Healthcare Experience and Company Overview

Brasfield & Gorrie’s founders established a reputation for steadfast quality and integrity, and those values remain the cornerstone of our business philosophy today. Though we’ve worked hard to develop and expand our company, we’ve never lost touch with our founders’ values.

P urpose

Building exceptional people, trusting relationships, great projects, and strong communities

Values

Safety Performance Integrity Respect Innovation Teamwork

Foundation

Our legacy is built on honoring commitments, being true builders, and living by the Golden Rule.

It’s our innovative spirit and collaborative mindset, combined with an unrelenting work ethic and deep industry knowledge, that sets us apart.

M. MILLER GORRIE Chairman

JIM GORRIE CEO

ROB BLALOCK President

Founded in 1964 and headquartered in Birmingham, Alabama, Brasfield & Gorrie is one of the largest privately held construction firms in the nation.

Our clients rely on us to build great projects, but they also rely on us to be more than builders; they rely on us to be trusted partners in the building experience. We do that by making their experience a positive one. We treat them with respect. We give them the information they need, when they need it, and we put their interests first. We show them what it’s like to do business with a company they can count on.

60 YEARS IN BUSINESS

13 OFFICES

3,500+ EMPLOYEES

$5.8 billion REVENUE IN 2023 No. 1

2023 TOP CONTRACTORSENR SOUTHEAST

FINANCIAL STRENGTH

With $5.8 billion in revenue in 2023, Brasfield & Gorrie has an exceptionally strong financial position and a track record of consistent and sustained growth. Our substantial backlog and large bonding capacity demonstrate our stability for the immediate future and our viability for the long term.

The strength of our business translates directly to resources—in-house industry experts, solid subcontractor and vendor relationships, and innovative technology and best practices—that will promote the success of your project.

55 years HEALTHCARE CONSTRUCTION EXPERIENCE

1,200+ COMPLETED HEALTHCARE PROJECTS, PAST 10 YEARS

$11 billion IN SUCCESSFULLY COMPLETED HEALTHCARE PROJECTS, PAST 10 YEARS

Healthcare

Why is Brasfield & Gorrie consistently ranked as one of the top healthcare construction providers in the nation? With healthcare as the backbone of our success since 1969, we draw upon the experience, knowledge, and talent of generations. We genuinely enjoy helping our clients realize their building program goals—whether it’s a first project or a complex campus expansion—and our enthusiasm shows. With client service that’s second to none, we focus on providing the best end result for the people who will benefit the most from improved facilities: doctors, nurses, patients, and staff.

With the expertise of generations and customer care you have to experience to believe, we’re the healthcare builders you’ll choose again and again.

HCA North Austin Women’s 3-Story Vertical Expansion Austin, Texas

Marcus Tower at Piedmont Atlanta Hospital

Children’s Healthcare of Atlanta

Arthur M. Blank Hospital

Atlanta, Georgia

The 2 million sq ft hospital will include one tower with two wings and additional operating rooms, specialty beds, and diagnostic equipment to meet anticipated patient needs. There also will be space for clinical research, clinical trials, and overall patient care.

$775 million

Owner

Children’s Healthcare of Atlanta

Architect

Earl Swensson Associates

“I can’t say enough good things about how the B&G team handled difficult conversations, challenges, questions, or issues that inevitably pop up on a project of this magnitude. You always helped dig in and get info so the team as a whole could make decisions. I appreciated that there were rarely if ever situations where the B&G team ‘threw their hands up’ and look to the owner or design team to solve it. You were always part of coming up with the plan and solution with the team. Great work!

I have been on a few‘million sq ft plus’ projects and this team is the best I’ve worked with.”

Doug Lacy Senior Vice President WSP USA

The New Baptist Hospital Campus Pensacola, Florida

The New Baptist Hospital Campus project consists of a 601,750 sq ft, 10-story main hospital with 264 beds; a 23,368 sq ft central energy plant; a 177,247 sq ft, six-story medical office building; and a standalone behavioral health hospital. The campus site is 57 acres.

$450 million

Owner Baptist Health Care

Architect Gresham Smith

“Your team was absolutely incredible to work with. Your service level, attention to detail, calm demeanor, desire to support not just Baptist but our community, and overall spirit were exceptional. It was a true pleasure to get to work with you. Thank you for what you’ve built for Baptist and our community which will change lives for generations to come.”

Jennifer Grove VP of External Relations BAPTIST HEALTHCARE

Marcus Tower at Piedmont Atlanta Hospital

Atlanta, Georgia

The Marcus Tower at Piedmont Atlanta Hospital is a 16-story, 874,000 sq ft tower addition to the existing hospital in Buckhead/ Midtown Atlanta. The project includes construction of three levels of underground parking and an additional 13 stories, creation of a pedestrian-level plaza, and renovation of the vacated space in the existing hospital. The new tower is home to both the Marcus Heart and Vascular Center and the Samsky Invasive Cardiovascular Services Center and includes 408 private rooms, 12 catheterization and electrophysiology suites, and 10 cardiovascular operating rooms. The ORs have video recording capacity, allowing physicians in training worldwide to learn from the Piedmont experts.

2021 ENR Southeast Merit Award, Health Care

2021 AGC Build Georgia Award, First Place

2022 ABC of Georgia Excellence in Construction, Mega Project

$358 million

Owner

Piedmont Healthcare

Architect HKS

“When we started discussing this transformational project, we knew we would need a partner who embraced Piedmont Healthcare’s Promise...we needed a partner with a culture, work ethic and guiding principles that matched ours. We found that with Brasfield & Gorrie.”

Patrick Battey, MD, FACS Chief Executive Officer PIEDMONT HEALTHCARE

Brian D. Jellison Cancer Institute Oncology Tower

Sarasota, Florida

Sarasota Memorial Hospital’s Brian D. Jellison Cancer Institute Oncology Tower, located on the Sarasota campus of SMH, provides inpatient and surgical cancer care services in an eight-story, 180,000 sq ft facility. This cutting-edge new hospital has 56 private suites for hospitalized cancer patents, nine dedicated operating rooms, and three of the latest da Vinci Surgical System robots with connectivity to the main hospital to ensure 24/7 access to other clinical and emergency care services.

2022 ABC Excellence in Construction, Eagle Award

$114 million

Owner

Sarasota Memorial Health Care System

Architect Flad Architects

St. David’s North Austin Women’s Services Expansion & Renovation

Austin, Texas

The four-story, 166,369 sq ft vertical expansion at St. David’s North Austin Medical Center Women’s Center added four Caesarean section operating rooms, 36 labor/delivery/recovery/postpartum rooms, 59 postpartum rooms, and 24 antepartum rooms to the facility.

Following the vertical expansion’s completion, Brasfield & Gorrie renovated 28,325 sq ft of interior space, adding 30 neonatal critical care unit beds, 36 neonatal intensive care unit beds, and four postpartum rooms.

Brasfield & Gorrie also built a one-story, 21,214 sq ft vertical expansion at HCA St. David’s North Austin Medical Center. This project added 32 medical surgery patient rooms, and it included prefabricated exterior wall panels and bathroom pods.

$60.8 million

Owner HCA Healthcare

Architect

Earl Swensson Associates

Lexington Medical Center Clinical

Expansion

West Columbia, South Carolina

The Lexington Medical Center Clinical Expansion (LMC) project consists of a 12-story, 550,000 sq ft patient care tower has made LMC the most modern, state-of-the-art hospital in the state of South Carolina. An adjacent seven-level, 1,000-space precast parking deck and a 64,000 sq ft central utility building were constructed beside the tower. The new tower added 176 beds with 26 of those beds dedicated to critical care. It provides 16 new labor delivery recovery postpartum (LDRP) rooms, 20 private NICU positions, eight new operating rooms, and two additional endoscopy suites. It also includes the largest central hospital pharmacy in South Carolina, with 15,000 sq ft dedicated to the expanding pharmaceutical therapies in the healthcare environment.

2019 ABC Carolinas, Merit Award (Healthcare Mega Project)

2019 ENR Southeast Best Project Award (Health Care)

$293 million

Owner

Lexington Medical Center

Architect Perkins&Will

“You and your team have been first class. We so appreciate the excellent sense of collaboration and teamwork that everyone enjoyed throughout our journey together. The Brasfield leadership team did a marvelous job of preventing surprises, navigating obstacles, minimizing change orders, responding to our requests to expedite elements of the project, ensuring job-site safety and presenting to our board of directors when requested.”

Michael Greeley Vice President LEXINGTON MEDICAL CENTER

Northeast Georgia Health System

Gainesville Clinical Expansion

Gainesville, Georgia

The Northeast Georgia Health System Gainesville Clinical Expansion project includes a new 12-story, 670,000 sq ft tower with a rooftop helipad. The tower will be built in two phases between 2022 and 2030. Phase I will include 96 patient beds, and new emergency department, heart/vascular/ neuro expansion, new surgery, a precast 455-space parking deck, and a standalone central energy facility connected with an underground cast-in-place utility tunnel. Phase II of the expansion will add an additional 96 patient beds.

$404.7 million

Owner

Northeast Georgia Health System

Architect Perkins&Will

Atrium Health Wake Forest Baptist Medical Center Care Tower

Winston-Salem, North Carolina

The Atrium Health Wake Forest Baptist Medical Center Care Tower is a 350,000 sq ft tower addition with an 150,000 sq ft renovation to the existing emergency and surgical departments. The new tower will house a new emergency department, a sterile processing department, 28 operating rooms, 33 ICU rooms, and support services. This project is a joint venture between Brasfield & Gorrie and Frank L. Blum Construction Company. There is a 30 percent minority participation goal.

$307 million

Owner

Atrium Health Wake Forest Baptist

Architect HKS

Braman Comprehensive Cancer CenterMount Sinai Miami Beach

Miami Beach, Florida

The Braman Comprehensive Cancer Center, located on Mount Sinai’s Miami Beach campus, consists of a new four-story, 180,000 sq ft cancer center and 400-space parking structure located on Mount Sinai’s main campus. The Cancer Center will include infusion, exam, and lab space; an Imaging and Breast Center with CT simulation, X-ray, ultrasound, MRI, PET CT, mammography, and DEXA scanning equipment; and a Radiation Oncology Center with two linear accelerators and HDR scanning equipment.

$180 million

Owner

Mount Sinai Medical Center

Architect CannonDesign

UAB Medical West

Bessemer, Alabama

The UAB Medical West project is a replacement hospital that will include a new nine-story, 412,000 sq ft main hospital with 200 beds; a 20,000 sq ft central energy plant; a five-story, 127,000 sq ft medical office building; and a 621-space parking deck all located on a 35-acre site. The state-ofthe-art campus will integrate Lean design and construction principles.

$265 million

Owner

UAB Medical West

Architect HKS

“Brasfield

& Gorrie has a great team working on the Medical West replacement project!”

Keith Pennington President & Chief Executive Officer UAB MEDICAL WEST

Mission North Tower

Asheville, North Carolina

Mission North Tower is a 13-story, 615,000 sq ft surgical tower nestled in the mountain city of Asheville, North Carolina. This negotiated project with Mission Health System consists of a new bed tower expansion that includes 220 new patient beds, 44 ICU rooms, and 176 acute care rooms. The project also includes a 79-bay emergency department, 94 prep/ recovery exam rooms, 10 operating rooms, six catheterization labs, four interventional radiology rooms, 40 PACU bays, and a rooftop heli-pad.

2020 ENR Southeast Best Project, Health Care

2020 ABC of the Carolinas Eagle Award

2020 ENR Best of the Best, Health Care

$270 million

Owner

Mission Health System

Architect

HDR

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We’ve always been builders, now we’re building smarter through innovation

Our focus is on helping our clients succeed. We continually look for better, safer, and more efficient ways to build our projects, adding value for our clients. To that end, we seek the best new technologies, processes, and practices and implement them as they prove their effectiveness.

A large part of success as a builder is knowing enough to figure out how to accomplish that next impossible thing—and then moving forward to tackle the ones that follow.

Brasfield & Gorrie celebrates where we’ve come from, but we’re even more excited about where we’re going.

Continuous Improvement

With groups dedicated to Lean, Innovation, and Business Process Improvement, we have more than 20 experts in their fields exploring ways to make us better.

Mapping

Drone mapping documents existing conditions—such as electrical conduit banks and post-tension cables in slabs— while they are still visible. When provided to our clients, these as-built conditions are invaluable for future operations that require cutting or penetrating the slab.

Robotics and Automation

A recent collaboration between Brasfield & Gorrie, robotics creator Boston Dynamics, and drone software developer DroneDeploy resulted in a construction technology breakthrough. Brasfield & Gorrie helped develop and pilot a workflow to perform on-the-ground building walkthroughs and inspections using Boston Dynamics’ agile mobile robot, “Spot,” along with DroneDeploy’s new 360 Walkthrough functionality.

Drone

GENERALCONTRACTING INTEGRATED PROJECT DELIVERY

CONSTRUCTION MANAGEMENT DESIGN-BUILD

AXA XL recently partnered with Samsung and Brasfield & Gorrie to pilot the Samsung Galaxy Watch on an active jobsite. The primary goal of the pilot was to test the watch in four categories: functionality, durability, data quality, and worker adherence.

LEAN MEP SYSTEMS PRECONSTRUCTION

PREFABRICATIONSCHEDULINGSELF-PERFORMANCE SUSTAINABILITY

VIRTUAL DESIGN + CONSTRUCTION

On several projects, we are piloting Microsoft HoloLens, which makes models more accessible to teams in the field. The HoloLens overlays our coordination model of the jobsite to help team members visualize systems that have yet to be installed and to track the progress of those already in place.

Prefabricated formwork panels drastically reduce the need for on-site labor, enabling us to build more structures with fewer skilled workers. By incorporating universal formwork systems, we are building an inventory of formwork as well as company-wide system expertise to optimize our processes for safety, efficiency, and versatility.

We give you the accurate information you need to plan your project

PRECONSTRUCTION

Guiding our preconstruction efforts is a methodology we call Target Value Planning (TVP). Reflecting our culture, TVP prioritizes client satisfaction by ensuring that each project meets its target value.

Reflect / Adjust

Pausing to measure how to proceed and determine where we can improve is a healthy and important principle in our method.

This includes:

Holding retrospectives

Collecting and documenting lessons learned

‚ Filtering results through the CoS

‚ Improving our process continuously

Execute

Putting the plan into action involves a variety of interrelated elements:

‚ Detailed quantity takeoff Project component cost tracking and reconciliation

‚ Market trend analysis

Safety reviews

‚ Real-time costing

‚ Construction sequencing analysis

‚ Value analysis

To provide accurate cost and schedule evaluations and establish a plan for successful construction, we place a strong emphasis on acquiring a comprehensive understanding of the project. During this process, we identify new technologies, innovative design ideas, and basic options that can be integrated into the project design to create an affordable, efficient facility. Ultimately, we develop a safe, detailed, proactive plan for the project.

The premise is simple: we strive to understand what drives value—the owner’s conditions of satisfaction (CoS)—and then establish a plan to drive toward that common goal.

Strategize

Once we have established the CoS, we develop a strategy to accomplish the goal:

‚ Identify risks and opportunities

‚ Enlist subject matter experts

Establish milestones

‚ Assign component team leaders and members

Plan

We develop a plan to execute each part of construction at the right time and with the right resources. To do this, we build the job virtually, vetting each aspect to identify the best path to completion.

Brasfield & Gorrie’s unique approach to the purchase of major MEP equipment through our Collaborative Equipment Procurement process provides our clients with direct cost savings, increased value and transparency, reduced time for equipment submittal approvals, and the benefit of engaging the

entire decision-making team in a true team effort. Lexington Medical Center saved $1.94 million through this process and received extended warranties, maintenance agreements, and other improved services.

Our experience is your advantage.

PREFABRICATION

Prefabrication can yield benefits every owner hopes for—increased safety and efficiency, higher quality, and reduced labor and material costs—but only if the project is properly planned and executed.

We’ve developed internal best practices and expertise in evaluating which elements of a project are best suited for prefabrication.

Because we’ve worked with every aspect of the process, we know what it takes to plan, manage, and install prefabricated components.

LEAN

Lean culture isn’t just a buzzword, it’s a practice woven throughout our business.

From the start, we practiced a lean approach to building, optimizing value by developing strong relationships with trade partners and reducing waste. We began our first official Lean project more than a decade ago, and since then, we’ve used the Last Planner® System on many projects, incorporated Lean tools and philosophy throughout the company, and established a Lean Department to guide our efforts and serve as an

expert resource for our company and our clients.

We believe that questioning traditional practices and methods spurs improvement and adds value for our clients, trade partners, and employees. The benefits of weekly work plans and daily huddles have been so impactful that we’ve incorporated them into our standard practices, implementing them on every project. Using Lean methods, we recently completed a project six months early and for $25 million less than the original budget.

Click or scan to watch an installation at HCA Las Palmas Women’s Vertical Expansion in El Paso, Texas.

These solutions are transforming the way we approach our projects today and the way we think about tomorrow

VIRTUAL DESIGN + CONSTRUCTION

ƒ Visualizations and logistics planning

ƒ Clash detection/coordination

ƒ BIM-TO-FM, facility management modeling

ƒ Cost tracking, model-based quantity takeoff

ƒ Prefabrication planning

ƒ Robotic model-based layout

ƒ 4D Scheduling/sequence planning

ƒ Self-performed fabrication modeling

ƒ Unmanned aerial systems (UAS) mapping and verification

ƒ Virtual mock-ups

ƒ Virtual reality/augmented reality

ƒ Immersive training and modeling

You might think of Brasfield & Gorrie as experts in the fundamentals of traditional construction, and you’d be right, but in the last 15 years, we’ve increasingly used building information modeling to enhance our construction planning process through new technologies.

In our continual quest to find better, safer, and more efficient ways to build our projects, we’ve developed expertise in virtual design and construction (VDC). By using building information modeling (BIM) to create virtual models that mimic the building process, we can determine how to manage the delivery most effectively, from planning and pricing the project and assessing its constructability to physically building it.

Using BIM to create real-life construction scenarios eliminates surprises in the field. This approach enhances communication and collaboration, improving coordination among the trades. It also reduces risk by enabling quicker, more accurate decisionmaking throughout the design and construction process.

Crane swing overlay on drone image

We began as builders and we’ve stayed true to our roots

SELF-PERFORM

At Brasfield & Gorrie, building with our own hands is part of our DNA and an important factor in our success.

We can complete many scopes of work with our own forces, and that ability helps us outperform our competitors. Through self-performance with our talented team of craftworkers, we’ve gained a thorough knowledge of labor necessities, material options and availability, and the market fluctuations that affect both. This helps us price our projects accurately, schedule them realistically, and suggest the best material alternatives for functionality and value.

9+million CUBIC YARDS OF CONCRETE POURED SINCE 2003

480 SUPERINTENDENTS

75 FIELD ENGINEERS

300 FOREMEN

2,000+ FIELD EMPLOYEES

4,000+ PIECE EQUIPMENT FLEET

Our people set us apart

Brasfield & Gorrie has always been a company that clients want to work with. Why? Two reasons: our people and our principles.

Our people aren’t just expert builders. Yes, they’re highly qualified—knowledgeable and experienced—but it’s their substance as individuals that makes them special. Their focus on integrity and authentic relationships. Their drive to provide unparalleled customer service.

PRINCIPLES

COMMUNITY INVOLVEMENT

Building strong communities is a key part of our culture and purpose. Across our footprint, we work to enhance our communities, giving back in the places where we live and work. By participating in or leading business, civic, charitable, and social organizations, we put our care into action to serve and support others.

FOUNDATION

Our legacy is built on honoring commitments, being true builders, and living by the Golden Rule.

Our people are genuinely passionate about what they do. Not just satisfied to make a paycheck, they want to make a mark on the hearts and minds of our clients and the communities we help support and serve. It’s what we believe in. It’s our company culture. It’s who we are at Brasfield & Gorrie.

I think we can all agree that our people are our greatest asset. The people we hire, train, and develop ultimately define our culture, and our culture is probably the single greatest factor that separates us from our competition.”

Keith Johnson, EAST GROUP PRESIDENT

350 not-for-profit organizations supported by monetary donations, in-kind services, and volunteer projects

$750,000 In charitable donations via payroll deductions from 730+ employees

$34,000 Donated to organizations in honor of employees with 10+ years of service

At Brasfield & Gorrie, we work daily to build diversity in our workforce, increase collaboration with minority partners, and promote a culture that embraces new ideas and strengthens communities.

BUILDING BELONGING AND OPPORTUNITY

We see our purpose as building exceptional people, trusting relationships, great projects, and strong communities. Valuing others is essential to our purpose, so for us, diversity and inclusion is more than a lofty company commitment; it’s a way of building relationships that helps us live our purpose in our daily work. And the results speak for themselves. Our projects, employees, and communities are strengthened by an inclusive culture and enhanced by the experiences and perspectives of a diverse workforce.

“We will not compromise safety for schedule, cost, or production.”

Miller

Gorrie

CHAIRMAN AND FOUNDER

We’d

rather be good than lucky

What does it mean for us to be Lucky vs. Good? Lucky is when we have a Stuff That Can Kill You (STCKY) incident and controls were missing that could have prevented or limited the release of energy—but no one was seriously hurt. Good is when we installed controls to protect our workers from that same release of energy. To be Good, we must know about the STCKY activities on our projects and verify we are installing, inspecting, and maintaining controls. We want to consistently advance toward a state of excellence in safety practices, and we’ve realized the way we’ve measured things in the past may not work best for what we do. The Safety Department has developed a dashboard that will help measure how often we’re good vs. lucky, which will allow them to focus on STCKY activities that need new or additional controls. This can be anything from anticollision on cranes, Type 2 hard hats, or updates to our Lock Out Tag Out and burn permit procedures.

Safety guides our decision-making process every day. Instead of simply implementing safety standards, we’ve created a culture of safety throughout the company, encouraging all our employees to take ownership, investing in continuous improvement through education, and using our technological resources—such as VDC and BIM—to enhance our project safety efforts. Our efforts are evident: our current experience modification rate (EMR), 0.53, is less than half the national average.

We don’t stop there. We broaden our impact by sharing best practices with industry peers and partnering with regulatory agencies. The first contractor in the Southeast to partner with OSHA in a Strategic Partnership Program on a construction project, we’ve since participated in numerous OSHA partnerships across the country, even earning Voluntary Protection Program Star certification on an airport expansion project in Arizona.

We’re doing many things to return our teams safely to their families each day. Here are some of them.

Over 1,100 of our employees have completed OSHA’s 30-hour course, and we’ve implemented OSHA 10-hour safety training for all employees as a minimum.

For the first 90 days, new field employees wear a hard hat sticker that conveys to all workers on the jobsite that the new employee may need additional training on certain tasks. At the end of the 90-day period, the employee is recognized at a safety meeting and the sticker is removed.

We’ve placed an emphasis on tracking our Serious Injury Incidence Rate (SIIR), which serves as a better indicator of harm than other metrics by measuring 14 specific, unambiguous criteria.