECON

management of waste from the Construction and Demolition - RCD in Brazil.

More than recycle debris, which will move us in these changing times is the possibility to work in consonance with environmental issues, to be able to rid our sources of waste, to reduce the environmental impact of products taken from nature in order to generate more posts work for the poor.

Anyway, what moves us is the power to transform.

Contribute to a better world!

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BRAZIL

Association Information INDUSTRY

Construction Waste Recycling HEADQUARTERS

Água Branca, São Paulo Brazil E S TA B L I S H E D

02/09/2015 NO OF MEMBERS

31 MANAGEMENT

President: Hewerton Bartoli Vice-President: Pierre Ziade Coordinator: Levi Torres

NATIONAL SEMINAR FOR WASTE RECYCLING CONSTRUCTION AND DEMOLITION 2015 Date: September 17th, 2015 Location: Rua Dr. Bacelar, 1043 - Saúde São Paulo - SP, 04026-002 - Brazil Registration: www.abrecon.org.br

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Tasmania Projects A Age

an Major Approval ency 99

TA S M A N I A N M A J O R P R O J E C T S A P P R O VA L A G E N C Y

Tasmanian Major Projects Approval Agency History of the Agency The Tasmanian Major Projects Approval Agency (TMPAA) is part of the Commonwealth Government’s commitment to growing the Tasmanian Economy. It was launched in Launceston, Tasmania, in July 2014 and is part of the Australian Government’s Economic Growth Plan For Tasmania which reaffirms the commitment to a strong and prosperous Tasmania.

The Goals and Roles of the Agency The TMPAA works with companies to ensure that they are able to efficiently and effectively identify all of their regulatory and compliance obligations when undertaking a major project in Tasmania. Projects that attract investment of $50 million or more in Tasmania by 2020 automatically qualify for the Agency’s full services. However, if your project falls outside this scope there are other conditions 100

August 2015

under which your project could be eligible as the aim of our Agency is to encourage investment in the Tasmanian economy.

The TMPAA provides proponents and the wider community with certainty about approvals processes, not certainty of approvals outcomes. Ensuring that full information about approvals requirements and processes is available to project proponents is an important part of maintaining the integrity and balance of Australia’s regulatory and approvals systems.

The Agency is based in Launceston but our services are available state-wide and we are always willing to meet with project proponents at a location convenient to them. All TMPAA services are cost free and carry no obligation.

Ways in which the TMPAA can assist include: − Provide a single-entry-point for Commonwealth regulations and approvals; − Map critical approvals pathways: the Agency, in consultation with State and Local government, can provide proponents with a map of

CONSTRUCTION

Tasmanian Major Projects Approval Agency and Department of Industry and Science Staff touring MMG’s flotation circuit processor at its polymetallic base metal mine in Rosebery Tasmania

their regulatory requirements and the appropriate pathway to meeting them; − Monitor approvals milestones: the Agency can work with project proponents and regulators to monitor upcoming milestones in the regulatory process; − Provide a voice into government on ways of improving the regulatory system: the Agency wants to hear proponent’s views and experiences with the regulatory system and potential ways it can be approved to

help inform future policy decisions; − Help answer broader questions on industry policy and assistance: the Agency is part of the Commonwealth Department of Industry and Science. If proponents have a question relating to the work of the Department, or of other Government Departments, the Agency can help find the answer.

Overview of our services The TMPAA offers three levels of service designed to provide t a s . m p a a . g o v. a u

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Tasmanian Major Projects Approval Agency and Department of Industry and Science Staff on one of Grange Resources’ Savage River Mine haul trucks

proponents with support that is tailored to the status of their project.

All services are free-of-charge, with no obligation on your part and are managed under strict commercialin-confidence requirements.

understand them to be, the TMPAA can provide a high level assessment of the likely regulatory obligations in the form of a flow chart and accompanying documentation.

This can be provided in a short period of time and requires only LEVEL 1 - Estimated Obligations basic organizational and project If proponents are unsure of their information. regulatory obligations or would There is no obligation to access like confirmation on what they Level 2 services. However, if more 102

August 2015

SECTOR

detailed information is needed to assist decision making then the TMPAA Level 2 service is available.

LEVEL 2 -¡Mapped Obligations At this level the TMPAA works with projects to prepare a detailed approvals map of their regulatory obligations covering all levels of government – Commonwealth, State and Local. This Regulatory

Approvals Map (RAM) is designed to assist in the successful project management of a development.

More detailed information on the activities undertaken in the development is needed to construct the RAM. LEVEL 3 - Agreed Obligations This level involves the TMPAA working closely with your t a s . m p a a . g o v. a u

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C O M PA N Y N A M E

Tasmanian Major Projects Approval Agency and Department of Industry and Science Staff touring Grange Resources’ Tasmanian Savage River Mine

organisation and all relevant government regulators to reconfirm that all aspects of your regulatory requirements have been identified.

This includes facilitating agreement between the project proponent and regulators about the most efficient and effective approvals pathway.

These activities would typically be conducted when a project has a definite project plan and time schedule.

parties on an ad hoc basis.

Tasmanian Major Projects Approval Agency – Service Model

GENERAL ADVICE The Agency is also to provide general regulatory advice to proponents and other interested

Industry developments and investments The TMPAA has engaged with 49 project proponents across a

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SECTOR

Tasmanian Major Projects Approval Agency and Department of Industry and Science Staff touring MMG’s polymetallic base metal mine located in the township of Rosebery in Tasmania

wide range of industries including ecotourism, energy and resources, agriculture, and infrastructure.

Tourism, resources and agriculture projects have constituted the majority of projects that the TMPAA has engaged with. Projects have been as varied as a proposal to create an artificial reef using the Australian Navy ship Tobruk when it is decommissioned to constructing a cable car on Mount Wellington.

Current legislation Examples of Commonwealth legislation that the TMPAA can map in a RAM include:

• Environment Protection and Biodiversity • Conservation Act 1999 • Environment Protection (Sea Dumping) Act 1981 • Native Title Act 1993 • Aboriginal and Torres Strait Islander Heritage • Protection Act 1984 • Protection of Movable Cultural Heritage Act 1986 • Customs Act 1901 • Quarantine Act 1908 • Foreign Takeovers and Acquisitions Act 1975 – Foreign Investment Review Board • Migration Act 1958 t a s . m p a a . g o v. a u

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TA S M A N I A N M A J O R P R O J E C T S A P P R O VA L A G E N C Y

Tasmanian Major Projects Approval Agency and Department of Industry and Science Staff touring Pacific Aluminium’s smelter operations in Bell Bay Tasmania

• Heavy Vehicle National Law – National Heavy Vehicle Regulator Benefits to industry and community

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The TMPAA benefits both industry and the community by ensuring that all requirements for a development are identified and communicated to the developer. The TMPAA

CONSTRUCTION

works to ensure that information and opportunity costs for a project are kept to a minimum. The services provided by the TMPAA contribute to the business case for locating a major project in Tasmania.

The TMPAA also performs an important policy role by identifying regulatory duplication and requirements that fail the ‘common sense test’. It communicates this information back into government both directly to the relevant regulators and to the Joint Commonwealth and Tasmanian Economic Council. The TMPAA has a small Advisory Board and the Chair of that Advisory Board is also a member of the Council.

The TMPAA is an example of successful collaboration between all levels of government to foster a healthy business environment in Tasmania.

Contact Us • Ms Sandra Ryan – Manager, Major Projects Approval Agency Tel. 03 6333 0455 • Mr Thomas Hollingsworth - Director, Major Projects Approval Agency (Tasmania) Tel. 03 6333 0500 • Cornwall Square Transit Ground Floor, 12–16 St John St PO Box 2000 Launceston, TAS 7250 Australia Website: tas.mpaa.gov.au Email: contact@tas.mpaa.gov.au

Company Information INDUSTRY

Construction HEADQUARTERS

Cornwall Square Transit Ground Floor, 12–16 St John St PO Box 2000 Launceston, TAS 7250 Australia FOUNDED

The Agency was established on 1 July 2014, will operate for three years.

KEY PEOPLE

• Mr. Bob Calvert – Chairman • Ms Sandra Ryan – Manager • Mr Thomas Hollingsworth - Director

t a s . m p a a . g o v. a u

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Civmec Global strategy, universal success

CEO Pat Tallon discusses Civmec’s history of growth, current projects, and plans for the future Written by: Sasha Orman Produced by: Bryan Giles

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Civil works site at Marandoo

E

stablished in 2009, Civmec has seen a rapid rise to the top of its game. With a keen business strategy and a multi-disciplinary approach, it has become a leading construction and engineering services provider to Australia’s booming resources and infrastructure industries. With several major projects under its belt, Civmec is now poised for even further growth at home and on the global stage.

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Strategy from the start Civmec has enjoyed growth quarter after quarter, and not by happenstance. Strategy has been built into the company from Day One, starting with location. “When we established this business in 2009, a big component for us was to secure a location at the Australian Marine Complex so we had direct access to the wharf to offer greater transport options for our clients,� says Civmec CEO

SECTOR

Pat Tallon. Since constructing a 29,300 square metre manufacturing workshop as a home base at the wharf, Civmec has since expanded to more than 120,000m of prime waterfront land, through the further establishment of a Surface Treatment Facility, Specialist Subsea Facility and Operational Readiness Facility.

But location is just one of three key factors that Civmec attributes to its swift success. Another key is its focus on collaborative partnerships,

whether with clients and employees or valued subcontractors and suppliers like steelmakers BlueScope Steel and Onesteel.

“We work with them to develop innovative solutions that will increase productivity and ultimately reduce cost,” says Tallon. Working closely with clients and suppliers, Civmec creates an invaluable environment of transparency and trust.

“We picked the right clients and the right partners,” says Tallon. w w w. c i v m e c . c o m . a u

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PROUD SUPPLY PARTNERS OF CIVMEC BlueScope Distribution is proud to be associated with Civmec, providing quality steel products and supply solutions.

As the market leading sales and distribution arm of BlueScope Limited, partnering with local businesses to deliver a reliable, Australian made product is our priority.

Our depth of stock available for next day-delivery is unrivalled in WA, and allows us to support our customers facing increasingly constrained delivery schedules. The scale of our operations and warehouse delivers a competitive price and industry leading range.

Having an experienced team of steel professionals working with our customers allows us to deliver supply solutions to combat increasingly competitive landscape of the Australian steel market.

BlueScope Distribution’s core products and markets: • • • •

Mild Steel Plate High Tensile Plate Laser Plate Quench & Tempered Plate

MANUFACTURING

PROCESSING

• • • •

Tubular RHS Commercial & ERW Pipe Sheet & Coil Merchant Bar

WAREHOUSING

DISTRIBUTION

BlueScope Distribution

9 Bradford Street, Kewdale WA 08 6250 1000 bluescopedistribution.com.au

BlueScope Distribution, XLERPLATE® and XLERPLATE LITE® are registered trademarks of BlueScope Limited.

SUPPLIER PROFILE

Since 1915 the steel industry has been an essential part of Australia and its economy. BlueScope’s heritage traces back to the very beginning.

Our history has always been in steelmaking - but the future lies in selling Australian innovation, technology and expertise to the booming Asian and global growth markets.

BlueScope’s business has been built on the strength of our global partnerships, global networks and global brands.

Our track record of successful global partnerships enables us to prosper in widely diverse markets. In India, we have established a joint venture with the highly respected Tata conglomerate, a joint venture in Saudi Arabia is opening new opportunities in that expanding market, in North America, our 50:50 North Star BlueScope Steel joint venture with Cargill continues to perform strongly, and our joint venture with Nippon Steel - NS BlueScope Coated Products - will open exciting new markets and opportunities in Asia.

Equally important are our successful partnerships with our customers. Many of our customers are Fortune 500 companies, and we can help them realise significant savings in the total cost of their buildings by reducing construction schedules.

Our global networks are another great BlueScope strength, with more than 100 facilities in 17 countries, employing over 16,000 people serving thousands of customers.

CIVMEC

CONSTRUCTION

“We grew fast but it is sustainable and with every move into new areas—whether it be location or capability—we ensured the business was ready for it.”

The right projects Civmec has been involved in an array of ambitious key projects that highlight its interdisciplinary strengths, from metro-based infrastructure in Elizabeth Quay to refractory installation with INPEX’s Ichthys Project in Darwin.

Civmec’s capabilities are tested even further with progressive projects under current construction like Shell’s Prelude Floating Liquefied Gas Facility (FLNG). Civmec was awarded a master service order contract by frequent collaborator Technip in August 2014.

“This is one of the most exciting projects globally as it is the first FLNG project in the world,” says Tallon. “Our involvement includes the supply, fabrication and testing of subsea components for the development. The main challenge is to deliver these products to the high quality and high specification expected from our client, Technip, and the owner, Shell.”

CEO Pat Tallon CCIWA Presentation

SMP Works on Yandi Sustaining project

“Every Civmec location is strategic to ensure we are well-positioned to service our clients and the sectors” – Pat Tallon, CEO w w w. c i v m e c . c o m . a u

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SUPPORTING AUSTRALIA’S BEST WITH THE RIGHT GEAR FOR THE BIG JOBS

Onsite Rental Group congratulates Civmec on being awarded “Company of the Year” by Subsea Energy Australia. And just quietly, we’re stoked that Civmec has chosen us to be their sole equipment rental solutions provider and we support the shared growth of our businesses. 

OUR KNOWLEDGE YOUR CHOICE

134040 onsite.com.au

CIVMEC

CONSTRUCTION

Even more recently, Brookfield Multiplex Engineering and Infrastructure Pty Ltd awarded Civmec with the new Perth Stadium Steelwork Package contract, a contract that includes the fabrication and installation of roughly 14,500 tonnes of steelwork for the highly anticipated new Perth Stadium. “This project is evidence of how globally competitive Australia can be when it comes to fabrication, while providing client surety of delivery,” says Tallon.

Pursuing growth abroad As a key part of its efforts to stay competitive and offer a high level of service, Civmec has been expanding to meet the needs of clients overseas. “Civmec growth strategy has always involved expanding overseas when the business

SUPPLIER PROFILE

Henderson workshop

ONSITE RENTAL GROUP

Our Knowledge, Your Choice is the tagline that sums up Onsite’s philosophy. Onsite employs product specialists for every product in every region of Australia to offer expert advice on equipment application (Our Knowledge).

Onsite also remains 100% independent of equipment manufacturers so our product specialists are free to offer unbiased advice on the right product for your project or application (Your Choice).

Our Knowledge Your Choice underpins every aspect of Onsite’s business.

Website: www.onsite.com.au

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CIVMEC

Aerial view of Civmec facilities in Henderson

was ready,” says Tallon. “We have been successful in making Civmec competitive here so naturally we want to ensure the expansion overseas provides the same result.”

To help in ensuring a smooth and successful expansion plan, Civmec has looked to smart strategic partnerships with synergistic businesses like Technip.

“Through various projects including Prelude and the Wheatstone spool package, we have developed a strong working relationship with Technip,” says Tallon, noting that acquisition of Technip’s Indonesian subsidiary PT 118

August 2015

Global Industries is currently in the due diligence phase. “If complete, this acquisition will strengthen our working relationship and offer Civmec further opportunities to work with Technip on projects worldwide—as well as giving us the opportunity to expand our offering to other clients globally.”

Increasing growth domestically While Civmec has turned its sights overseas, cementing opportunities in Australia is as high a priority as ever.

To maximise its domestic growth strategy, Civmec recently opened new offices in Sydney and Gladstone.

CONSTRUCTION

Accropodes for Wheatstone project

According to Tallon, the Sydney office will allow Civmec to further pursue infrastructure projects along the Eastern Seaboard, sustaining capital and maintenance opportunities in the mining and oil and gas sectors, and defence work through Civmec DLG, an incorporation in conjunction with local Indigenous company David Liddiard Group. While initially taking a short-term lease at Gladstone, this will allow Civmec to deliver maintenance and refractory projects within the region to leverage off already delivered and ongoing projects —in the area to ensure the Gladstone site becomes a permanent strategic location .

“Every Civmec location is strategic to ensure we are well-positioned to service our clients and the sectors,” says Tallon. “The offices in Sydney and Gladstone feed into our growth strategy as

“We have identified many infrastructure opportunities all across Australia and we are targeting to win” – Pat Tallon, CEO

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Welding super duplex LNG piping

CIVMEC

CONSTRUCTION

we look to expand our geographic footprint nationally.”

continually reinvest in its capabilities is a principle that applies to its people as much as its technology.

The multi-disciplined Civmec “At Civmec, we really foster personal difference and professional growth,” says The traits that set Civmec apart from Tallon. “My philosophy when it the competition are the same traits comes to people management is to that are considered at Civmec to be challenge people to be innovative true points of pride for the company. and give them the direction and “Our main differentiator is our freedom to realise their true multi-disciplined service offering, potential. where we are able to apply our Of course there is also the ever-expanding capabilities across smart logistics of its geographical sectors,” says Tallon. “Additionally, positioning—all means to better we pride ourselves on our ability serve clients. “Our strategic location to treat all parties—whether at the Australian Marine Complex client, subcontractor, supplier or provides direct access to the wharf,” employee—as stakeholders.” This notes Tallon. “Combined with our stakeholder state of mind extends to various other strategic locations, this Civmec operating on an “open door” enables us to mobilise to site faster policy of transparency and honesty, which gives Civmec a competitive ensuring that clients and employees edge.” have access to senior management.

Civmec’s commitment to Building and moving forward

“The future looks bright as we grow our geographic footprint and continue delivering vertical packages thanks to our multi-disciplinary, ever-expanding capabilities” – Pat Tallon, CEO w w w. c i v m e c . c o m . a u

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CIVMEC

Gorgon Wharf Construction Caissons

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Civmec already has a strong history of growth, but that growth is far from over. Moving into the future, Civmec has designs for multiple development paths.

“A large focus for Civmec moving forward is to increase our market share in the Infrastructure and Subsea sectors,” says Tallon, citing a desire to maintain the momentum it has established through its recent and ongoing projects. “We have identified many infrastructure opportunities all across Australia and we are targeting to win.”

Further growth in the Subsea sector will be facilitated through Civmec’s recently completed Specialist Subsea Facility in Henderson, which will help the company meet a rising demand for ability to work with exotic materials and subsea manufacture. “With involvement on Gorgon, Wheatstone and Ichthys with clients such as Technip, FMC Technologies and GE, we hope to grow this business and our reputation for delivering high quality subsea structures to the oil and gas industry,” says Tallon.

In any discipline, Civmec understands that the most significant key to growth is the relationships that it cultivates. “Civmec continue building strong working relationships with clients to ensure ongoing works,” says Tallon. “The future looks bright as we grow our geographic footprint and continue delivering vertical packages thanks to our multi-disciplinary, ever-expanding capabilities.”

Company Information INDUSTRY

Construction and engineering modularization HEADQUARTERS

16 Nautical Drive Henderson WA, Australia 6166 FOUNDED

2009 EMPLOYEES

1500 approx REVENUE

$430 Million PRODUCTS/ SERVICES

Construction

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Probuild: Eastland Stage Five

Redevelopment Project The Probuild Difference: How thinking differently has driven success

As one of the largest and most successful construction experts in Australia, Probuild has continued to deliver excellence to clients for close to 30 years.

Written by: Eric Harding

Produced by: Bryan Giles

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Central Mall Level 2

P

robuild’s core strength is its people, who are dedicated to teamwork and excellence.

Striving to deliver high-quality projects on time and within budget, Probuild also keeps a strong focus on safety and the environment. Its track record for providing quality service to clients is one of several reasons Probuild was selected as 126

August 2015

the preferred contractor for the Eastland redevelopment project in October 2013 when construction kicked off.

Project background Since initially opening for business in 1967, Eastland in Ringwood, Victoria has completed structural updates four times, most recently in 2002.

SECTOR

With 50 per cent of its latest expansion designed by QIC Global Real Estate, Probuild has begun its part of the construction for the $490 million Eastland Stage Five Redevelopment. The new Eastland will include a town square lined with restaurants, a library learning and cultural Centre, by Maroondah City Council.

So far, the project has wrapped up major demolition and excavation, as well as some structural construction.

In addition, crews have also completed fit out in major tenancies and some upgrades to the existing Centre.

Probuild is currently in the process of putting together the structure, services and commencement of w w w. p ro b u i l d . c o m . a u

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PROBUILD

its base build fit outs. The project involves work around a trading Centre in two major parts. The intention is to have the first half completed by late 2015, with the entire project slated to finish in the middle of 2016.

Thanks to Probuild, by the time all work is complete the shopping Centre will have new south and east malls, four new permanent loading docks, additional car park decks as well as improvements to existing decks. The malls include 22 lifts, 21 escalators, and four moving walkways, as well as the library and town square.

128 August 2015

Project goals As with all Probuild projects, the main goal for Eastland Stage Five Redevelopment is to finish on time while staying within budget and maintaining high quality standards.

Optimising on the design expertise QIC brings to the design and development of assets. “A major priority of the project and retail projects generally is to maintain as much flexibility as possible for the client to allow leasing-driven changes. This way, scope changes occur with minimal programme and cost implications as construction progresses,� said John

CONSTRUCTION

McManus, Construction Director.

Strategic management According to McManus the key to delivering this particular project on schedule has been to have open communication and collaboration with all stakeholders, especially Eastland.

Probuild holds design management meetings to go over any issues, monthly Project Control Group (PCG) meetings, several site-based meetings with consultants and subcontractors, and bi-monthly meetings with members of the Maroondah City Council.

Probuild has committed to supporting the existing Eastland Shopping Centre, which has been continuing normal business operations during construction. By forming complex work

“A major priority of the project and retail projects generally is to maintain as much flexibility as possible for the client to allow leasing-driven changes. This way, scope changes occur with minimal programme and cost implications, as construction progresses” – John McManus, Construction Director

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PROBUILD sequences and schedules, Probuild has successfully coordinated construction around tenants and the general public.

The Probuild Difference Probuild creates a better way of doing things, by unpacking, analysing, challenging and looking for opportunities. For clients, it results in an overall smarter and more simplified process. Probuild believes that thinking differently drives business; this is “the Probuild Difference.”

Part of thinking differently includes challenging construction

SUPPLIER PROFILE

CONSTRUCTION

methodologies to meet the demands of design concepts—and this approach has been key to the continued success of the project.

According to McManus, the main construction innovations to come out of the project revolve around the external appearance of the Centre. This includes the use of honeycomb aluminum fins instead of Glass Reinforced Concrete (GRC) to create a light-weight but heavyduty façade. There is also a new GRP Lattice System that acts as a secondary façade to meet the design intent of the conceptual architect.

BEST DIGITAL SIGNS

Best Digital Signs Pty Ltd is a Melbourne based signage and print advertising firm that has been producing branding solutions for print campaigns and signage for over twenty years. Best Digital Signs work in conjunction with advertising, marketing and graphic design studios both in Australia and overseas; rolling out branded signage for multinational companies and small businesses alike. The major focus in recent years has been on redevelopment and re-branding projects.

The Eastland Shopping Centre redevelopment has provided opportunities to assist in management and implementation of marketing collateral. This has transitioned into liaising and assisting with the Development team for Eastland’s rebuild. Tasks include hoarding treatments for the development site and day to day works during construction. Working hands on with Probuild and QIC staff to deliver signage and print advertising on a quick turnaround to assist customers with progress and direction on the coming facilities.

Website: www.bestdigitalsigns.com.au w w w. p ro b u i l d . c o m . a u

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‘MC Labour Services recognises that the success of our company is our people. The foundation of our business is constructed on trust and loyalty and will remain our trademark and identity’.

Marc Lunedei Managing Director MC Labour Services

1300 10 12 14 24/7 National Operations Line

mclabour.com.au

Supplying qualified, trained and skilled workers across the entire spectrum of the construction industry.

We are here to help you increase productivity and reduce costs by introducing flexibility to your workforce.

Our skilled, experienced and qualified workers will become a valuable asset to your business.

Whatever your labour hire needs, MC Labour has the answers.

MC Security is a dynamic and professional guarding,

electronic

and

risk

management

requirements. Our primary focus is to establish long term sustainable partnerships with our clients

organising permits, road signage facilities and event management to ensure the safety of site users and the

delivery of consistent quality services.

We bring exceptional level of customer service to our clients by supplying the most experienced, reliable and provide our clients with a variety of options to minimise risk and protect your interests.

We are able to consistently deliver high standard of work due to our industry experienced team within the

MC Security’s portfolio of services includes; - Guarding Solutions -

employees are experienced, trained and hold all

Private Function Security Loss Prevention Special Event Security Electronic Security Solutions Mobile Patrols & Alarm Response Risk Management & Consulting Executive & Public Figure Protection

onsite.

We can work closely with VicRoads, Yarra Trams, public transport Victoria, CityLink Melbourne, local council, construction project managers, OH&S managers, liaise authorities.

MC Security’s success has been achieved through the delivery of high quality, tailored services across the following sectors -

Industrial & Construction Corporate & Commercial Event Management Government Education Retail

- Plans and Permits - Event Management - Hire of Signage and Equipment

1300 10 12 14

24/7 National Operations Line mc@mcsecurity.com.au mcsecurity.com.au |

VIC

|

NSW

|

TAS

|

QLD

|

1300 10 12 14

Solutions

24/7 National Operations Line mc@mclabour.com.au mclabour.com.au

|

VIC

|

NSW

|

TAS

|

QLD

|

PROBUILD

CONSTRUCTION

Additionally, Probuild, along with Shard Bespoke Engineering, developed a new façade lifting system for the Town Square Portal stone installation to create the required profile of the design’s intent. This was necessary to accommodate the weight of each 1.5 tonne piece of stone.

safety courses such as first aid, software, and other disciplinespecific training to ensure new employees are kept up to speed on Probuild’s processes and rigorous standards.

“At a minimum, monthly safety interactions are undertaken by all Probuild staff onsite, ensuring that safety is a priority of all employees,” Training for safety said McManus. “Regular audits Six hundred workers were onsite at are undertaken on the Eastland Eastland as of June 2015, but the Stage Five project, and Probuild workforce is expected to increase to undertakes audits each month on approximately 800-1000 at its peak. selected contractors.”

To augment this large workforce, This commitment to end-to-end programs include audit training, safety prevents accidents caused

SUPPLIER PROFILE

MC LABOUR SERVICES

MC Labour Services is a labour hire company within Australia providing quality labour hire personnel in construction and across a broad sector of industries which complements our clients’ core activities and their contribution to the end product.

Founded on the core principle of delivering a holistic approach to hire, MC Labour Services is committed to understanding the unique needs of each individual project and clients. This ensures each and every time we are involved, you can rest assured that you will receive an efficient, cost effective and quality on hire solution, tailored specifically to suit your exact requirements.

Specialising in employment services for both temporary and contract labour hire. Our site experienced operations team is committed to delivering effective and measurable labour solutions across all industry sectors.

Website: mclabour.com.au w w w. p ro b u i l d . c o m . a u

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Eastland Shopping Centre Project

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by training underlap and contributes to setting Probuild apart from the crowd as a company dedicated to keeping its employees healthy.

Company Information

Local job creation As one of several initiatives focused on providing more jobs to the local community, Probuild has partnered with the ICN Gateway to promote local subcontractors and suppliers that will be involved in the project. ICN posted a variety of work packages on its website, with each opportunity going to the highest bidder.

The local Maroondah City Council has been a vital partner for the project, thanks to its involvement with the library addition. “This is the largest retail project to have been undertaken within this local government area, and when complete, Eastland will draw in new visitors to the area, creating further local job opportunities in and around Eastland,” said McManus.

INDUSTRY

Plans for the future By 2016, patrons of the Eastland can enjoy a location for cultural enrichment as well as commerce. Over 350 tenants are expected to conduct business at the completed Centre in 2016, which is approximately a 50 per cent increase, supported by almost twice the original square meters and a significant increase in parking spaces. The new structures and stunning architecture promise to propel Probuild’s reputation as a company that delivers on its word.

PRODUCTS/ SERVICES

Construction HEADQUARTERS

171 – 175 Maroondah Highway, Ringwood, Victoria, Australia, 3134 FOUNDED

1987 EMPLOYEES

600 on site PROJECT SIZE

$490 million+

Construction

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Epworth Richmond Redevelopment Project by Kane Constructions Kane Constructions leads Epworth Richmond Hospital redevelopment project

Continuing to deliver quality projects for its clients, Kane Constructions is expected to complete Pod 4 (Lee Wing) for Epworth Richmond in 2016.

Written by: Stephanie C. Ocano Produced by: Bryan Giles

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Two tower cranes expedite construction at Epworth Richmond Hospital

W

ith close to 47,000 admissions, more than 1,800 staff members and 1,200 accredited visiting specialists, Epworth Richmond Hospital is Victoria’s largest private hospital. Renowned for excellence in diagnosis, treatment, care and rehabilitation, Epworth is an innovator in Australia’s health system.

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Most recently, the hospital has embarked on a major redevelopment project to meet future demands for acute surgical and medical care. With an entire redesign in mind, they have called upon a multi-award winning, privately-owned commercial construction company to lead the first phase of construction.

SECTOR

Who is this company? Kane Constructions.

“This is currently the “Our success is recognized in the way we largest project Kane achieve, as much as what we achieve,” is the company’s motto, and it is one that is lived up to have ever undertaken. It by every employee. is a healthcare project, During a recent interview, Project Manager which is one of the Hugh Lockie discussed the scope of the company’s strengths” project, challenges and successes that have come about during construction, and what it – Hugh Lockie, Project Manager means to be involved. w w w. k a n e . c o m . a u

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DELIVERING EXCEPTIONAL HEALTHCARE FACILITIES

Silver Thomas Hanley (STH) is an international healthcare design practice with over 35 years of experience delivering innovative healthcare facilities. STH has a significant international healthcare project portfolio of over 2000 completed projects.

In progress or recently completed is over $9 billion worth of health facilities with STH as lead health planner with projects located nationally across Australia and internationally in New Zealand, Canada, Singapore, Malaysia, Indonesia and China.

MELBOURNE +61 (3) 9885 2333 SYDNEY +61 (2) 8299 4600 WWW.STH.COM.AU ARCHITECTURE

INTERIOR DESIGN

MASTER PLANNING

AGED CARE

ACUTE HEALTH

FEASIBILITY STUDIES

KANE CONSTRUCTIONS

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A history with Epworth Kane began working with Epworth on numerous smaller projects back in 2012—from refurbishments to oxygen tank enclosures.

Epworth Richmond Hospital, however, is currently the largest single stage project Kane has undertaken.

“This is a significant project for us,” said Lockie. “This is currently the largest project Kane have ever undertaken. It is a healthcare project, which is one of the company’s strengths.”

The Epworth Richmond redevelopment has been designed to respond to patient, doctor and staff expectations and to meet the needs of the 21st century—setting a new standard in health facilities and patient care. The project is worth $120 million and services will be built within a new

SUPPLIER PROFILE

The second tower crane at the worksite for the Epworth Richmond Hospital redevelopemnt project

by Kane Constructions

SILVER THOMAS HANLEY

Silver Thomas Hanley (STH) is an international health care design practice with over 35 years of experience delivering innovative health care facilities.

STH has a significant international health care project portfolio of over 2000 completed projects.

In progress or recently completed is over $9 billion of health projects with STH as lead health planner with projects located across Australia and internationally in New Zealand, Canada, Singapore, Malaysia and Indonesia.

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KANE CONSTRUCTIONS

Kane Constructions site for a new compound above the existing emergency department for Epworth Richmond Hospital

16 story building with five basement levels.

One of the reasons Kane was chosen for the project is because of their managerial capabilities for complex projects, believes Lockie. This has enabled Kane to continue redevelopments with little impact on hospital operations.

“Kane recently undertook some complex works in the middle eight operating theaters that maintained functionality during the entire process,” said Lockie.

Challenges and successes With a project this large, there are bound to be complications—especially when it is right next to

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an existing operating hospital.

“It involves getting acquainted with the [existing] hospital to make sure interfaces run smoothly,” explained Lockie. “The hospital is a sensitive environment and we have to carefully manage our construction.”

Kane have been able to turn this challenge into a success by building a close working relationship with Epworth Richmond personnel.

“One of the successes of construction is effectively engaging all stakeholders,” he said.

“From Epworth to Kane, to the design team and our contractors—through a collaborative approach we are overcoming the challenges of the project.”

With construction for Pod 4 still on schedule to be completed by 2016, key features from this phase include 119 acute inpatient rooms, six operating theaters, a 26-bed intensive care unit, a 34-cubicle emergency department, consulting suites and additional car parking.

“Kane have many excellent people with a great knowledge and understanding of construction and healthcare projects in particular,” said Lockie.

“These are the kind of projects Kane want to do and see ourselves doing more of in the future.”

A distinguished hospital upon completion Building upon Epworth Richmond’s role as a centre of excellence and a specialist facility, Kane Constructions is looking to bring a higher level of quality with their design.

Hugh Lockie, Project Manager

“From Epworth to Kane, to the design team and our contractors— through a collaborative approach we are overcoming the challenges of the project” – Hugh Lockie, Project Manager

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KANE CONSTRUCTIONS

Conceptual drawing of a pedestrian protection gantry over Leigh Place and the loading dock on Erin Street

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“What is going to set this hospital apart is the quality of finish and the quality of medical facilities,” said Lockie. “It is going to provide Melbourne another great healthcare facility.”

Completing construction to a high standard is definitely one of Lockie’s goals for the project, along with completing it on time and fulfilling every need Epworth has.

“We would like to complete the project in such a way that it develops further relationships with our client, and also all the consultants, trade contractors and everyone that has been involved in the process,” said Lockie.

Company Information INDUSTRY

Hospital Construction HEADQUARTERS

89 Bridge Road Richmond, Victoria, Australia , 3121 FOUNDED

2012

Looking ahead Kane commenced operations in Melbourne in 1973 and has since become renowned in the area.

In fact, financial year 2014 saw turnover reach $470 million.

“We continue to do what we know best,” states their website, “and successfully deliver quality projects for our clients.”

With the Epworth Richmond Hospital redevelopment project under their belt, Kane intends to grow in all areas with a maintained focus in their key industries—healthcare being one of them.

EMPLOYEES

250+ REVENUE

$120 M PRODUCTS/ SERVICES

Hospital Construction

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South Taranaki District Council

Improving Water for South Tarana Through technology and treatment plants, New Zealand’s South Taranaki District Council invests in improving water supplies for community and commerce Written by: Sasha Orman Produced by: Bryan Giles

aki

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S O U T H TA R A N A K I D I S T R I C T C O U N C I L

Kapuni Reservoirs

S

porting the motto “alive with opportunity,” South Taranaki District Council is committed to improving the lives of its residents on an array of counts.

Over the course of nearly seven years and counting, the South Taranaki District Council has spent approximately $67 million making upgrades to improve facilities and the water quality that its residents and businesses rely on every day.

“For a relatively small population of 26,500, spread across the District in small communities, that’s been quite a significant undertaking and a significant expense which has 148

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been supported and driven by the council,” says Brent Manning, Group Manager of Engineering Services for the District Council. He adds that, while the population is small, the work has been vital in reaching the goals that the district council set out to achieve: upgrading these plants to ensure full compliance with New Zealand’s Drinking Water Standards.

As it stands, these standards required full compliance from many water treatment plants in South Taranaki’s jurisdiction by 1 July of this year. As Manning states: “That is now the case.”

CONSTRUCTION

Membrane filters at Kapuni Water Treatment Plant

Boosting communities and commerce South Taranaki District Council’s water treatment upgrades have been extensive and varied. In 2010 the agency commissioned a brand new membrane microfiltration water treatment plant for the town of Hawera. This $22 million project, known as the Kapuni Water Treatment Plant, provides highly treated potable water to 10,500 Hawera consumers, as well as significant businesses for the region. The success of this plant spurred on additional microfiltration plants in Opunake and Rahotu.

Over the past year, a major project has been the rural scheme known as Waimate West Water Treatment Plant. Waimate West is a rural water supply that services two towns in the area, along with more than 800 dairy farms throughout some

Brent Manning, Group Manager of Engineering Services

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Inframax Construction Ltd is a company that seeks opportunities to diversify. We offer proven infrastructural services in several broad areas, being: • • • • • •

Hawera Depot 101 Camberwell Road PO Box 336, Hawera

Phone: +64 6 278 0811

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Roading construction Quarrying Earthworks Vegetation control Water, drainage and sewerage Road maintenance

Email: wayne.snellgrove@inframax.co.nz

“We have enjoyed a 13 year relationship with Nexus and have put many of our staff through their leadership programmes. These provide a superb set of skills and techniques that have raised the performance of our individuals and our organisation.”

- CRAIG STEVENSON, CHIEF EXECUTIVE SOUTH TARANAKI DISTRICT COUNCIL Contact Nexus to discover how our leadership development programmes can benefit your organisation:

+64 21 644 707 Email: info@nexuspartners.co.nz Web: www.nexuspartners.co.nz

•

WWW.INFRAMAX.CO.NZ

S O U T H TA R A N A K I D I S T R I C T C O U N C I L of the most productive dairy land in New Zealand.

Farmers depend on a strong water supply for use in the dairy milking shed, and South Taranaki District Council has invested nearly $12 million into meeting this need. This includes $10 million on a brand new water treatment facility designed

by Beca Consultants and built by Spartan Construction Ltd, as well as $1 million on a project with Whitaker Civil Engineering to connect an adjoining rural supply to this new upgraded system as part of the Pope Water Supply Scheme. This project involves a system to pump treated water back uphill towards Mt. Taranaki.

In addition to this water treatment plant and pump system, South Taranaki District Council has added vital renovations like upgraded pipes and pressure reducing stations to curb unnecessary water loss and increase the life expectancy of pipe systems in the future.

The council has also integrated other innovations, too. “We have included a micro turbine so we can generate some electricity, which helps meet our needs at the plant,” says Manning. “Also, in the future we could export that into the local supply grid as well.”

Mangawhero Gravity Intake

Kapuni Intake

Improving necessities with technology South Taranaki District Council has not been hesitant to enlist the benefits of modern technology into its water treatment facility upgrades. This technology manifests in a variety of ways, including increased automation at most w w w. s o u t h t a r a n a k i . c o m

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Mount Taranaki

S O U T H TA R A N A K I D I S T R I C T C O U N C I L of its water treatment plants.

“With the exception of Kapuni, which is our operational base, all of our other plants are unmanned,” says Manning. Staff members visit these plants on a regular—if not daily—basis, but essentially the plants are set up to run effectively unmanned 24 hours and for up to 4 days, monitored and controlled for the most part through supervisory control and data acquisition (SCADA) systems that allow staff to monitor multiple plants and respond quickly to problems that may arise.

“Our staff can respond after hours on-line from home even in the middle of the night. If there’s a shut down or a loss of power or an exceeding of normal flow rate, and particularly in an event where we might breach the drinking water standards, we can go into automatic shutdown mode or an operator can intervene so that we maintain compliance with the drinking water standards,” says Manning.

South Taranaki District Council is also focusing on other technological innovations including a plan to install electronic loggers with a propriety

program to dispatch automatic SMS texts if farm water use exceeds a preset point—a sign that there could be a leak that must be addressed as soon as possible. This could be assessed by the users through an open source see application for mobile phones.

There is also a shared service arrangement with South Taranaki’s neighbouring council New Plymouth District Council for electrical and instrument design and tech support.

Enhancing technology with training Infrastructure improvements and new technology lead to a demand for operators and staff members who are considerably more techsavvy than the job called for in the past. South Taranaki District Council understands this, and places a heavy emphasis on training to ensure that its employees are prepared for any situation.

“We’ve got a great staff here, all in various stages of training toward either a National Certificate or a National Diploma in water treatment,” says Manning, noting

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S O U T H TA R A N A K I D I S T R I C T C O U N C I L

Kapuni Reservoirs under construction

that—of the six staff members on site—three are diploma qualified, two are almost there having already achieved their certificates, and another is in early training toward certificate level. “I personally regard training as a significant enabler toward greater capacity within our organization with achieving higher and better levels of performance, which also goes a long way toward encouraging personal development among our staff. We see it as a priority—we don’t have to have everyone qualified to diploma level, 154

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but ultimately we’re committed to training our staff to the highest level possible in a structured manner.”

South Taranaki rely on an external agency, Nexus Partners Ltd, to both develop and tailor an internal programme to train staff in less technical areas known as “Building Blocks.” This programme included identification and development of selected Council staff as facilitators for the Building Blocks, to essentially “train the trainers.” Thanks to the Nexus-provided training and coaching, South Taranaki District

CONSTRUCTION

Council has now developed to a point where its own staff deliver more than 90% of the training.

According to Manning, the more that staff members understand about what could go wrong, the better place they’ll be in to deal with issues if they arise. This idea proved itself in June with the occurrence of heavy rainfall and flooding in nearby hill country that washed away roads and significantly affected communities living in river valleys near the coast. South Taranaki District Council staff mobilised over that weekend to contain water supplies, take calls, and aid communities in need.

“We also rely heavily on our partnered contractors, such as Inframax Construction and Veolia Water New Zealand, who deliver such services as road and water networks maintenance. These companies have been extra busy since the event above, and work closely with our staff to ensure continuity of service and to respond and repair when things go wrong.

We couldn’t meet all of our service levels without them,” says Manning.

“We had previously rehearsed having such an event and setting up an operation centre here for emergency, so it was rolled into action without any particular issues—so everyone knew what to do with a minimum of fuss and no panic,” says Manning. “That’s an example of why training is important: ultimately people feel prepared and are able to respond when things go wrong.”

Company Information INDUSTRY

Construction HEADQUARTERS

105-111 Albion St Hawera, North Island, New Zealand, 4610 EMPLOYEES

169 FTE (42 within Engineering) BUDGET

$60 Million SERVICES

District Council /Local Government

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