Four Seasons Orlando Resort Golden Oak Residence Development

FOUR SEASONS ORLANDO RESORT GOLDEN OAK RESIDENCE

TABLE OF CONTENTS

TAB A COMPANY OVERVIEW

TAB B

SCOPE OF SERVICES

TAB C PROJECT TEAM

TAB D SAMPLE DOCUMENTS

TAB E REFERENCES

TAB F INSURANCE

TAB G QUALITY ASSURANCE

TAB H

OTHER PROJECT COMMISSIONS

TAB I COMPENSATION PROPOSAL

TAB J SCHEDULE

TAB A COMPANY OVERVIEW

BASIC COMPANY INFORMATION

Building the Structures that Define World ClassDestinations in the Southeastern U.S.

Since 1978, PCL’s Orlando Buildings office has helped clients and partners throughout the region build iconic structures for residents and visitors from around the world to gather together.

Centrally located in the heart of Florida, our group of construction professionals rise to the challenges associated with a diverse buildings portfolio. Our teams are passionate about delivering excellence for clients in the hospitality, entertainment, commercial and public markets. We put our culture of ownership to work for you, helping you thrive through the complexities of every project. We focus on safety and quality, use new technologies and methodologies and push the bounds of constructability to deliver exceptional projects.

Office Responsible for this Project

MAIN OFFICE

6700 FORUM DRIVE, SUITE 100 ORLANDO, FL 32828

Contact Information:

Goldman

President & District Manager

(407) 363-0059

Delivering Construction Excellence for Florida’s World-Class Destinations

As one of PCL’s largest US district, our Florida Buildings Group operations serve the entire southeast construction market. The group reaches markets as far west as Texas, north to the Carolinas, and in cities throughout Florida that include Orlando, Tampa, Jacksonville, Fort Lauderdale and Miami.

Our Commitments to safety, quality, sustainability and community stewardship ensure your lasting success.

Safety Quality Sustainability Stewardship

PCL Construction Services, Inc. is part of the 116 year-old PCL family of companies, a 100 percent employee-owned, independent group of companies.

Date of Incorporation: July 25, 1984

State of Incorporation: Colorado

Years in Business: 37

WHO WE ARE

Our network of construction professionals rise to the challenges associated with a diverse buildings portfolio. Our areas of specialization include entertainment, hospitality, aviation, commercial, light industrial, sports facilities, and higher education.

Our comprehensive staff of over 250 provide full service pre-construction, estimating, purchasing, human resources, and marketing services in-house. Additionally, we share resources from our 31 offices throughout the United States, Canada, the Caribbean, and Australia. We employ more than 200 trade workers and have the capability to selfperform in a number of jurisdictions.

30+ district offices across North America

We know that every decision has an impact.

YOUR NEXT-GENERATION CONSTRUCTION PARTNER

We build on what we know works best and continually find new ways to deliver for a more diverse mix of clients. We bring together the right teams to find the best way forward and elevate your vision of success.

ALWAYS BREAKING NEW GROUND

At PCL Construction, we put our customers first. As a company that is 100% employee owned, our culture of ownership is fully dedicated to building successful outcomes that help our partners thrive.

HOSPITALITY EXPERIENCE

YOUR HIGH-END HOSPITALITY BUILDER

With over $8 billion in hospitality construction since 2010, our expertise allows us to instill a "guest experience is everything" mentality amongst our staff, enabling us to be your next-generation construction partner.

As your trusted partner, we are intimately familiar with working on hospitality, office and mixed-use/residential projects. We understand the need for additional flexibility and innovation enabling us to bring customized solutions to meet your complex challenges.

At PCL, we understand your commitment to your end-users and work with you to realize your vision. Guest experience is everything, and we expertly manage the entire process from pre-construction through construction, bringing our quality program along to provide you with guest room mock ups, a proven zero defects process, and an extremely minimal punch list at closeout.

The Hyatt Kaanapali Beach

TAB B

SCOPE OF SERVICES

SCOPE OF SERVICES

ACKNOWLEDGEMENT AND EXCEPTIONS OF SCOPE OF SERVICES

PCL has reviewed the scope of services for the Four Seasons Orlando Resort Golden Oaks Residences Development project and acknowledges our capability to successfully perform the scope of services, for both pre-construction and construction. PCL has no exceptions to the scope of services.

YOUR TRUSTED PARTNER

PCL has a long history of proven performance, collaborating with owners and designers to understand the project goals, applying knowledge and insight from past experiences to solve specific challenges. We are personally invested in the success of your project every step of the way and we work collaboratively to come up with creative solutions to ensure our client’s vision is met. PCL is a trusted partner with Host Hotels & Resorts and with HKS Architects.

Andaz Maui at Wailea Resort

PRECONSTRUCTION APPROACH

When PCL is engaged early in the design process to provide preconstruction services, clients receive valuable input when the most critical project decisions are being made.

ALIGNING WITH YOUR VISION

A project is only successful if the team building it understands the client’s vision, goals, and expectations for the project before construction begins. PCL engages the client early with open dialogue, proactive communication, and transparency, to develop an end vision that meets or exceeds their expectations. Our preconstruction team actively listens to understand the client’s goals, expectations, and vision for the project in order to align our services and strategies to drive effective results. We strive to fully understand the intended use and business case of the project in order to bring valued recommendations on the building design, functional analysis, system selection, cost options, procurement, schedule enhancements, etc., to maximize the use of funds and optimize revenue generating spaces. Open communication and regular meetings are the starting platform to manage and monitor these expectations from the preconstruction process to construction completion. Providing continuity of key team members adds a second layer of assurance and provides a platform for a seamless flow of information from design through construction.

CLIENT & ARCHITECT COLLABORATION

PCL’s management approach for interfacing with all team members is centered on developing trustworthy communication and mutual respect throughout all phases of the project. This begins by conducting a formal partnering session for the entire team to foster early relationship building. We work together to set boundaries and expectations for lines of communication and establish and agree on mutual accountability to each other. This involves creating protocols and project controls for all forms of communication, both written and verbal. Most importantly, we build trust between team members by always being reliable and trustworthy in our dealings.

PRECONSTRUCTION, ESTIMATING, AND COST CONTROL SYSTEMS

The preconstruction process is the essential first step of any construction project. Cost control for the project is a complete team approach at PCL. Early decision and cost tracking combined with an emphasis on project logistics and planning ensure accurate costing models from the beginning. PCL will produce an initial reliable estimate to establish the baseline for the project scope and related costs. This initial estimate will be tracked throughout the process and shared with the ownership and design teams to ensure full team buy in.

PCL Provides a path to budget

We strive to provide as much detail as possible in the initial baseline estimate and continue to add further detail through each design phase, never losing site of baseline comparisons. Detailed quantity survey and pricing will be provided while looking to avoid lump sum and square foot costs whenever possible.

PCL will keep track of risks and opportunities in order to ensure Host Hotels & Resorts gets the most added value for the overall budget.

Strong relationships lie at the heart of PCL’s interactions with its clients

To control cost, PCL will act as a risk management advocate. Cross-referencing the design progress with the estimate to determine variances within the project program, design variations, material/systems changes, and constructability issues.

PCL will utilize strong relationships with trade partners to gain valuable feedback on these variances. Trade partner interactions will ensure scope details and material selections maintain alignment with Sherwin Williams’ budget.

COST CONTROL

As client advocates dedicated to helping our partners thrive, our objective is to control project costs, provide reliable reporting of cost information, and maintain the Owner’s confidence in our ability to deliver this project in the most cost effective, high-quality manner possible.

At PCL, cost estimating is a complete team approach with the primary focus of accurate and real time cost control through construction. We begin by reviewing the available documents and information and listening to the design professionals, the Owner, and Owner representatives. After collectively identifying the scope of work, we prepare a reliable control budget and consult with subcontractors in the market to educate them on the scope of the project and its inherent challenges. Our 40+ history across the U.S. means we have established relationships within the local subcontractor community and can count on our partners to provide fair pricing. This also allows us to draw upon a highly specific and accurate database of historical costs for every component of work that will be encountered on the project. Producing an initial reliable estimate from the beginning establishes the baseline for the project scope of work and related costs is key to control costs.

At key milestones, PCL will update the estimate to reflect the level of design and information available and provide a Variance Report depicting a detailed list of scope of work changes and associated costs. This information will be shared with the team to keep every team member aware of the project costs as the project moves forward and becomes critical in producing a reliable GMP that all parties agree to. Our open book policy will help facilitate that all scopes of work and related costs are shared with the Owner and design team to ensure a complete project and more importantly, show the Owner where they are spending their money. As true partners, we encourage the team to challenge each other to think of ways to build it faster, keeping safety on high regard, while maintaining the integrity of the design and keeping the project under budget.

PCL’s promise to help our partners thrive requires diligent effort by our in-house estimating team to understand the complete project scope as envisioned by the design team and Owner, and to carefully track and communicate changes throughout construction. Our transparent process ensures Owners understand where their dollars are being spent, and are supported by clear, detailed information that allows the team to make decisions that positively impact the project.

PCL’s Preconstruction Approach:

PROJECT GOALS ALIGNMENT

Discuss, clearly

ESTIMATING

Keep project within budget and control costs; identify the right cost options and provide detailed, accurate, and timely estimates so decisions can be made to keep the project on track. Utilize over 100 years of historical price data to ensure our estimates accurate and timely; establish well thought out bid packages that follow the design and the constructability of the project.

Project Insights:

JW MARRIOTT BONNET CREEK Preconstruction Services

CONRAD GRAND CYPRESS Preconstruction Services

SITE LOGISTICS PLANNING

Develop the right partnered plan and the most cost effective means and methods that integrate a collaborative approach for completion of the project; contractor to provide the best use and safe construction, minimizing disruption to the campus and ensuring safe operation for the workforce and public.

Implement “Buy-In” from all stakeholders to meet key milestones: develop phasing plans to expedite delivery in the most efficient manner, and to comply with funding requirements; partner & coordinate tasks with stakeholders, and additional projects on property.

SCHEDULE DEVELOPMENT DESIGN REVIEW

Optimize the Operational functionality and design integrity with the projects budget and avoid re-design. Utilize PCL’s Build it RIGHT, Build it ONCE philosophy for Quality Control to ensure the most efficient and cost effective means and methods are implemented.

REPORTING

Continuously communicate to all vested stakeholders all aspects of costs, variance reports, value engineering, constructability, schedule, and logistics. Reports will be delivered in a simple and concise format, while still adhering to the strict requirements of the deliverables.

DETECTION OF COORDINATION CONSTRUCTABILITY ISSUES

Leverage our team’s experience, systems/tools and modeling expertise to resolve issues early, eliminating costs and schedule impacts; find the best possible solutions before it is constructed in the field. The PCL Team truly represents a master builder.

JW Marriott Bonnet Creek Orlando is a 4+ Star 585,000 GSF Resort and Conference Center with 1,000 car cast in place parking deck. PCL was brought to the table by this private sector client because of the teams familiarity with design assist delivery method through in-depth preconstruction experiences. The architect recommended PCL to this client based on their knowledge of PCL’s reputation in guiding ownership teams through proper programming efforts and holistic budget preparations for all stakeholders. PCL’s open book approach and use of communication tools led to a strong and reliable initial cost assessment that allowed the client to make early decisions on programming options and keep the design on track. Site constraints and code requirements for parking and wetlands posed some budgetary challenges, but PCL was able to create relief from suggesting a more robust valet parking option that reduced the parking deck by an entire level and increase the efficiency of the hotel tower. The owner’s late change in interior design for restaurants and spa facilities challenged the start date, however the ability to segregate these cost and set aside detailed breakdowns for those spaces allowed the structure to begin on time and keep the project on track. The location of this site was remote from nearby public parking and PCL was able to assist the client in successfully negotiating a lease for a vacant lot in exchange for some minor sitework that saved this project over three million dollars in added cost for trade bussing and lost productivity. This client has contracted for additional project with PCL as a testament to our solution provider mentality throughout the preconstruction and construction process.

Grand Cypress is a new 4+Star luxury resort in Orlando, Florida currently underway. The main resort and conference is approximately 530,000 GSF and includes a rooftop restaurant, resort style pools, destination spa facilities and impressive lobby overlooks. Our team was selected when a previous contractor could not effectively communicate to the client why this resort wasn’t meeting budget expectations. The client reached out to contacts in the area and received the advice to call PCL for further analysis. PCL was able to gain this client's trust by offering program comparison, efficiency studies and detailed baseline cost analysis in direct comparison to other resorts in the area. The preconstruction team was able to point out areas that were inefficient, scope that was out of the ordinary, and constructability concerns. Due to the upfront level of detail that PCL provided, this client was also able to balance soft cost, FF&E and development budget with the hard cost construction budgets. A very robust cost risk analysis and cost reduction analysis was maintained by PCL in order to keep the client informed weekly and able to make key design decision. The ownership team demonstrated their trust in PCL’s team when they called to negotiate the addition of three (3) separate villa style buildings to PCL’s scope in preconstruction and construction. The 3 to 4 story buildings would house 12 to 20 luxury style residential units complete with kitchens, laundry and living facilities. PCL was able to seamlessly integrate this into our preconstruction processes, quickly notify trade markets and ask for pricing options/combinations that could be evaluated for best procurement opportunities for our client.

DISNEY'S RIVIERA RESORT

Value Analysis/Value Engineering

BUILDING A SUCCESSFUL PROJECT

PCL’s 7-step preconstruction approach builds the foundation of a successful project through schedule and cost certainty, maximized project value, improved quality, reduced risk, and effective communication.

During the pre-construction phase, PCL completed an estimate for the project at the conceptual design phase, which identified some cost challenges. PCL worked closely with Walt Disney Imagineering to identify valid value engineering options that could be pursued.

PCL’s pre-construction staff played a key part in driving decisions that led to significant cost savings for the project.

CONSTRUCTION APPROACH

TOGETHER WE BUILD SUCCESS

As industry leaders, we model the highest standards of corporate social responsibility with an uncompromising commitment to diversity, inclusion, sustainability and innovation. We do this in collaboration with our clients, partners and communities to build a better future, together.

SAFETY

Safety is at the core of everything we do and is one of our most central guiding principles. We promote and foster a culture where people truly care about one another and where everyone shares in our goal of zero incidents.

From executives instilling a strong safety culture to the superintendent who leads the way to the project coordinator helping trade partners understand our safety practices, and the trades person guiding young apprentices, we all contribute to the success of PCL’s safety program. We maintain best in class industry safety with an average of more than 50 million hours worked annually and an overall total recordable incident rate and overall lost-time frequency rate, among the industry's lowest.

We recognize that our people are our most valuable asset, and we are dedicated to providing and maintaining a safe and healthy work environment for all. We’re continuously looking for innovative ways to improve our safety practices and to work with our trade partners to embrace a mind-set that is unwilling to compromise when it comes to keeping people safe at work.

QUALITY

PCL’s culture of quality is built into everything we do and begins with personal accountability from our employeeowners. Successful quality projects demonstrate our culture that embraces clear communication, strong problem-solving, and a relentless focus on creating strong relationships. We work with you from project start-up through completion to ensure your expectations are delivered and the final project meets all your needs.

LEAN DESIGN & CONSTRUCTION

Our team of construction experts are passionate about incorporating Lean practices into our projects while delivering unsurpassed value with the least amount of waste by ensuring flow efficiency in everything we do. One way we incorporate Lean principles is through the Last Planner® System, the planning and scheduling technique designed to foster true collaboration, awareness and successful execution for your project.

SELF-PERFORM CAPABILITIES

PCL has the capability to self-perform work in a number of jurisdictions. The work performed by PCL’s own workforce is coordinated, where appropriate, with subtrades’ work forces to provide the best overall value. At PCL we have the ability to self-perform numerous scopes of work and have over 9,000 direct hire trades people within the company. This, coupled with our equipment and other available resources, enable PCL to lead the project, as well as, supplement forces of a subcontractor, to maintain the schedule and keep the project on track.

schedule with buy-in from project stakeholders, the design team and our subtrade partners. At each stage of schedule development, we communicate the plan to all parties and leverage the knowledge and experience of PCL and our partners to achieve all schedule milestones and find ways to build the project faster.

Developing the construction schedule begins long before PCL has been awarded a project. With a general understanding of the scope of the project, before the RFP has been issued, PCL begins to apply historical metrics and unit measures to understand an approximate timeline for the project. Once the RFP has been issued and armed with conceptual or schematic drawings, PCL hones in on the available details to refine the construction schedule with fewer assumptions. We use Primavera P6 software to create the Master Schedule, which is updated to reflect our plans for completion throughout the duration of the project.

PCL

LUXURY HOTEL EXPERIENCE

As one of the largest hospitality builders in North America, PCL has worked with nearly every hotel chain, developer, and real estate investment trust. We understand that guest experience is everything, and expertly manage the entire process from preconstruction through construction, including FF&E coordination, management, and installation. Our focus on quality creates cost and schedule savings by eliminating the need for changes during project closeout.

Ritz-Carlton Residences, Vail, CO

Four Seasons Resort Lanai, Lanai City, HI

VIceroy at Snowmass, Snowmass Village, CO

Ritz-Carlton Kapalua Bay, Kapalua Bay, HI

Hyatt Kaanapali Beach, Lahaina, HI

Ritz-Carlton Naples, Naples, FL

JW Marriott Marco Island, Marco Island, FL

JW Marriott Edmonton, Edmonton, Alberta

Atlantis Hotel, Resort, and Waterpark, Paradise Island, Bahamas

Four Season Resort Whistler, Whistler, British Columbia

Relevant Project Experience:

JACKSONVILLE SHIPYARDS - PHASE I FOUR SEASONS HOTEL/RESIDENCE & OFFICE

Jacksonville, Florida

Preconstruction services fora new Four Seasons Hotel with 176 guest rooms, 25 residential units, a six-story office building and modernized city-owned marina with a park and multi-functional building that will house a dock master’s office, ship store, restrooms and a restaurant.

Seasons Resort

Hotels & Resorts

Residences

RITZ-CARLTON NAPLES TOWER EXPANSION AND GUEST ROOM RENOVATION

Naples, Florida

This project is the construction of a new tower and guest room renovation at the Ritz-Carlton in Naples, Florida. The tower is 105,000 square-feet and includes 14 stories, 108 new bays, a walkout bar and grill, private member’s lounge as well as an amenity deck and pool area.

ORLANDO WORLD CENTER MARRIOTT MEETING ROOM AND AQUATICS ADDITION

Orlando, Florida

The Orlando World Center Marriott Aquatics and Meeting Rooms project adds the River Falls Water Park which includes a new 576 foot zero entry lazy river, 3 tube water slides and aqua playground while the Magnolia Meeting Rooms expansion adds 60,000 SF of meeting room breakout space to the current hotel conference center.

Hotels & Resorts

TAB C

PROJECT TEAM

PROJECT TEAM & ORGANIZATIONAL CHART

THE RIGHT STAFF FOR YOUR PROJECT

We have carefully structured our team to include skilled professionals with a background of successful experience delivering similar project types. Our team of professionals drive innovation and bring added value to every project. We bring our culture of ownership to wok for you, creating a lasting legacy. We are committed to providing you the best of the best. We provide expertise when it comes to budgeting, scheduling, and planning, while being responsive and communicative throughout the life cycle of a project.

When you partner with PCL, you not only get innovative solutions, you get our fully vested team and a commitment to doing things right. Our relentless focus on success leads to smarter more collaborative building practices. A project is only successful if the team building it understands the client’s vision, goals, and expectations for the project before construction begins. PCL engages the client early with open dialogue, proactive communication, and transparency, to develop an end vision that meets or exceeds their expectations.

WE KNOW THAT EVERY DECISION HAS AN IMPACT

This project team will provide Host Hotels & Resorts with optimum and efficient performance, while maintaining consistency in our team culture from commencement to closeout. Our deep experience is designed to inspire, challenge, and respond to well defined project goals and parameters. We listen, we explore, we inspire and we deliver to support you values and focus on the end-users.

ORGANIZATIONAL CHART PROJECT TEAM

REPLACE WITH NEW STAFF

PROJECT MANAGER Jeremy Waters SUPERINTENDENT Andrew Canther FIELD ENGINEER

JEREMY WATERS

PROJECT MANAGER

Jeremy is an expert in delivering fast-track renovation and new construction projects for clients. His depth of experience with private and public sector projects has given him a firm understanding of how to deliver success on a wide variety of project types.

ROLE & RESPONSIBILITY

As a Project Manager for PCL Construction, Jeremy’s role includes understanding and enforcing contractual responsibilities, developing and monitoring project schedules and budgets, and establishing construction plans and engineering methods. He maintains excellent relationships with owners, architects, consultants, trade contractors, and the public. Jeremy is also responsible for providing performance status reports regarding cost forecasts, schedule, quality, and safety.

YEARS OF EXPERIENCE 19 years

EDUCATIONAL BACKGROUND

B.S. Civil Engineering, University of Central Florida

ACCREDITATIONS

LEED Accredited Professional OSHA 30-Hour

RELEVANT PROJECT EXPERIENCE

Ritz-Carlton Naples Golf Resort Pool Expansion Naples, Florida

Construction of an aquatics park which features one adult pool, children’s pool/ splash pad, three large, intricate slides and a 600 foot lazy river. Also included in the scope is a renovation to the existing pool bar.

Orlando World Center Marriott, Meeting Room and Aquatics Addition Orlando, Florida

Expansion to the existing Cypress Ballroom with new meeting room space and a new lazy river and slide feature to the pool area.

Don Cesar Public Spaces and Beach House Renovation (2019) St. Pete Beach, Florida

The Don Cesar public spaces renovation is a three space renovation of the lobby bar, Maritana Grill and Uncle Andy’s, and a remote cooler that are approximately 8,600 square feet total. The Beach House Suites is an exterior renovation of approximately 20,000 square feet total.

Marriott Harbor Beach Resort & Spa, Ballroom and Meeting Room

Renovation

Fort Lauderdale, Florida

This project consists of renovations to the ballrooms and meeting spaces, their respective pre-function areas, and boardrooms. The existing operable partition system were be replaced, and the project was phased over 5 separate floors of an occupied hotel. Work was coordinated around scheduled events and noise/work constraints.

Orlando World Center Marriott Resort Court Orlando, Florida

Complete renovation of existing lagoons, pools and spas. Installation of new slides and kid’s activity area.

Ritz-Carlton Amelia Island Lobby Bar Renovation

Amelia Island, Florida

The project included renovations to the existing lobby lounge, restrooms, and back of house kitchens. Renovations to the lobby lounge included a full-service bar, seaside dining room, and lower lounge.

JW Marriott Marco Island Renovation

Marco Island, Florida

The project involved the redevelopment of the resort’s lobby, porte cochere, Balinese inspired grand entrance, casual main dining Maia restaurant, fine dining Ario restaurant, and the 24,000 square foot main kitchen. The resort was shut down for 90 days to accommodate for this fast-track project, which saw 62,000 square feet of space renovated over the course of 78 working days.

Ritz-Carlton Naples Beach Resort - Guestrooms & Public Area Renovation Naples, Florida

Fast-track renovation of the entire resort including 450 guestrooms, four suites, restaurants, installation of specialty stone and tiling, rooftop AHU’s, custom millwork, hurricane rated windows, and custom lighting.

TAB D

SAMPLE DOCUMENTS

REPORTING & SAMPLE DOCUMENTS

BEST CONSTRUCTION SYSTEMS

PCL developed and created an internal proprietary system called BEST Construction Systems. Within this program there are multiple components including:

• BEST Estimating

• BEST Project Management/PM4

• Monthly Reports

BEST Estimating

BEST Estimating allows for accurate budgeting and detailed estimating, which in turn will ultimately help control costs. Our estimating team utilizes our own in-house BEST Estimating and compiles a physical estimate comprised of all divisions. We then convert the estimate to “recaps” allowing us to ensure all bids are complete and there are no scope gaps or double ups. We also have the capability to track costs from schematic design through construction documents resulting in a comparison and contrast of costs both globally and in a line-by-line analysis. One of the benefits of BEST Estimating is our ability to do comparison reports that show the differences between preliminary and final estimates. BEST Estimating also allows us to customize the estimate to meet the owners needs and provide specific cost breakdown by areas, building and/or scope of work.

In addition to BEST Estimating, PCL also utilizes ON-SCREEN take-off and VIEWPOINT Earthwork to ensure a complete and accurate quantity survey analysis. As part of these programs, PCL is able to show in color the quantities estimated for owner and contractor reviews. We have found this to be very beneficial in helping us determine value engineering and understanding of quantity surveys.

BEST Project Management/PM4

This program is used for subcontractor management, RFI’s, and submittals. This program is flexible, and adaptable to the owner’s needs. Within BEST PM4, PCL tracks all subcontract costs and forecasts monthly the job financials so that we always know where the money is being spent, how, and by who. This allows us to adjust as needed throughout the construction process.

PCL will utilize our own project document control system throughout the project called PM4. This system will allow the entire project team access to the project documents at any time through a Web-based application. PM4 is a program with full access to the client, the subcontractors, the architect, PCL, and end-use operators. It allows access to all contract documents from one simple homepage. Simplifying the project communications and information exchange allows the whole team to be on the same page throughout the project.

PM4 will be used to manage, store and share contract documents (plans and specifications), requests for information (RFIs), submittals, deficiencies, warranty issues, progress photos, and the transmittals

associated with any of these document types. PM4 also offers the flexibility to incorporate the management of additional documents and information based on the needs of the project and the team. It is up to the project management team, Owner, PCL and all partners to decide how to utilize the system to best suit the needs of the project. In addition to being a central location for all documentation, this system also has collaborative components such as shared calendars, tasks and discussion boards that can be used to work as a team from different locations. However, one of the best features is the fact that all design documents from each consultant can be uploaded and shared in real time with access anywhere in the world. We have found that the team makes better decisions and that project cycles are sped up when there is instantaneous access to submittals and RFIs by the project team.

PM4 allows all project related documents to be stored and managed in one, consolidated location. From this location the files can be uploaded, viewed, red lined, downloaded and printed. Having everything in one place means that it will be easier to search and find information when you need it. To help manage all of this information PM4 has its own search engine. PM4’s search engine can search all documents and information for a project, or just the information in one area. The search engine also searches the contents within the body of documents (including PDFs and word files). Advanced searching options provide many additional options to find the information you need, when you need it.

PM4 has built in workflows that handle automatic task assignment with E-mail notifications and alerts. The system tracks all changes made to each particular document stored in the system using “Version Control.” This feature ensures the most current version of each document is the most readily available without losing the history of its evolution. Status Page(s) pull information from many areas of the site and display the information in one, convenient location so users can get a high-level overview of where their project is at any moment in time.

It is our intent that PM4 is to be used by all team members on the project including the PCL project management team, the design team and Owner. The question that is often raised is how do consultants, clients, and other partners access the information in PM4? The answer is simple. All users log into PM4 through their internet browser. Once PCL receives a signed Internet Services End User Agreement from the external company, individual job contacts are invited to create a secure password to initialize their PM4 accounts and gain access to the areas in which they have been granted permission.

The two main interactive components of PM4 are the creation of Tasks and the generation of e-mail notifications and alerts. This aspect of the program distinguishes PM4 as a tool rather than a gathering place for information.

Tasks

Tasks are automatically generated when an RFI, submittal milestone, submittal item, or warranty item is assigned to a team member. When a job contact is provided in the ‘Assigned To’ field (which kick starts a workflow), e-mail notifications are sent to assignees alerting them that they have been assigned a task.

E-mail Notifications & Alerts

There are two different types of e-mails you might receive from PM4. The first type includes e-mails that are sent because you have set up a personal alert on a list/library or item using the Alert Me option in the Edit Menu or the Alert Me option in the Actions Menu. The Alert Me notifications can be set up by the user to alert on a daily, weekly or each occurrence basis. The second type includes e-mails sent because your name was provided in either the “Assign To” or “Send Alerts To” field on an item in the system which triggered a workflow. There are two primary workflows: “Assignment” and “Notification”. An assignment workflow is activated when a user’s name is provided in the “Assign To” field of an item (in any library or list). When this happens, a task is created for the user and they get an e-mail notifying them of this task. The notification workflow is activated when a user’s name is provided in the “Send Alerts To” field of an item (in any library or list). When this happens, the user receives an FYI e-mail updating them on the status of the item. (Using this workflow could be compared to coping someone on an e-mail.)

PM4 is not meant to eliminate all other means of communication. Face-to-face communication is still imperative to the project’s success. PM4 simply streamlines communication and collaboration between the owner, architect, PCL, and the subcontractors. It is a timely and efficient means of communication and will improve the productivity of face-to-face meetings. PM4 was developed to provide value to our clients, and we are certain that the owner will find it beneficial on the project.

Monthly Reports

Each month, PCL will produce a monthly report for Owner with project update information, including photographs. The contents of these monthly reports will include:

• Executive summary

• Financial summary

• Application for payment

• Schedule

• Items critical to job progress

• RFI summary

• Submittal status

• Safety report

• Quality Assurance/Quality Control report

• Progress photos

SAMPLE DOCUMENTS | EXAMPLE 1

Program Development/Comparisons & Efficiency Studies

WHY DOES PCL SUGGEST DOING THIS?

WHEN NOT IMPLEMENTEDWHEN EXECUTED PROPERLY

Accountability to design parameters will be at the forefront of all parties

Scope overruns are typically easier to identify and makes decisions more apparent

Allows for quick efficiency studies, giving the ability to challenge layouts and purposes of spaces for “tighter” design

& newly introduced scope elements are the source of most major budget overruns in pre-construction

Without a proper program to base proformas on, its can be difficult to analyze where cuts need to be made if necessary

Designers may take liberties based on where they feel a statement is needed and lose focus on efficient design

SAMPLE DOCUMENTS

EXAMPLE 2

Executive Summaries & Interactive Dashboards

WHY DOES PCL SUGGEST DOING THIS?

WHEN NOT IMPLEMENTEDWHEN EXECUTED PROPERLY

SAMPLE DOCUMENTS

EXAMPLE 3

Estimates with Full Detail Assumptions: “Baselining”

SITE PREPARATION AC

EROSION CONTROL LS1.00

SILT FENCE (SITE PERIMETER) 4,013LF 3.0012,0390.00870.0050%

EROSION CONTROL MAINTENANCE 14MO 1,560.0021,8400.01570.0090%

CONSTRUCTION ENTRANCE 1EA 7,500.007,5000.00540.0031%

EXISTING INLETS PROTECTED 1AL 20,000.0020,0000.01440.0083%

DIRECT COSTS

23,080.7523,080.750.19% 439,685

21,584.9521,584.950.18% 704,758ACEARTHWORK 20.37 34,597.8234,597.820.29% ACWETLANDS/MITIGATION - NIC 20.37 2,010,750ACUTILITIES 20.37 98,711.3498,711.340.83% 1,026,362AC

PAVING / ROADWAYS 20.37 50,385.9650,385.960.43% 2,247,854ACHARDSCAPE 20.37 110,351.19110,351.190.93% ACRETAINING WALLS - NIC 20.37 2,235,891ACLANDSCAPING & IRRIGATION 20.37 109,763.93109,763.930.93% 4,650,944ACPOOL / WATER FEATURES 20.37 228,323.22228,323.221.93% 733,950ACSITE FURNISHINGS 20.37 36,030.9336,030.930.30% 980,000ACSITE ELECTRICAL 20.37 48,109.9748,109.970.41% 760,940.05 15,500,349

SITE WORK 20 6.42% 760,940.05AC

SITE BUILDINGS 1 LS 1,117,675SFPOOL BAR BUILDING w/ COVERED PATIO 1,760 635.040.800.46% 304,000SFPOOL RESTROOM BUILDING 1,520 2000.220.13% 1.02 1,421,675

SITE BUILDINGS 1 0.59%

EXECUTED PROPERLY

EROSION CONTROL 0.040.0254%

1.00LS ---61,379

TEMP ROADS / ACCESS / LAYDOWN LS1.00

LAYDOWN AREA 741CY 35.0025,9350.01870.0107% TEMP CONSTRUCTION RD 2,222CY 35.0077,7700.05600.0322% 2000' @ 30' @ 12"

MAINTAIN TEMP ROADS / ACCESS / LAYDOWN 14MO 1,560.0021,8400.01570.0090%

TEMP ROADS / ACCESS / LAYDOWN 0.090.0520%

SITE PROTECTION LS1.00

PROTECT WETLAND MISC - NIC 1AL NO WETLANDS ARE PRESENT PROTECT EXISTING TREES MISC 1AL 20,000.0020,0000.01440.0083% TREE RELOCATION EXCLUDED

SITE PERIMETER TEMP FENCING 4,013LF 10.0040,1300.02890.0166% CHAINLINK WITH SCRIM RELOCATE / MOVE FENCE 2,006.50LF 5.0010,0330.00720.0042% TEMP FENCE MAINTENANCE 26MO 1,560.0040,5600.02920.0168% CONSTRUCTION GATES - CHAINLINK 2EA 2,500.005,0000.00360.0021% REMOVE TEMP FENCING 4,013LF 3.0012,0390.00870.0050%

DOING THIS?

NOT IMPLEMENTED

SAMPLE DOCUMENTS | EXAMPLE 4

Snapshot Systems Modeling / Cost Allocations

WHY DOES PCL SUGGEST DOING THIS?

WHEN EXECUTED PROPERLY WHEN NOT IMPLEMENTED

can quickly understand system assumptions

analyze cost allocations align with spending intent

can lead to faster logistics planning and phasing

benefit from early systems

Leads to late budget variances when structural plans develop - may be too late for budget adjustments when mis-assumptions are discovered

Logistics planning lags and major requirements i.e. crane roads are added too late for proper budget adjustments to happen

Entire scopes missed i.e. Fireproofing

SAMPLE

estimating, Visual Scopes and Finish Creation

WHY DOES PCL SUGGEST DOING THIS?

WHEN EXECUTED PROPERLY

WHEN NOT IMPLEMENTED

SAMPLE DOCUMENTS | EXAMPLE 6

Operations Involvement: Staff, Logistics, Scheduling

WHY DOES PCL SUGGEST DOING THIS?

WHEN EXECUTED PROPERLY

WHEN NOT IMPLEMENTED

SAMPLE DOCUMENTS

EXAMPLE 7 Opportunity Tracking & Cost Alternatives

WHY DOES PCL SUGGEST DOING THIS?

WHEN NOT IMPLEMENTEDWHEN EXECUTED PROPERLY

Bulk

UNIFORMAT/CSI - CUSTOM ESTIMATES & VARIANCE

cuyd 7.00 /cuyd 7,315

Bulk

-

-

6,300.00 cuyd 11.00 /cuyd 69,300

Pavement 1,403.00 cuyd 4.00 /cuyd 5,612

Bring Up Building Pad to 98' 655.00 cuyd 7.00 /cuyd 4,585

Grading to Blacksmith Shop 710.00 cuyd 7.00 /cuyd 4,970

Excav

Haul

/cuyd 91,782

RFI DASHBOARDS

FORECAST REPORT

Project Number: 6102317

Project Cost and Forecast Summary Graph

Forecast Number: 012

Project Name: THE DON CESAR ROI 2021 PROJECT Forecast Date: Apr 09, 2022

Location: 3400 Gulf Blvd. St. Pete Beach, FL

Client: HOST HOTELS & RESORTS, INC. Delivery: TB

Contract Type: LS Actual Const. Start: Jun 01, 2021

Project Manager: Jesse D. Wingate

Superintendent: Ricky G. Goodman

Estimator: TYLER WALLS

Our Bid/2nd Bid Amount: $3.00 MM / $3.08 MM

Net Cash Position: $-18,607

Orig Cont Subst. Perf: Oct 01, 2021

Curr Cont Subst. Perf: Oct 01, 2021

Fore/Actual Subst Perf: Apr 15, 2022

Contract Duration: 4 months

Forecast Duration: 10 months

PCL Safety Metrics, Own Forces: LTFR: 0.00 TRIR: 0.00 Schedule Status: On Schedule

PCL Safety Metrics, Subtrades: LTFR: 0.00 TRIR: 0.00 Gross Building Area: 9368 SF

PROJECT METRICS

Run Date: 06-Apr-2022 12:29 PM

PROPRIETARY AND CONFIDENTIAL

UOM Original Budget Current Budget To Date Projected Final

Direct Labor Hours HRS 0.00 0.00 0.00 0.00

Direct Labor Crew rate $/HR 0.00 0.00 0.00 0.00

Formwork Quantity HR 0.00 0.00 0.00 0.00

Formwork Productivity HRS/HR 0.00 0.00 0.00 0.00

GE Labor Hours HRS 0.00 0.00 0.00 0.00

Project Staff Hours HRS 2,773 3,905 5,249 5,333

Concerns/Highlights

Completion: Club-11/30/2021, Fitness -10/15/2021, Offices-9/15/2021

Currently working on Change Orders, Gulf Blvd Wall, and Guestroom 702 bath mods.

Completion will be April 11, 2022

Change Order Pricing Status

Count Total Amount Accumulated $

Approved 14 $178,333.31 Approved $

Pricing 2 $34,500.00 Estimated $

Quoted 3 $13,928.58 Estimate total

Jesse

G. Goodman

Superintendent

CRX No Change OrderAreaNo Description

CHANGE ORDER LOG

CRX Log

PCL Construction Services, Inc. Orlando

Owner Log - Print View aayy

CRX Status Type Estimated Amount Quoted $ Sub Request Due Date

CRX-0002 001 New Tower VE NT01 - Roofing membrane under pedestal pavers Processed VE - Allowance x x

CRX-0003 006 New Tower VE NT03 - PEX risers Processed VE - Allowance x x

CRX-0006 001 New Tower VE NT06 - Faux decorative non-structural balconiesProcessed VE - Allowance x x

CRX-0008 007 New Tower VE NT10 - Replace cast stone parapet with EIFSProcessed VE - Allowance x x

CRX-0012 001 New Tower VE NT21 - Remove guest room smoke control per Module 14Processed VE - Allowance x x CRX-0014 007 Area Development VE AD01 - Switch 8" limestone base to 4" Processed VE - Allowance x x

CRX-0031 New Tower NT01 - Finishes in existing locations Ongoing Field Unforeseen Allowance x x

CRX-0031.1 008 New Tower NT01 - Ceiling Patches in Vue Lounge Processed Allowance x x

CRX-0032 New Tower NT03 - B-000 and B-001 finish allowance Processed Allowance x x CRX-0032.1 008 New Tower NT03 - B-000 & B-001 - Millwork/Whisper WallsProcessed Allowance x x

CRX-0033 New Tower NT04 - Patch/Repair lobby finishes at connection to main level Ritz Club LoungeOngoing Field Unforeseen Allowance x x

CRX-0036 New Tower NT08A - FF&E at New Tower Guestrooms Quoted Allowance x x

CRX-0037.1 All NT08B - FF&E warehousing and delivery [throughApproved02/22] Allowance x x

CRX-0038 001 New Tower NT09 - Water intrusion testing, submittal review, and ProcessedinspectionsAllowance x x

CRX-0039 006 New Tower NT10 - Overhead roll down cages at bar Processed Allowance x x CRX-0042 007 New Tower NT23 - New door hardware at existing exterior entry at L2 Retail LobbyProcessed Allowance x x

CRX-0043 006 New Tower NT24 - Re-Roofing of existing telecom room Processed Allowance x x

CRX-0044 New Tower NT25 - All signage Design RequiredAllowance x x CRX-0045 008 New Tower NT27 - Topping slabs at existing buildings connections Processed Allowance x x

CRX-0045.1 New Tower NT27 - Topping slabs at existing buildings connections ContinuedRejected Allowance x x 3/21/2022

CRX-0046 New Tower NT28 - Unforeseen demolition Ongoing Field Unforeseen Allowance x x

CRX-0046.1 New Tower NT28 - RFI-00611 Level 14 ST Corridor Ceiling Demo for Structural Tie-InT&M Allowance x x

CRX-0047 007 New Tower NT31 - 150% to 180% increase theoretical volume of auger castProcessed Allowance x x

CRX-0050 007 Area Development AD03 - Gas line connection restoration Processed Allowance x x

CRX-0051 Area Development AD04 - Erosion control for gas line removal at marsh Ongoing Field Unforeseen Allowance x

CRX-0052 Area Development AD09 - Shoring/Underpinning/Relocation of existing unidentified site utilitiesOngoing Field Unforeseen Allowance x x

CRX-0053 Area Development AD10 - Electrical AD recircuiting Ongoing Field Unforeseen Allowance x x

CRX-0056 Area Development AD13 - FF&E install at Area Development Quoted Allowance x x

CRX-0060 Renovation ET04D - Firestopping existing tower unforeseenReviseconditions and ResubmitAllowance x

CRX-0060.1 Renovation ET04D - Firestopping unforeseen conditions -PricingMader Allowance x

CRX-0060.2 North Tower Head of Wall Fireproofing RepairsPricing Scope Change x

CRX-0061 Renovation ET05 - Floor leveling at guestrooms Revise and ResubmitAllowance

PERMIT TRACKING REPORT

PCL Construction Services, Inc. Project #: 6101120 Permit Log

Project: JW Marriott at Bonnet Creek

Permit Number

Company on Permit

Description Current Holds

PCL Construction Services, Inc

17-MG-0103 - Mass Grading

Comments Status

Permit Expiration Date

170811-1 - Enviromental Storm Water Run-off 170811-1 Enviromental Storm Water Run-offNo Open Holds Open

PCL Construction Services, Inc 11/14/2018

17-MG-0103 Mass Grading No Open Holds Closed

2017-ASO-24229-OE - FAA Tower Crane

PCL Construction Services, Inc 6/20/2018

2017-ASO-24229-OE Tower Crane - Liebherr 550 No Open Holds Need to request an extension within 15 working days of the expiration if the crane will not be down before the permit expires. Open

2017-ASO-24287-OE - FAA Tower Crane

2017-ASO-24287-OE Tower Crane - Liebherr 420 No Open Holds Open

PCL Construction Services, Inc 7/4/2019

2017-ASO-25106-OE - FAA Building

DCS Real Estate 7/4/2019

2017-ASO-25106-OE Building FAA Permit No Open Holds Will need to provide notice to FAA five (5) days after tower has reached full height. Open

48-02649-W - Dewatering Permit

PCL Construction Services, Inc

48-02649-W Dewatering Permit No Open Holds Open

B17903971 - Site Work

B17903971 Site Work Fire Marshall Engineering Utilities - Inspection Utilities - Water FDEP Utilities - Wastewater FDEP Pre-Power Intake TCO Intake

PCL Construction Services, Inc 10/8/2019

Open

Power Design 8/12/2018

E18000818 - Temp Power Temp Power No Open Holds Closed

B17903983 - Pile Permit

B17903983 Pile Permit Pre-Power Intake TCO Intake

PCL Construction Services, Inc 6/4/2019

Final inspection performed by Mike Doherty on 12-4-18. Permit status changed to complete.

Closed

TAB E

REFERENCES

KEY STAFF REFERENCES

JEREMY WATERS PROJECT MANAGER

Client References:

Bryan Thrush, Vice President Capital Expenditures

Host Hotels & Resorts, Inc. (240)-744-5288

Ritz-Carlton Naples Golf Resort Pool Expansion

Partnered with Host Hotels and Resorts to construct this $13 million resort renovation and pool expansion.

Justin Ried, Senior Vice President - Pre-development, Design & Construction

Host Hotels & Resorts, Inc. (240)-744-5265

Ritz-Carlton Amelia Island FCU & Riser Replacement

Removal and replacement of existing fan coils and risers in the north, south, and garden suites.

Jim Marthinsen, Vice President Capital Expenditures

Host Hotels & Resorts, Inc. (240)-744-1000

Ritz-Carlton Amelia Island Salt Restaurant

This project included the renovation of the former Grille restaurant at the Ritz-Carlton Amelia Island into the resorts signature restaurant, Salt. The restaurant, which embraces a modern, Floridian theme is a winner of the AAA Five Diamond award, one of only three in the state of Florida.

ANDREW CANTHER SUPERINTENDENT

Client References:

Rayane Plyler, Vice President

Jones Lang LaSalle, Inc. (813)-841-5497

Don Cesar Public Spaces and Beach House Renovation 2019

The Don Cesar public spaces renovation is a three space renovation of the lobby bar, Maritana Grill and Uncle Andy’s, and a remote cooler that are a approximately 8,600 SF total at the Don Cesar in St. Pete Beach, FL.

Andy Anderson, Senior Project Manager

The John Hardy Group (404)-862-6802

Orlando World Center Marriott - Meeting Room and Aquatics Addition

The project adds the River Falls Water Park which includes a new 576 foot zero entry lazy river, 3 tube water slides and aqua playground while the Magnolia Meeting Rooms expansion adds 60,000 SF to the current hotel conference center.

Nate Mickelson, Senior Project Director

The John Hardy Group

(404)-256-8800

Ritz-Carlton Naples Guestrooms and Public Area Renovations and ETS Projects

PCL’s fast-track renovation of 450 existing guestrooms and four restaurants was completed in just nine short weeks, during a shutdown of the resort.

TAB F INSURANCE

INSURANCE

INSURANCE

Construction is a dynamic and inherently risky business. PCL has a long record of successfully dealing with the risks of construction by implementing high safety standards, carefully negotiating contracts, and taking an ownership mentality to identify, avoid, minimize, and protect against project and operational risks. Part of the overall strategy for successful contract Risk Management is obtaining appropriate insurance before the project commences to protect PCL from the financial impacts of unavoidable losses (floods, fire), accidents (negligence), and mistakes or errors by anyone involved in the project. PCL has a sophisticated corporate insurance program reflective of the size and complexity of the projects and construction operations that PCL performs. The basis of this program is smart, thoughtful decision making at the outset of each project.

Core Policies

• Builders’ Risk

• Commercial General Liability (CGL)

• Workers Compensation

• Environmental/Pollution Liability

• Subcontractor Default Insurance (SDI)

• Professional Liability

OCIP EXPERIENCE

PCL has been involved in a number of OCIP projects locally and throughout North America as well as our own CCIP (Contractor Controlled Insurance Program); therefore, we are very familiar with the startup of and the participation in an insurance wrap-up program. Our participation in an OCIP and our costs associated in implementing an OCIP can vary depending upon what services the Owner is purchasing from the OCIP provider. If we have more details regarding your program we will be happy to provide feedback regarding potential costs.

An an alternative to an OCIP, PCL could provide a CCIP. Due to PCL’s long standing relationships with our insurance carriers, a CCIP may be more advantageous for the project and therefore the Owner. Our program would alleviate some of the general liability and workers compensation insurance burden from our subcontractors which may free up resources to allow them to further grow their businesses.

FOUR

TAB G

QUALITY ASSURANCE

QUALITY ASSURANCE

A DEEP COMMITMENT TO OUR CLIENTS’ SUCCESS

As a client-focused solution provider, PCL’s intent on every project is to not just meet our client’s expectations but exceed them. Accomplishing this feat requires a focused and diligent approach to quality that continually pushes the bounds of what we can achieve in construction. PCL’s approach is defined by our District Strategic Quality Plan, a living document that incorporates lessons learned and best practices from all of PCL’s projects. Our resume includes internationally renowned and award-winning projects that showcase PCL’s dedication to quality inherent in each PCL project, large and small.

QUALITY PLANNING

Successful execution always requires a sincere approach to early and intense planning. To do this, the PCL team will develop a detailed project-specific Quality Management System (QMS) that will be submitted to the client for review and acceptance. The QMS will address plans for achieving excellence in quality integration with respect to design and construction execution. The QMS will include:

• The project quality policy and objectives

• Quality roles and responsibilities of each individual

• Administrative protocols that support quality i.e. drawing management, submittal management, change order management, etc.

• Quality communication plan

• Design quality plan

• Quality control plans for all construction scopes of work

• Inspection and test plan

• Nonconformance management program

• Metrics for measuring the project success

The project-specific QMS will be based on a QMS template that has been developed on similar projects to ensure that it is contextual and relevant to your project. This will expedite the process and provide you with the best results.

During construction, the PCL Team will provide a full time, on site superintendent for each major component of the project to organize progress meetings with the team and coordinate and manage the performance of all of the subcontracted trades and material orders. We will ensure the compliance of the work with the contract documents through field inspections and deficiency tracking in our PDC system and will ensure each of the subcontractor’s conformation to their individual contract obligations. Our superintendent will work closely with the selected subcontractors regarding the sequence and phasing of the work.

Our team’s field personnel and the testing consultants will observe, check and test materials and construction procedures in accordance with the project documents and other applicable standards. A testing and inspection responsibility matrix will be established at the start of the project to help coordinate the QA/QC process during construction and ensure successful testing as per the Design Teams design standards. We will review and approve/ disapprove shop drawings and submittals. Upon final completion of construction, we will provide complete and accurate drawing records and operations and maintenance manuals for your building operations.

Upon substantial completion of the construction, we will provide a preliminary and final punch list report to monitor any deficiencies in workmanship. All punch lists will be completed in a timely manner to ensure a quick and seamless turnover from project team to airport operations.

QUALITY CONTROL

Quality control measures begin with each individual being accountable for their work. The QMS will address responsibilities and each project team member from our construction manager down to the field tradesmen. Everyone will be accountable to perform their part on Quality Control (QC). Our approach centers on the fact that it is not the responsibility of the QC team to provide a quality job, but rather to be a resource to ensure that the project is built right.

Quality Control with respect to construction will be managed using an Inspection and Test Plan (ITP). The ITP will include the following for each inspection and testing activity for the project:

• Frequency

• Inspection and testing party

• Hold point, witness point, and surveillance point requirements

• Acceptance criteria

• Inspection or testing procedure

• Record of acceptance

Quality control practices will be described in the QMS and will reflect a variety of nonconformance prevention techniques including:

• Use of mock-ups

• Use of installation checklists

• Sequencing and coordination of work

QUALITY ASSURANCE

Quality assurance (QA) is not the key to good quality management but rather a means of providing oversight to the process. As a backstop to QC, QA represents the overall umbrella to quality management and provides a secondary fail safe to the system. The Quality Control Manager, will ensure the project quality control systems are in place, operating appropriately and amended as field conditions may require. They will work with the client, the design team, and the project team to develop the overall QMS, customized to this project.

QUALITY IMPROVEMENT

Quality improvement is a means for PCL to identify trends in quality management practices which could lead to future quality issues. Early identification allows the project team to prevent occurrence of these issues.

PCL’s quality improvement practices include:

• Lessons learned management (root cause analysis of undesirable past results shared across project teams for the purpose of preventing future occurrences)

• Best practices management (sharing of innovative and pro-active solutions to practical challenges that have been proven in practice)

• Inventions and ideas on how to build safer, faster, or more efficiently are shared throughout the PCL family

• Quality improvement practices are an integral part of PCL’s knowledge management program

TAB H OTHER PROJECT COMMISSIONS

CURRENT PROJECTS

DELIVERING INTEGRATED CONSTRUCTION SERVICES TO BUILD LASTING SUCCESS

When you partner with the PCL, you not only get innovative solutions, you get our fully vested team and a commitment to doing things right. Our relentless focus on success leads to smarter more collaborative building practices. Our culture of quality is built into everything we do and begins with personal accountability from our employee-owners. Successful quality projects demonstrate our culture that embraces clear communication, strong problem-solving, and a relentless focus on creating strong relationships. We work with you from project start-up through completion to ensure your expectations are delivered and the final project meets all your needs.

Our staff members are fully prepared and available to forge ahead with this project by providing the Host Hotels and Resorts project with the manpower and resources necessary to exceed your expectations. The PCL team will do whatever it takes to keep the Host Hotels and Resorts project team satisfied. As stated on our bonding letter included, our sureties provide surety capacity to the PCL family of companies based upon a total cosurety program of $6 Billion in bonded backlog. We are confident in our ability to successfully deliver your project.

Our network of construction professionals rise to the challenges associated with a diverse buildings portfolio. Our comprehensive staff of over 4,500 provide full service pre-construction, estimating, purchasing, human resources, and marketing services in-house. Additionally, we share resources from our over 30 offices throughout the United States, Canada, the Caribbean, and Australia. We employ more than 5,000 trade workers and have the capability to self-perform in a number of jurisdictions.

LIST OF CURRENT PROJECTS

PROJECT NAME PROJECT DESCRIPTION LOCATION VALUE

Disney Cruise Line Corporate Office

Ritz-Naples Tower Expansion

Grand Cypress Hotel & Residences

Dolphin Experience Expansion

COMPLETION DATE PERCENT COMPLETE CLIENT/ OWNER

Existing Walt Disney Company office buildings will be remodeled to accommodate new call centers. Kissimmee, FL $19.7M December 2023 69%

Disney Worldwide Services, Inc., Sourcing & Procurement (FAM)

New tower and guest room renovation at the Ritz-Carlton. Naples, FL $90M December 2022 88% Host Hotels & Resorts, Inc.

Evermore Orlando Resort is a comprehensive redevelopment of the Villas of Grand Cypress landmark company. Orlando, FL Confidential February 2023 80% Dart Interests

Gulfarium Marine Adventure Park expansion includes new dolphin pools with Life Support Systems (LSS).

Fort Walton Beach, FL $24M January 2023 74%

Gulfarium Marine Adventure Park

Universal Orlando 905 New highly themed 13.72-acre attraction land. Orlando, FL Confidential August 2024 36% Universal City Development Partners, Ltd.

Gordon Food Services Expansion Renovation and addition of an operating wholesale retail store. Fort Myers, FL $3.5M October 2022 87%

Ritz-Naples Beach Resort Lobby and Lobby Bar Renovation

Four Seasons OrlandoPool Deck Renovations

Silicon Ranch McKellar 74.40AC/88.41DC Solar

Tarpon Bay Restaurant Renovation

Spirit Airlines Miami International Airport Station Startup

Gordon Food Service, Inc. DBA Florida Retail Stores, LLC

Renovation of existing lobby and mezzanine at the Ritz-Carlton, Naples Beach Resort. Naples, FL $6.9M December 2022 68% Host Hotels & Resorts, Inc.

A 30,000 square foot pool deck expansion and renovation at the Four Seasons Orlando Hotel in the Walt Disney World Resort. Orlando, FL $1.8M March 2023 8% Host Hotels & Resorts, Inc.

Design, procurement and construction of the 74.40AC/88.41DC MW Solar PV Facility just south of Jackson, Tennessee.v

Renovation to the existing restaurant and dining area at the Hyatt Regency Coconut Point Resort & Spa.

A design-build project located in Concourse G of the airport. The interior improvements will take the existing back of house areas for Spirit Air and convert the space to offices and a break room for the airline employees.

Jackson, TN Confidential March 2023 72% Silicon Ranch Corporation

Bonita Springs, FL $2.4M December 2022 67% Host Hotels & Resorts, Inc.

Miami, FL $367 K December 2022 77% Spirit Airlines, Inc.

TAB I COMPENSATION PROPOSAL

TAB J SCHEDULE