Construction Today Volume 17, Issue 7

VOLUME 17, ISSUE 7

construction-today.com

Putting people first The success of General Equipment & Supplies has been built on a commitment to workforce development and exemplary customer service

Green approaches The potential of wood in modular construction pg.10

Working at height Minimizing risk and maintaining standards onsite pg.16

Editor’s Letter Chairman Andrew Schofield Managing Director Joe Woolsgrove Editor Libbie Hammond libbie@schofieldpublishing.com Assistant Editor ON THE COVER Will Daynes XX.\ XXXXXXX XXXXXXXXXX Art Editor Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Fleur Daniels xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Advertising Designer xxxxx xxxx xxxx xxxx xxxxx Rebecca Side Staff Writer Alex McDonald

COLUMNS AND CONTRIBUTIONS FROM OUR EDITORS AND WRITERS

Operations Director Philip Monument

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Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Operations Manager Nataliexxxxx Griffiths xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Research Managers XXXXXXX XXXXXXXXXX RachelXX.\ Harper | Jo-Ann Jeffery James Page | Ben Richell Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Editorial Researchers Adam Blanch | Mark Cowles Jeff Goldenberg | Tarjinder Kaur D’Silva XX.\ XXXXXXX XXXXXXXXXX Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Sales Director xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Alasdair Gamble Sales XX.\ XXXXXXX XXXXXXXXXX Mark Cawston Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Alex Hartley Dave King xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Theresa McDonald Sam Surrell

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Web Sales Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx web@schofieldpublishing.com xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Exclusive Features Darren Jolliffe Production/Office Manager Tracy Chynoweth

Social Media Abigail Blake Schofield Publishing International Headquarters Cringleford Business Centre, 10 Intwood Road, Cringleford, Norwich, NR4 6AU, U.K. Tel: +44 (0)1603 274130 Tel: 001 312 854 0123 www.construction-today.com

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© 2020 Schofield Publishing Ltd Please note: The opinions expressed by contributors and advertisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effort is made to ensure that the information published is accurate, and

Welcome back to Construction Today!

There’s been some changes behind the scenes, a bit of a design makeover and now the magazine is back and looking forward to once again working with the finest companies in America and Canada.

Our first issue is coming out at a time VOLUME 17, ISSUE 7

of global upheaval and turmoil as we deal with Covid-19 and its aftermath – however,

construction-today.com

throughout this time our team has endeavoured to maintain a ‘business as usual’ approach, tempered with all the appropriate and recommended steps to keep the staff safe.

I have seen this same philosophy embraced by many of our contributors and I think the overall construction industry has risen admirably to this new challenge and adapted quickly to what everyone now calls the ‘new normal’.

In this issue, we take a look at a host of issues – from communications infrastructure to drone technology – and I do hope that you find

Putting people first The success of General Equipment & Supplies has been built on a commitment to workforce development and exemplary customer service

Green approaches The potential of wood in modular construction pg.10

something of interest. We also shine a spotlight on some outstanding organisations in the

Working at height Minimizing risk and maintaining standards onsite pg.16

construction space, and I am privileged to share their stories of success with you.

Please do get in touch if there’s anything you would like to see featured in CT, whether that is hot topics, trends or technology – or your own business of course! I look forward to hearing from you.

Libbie Hammond EDITOR

libbie@schofieldpublishing.com

correct at time of writing, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents of the magazine are strictly copyright, the property of Schofield Publishing, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

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Features 4

COMMUNICATION INFRASTRUCTURE

Fiber-optic connectivity, small cell deployments and edge computing are all needed if we are to make our cities smarter

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22

DRONES

The construction and inspection industries were some of the earliest adopters of unmanned aircraft systems (UAS) (aka Drone) technology

10 GREEN APPROACHES Offsite timber construction could be key in achieving the high volume of housing required in the United States

14 NEWS The latest news and announcements from the world of North American construction – contracts, projects, products and more!

16 WORKING AT HEIGHT The contribution of high-performance scaffolding when it comes to maintaining the highest on-site health and safety standards

20 COVID-19 In the wake of the Covid-19 outbreak, the construction industry is coming to terms with a completely new way of life

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Cover story: General Equipment & Supplies, Inc.

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Dome Construction 2 WWW.CONSTRUCTION-TODAY.COM

nc.

Profiles

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Drones

26 10

Advanced Pavement Group

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38

Matern Professional Engineering

Forbes Bros. Group of Companies

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26 Z Modular

Peed Equipment 3 WWW.CONSTRUCTION-TODAY.COM

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Communication infrastructure

Get smarter

Robert Bianco takes a look at what is really needed to achieve the dream of real Smart Cities

I

f technology’s purpose is to serve

also elevated hospital admissions for lung

compound annual growth rate (CAGR) of

humanity, then there’s never been

and heart conditions, as well as emergency

nearly 25 percent over the next seven years,

a greater opportunity for smart city

department admissions for asthma – all of

to reach $463.9 billion by 2027.

solutions to fulfill their vast promise in

which are underlying ailments that cause

And yet, despite these and many other

a post-pandemic world. Smart technologies

people to become more vulnerable to

instances of smart city solutions that have

are poised to aid metro areas in improving

respiratory viruses. To gain valuable data

launched successfully or are close to wider

environmental management, governance,

on these environmental health threats, air

adoption, many obstacles — technological,

healthcare, security, and transportation,

quality monitors, mounted 10 to 12 feet off

governmental and commercial — must be

among other services. In other words,

the ground on public light and utility poles

overcome if they are to have a broader

many of the challenges that civic and

along streets and in parks, currently record

impact.

global leaders face today in creating safer,

air pollution measurements at more than

healthier and more sustainable urban

100 locations throughout New York City.

environments, some of which have been laid even more bare in the past several months.

Indeed, many cities around the globe

5G, fiber and the big deal about small cells

have already integrated smart systems and

To better understand the challenges of any

applications, and some global metropolises

smart city construction or infrastructure

which in many metro areas, including New

such as New York, London and Paris have

project, it’s first necessary to recognize that

York City, where some Hylan offices are

launched broad programs to encourage

smart systems aren’t so much siloed killer

based, were stretched thin at the height

collaboration between public services and

apps as they are a function of a densely-

of the pandemic. With the integration

the private sector to develop the next

layered ecosystem in which a number of

of IoT-based systems and applications,

generation of smart solutions.

interdependent technologies interact with

Take Emergency Medical Services,

edge computing, and next-generation 5G

Among the most common smart city

wireless networking, ambulances can be

applications are smart meters for utilities,

driving most smart city initiatives is the

transformed into mobile emergency rooms.

intelligent street lighting and traffic signals,

IoT, the network of physical, connected

Able to conduct high-definition, two-way

Radio Frequency Identification (RFID)

devices that generate, collect, exchange,

video dialogues with emergency room

sensors that are embedded in pavement for

and act upon data. Wider adoption of

staff and physicians, EMTs can transmit a

monitoring road damage and traffic flow, as

next-generation 5G wireless networks,

patient’s vital signs to hospitals in real-time,

well as supporting wireless devices such as

which provide gigabit speeds and sub

while they are in transit, ensuring that

WiFi kiosks.

one-millisecond latency, is also essential to

the appropriate medical specialists and

one another. The foundational technology

In the cities of New York and Philadelphia,

meeting the needs of smart city projects.

equipment are on hand when the patient

for example, payphones have been replaced

To relay massive amounts of data among

arrives at the facility.

with a kiosk or a ‘link,’ each of which is a WiFi

connected devices and systems in near-real

Or let’s consider smart solutions and

hotspot that provides free and encrypted

time will require 5G’s gigabit-per-second

public health on a macro-level. The New

WiFi coverage, and comes equipped with

throughputs, extremely low latency, increase

York City Community Air Survey (NYCCAS),

an android tablet for Internet browsing

in base station capacity, and significantly

a joint program developed by the NY Health

and video calls, a keypad for free calls

improved quality of service (QoS), as

Department and Queens College, analyzes

throughout the US, two USB ports so

compared to current 4G LTE networks.

how pollutants from vehicular traffic, boilers

citizens can charge their phones, and a

and furnaces in buildings, and other sources

button for emergency calls.

impact air quality in different neighborhoods.

According to a new study conducted by

Equally, significant, smart city planning must include massive fiber-optic backbones to support small cells and traditional cell sites.

Fine particle pollutants not only cause

Grand View Research, the global smart

To lend a sense of just how massive, the

increased mortality rates in urban areas, but

cities market is expected to increase at a

Fiber Broadband Association estimates that

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approximately 1.4 million miles of fiber-optic

Small cell installations, in contrast to

usage of wireless devices and data in smart

cable will be needed to provide 5G service

traditional macrocell towers, which have a

cities, small cell facilities will be used to

to just 25 metro areas in the United States.

coverage area that spans several miles in

complement macrocell towers and increase

While the exact fiber cable requirements for

each direction, typically serve a much smaller

mobile broadband network capacity in high

each deployment will vary based on local

geographic area, measured in hundreds

demand urban areas.

geography and expected demand, the most

of feet. As the name would imply, small

Technology aside, whenever a small

complex 5G applications will require fiber to

cell antennas are much smaller and less

cell project begins, federal, state and local

each small cell. In turn, for wireless service to

conspicuous than those deployed at macrocell

permitting, rights-of-way, application review

operate within the 5G standard in densely-

sites, and are often attached to buildings,

timelines and appeals processes, and other

populated urban areas such as New York City,

rooftops and structures in public rights-of

siting and application fees come into play.

London, Paris, Amsterdam, or for that matter

way, including utility and light poles, on

Inevitably, this initial process can be very

any global metropolis, small cells will have to

street furniture, or on other public or private

time consuming. Additionally, while the fiber

be scattered throughout our cities.

property. Especially with the increasing

infrastructure in many large metro markets

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Communication infrastructure

numbers to serve these nextgen networks. Third, as smart cities grow in complexity, making increasingly high demands on centralized cloud data centers, edge computing will be needed to overcome limitations in latency by providing more localized data processing.

Lastly, municipal leaders must commit to foregoing red tape and applying short-term, technical Band-Aids to challenges that call for long-term investments.

Meanwhile carriers, public utilities, electrical, engineering and construction firms must influence policy decision-makers and collaborate to build muchneeded dense infrastructure. city and hype,’ and the search will return

Then, and only then, will smart

approximately 26,800,000 results. So,

cities move from attractive PowerPoint slides

beyond the hyperbole, what’s really needed

and rosy market forecasts to actual places

to make cities smarter?

where we can leverage technology to lead

First, fiber-optic connectivity, and lots is typically not strung atop telephone poles

of it, to replace outdated infrastructure.

but protected in underground conduits, in the

Every wireless carrier requires more fiber

outer boroughs of New York, as with many

to support a comprehensive roll-out of 5G.

sprawling metros, much of the information

Next, small cell deployments in adequate

safer, healthier and more secure lives.

and communications infrastructure is outdated and slowing fiber deployment, which could potentially stall future smart city development.

Final thoughts on realizing the promise of smart cities Google ‘smart city’ and the search will return about 36,900,000 results. Google ‘smart

Robert Bianco is Vice President of Business Development at Hylan. Hylan is a leading provider of full-service turnkey communications solutions and electrical infrastructure design and construction services for wireline, wireless and smart city municipal services across the United States. Hylan is the parent company to four divisions: Hylan Datacom & Electrical, Hylan West, Down Under Construction and Western Utility. www.Hylan.com

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Flying high Brian Wynne takes a look at how UAS are helping the construction industry to reach new heights

T

housands of construction

As president and CEO of the Association

were some of the earliest adopters of drone

businesses around the world are

for Unmanned Vehicle Systems International

incorporating unmanned aircraft

(AUVSI), the world’s largest non-profit

systems (UAS), commonly known

organization dedicated exclusively to the

2016, businesses needed to gain approval

as drones, into their operations. Thanks to

advancement of unmanned systems and

to fly UAS commercially. This authorization,

this technology, contractors, engineers and

robotics, I have had the opportunity to

granted on a case-by-case basis by the

other construction professionals are able

witness the innovation taking place in the

Federal Aviation Administration (FAA), gave

to conduct tasks more quickly, safely and

construction sector firsthand. In fact, the

a clear picture of exactly who was flying

efficiently than ever before.

construction and inspection industries

and for what purposes. An analysis of these

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technology.

In the United States prior to August

Drones

While much has been accomplished, UAS

delivery of prescriptions to a retirement

operations at construction sites are still

community during the coronavirus pandemic.

limited by current regulation. In the United

And small-scale UAS delivery could prove

States, for example, the FAA’s small UAS

beneficial at large construction sites to ferry

rule (also known as Part 107) operators

supplies to worksites that are inaccessible or

must fly under 400 feet, within visual line

dangerous for manned ground vehicles.

of sight, only during daylight hours and

Widespread deployment of expanded

within 400 feet of a vertical structure.

operations such as UAS deliveries are

However, recognizing the need for the rule

dependent on a remote identification

to be flexible, the waiver process under

regulation that is now being finalized to

Part 107 allows for expanded types of

identify and track UAS flying in the airspace.

operations. These waivers allow a company

This will help improve safety and security,

or organization to fly beyond line of sight

equipping law enforcement and other

to inspect pipelines or fly over people in

officials with a critical tool to distinguish

densely populated areas or at a bustling

authorized UAS – for example, those

construction site.

providing aerial imaging or delivery services

The construction industry has demonstrated through these waivers that it can safely and reliably integrate drones into

at a construction site – from those that may pose a threat.

Safety is a top priority for the UAS industry

existing operations. Now, we are ready to

as it is for the construction industry. We are

take the next steps. A regulatory framework

committed to fostering a culture of safety

is needed that allows for widespread

and innovation so we can truly tap into the

expanded operations; for example, allowing

full potential of this technology. That’s why,

any business that wishes to fly their UAS at

in 2014, AUVSI launched the Know Before

night or over people to do so if they follow

You Fly campaign with the Academy of Model

the established regulation.

Aeronautics and in partnership with the FAA.

Widespread adoption of expanded

Know Before You Fly provides UAS operators

operations will reduce barriers to innovation

with the information and guidance they need

and allow the construction industry to use

to fly safely and responsibly before they take

UAS in new and transformative ways. For

to the skies, including a list of the regulations

example, UAS that are permitted to fly at

that those flying for commercial purposes

authorizations by AUVSI found that over

night, as well as during the day, would allow

must follow. If you’re interested in learning

half of all businesses flying at that time

workers to take advantage of the many

more about how to safely integrate UAS into

were doing so for construction or inspection

benefits of UAS around the clock. In addition,

your business, I encourage you to visit www.

purposes.

other countries have reduced delivery times

KnowBeforeYouFly.org.

Today, there is a federal regulatory

and costs dramatically by using drones,

The construction industry has been at the

framework that allows for more widespread

which can reach people in remote areas and

forefront of drone innovation. A regulatory

use of UAS, and construction sites are reaping

provide vital resources and supplies.

environment that allows for widespread

Initial flight operations in the United

expanded UAS operations will help further

sites before construction begins can help

States have already successfully delivered

the development of the technology and the

companies plan more efficiently, reducing

everything from candy to critical medical

numerous applications and benefits it will

the need to readjust after projects have

supplies, even providing contact-free

enable.

the benefits. Using UAS to survey and map

started. Additionally, UAS can provide an aerial perspective at a much lower cost than manned aircraft or other equipment that engineers may employ. UAS help reduce the cost of inspecting work done at higher elevations, including the many joints in a building’s envelope and the caulking, flashing or other work needed to prevent water damage.

Brian Wynne is president and CEO of the Association for Unmanned Vehicle Systems International (AUVSI). AUVSI - the world’s largest non-profit organization dedicated to the advancement of unmanned systems and robotics - represents corporations and professionals from more than 60 countries involved in industry, government and academia. AUVSI members work in the defense, civil and commercial markets. www.AUVSI.org

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Fast, efficient

and green Mikko Saavalainen discusses the importance of keeping up with modern demands in modular offsite construction

T

he construction industry is

Industrially standardized products are

undergoing a major transition,

increasing the quality and efficiency of

with the global trend towards

construction and by completing many

shifting from construction on

construction tasks off-site, and removing

having a dramatic and positive impact on the profitability of construction projects.

building sites to off-site manufacturing.

elements such as bad light and weather

The role of wood in off-site construction

While the United States may seem to be

conditions, turnaround times can be

The potential of wood in this process

slow on the uptake, the tide is slowly turning

shortened, with a reduction in the amount

is undeniable and today, offsite timber

with a greater need to provide affordable,

of errors. This, combined with the fact that

construction has major aspirations.

adaptable and ecological homes.

there is hardly any wastage of materials, is

Prefabricated wood elements enable

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Green approaches

fast, efficient and environmentally sound

80 per cent experienced greater customer

the amount of on-site waste and the need to

design without reducing quality. Reports

satisfaction.

transport it.

on the benefits of such a lean approach are

The report also highlights that almost 70

Innovation in the house-building sector

compelling: In McGraw Hill Construction’s

per cent of projects that used prefabricated

is crucial, and offsite timber construction

‘Prefabrication and Modularization -

elements had shorter schedules and 65

could be key in achieving the high volume

Increasing Productivity in the Construction

per cent had decreased budgets. Timber

of housing required in the US. Using new

Industry’, a study of companies that have

prefab construction also reduces other

and innovative products like Metsä Wood’s

applied lean construction methods, 84 per

inconveniences such as the constant

Kerto®LVL (Laminated Veneer Lumber),

cent report higher quality in construction and

unloading of building materials, as well as

homes constructed offsite can be turned

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around in a matter of weeks. Modern engineered wood products can be used for

quality and costs of production.

Lehto Group wanted to find a way to

digital model for each building project early in the planning phase. This digital model

a variety of housing projects ranging from

improve the overall construction processes,

serves as a platform that makes maintenance

terraced and detached homes through to

due to the fact that traditional on-site

easier, cheaper and quicker and gives full

apartment blocks several stories high.

construction is error-intensive, as well as

visibility of the products and components

being slow and expensive, with builders

that their buildings consist of. It is continued

Finland leading the way in offsite construction – Lehto Group case study

often spending up to 60 per cent of their

throughout the entire build process, and

working time on operations not related to

beyond, even after the building has been

the actual construction work. This may,

taken into use.

Finnish firm, Lehto Group is aiming to

for example, involve making corrections

revolutionize the traditional on-site

to work that has already been completed,

industrial production on the principles of

construction model, by building homes in

overcoming challenging working conditions

modularity. The company has a range of

factories, where it is easier to control the

or dealing with other interruptions in the

pre-designed, compatible roof, wall and

project. On-site conditions

window elements that can be combined

are stabilized by carrying

and modified to produce the desired result.

out complicated production

Through this approach, the customer’s

work in factories, which

needs and the modules can usually be

in turn, reduces errors,

combined.

improves quality and cuts costs.

The company is

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The Lehto Group bases its entire

Through efficient offsite construction, ironing out inefficiencies, the use of technology and by combining modern

constantly looking at ways

construction materials, such as lightweight

in which digitalization can

engineered wood, Lehto Group has

enhance the efficiency of

managed to dramatically reduce the time

construction, and adopts a

and cost of projects. At the same time,

Green approaches

it continues to pioneer a new greener

world’s resources. However, the transition

approach to construction.

will only happen if construction companies

in construction has been that construction

can maintain efficiency. You could say that

companies have been asked to change

Hybrid construction - a global solution

the world needs a Plan B.

both materials and building methods at the

Despite signs of progress in the US, regarding

as concrete and steel dominate the

we need to find ways to help them in the

productive, efficient construction, more

construction industry, and construction

transition by developing sustainable building

needs to be done to help house builders,

alone uses half the world’s resources and

elements that fit current ways of building.

developers and planners. Particularly when it

causes 30 per cent of all CO2 emissions.

Hybrid is the solution.

comes to better understanding the potential

Responsible construction companies are

that modern wood products can offer. That

feeling the pressure to meet the growing

engineers and construction companies to

is one reason that Metsä Wood launched its

demand for more sustainable building. The

join in an initiative to discover the world’s

Open Source Wood project, where architects,

answer to this need, without compromising

best solutions for more efficient, sustainable,

designers and engineers are invited to join

efficiency, lies in hybrid construction:

modular and practical building methods.

forces to innovate and share information

modular construction that combines wood

The Hybrid City challenge can be accessed

relating to construction based on wood

and other construction materials in a

through the Open Source Wood platform

elements.

practical way.

(https://opensourcewood.com).

Conventionally used materials such

The challenge of improving sustainability

same time. The results aren’t great. Instead,

Metsä Wood is calling on building

The latest scheme in this innovative project is Metsä Wood’s Hybrid City initiative, which is searching for ways to make construction more sustainable while maintaining efficiency using current building methods.

Improving sustainability is imperative as construction alone uses 50 per cent of the

Mikko Saavalainen is Senior Vice President, Business Development at Metsä Wood.

Metsä Wood provides competitive and environmentally friendly wood products for construction, industrial customers and distributor partners. It manufactures products from northern wood, a sustainable raw material of premium quality. Its sales in 2016 were EUR 0.5 billion, and it employs about 1500 people. Metsä Wood is part of Metsä Group. www.metsawood.com

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News In Brief Business update Boston Properties, Inc. the largest publicly-traded owner, developer and manager of Class A office properties in the United States, has recently provided an update on business accomplishments, including that for the for the month of June, the company collected more than 98% of its total rent payments from office tenants due June 1. Rent

Top training

collections from all tenants, including

Brokk, the world’s leading manufacturer of remote-controlled demolition machines,

retail, were 94% in total.

now offers on-demand, personalized training options for Brokk customers.

The company also announced recent

The offerings allow contractors to provide crews with in-depth operational or

asset sales including approx. 455,000

mechanical training from an experienced Brokk technician on-site or through Brokk’s

sq ft of Capital Gallery, a Class A office

Demonstration and Service Center in St. Joseph, Missouri. The flexible options —

complex in Washington, DC which was

including curriculum, location, and single- or multi-day durations — offer customers

sold to the Smithsonian Institution for a

continuing educational opportunities that fit their team and unique applications to

gross sales price of approximately $254

increase safety, productivity and machine utilization.

million. The Smithsonian Institution,

“To help our customers ensure they are using their Brokk machines in the safest,

represented in the purchase by

most efficient way possible, our technicians provide in-depth, hands-on training with

Newmark Knight Frank, has been a long-

on all new and used machine purchases as well as rental machine startups,” said Lars

time tenant in the property.

Lindgren, president of Brokk Inc. “And as we expand our presence in North America,

Boston Properties has also actively been working with customers on the

we’ve been able to go a step further and offer continued training options. These allow contractors to design a curriculum that maximizes their Brokk experience.”

repopulation of its properties through the communication and execution of BXP’s Health Security Plan.

Lift me up Superior Rents, a Missouri-based construction equipment rental center, has seen

Digital twin solution

customer success with the non-folding rails of Hy-Brid Lifts’ PS-1930, leading to an

Bentley Systems, Incorporated, a leading

increase in unit rentals. “Hy-Brid Lifts have features that make them a top choice

global provider of comprehensive

for customers,” said Andy Galle, equipment sales specialist for Superior Rents. “The

software and digital twins services for

non-folding rails are just the beginning. Operators love the lightweight aspect and

advancing the design, construction,

the high lifting capacities of the PS-1930, along with the improved drive system and

and operations of infrastructure, has

the LeakGuard™ system. We can’t keep these units stocked; they’re always out in the

announced acquired NoteVault, a San

field.”

Diego-based provider of voice-based

Steel Wall Construction is one such customer. “I was using a different

field automation for construction

manufacturer’s 19-foot lift and realized it required folding rails to fit under the

management. The acquisition expands

doors,” said Bill Shields, owner of Steel Wall Construction. “I called Andy at Superior

Bentley’s SYNCHRO digital construction

Rents and asked if he had

environment with industry-leading

a solution. That was when

mobile field applications to track and

I was introduced to the

manage labor, materials, and equipment.

PS-1930 from Hy-Brid Lifts.”

Together, these comprehensive

The compact dimensions

offerings further extend the value

of the PS-1930 allow the

of digital twins across construction

unit to fit through standard

management, enabling projects to

doors and elevators without

combine immersive 4D models of the

an operator exiting the lift

construction progress with detailed

to fold down the rails. “The

up-to-date reports on resource

PS-1930 saves at least

expenditures, enabling more effective

15 minutes each time an

management of cost, schedule, and risk,

operator has to go from room

leading to better project outcomes.

to room,” Bill added.

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News $135 million contract Flatiron has been awarded a contract for a key project to rehabilitate a nearly ten-mile stretch of State Route 210 in the Los Angeles community. Work on the more than $135 million contract for the California Department of Transportation (Caltrans) is expected to commence later this year. Flatiron is one of the largest infrastructure contractors in North America.

The bid-build delivery project will rehabilitate the pavement on SR 210 (from I-5 to the Wheatland Avenue Undercrossing), utilizing approximately 160,000 cubic yards of jointed plain concrete pavement.

“We are excited to deliver this great project,” said Dale Nelson,

Blockbuster deal Hudson Pacific Properties, Inc. and Blackstone have announced

Senior Vice President of Flatiron’s Southwest Division. “Our team

that funds affiliated with Blackstone Property Partners will acquire

has put together a strategy to rehabilitate this busy stretch of

a 49% interest in Hudson Pacific’s three Hollywood studios and

highway in the safest and most cost-effective manner possible.”

five on-lot or adjacent Class A office properties, totalling 2.2 million

Flatiron expects to receive notice to proceed from Caltrans in the coming months.

square feet, at a gross portfolio valuation of $1.65 billion. Hudson Pacific will retain a 51% ownership stake and remain responsible for day-to-day operations, leasing and development. The transaction is expected to close in the third quarter of this year.

“Hudson Pacific has been at the forefront of Hollywood’s renaissance for more than a decade, owning, operating and building world-class creative office and production campuses for leading media and technology companies,” said Victor Coleman, Chairman and CEO of Hudson Pacific. “Our latest joint venture with Blackstone unlocks a portion of the value we’ve created for our shareholders and provides us with significant capital to grow both our studio and office portfolios, including the build-out of additional development rights at our existing studios.”

Custom beam The Caldwell Group Inc. has supplied a custom 75 ft.-long, 50,000-lb. capacity beam for lifting 60 rebar cages at a highway project in Philadelphia, Pennsylvania. The two-piece beam is currently being used beneath the hook of a 275-ton capacity Grove mobile crane to lift the large pier cap rebar cages, as required for concrete reinforcement during the rebuild of an 8,500 ft.-long, 100 ft.-wide overpass.

The cages vary in weight, up to 46,000 lbs., and length, up to 85 ft.

The beam was delivered to James J. Anderson Construction Co. Inc. (JJA), which is delivering a scope of work to Commonwealth of Pennsylvania, Department of Transportation (PennDOT) to construct a two-mile elevated roadway, with ramps, drainage, and associated utilities and civil engineering works. JJA is utilizing its Anderson-owned crane fleet.

Tom Eicher, director of engineering at Caldwell, said: “The beam was designed, manufactured and built in two sections, due to the overall pick length required. It can be used both bolted together at its full length or in individual sections, if required. The rebar cages require support at multiple points from the lifting beam by means of the lower rigging. Multiple lower rigging lugs allow riggers to distribute the weight of the cage to minimize cage deformation. This allows for proper control while handling the lifted load when positioning the rebar cage.”

He added that the upper rigging design arrangement helps further support the lifting beam. The lower lugs are sized for a minimum of three points used to pick up the load. There are ten lower lug lift points on the full 75 ft.-long assembly, while JJA can use any combination as needed to distribute the load as per their lift plans.

Above: The 75 ft.-long, 50,000-lb. capacity beam is being used for lifting 60 rebar cages.

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Working at height

The safe

approach

W

How to eliminate risk when working from height

orking at height is one

High-performance scaffolding supplied

to figures from the UK Health and Safety

of the biggest causes of

by the likes of leading temporary access

Executive, falls from height were the most

injuries in the workplace. If

provider, HAKI, remain the best solution to

frequent cause of fatal accidents in 2017.

an operative incurs a bone

assuring safety onsite. This feature outlines

The common dangers which can pose a

fracture, shoulder dislocation or worse in a

the main hazards of working from height,

threat to operatives working from height

place of work where there are inadequate

addressing the reasons why sophisticated

are mostly as a result of either human error

safety measures, companies can be held

scaffolding pays dividends when it comes to

or the elements: windy weather conditions,

liable.

maintaining safety onsite.

trips and falls, and dropped objects.

As the saying goes, ‘prevention is better

Unfortunately, accidents can and will occur at

than cure’, which is why construction and

What are the risks?

any height sometimes without explanation,

infrastructure companies would do well to

Working from a height anywhere

which is why it is essential to take a proactive

eliminate any risk of falls from the design and

aboveground can be a risky business if

approach to preventing the likelihood of them

engineering stages through to installation.

correct precautions are not taken. According

ever happening.

17 WWW.CONSTRUCTION-TODAY.COM

attention to detail is fundamental. On

operation? When designing scaffold,

prominent features of any construction

Scaffolding or temporary access are

complex scaffolding structures, the use

it is important to look holistically at all

project or maintenance work, providing

of advanced guardrail tools offered by the

eventualities. For this reason, stair towers

elevation and support onsite, and enabling

likes of HAKI keep workers secure behind

can work in conjunction with the scaffold

workers to conduct their duties as safely as

handrails, never exposing them to the risk

system to provide access and egress when

possible. But in order to assure scaffolding

of fall on a project.

required.

functions at its best, it is vital to get the design, engineering and installation right.

Furthermore, installation times should be kept to a minimum. This is not achieved

Case Study

through workers operating quicker, rather

HAKI’s birdcage scaffold and stair towers

It’s all in the design

the opposite; through simple ‘hook-

were used on the maintenance works of a

As well as increasing productivity, digital

on’ mechanisms which do not require

132ft vertical vessel in Shell Canada’s base

tools such as BIM can control risk ahead of

lengthy hammer action. On the subject of

in Fort Saskatchewan, Alberta. Due to the

time, as any hazards can be identified and

installation, it is always worth stressing

project’s requirements, it was crucial for

removed within a 3D model. This kind of

that operatives must design to authorized

leading North American contractor Park

transparency instils confidence ahead of

specifications, otherwise they expose

Derochie to select a scaffold system which

schedule, giving clients, contractors and

themselves and others to risks.

would perform to the highest standard;

owners a better sense of certainty as to

Evacuating a workstation from a

boosting productivity and improving safety.

what they are going to be doing and how

significant height is a hidden hazard which

they will do it.

can often be overlooked. How can workers

birdcage scaffold is ideal for projects where

depart safely? What about if it is a rescue

high-level access is necessary. The system’s

When translating safety to a site,

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Part of HAKI’s Universal range, the

Working at height

Commenting on how HAKI’s products

completed efficiently, safely and securely;

assured onsite safety, Dan Mackell, from

enabling the annual maintenance works to

simple ‘hook-on’ and spring-lock catch

Park Derochie, said: “Our comparison to the

Shell Canada’s base in Fort Saskatchewan

mechanism – present in all HAKI Universal

alternative system showed HAKI’s products

were undertaken seamlessly, without any

products – means there are no loose or small

reduced exposure to dropped objects by 29

disruption.

fittings and minimal moving parts to the

per cent. Furthermore, the solutions also

structure. This swift installation reduces

meant working at height could be performed

and safety standards remains essential to

the assembly time, meaning operatives

safely, as hammer swings and repetitive

workers’ long-term physical and mental

expend less energy working from height.

motions were reduced by 93 per cent. And

wellbeing. Working from height can be risky

On installation, the product also lowers the

if this wasn’t enough, exposure to falls was

business, yet with the right temporary access

risk of component displacement and falling

reduced by approximately 60 per cent.”

systems, risk can be kept completely at bay.

materials, protecting workers and the wider public from injury.

The HAKI Stair Tower worked in

On this project, the use of HAKI’s

Maintaining the highest onsite health

Workers’ safety is and should always be the

pioneering temporary access solutions

priority. Be sure to select a solution which

ensured working from height could be

puts them first.

conjunction with the birdcage scaffold to provide crucial ingress and egress. With a 4kN/m2 loading class, and the same unique ‘hook-on’ method as the birdcage scaffold, the stair towers ensure safety, adaptability and speed in temporary access, and also offers flush landings to reduce trip and head injuries.

HAKI designs, develops and supplies safe, fast, and ergonomic temporary access and modular scaffolding solutions.

As an established name in the scaffolding industry for more than 60 years, HAKI has invaluable knowledge and experience. A scaffolding system is a place of work.

At HAKI, safety, ergonomics and demands for better working environments are at the heart of everything it does. www.haki.com

19 WWW.CONSTRUCTION-TODAY.COM

Technological solution Covid-19: How the construction industry can recover from its impact. By Dave Bennett

T

he construction industry has

construction projects have fallen behind

Now, more than ever, it’s vital for

faced numerous challenges over

schedule as lockdown measures were

companies to invest in new and innovative

the years that have forced us to

introduced and activity levels dropped, with

technologies, as they may be the saviour.

adapt – from the skills shortage

many sites completely shutting down. Most

Before the outbreak of Covid-19, there

and aging infrastructure to low productivity

sites are now allowed to reopen; however,

were a number of businesses leading

levels and safety requirements. Now, in the

Government experts predict that an

the way in adopting digital tools and

wake of the Covid-19 outbreak, we’re coming

economic recession is inevitable, meaning

innovations, however there are still many

to terms with a completely new way of life,

we must look at how we can ensure the

that aren’t recognising that change must

and we’re needing to tackle challenges that

construction sector recovers and starts to

happen, and it must happen quickly in

we could never have dreamt of before.

thrive again over the coming months.

order for the industry to thrive. We need

Across the world, communities, economies

To jump start the economy and accelerate

to ensure that everyone has the right

and companies have been impacted by

the rate of the industry’s recovery, we need

systems, processes and attitudes to really

the pandemic. In the UK specifically,

to consider more than just social distancing.

reap the benefits.

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Covid-19

silo structure that it may be hard for them

Our industry is constantly looking for a return

to break away from this, but technology is

on that investment, but when we’re talking

available to vastly improve the experience.

about technology that will help to avoid

From surveyors and engineers to machine

mistakes, work quicker, more accurately and

operators and their machines, modern day

safely, where is the return? There is no longer

technologies exist to allow all stakeholders

a need to spend time on incorrect parts of the

in a project to be updated instantly and

projects because technology helps to avoid

simultaneously when changes are made.

the mistakes, and we don’t see timelines

Likewise, developments in machinery

get extended as the technology allows for

and instruments mean that they can be

efficient working. In short, instead of a return

operated by one person, and even accessed

on investment, we’re gaining productivity

and supported remotely using innovative

through investment – and we need to switch

software, allowing operators to work in line

to this way of thinking to really reap the

with social distancing measures.

benefits of technology.

Investing in technology

Investing in people

If we look at enhancing performance,

Looking beyond digital tools and innovations,

positioning and automation technologies are

investing in people is investing in the success of

enabling improved productivity, efficiency

a business. By doing this, we can we focus on

and safety through more streamlined

driving the skills of our teams through planned

workflows on projects across the UK. It is true

and strategic skills development pathways,

that you’d be hard pressed to find companies

and they can start to educate us on outside

working with string and stakes in the ground

investments – new software, new machinery

now, but there are many more efficiencies

and tools. Our people are our driving force and,

that technology offers beyond surveying.

especially with the skills gap continuing to

For example, software has been designed

impact the industry, it makes business sense to

to work in tandem with equipment such

get our teams up to speed with the latest tools,

as laser scanners to provide incredible

technologies and practices to ensure we’re

detail and enhanced data management

ready for future challenges.

capabilities, while combined instruments

Improving speed, accuracy and efficiency

are allowing professionals to identify issues

will be key in accelerating the rate of recovery,

before potential errors lead to remedial

and the adoption of technology that enables

costs. By uncovering issues early in the

remote working and support will undoubtedly

construction process, extra costs are

allow works to gain momentum without being

eliminated as the problems are addressed

impacted by social distancing. In fact, as the

Recovering from a distance

sooner and the ‘domino effect’ of errors

digitalization of construction continues to

Like many others, the construction industry

is removed. Ultimately, digital tools and

develop, perhaps in spite of the pandemic,

now needs to adapt to the ‘new normal’

innovations are saving money and helping to

those who do not adopt the technology that

way of working and ensuring that human

keep projects on schedule – both are vital in

will keep them working safer, faster and more

contact is limited as much as possible. With

ensuring the recovery of the industry.

accurately will simply not be able to compete.

the increase in remote and socially distanced working, however, comes the risk of silos

There’s no denying that adopting technology can mean upfront investments.

within companies or projects, meaning communication is vital.

To improve the level of efficiency on-site, we must be communicating with all of the teams involved in a project at the same time, to ensure everybody is working to the same plans and timelines throughout. Some businesses are so used to working in an old

Dave Bennett is managing director of Topcon Positioning Great Britain. Topcon Positioning Group, always one step ahead in technology and customer benefits, is an industry leading designer, manufacturer and distributor of precision measurement and workflow solutions for the global construction, geospatial and agriculture markets. Topcon Positioning Group is headquartered in Livermore, California, US. www.topconpositioning.com

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General Equipment & Supplies, Inc.

Putting

people first For General Equipment & Supplies, safeguarding the company’s future starts with an investment in their people

General Equipment & Supplies, Inc. www.genequip.com Services: Heavy construction and aggregate equipment supplier

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A

supplier of heavy construction and aggregate equipment, General Equipment & Supplies was established in 1984 with one location and 22 employees. Now, in 2020, the company has a presence in four US states, two locations in Canada, and a workforce over ten times its original size. Like everything

General Equipment does, it has been a careful, methodical program of expansion spearheaded by a drive to recruit and work with people who share the company’s core values.

“Do the right thing, Have passion, Be innovative, and Work hard – these are our core values and we make sure that our customers

and everyone that works for us feels the same way about them as we do,” President and CEO Jon Shilling says. “Geographically, our customers come from North Dakota, South Dakota, Minnesota, Iowa, Nebraska, Manitoba and Saskatchewan. Demographically, we deal with various sectors including construction, aggregate, mining, agriculture and scrap. Our

customers might have revenues of $1 or $100 million, they might have one employee or 300, but typically, what unites us all is that we share the same core values.”

Put into practice, this shared vision is manifested in the flexible, transparent service that General Equipment offers its clients, and the long-term partnerships it has developed

with companies such as Komatsu, JCB, Superior Industries, KPI-JCI and Terex Finlay.

“We are committed to our customers’ longterm success,” Shilling states. “If, for example, a customer comes in looking for a WA320 loader, we don’t automatically assume that’s what they need. We ask questions, we try to listen and understand their business needs,

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General Equipment & Supplies, Inc.

and in some cases, we maybe can provide them with something more suitable, or even a different solution at a lesser cost.”

Though customers are the lifeblood of any firm, General Equipment has long understood that the success of the business ultimately lies in the hands of its team. For a company with such a strong ethos and identity, it is not easy to engender the same powerful spirit among a workforce scattered across two countries and several states. Yet, as General Equipment continues to expand – a new location is currently in development in Duluth, Minnesota – culture building and workforce development remain areas in which the company excels. Shilling explains more: “We primarily use our first core value,

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‘Do the right thing’, to help our employees understand that, if they believe they are doing the right thing for this company, if they believe they are doing the right thing for the customer and they believe in their mind that they’re doing the right thing for themselves and the community they’re in, then we won’t question the decisions they make. We are trying to empower our people.”

Future expansion General Equipment’s focus on personnel began over 20 years ago when Jon’s father, Don, now the company’s chairman, predicted a workforce shortage of technicians and took decisive action to mitigate the

potential negative impact this might have on the organisation’s future. Today, Don sits on the North Dakota Governor’s Council for Workforce Development and is the man responsible for General Equipment’s technician training program.

In partnership with Komatsu, General Equipment offers a program designed to develop the next generation of technically competent, professional service technicians.

Not only does it secure a constant flow of talent for the business, but also the rigorous nature of the program ensures that new staff understand the company’s ethos and are compatible with its core values.

“When we start working with candidates, they probably go through anywhere from

three to five interactions, a number of site visits, then, prior to beginning, they spend the summer interning with us to ensure they like the job and appreciate our culture,” Shilling adds. “When they start at North Dakota State College of Science, they do a year of basic training and then, in the second year, a repeating pattern of eight weeks of school and eight weeks of internship at one of our locations.

“The success of this program means that we really have no shortage of technicians and we have a consistent stream of young, very highly qualified guys coming out of the technical school. Ann Pollert is our Director of Workforce Development and she not only helps us to recruit the right people, but it is also her job to retain them and to work with our existing employees – whether they are technicians or not – to make sure that they are a good fit for this company and, equally, that we are a good fit for them.”

With new locations in discussion for future growth, including the western side of South Dakota and the eastern region of Nebraska, General Equipment will continue to expand its service in the years ahead. The onus will be on the company’s workforce to make these new branches a success and this is, perhaps, where the organisation reaps the most benefits from its commitment to workforce development and the resulting mutual respect it encourages between its management team and staff.

“We hold people accountable and we try to empower them,” Shilling declares. “It’s a game changer for us and that’s why our employees are our best promoters. When we’re looking to fill a position, you can play all the advertisements you want, but there is nothing more effective than when your employees talk honestly and positively about the company and its culture to people they know.”

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Advanced Pavement Group

Concrete values

A full-service asphalt, concrete and drainage contractor on a major growth and development trajectory, Advanced Pavement Group has become the premier provider of pavement installation and maintenance throughout the north-east and mid-Atlantic United States

I

n 2016, private equity firm Dubin Clark set out to build a large regional asphalt, concrete, and drainage hard surface company in the north-east of the United States. Four years later, it would be safe to say that the firm has achieved its goal and more. Employing over 200 members of staff and turning over more than $50 million a year, Advanced Pavement Group (APG) combines industry-leading technology with decades of expertise to provide its customers with intelligent, functional, and effective solutions in areas such as asphalt milling, paving, concrete masonry, pavement maintenance, hardscaping, excavation, and drainage. For CEO Joseph J. Tinney, Jr., mapping the company’s path to success has been straightforward.

“Our aim has always been to be the best,” he declares. “We want to be the logical choice for customers in the pavement installation and maintenance market, and we do this by ensuring that we deliver on our promises. We communicate and over communicate with our customers so they have a sense of comfort, which helps to encourage strong relationships and repeat business. It’s pretty simple really.”

Built through a series of acquisitions between 2016 and 2020, APG benefits from the skills and experience obtained from a number of businesses with a reputation for quality and success in the north-east. Powerhouse Paving, Supreme Metro, Richards

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Advanced Pavement Group www.advancedpavementgroup.com

Services: Pavement installation and maintenance

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Advanced Pavement Group

Joseph J. Tinney, Jr. - CEO

“...we are taking a fairly fragmented, small business marketplace and creating a large organization and to do so, it requires a significant amount of technology upgrade.

Typically, companies of the size we have acquired do not have a CRM with the sophistication of Salesforce, which is what we have�

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Paving, Easmunt Paving and Molloy Paving were all purchased over the four-year period as Dubin Clark searched for pockets of opportunity that could be amalgamated into the new business under the APG umbrella.

“As those companies were acquired, we cobranded them for a short period of time and then converted them to the Advanced Pavement Group branding,” Joseph J. Tinney, Jr. says. “While those brands had great local marketing, they really didn’t have any regional brand presence. Our target market includes companies like CB Richard Ellis and large landholders, which requires us to have a uniformity of people and process. Our clients want us to identify as a brand, not a federation of acquisitions.

“Under the Advanced Pavement brand, we serve a number of sectors, including retail, commercial, homeowner associations, educational institutions, healthcare, and hospitality. For customers like housing associations, APG often works on multifamily residential units like townhouses and apartments, but we are predominantly focused on the commercial market where we handle properties like malls and restaurants,

and institutional practice where we service schools and colleges. Those markets tend to have requirements that we can fulfill in terms of asphalt or hard services, ADA ramps, pothole repair, crack sealing, sealcoating, and line striping.”

Embracing technology One of APG’s most recent projects involved large-scale reconstruction and maintenance work at the Long Island Marriott in New York. A hotel with over 600 rooms, the Marriott hired the firm to perform a variety of services including concrete repair, drainage restoration, repaving, and line striping. As well as ongoing concrete and asphalt replacement projects at New Jersey’s Heller Industrial Park, APG is a regular

service provider for a host of municipal developments in suburban Philadelphia. A contractor of choice for some of America’s largest corporations, in the Spring of 2020 APG remodified striping outside more than 100 Kohls Department Stores, creating pick-up areas for customers during the Covid-19 pandemic. Though flexibility helps the company operate across a wide range of markets, Joseph J. Tinney, Jr. suggests that it is technology that differentiates APG from its competition.

“Think about it this way,” he begins, “we are taking a fairly fragmented, small business marketplace and creating a large organization and to do so, it requires a significant amount of technology upgrade. Typically, companies of the size we have acquired do not have a

CC&T CC&T is the road building division of GT Mid Atlantic, which serves Maryland, New Jersey, Delaware and the Philadelphia area.

We are comprised of a fantastic team of individuals that have decades of industry experience. We carry the top brands of construction and road building equipment including CASE CE, Roadtec, Rubblemaster, Sakai, Takeuchi, Epiroc, Etnyre, Terramac and more. You can always rely on CC&T and GT Mid Atlantic to have the equipment, parts and service that you need – when you need it. GT Mid Atlantic is an entity of Groff Tractor Holdings, LLC.

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Advanced Pavement Group

CRM with the sophistication of Salesforce, which is what we have. Characteristically, these companies don’t have the estimating tools from HCSS or Heavybid, which are packages we’ve implemented throughout the company. We’ve also put in an ERP system, but this is all only one small piece of the puzzle.

“The second way we’re using technology to create value is through customer facing

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applications. We serve a lot of property managers and the average age of that role is dropping significantly. Their utilization of technology to communicate a lot of work orders, approve work orders, take proposals, and approve proposals is evolving quickly, so we’ve adjusted our technology platform and customers can now do everything they need to do through their phones. Though a lot of the technology we use is tried and trusted,

some of the things we’re going to roll out in the next 60 to 90 days are very unique to our company.”

More than just a profit-driven organization, Advanced Pavement Group is keenly aware of its social responsibilities and has always been committed to initiatives that stand to impact a greater good. In the last few years, APG has forged a partnership with America’s Growa-Row, a charity that plants, picks, rescues,

and delivers fresh food to food banks and those in need. Determined to contribute not only financially but also with the company’s time and talents, APG volunteered its services in May 2019 to help improve the drainage and road surfaces at Grow-a-Row’s farm facility in Pittstown, New Jersey. APG’s volunteering work and community outreach is just one element of the company’s diverse and embedded culture of care, and acts as

clear evidence of the firm’s strong ethical foundation.

World-class behavior “What we’ve tried to do at Advanced Pavement Group is instill the right kind of culture in our workforce,” Joseph J. Tinney, Jr. states. “We call it ‘getting the right people on the bus’. It starts by hiring people with a technical background and the agility to

be able to use the advanced technology we’re putting in place. We need them to be thinking about the process and continuous improvement. On top of that, we’re utilizing metrics to run the business. We’re trying to build a transparent culture of performance and we want to improve in areas like final cost to estimate discrepancies, overtime management, and driving rework to zero. Most importantly, we have built a safety culture where we are leveraging observational safety performance versus managing accidents.

“In summary, what we’re really trying to do at APG is take a formerly unsophisticated collection of companies and create what we would call academy-class or world-class behavior. It’s not just making a dollar; it’s how you make that dollar. In terms of ethics and culture, we are striving to take a fairly small company and make it act like a large enterprise with the values of someone like Google.”

Despite experiencing significant disruption during the early parts of the Covid-19 pandemic, Joseph J. Tinney, Jr.feels that APG has already re-established itself and is in a strong position to make the second half of 2020 a success. In fact, rather than suffering a slump following the pandemic, Joseph J. Tinney, Jr. suggests that APG already has a number of potential contracts on the table.

“At this moment in time, we have the largest backlog in our history,” he reveals.

“Now it is just a matter of having the customers allow us in to perform work. We’re very excited to get back on track and we’re bullish on the future of this company. As always, we are focused on providing highquality solutions for our customers and we appreciate those that continue to trust us and stick by us.”

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Matern Professional Engineering

Building

with heart Priding itself on a culture that puts the client first, Matern Professional Engineering has established a reputation for delivering exemplary services

I Matern Professional Engineering www.matern.net Services: Engineering services

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ncorporated by Douglas P. Matern in 1984 in the State of Florida, over the following 36 years Matern Professional Engineering (Matern) has grown into a mechanical, electrical, plumbing, fire protection, technology, commissioning & energy engineering power house. It has continued to expand its operations and today has offices in Maitland, Fort Myers, and Tampa, Florida; as well as being licensed in Alabama, Georgia, North Carolina, Pennsylvania, South Carolina, Tennessee, Texas and Virginia. From its small beginnings, Matern now operates across multiple market sectors including aviation, corrections, central energy plants, community spaces, education (K-12, private and higher),

healthcare, hospitality, municipal/ government, public safety, office spaces, retail and tenant build outs.

Over recent times Matern has found itself to be increasingly delivering projects for healthcare and federal contracts, and as Company President Ryan Strandquest explained, this was facilitated in 2018, when the Federal Government awarded the business the GSA 03FAC Schedule for Commissioning and Energy related projects.

“This contract gives Federal Agencies throughout the world a direct avenue to purchase our services at a Federal contracted rate,” he said. “During the same timeframe, we became one of the select MEP Engineers to provide professional engineering services

“Community involvement is also something we believe in strongly. We feel very fortunate to be able to give back to the community we work in and employees are encouraged to participate. Our involvement includes support of local foodbanks, education foundations, homeless & domestic violence shelters, United Cerebral Palsy, Boys & Girls Club, American Heart Association and Leukemia & Lymphoma Society to name a few. Some staff have their own causes they gather support for ranging from school supply drives to 5k walks for their children’s school” to AdventHealth in Central Florida. This contract encompasses updating aging building systems on existing facilities. We have also had an influx of assisted living facilities and wellness center projects come to fruition.”

A perfect example of how Matern provides innovative and flexible services within a healthcare environment is the work it has undertaken at five large AdventHealth hospitals and medical facilities. “We completed 28 replacement projects of large custom chilled water air-handling units (AHUs),” Ryan elaborated. “These replacements were performed at fully operating facilities requiring careful planning to minimize disruptions to patients and normal hospital operations.

In most cases, the design work included facilitating the use of one or more temporary chilled water AHUs located nearby, duplicating the piping, ductwork, filtration, controls, power, and life safety aspects. In most cases, the specialized replacement AHUs were built on site, not in modules but piece-by-piece, to allow them to be brought into the limited space environment. The replacements included ten large rooftop units, where no two had similar roof structure, no original structural drawings were available and access to the existing structure for assessment was extremely limited. Our engineers were present for each of the early morning weekend unit removals, so that the existing structure could be quickly assessed, and

structural modifications then be planned and implemented in real time, to minimize downtime and the use of temporary units.

“In addition to these AHU replacements, several other completed projects have included replacement of WAGD systems, central laundry facility expansion, and HVAC replacements in support facilities. We currently have more designs completed and others underway for the replacement of another 27 AHUs for AdventHealth; however, implementation of those replacements has been delayed by the Covid-19 crisis.”

Exciting project Having referred to the coronavirus pandemic, Ryan noted that Matern has ensured that

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Matern Professional Engineering

over this time the business has continued to maintain relationships and develop project proposals as opportunities arise, while always prioritizing staff health. “The majority of our staff have been working remotely through technologies we had in place,” he added. “As restrictions lighten and cases improve, we are implementing shifted schedules for individuals who want to return. We need to make sure there are not too many employees in the office at one time and have staff who have children so anyone who wishes to remain working remotely will be able to continue to do so for the time being.

“We notified our clients that we are operational and available to support them with whatever they need. We also applied for a Paycheck Protection Program (PPP) loan to assist us with eight weeks of employee salaries. So, overall, our production remains consistent, but communication is the key with internal staff and clients.”

Matern is working on another significant project, which the Covid-19 crisis affected – the billion-dollar expansion at Orlando International Airport. “Progress has continued on the South Terminal Complex; however, it is continuing construction much differently,” Ryan noted. “Designers

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and contractors of all disciplines who were once located in construction trailers at the jobsite are now working remotely and adjusting to coordination with one another through technology we are fortunate to have available to the project team. Only necessary, hands-on construction workers are on site moving the job forward.”

He continued with more details about the contract: “At a total program cost of $4.27bn, this is the largest project Matern has worked on to date and one of the biggest in Florida in a decade. The existing Orlando International Airport consists of a landside hub with four airside terminals housing the airplane departure and arrival gates. The number of passengers who travel in and out of Orlando has exceeded what the existing facility can comfortably handle, which enabled the Greater Orlando Aviation Authority to seek expansion approval. The new South Terminal began with a parking garage, intermodal transfer facility and an automated people mover (APM) facility.

This helped alleviate the immediate need of parking for travellers. Phases 1 and 1X include the new South Terminal Complex, which further expanded to the new parking garage, built-out the Virgin Train transfer facility; and designed/constructed an airside terminal with 16 airline gates and a landside

terminal with both secure and non-secure areas. This project has a lot of moving parts and pieces affecting the design and construction efforts. Each design discipline for the project is from a different firm, thus requiring intense coordination primarily achieved through phasing and BIM. Close coordination has also been required with Orlando Utilities Commission, who provides the primary electrical backbone to the facility and Virgin Trains, who will have a transfer stop at the facility.”

Major savings Having revealed the nature of some of its significant contracts, Ryan highlighted two more that really stand out as favorites, thanks to their position as the first of their kind in Florida. “Just as an architect wants to see a legacy building constructed, engineers like to see their innovative solutions come to life,” he smiled.

The first was the installation of a Hybrid Geothermal Central Energy Plant at Volusia County Schools, which involved the use of innovative hybrid geothermal aquifer technology for a University High School’s heating and cooling system. This central energy plant (CEP) provides conditioning for not only the University High School campus, but also the adjacent middle school campus.

Ryan explained the savings that this project enabled for the client made it stand out. “The effective life cycle cost savings for using this system was $3,855,607 (with no power company rate escalation),” he said. One very valuable undertaking was the analysis of the annual and life cycle water savings from utilizing ground water in lieu of cooling towers. “We found that a traditional water cooled chiller plant, of this size, with cooling towers uses approximately 7,800,000 gallons of water a year due to evaporation.

That is an annual cost of $37,800 or $750,000+ in water bills over the 20-year life cycle of the plant. The staggering fact is that this geothermal plant will save the District and the environment 157,464,000 gallons of water over the next two decades. The design of this system required special coordination with St. Johns Water Management District to ensure the aquifer would not be harmed by the system.”

The second project also involved energy – this time a Combined Heat & Power (CHP) Plant for the University of Central Florida. “The drawings for the engine that helps power this plant took up an entire cubicle in our office during the time of design and construction,” Ryan exclaimed. “The CHP Plant is powered by a clean burning, natural gas powered reciprocating engine that will generate approximately 5.5MW of electrical power for the University of Central Florida main campus.

It includes an absorption chiller that captures waste engine heat and uses it to provide chilled water making the plant one of the most fuel-efficient cogeneration systems available today. The CHP Plant provides the University of Central Florida multiple benefits including a lower carbon footprint for equivalent power provided, reduced CO2 emissions, reduced electrical grid demand, lower cost of operation and expanded chilled water production to support campus growth.”

Having highlighted the very technical and complicated nature of its work, it is no surprise to learn that Matern embraces the use of technology across its own operations, a strategy that has been paying dividends during the Covid-19 situation.

“We continuously look for ways to improve internal processes and in 2019, we upgraded our network servers and equipment in both conference rooms,” said Ryan, describing some recent expenditure. “We invested in Microsoft Office 365, which includes ‘Teams’ for meetings and coordination. The current change to working with our own staff remotely (not just clients), has afforded us the ability to evaluate what we have been

doing and recognize where we can change to be more effective. BIM has been part of our design process for a number of years, and we also use Bluebeam, Bluebeam REVU and PlanGrid. Our firm is currently 90 percent paperless and has a proactive recycling program for all different type of materials.”

People power From listening to Ryan discuss the operations at Matern, it is clear that the health and wellbeing of staff and maintaining a familyoriented culture is very important to the organization. He agreed that the business does not want to be ‘that company’ – one

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Matern Professional Engineering that treats employees and clients as ‘just a number’. “It is important to us that our staff not only enjoy working together, but also enjoy each other on a social level. To encourage this, we have Friday gatherings and a variety of different outside events including whirly ball and gokart competitions; family picnics and every few years we have a family weekend getaway. In addition, we help celebrate birthdays, babies, marriages and other personal accomplishments. Our staff are the core of our business. We realize we would not have a firm without them. We also recognize people want to work with people they like.”

The Executive Committee still includes company founder and CEO Doug Matern; working alongside Ryan and the Sr. Vice Presidents; Adrian Baus and Judy D’Angelo. A ten-member Management Committee supports this team, helping to oversee projects in design and construction, assisting in workload projections, work force allocation, streamlining processes, client satisfaction, and mentoring younger staff. “Many of the members of the senior leadership have been with Matern for ten to 25 years,” said Ryan, “and our strong and consistent management team, dedicated experienced staff, and effective in-house quality control, offers us financial stability.

As a client centric firm, we pride ourselves on a ‘Can Do’ spirit, quick responses, complete flexibility and pragmatic decision making in our endeavour to ‘engineer building systems that work for you’.”

Ryan believes that it is this overreaching positive attitude that sets Matern apart from the competition and keeps its clients returning time and again. “We have asked ourselves what makes us different and why would a client continuously choose to work with Matern? We believe the answer is our people – their commitment to quality and their problem-solving abilities. The attitude of ‘how can I help you succeed?’ starts from the top down, and it is the attitude when working internally with each other as well as externally with clients. We are a peoplebased business and without people to help, we have no business.

“Community involvement is also something we believe in strongly,” he continued, going further with Matern’s dedication to serving people.

“We feel very fortunate to be able to give back to the community we work in and employees are encouraged to participate. Our involvement includes support of local foodbanks, education foundations, homeless & domestic violence shelters, United Cerebral Palsy, Boys & Girls Club, American Heart Association and Leukemia & Lymphoma Society to name a few. Some staff have their own causes they gather support for ranging from school supply drives to 5k walks for their children’s school.”

Working on the philosophy that understanding the needs of the staff and clients simultaneously helps the firm grow stronger, Matern is entering the next half of 2020 with a positive approach, despite the challenging times of the moment. “The Covid-19 pandemic is going to change the way we do business on a day-to-day basis and we are already starting to evaluate certain employees working from home part time or on a phased return to work schedule,” agreed Ryan, before summing up with words that embody the spirit of Matern, caring, indomitable and forward-thinking.

“This pandemic has been horrendous and affected millions of people, but we must learn and grow from this experience,” he concluded.

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6/11/2020 11:45:16 AM

Forbes Bros. Group of Companies

Powering

up O

A family-oriented business with a reputation for strong community spirit, the Forbes Bros.

Group of Companies is on a mission to become North America’s ‘contractor of choice’

ne of North America’s largest privately-held utility construction contractors, Forbes is the product of more than seven major acquisitions made across 40 years of transformational growth. The FB Group of Companies’ growth has evolved over a 40-year history, from three brothers supplementing a farming operation to a North American footprint. Through this evolution, it has deployed many strategies to expand and diversify.

In the late 90’s the first major acquisition was made by entering into the Alberta market through the acquisition of RS Line.

The Forbes Bros. Group of Companies is currently comprised of Forbes Bros. Ltd (FBL, the Canadian parent company), FB Valley (its BC operation), FB Bullet (its underground services operation), Forbes Bros Inc., FB Timberline, FB Titan and FBUC (Forbes Bros Utility Construction), its US-based companies. Together these companies have completed some of the largest and most

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Forbes Bros. Group of Companies www.forbesbrosltd.ca

Services: Utility construction contractor

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Forbes Bros. Group of Companies

“Once we are established in an area, we start looking for larger transmission lines.

Many of our customers, especially investor-owned utilities, are based across multiple states, so rather than breaking into a standalone region we use our ‘Contractor of Choice’ strategy with a focus on long term mutually beneficial relationships and use that to drive expansion into new areas”

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challenging power transmission construction projects in North America over the last 40 years.

“Today, our primary market is transmission and distribution line construction and maintenance,” says Forbes’ Vice President of Operations John Cowden. “In the areas we currently work we have established strong local operations focused on our primary market, we would refer to these as our recurring business lines. From there we use these platforms to grow our businesses and establish ourselves in the market. We have also diversified into the substation, underground, and telecommunication markets through the acquisitions of 307 Power, Bullet Boring, HDI Hydrovac, and Summit Telecom. As an organization, we are always looking to diversify and add new services to our companies. We often look at what we regularly subcontract out, client requests, and future workload to attempt to bring those services in-house and further drive our ‘contractor of choice’ strategy.

“Having started with two clients in 1979, we now serve over 100,” John adds. “Most of our customers are investor-owned utilities and public utilities. We find that a lot of our culture and vision aligns with firms in that market and it’s led to a lot of success and strong partnerships for us.”

to safeguarding our people, to always be in the mindset of alignment, collaboration and operational excellence in all we do and build.

We pride ourselves on our team members who show their ‘Orange’ with pride by holding themselves and each other accountable to drive our purpose, values, safety culture and

quality of work in every region that we work in. The orange dot concept is something we’re very proud of and we’ll be using it to drive our culture as we move into new business areas.”

Alongside the attraction of working for a highly-respected contractor experiencing an exciting phase of rapid multinational growth,

Ideal employer A values-driven business since its inception, it is unsurprising that Forbes Bros. prefers to work in collaboration with companies that possess a similar ethos. Its core values of We Work Hard, We Work Safe, We Deliver Solutions and We Are Family have been instrumental in the company’s rise to prominence and are still evident in all areas of its business today. Much of this is rooted in the re-establishment of what John calls ‘the orange dot concept’, an initiative that references the company’s historical family culture and attempts to ensure it remains an integral part of the way Forbes operates in the 21st century.

“When we rebranded in 2017, the RS Line Orange Striped trucks went away but we remained adamant that the color orange would continue to ‘bleed’ in all that we do.

This is where the phrase ‘Orange Dot’ was born. The orange dots signify who we were in the 1990s; this was a company of 30 workers with strong alignment, consistent work practices, high levels of communication, accountability, people that knew each other well and shared the same values and beliefs.

To be an Orange Dot is to have a commitment

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Forbes Bros. Group of Companies

of our employees take advantage of the program. We want to grow people from within the business. We want employees who know how to pour foundations, run equipment, and string wire – these versatile skillsets are important to us and allow the company to be more flexible and keep people employed.

The apprenticeship benefits both us and our employees. It gives us a stronger workforce so we always encourage it.”

Forbes’ reputation for valuing its workforce and wider local communities has made it an ideal employer for those who want to build a career with a company that cares. At the center of Forbes Bros. commitment to development, education, and training is the firm’s pioneering apprenticeship program.

“The apprenticeship program has been going since 2015,” John says of the program.

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“Once a full-time permanent field employee has completed three months of continuous employment, and meet the necessary requirements, they can apply for the program.

A lot of times, we find that people have the right experience and the desire to learn but haven’t been able to get the time off work, so it’s a big benefit we can provide to them.

“It makes us very proud to see so many

Inspiring confidence Forbes Bros. apprenticeship program is just one element of the company’s ‘community first’ focus that also includes a charitable giving policy that has, in the past, seen the firm donate significant sums to Ronald McDonald House and Make-A-Wish Foundation, as well as facilitating the building

“When you look at our client list, there are many customers we have worked with for over 30 years and I think that speaks volumes,” John declares. “A few years ago, we decided to stop and think about what sets us apart as a business. What services do we offer that are different? Anyone can build a powerline, but what will make our clients have confidence and want to work with us again? Our contractor of choice strategy was born out of this discussion and we now use it to gauge our success with each client and each region where we work. This strategy drives FB Group of Companies’ operational excellence initiatives and focuses our operational and shared service resources to deliver the highest quality product and systems in the industry.”

Having recently established itself in the Southeast and Northwest region of the United States, Forbes Bros. plans to continue surveying the market conditions for opportunities and growth potential in the coming years. Its history has shown that the strongest probability for success in expansion and sustaining a profitable base

of operations is through a strong acquisition strategy. This is successfully achieved via an integration plan which supplements strong local operations and enables it to benefit from the Forbes Bros large project experience and increase capacity through investments in equipment, manpower, tooling, improved processes, and controls.

“Once we are established in an area, we start looking for larger transmission lines. Many of our customers, especially investor-owned utilities, are based across multiple states, so rather than breaking into a standalone region we use our ‘Contractor of Choice’ strategy with a focus on long term mutually beneficial relationships and use that to drive expansion into new areas.

“We have recently entered a few new markets in Ontario, Canada and several regions in the United States and our focus will be to develop those sustainable lines of business, reinforce and develop our employees through the Orange Dot Concept and in turn deploy our Contractor of Choice Strategy to ensure we see success and growth for years to come in North America.”

of recreation centers and other community hubs for children and young people. Unlike many businesses, Forbes also encourages and offers every member of its workforce Supported volunteering, which allows two extra days of annual leave each year for participation in volunteering opportunities.

Building on the strength and unity it has fostered in its workforce, Forbes Bros. ultimate goal is to become North America’s ‘contractor of choice’ when it comes to transmission, distribution, renewables, substation work, telecommunications, horizontal directional drilling, and hydrovac.

As a privately-owned company, the firm is not driven by stockholders or market prices and, instead, can focus entirely on inspiring customer confidence and forging long-term relationships with its clients.

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Dome Construction

Creating

connections A company that strives to understand the needs of its workforce and client base, Dome Construction has mastered the art of building strong relationships with its customers and staff

Dome Construction www.domebuilds.com eMOD www.emodsafety.com Specialty: Construction Services

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Photo credit: Bernard Andre

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Dome Construction Photo credit: Bernard Andre

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I

n 1969, Dome Construction started in a living room in downtown San Francisco. From the beginning, there was an inherent understanding that the company needed to do things differently.

Today, Dome Construction has grown beyond what founders Anton Bley and Bill D’Atri first created, but their core principles remain the same. It still maintains their vision for developing a thoughtful, innovative, and sustainable construction business with its fundamental values deeply rooted in a people-first philosophy.

Over the last five decades, Dome Construction has, and continues to be, widely recognized as one of the leading contractors in California. Dome offers construction services for clients across the Healthcare, Education, Life Sciences, Technology, and Retail & Hospitality sectors. What distinguishes Dome from its competitors is the firm’s ability to cultivate meaningful relationships with its customers, employees, and partners. As a result, the year on year average of repeat and referralbased customers makes up 95 percent of its business, and Dome’s success continues to grow.

Dome’s relationship with the University of California, San Francisco (UCSF) is a testament to this success. For over 15

years, Dome has been a trusted partner in renovating facilities on the UCSF campus, and it has been able to deliver spaces under strict government regulated OSHPD guidelines for projects ranging from Radiology Departments and Transplant Centers, to Operating Rooms and MRI Suites. Recently, as the Bay Area prepared for COVID-19 impacts, UCSF trusted Dome to mobilize immediately to build out 43 new patient rooms in a previously decommissioned wing of its Mt. Zion Hospital.

The X-Factor Similarly, Dome has deep roots in the Life Sciences and Technology sector, having completed its first project in this industry well over 30 years ago. In 2019, this sector made up nearly 42 percent of Dome’s revenue and it has over 100 employees who specialize in the industry. A recent example of its outstanding reputation within the Life Science and Technology sector is the Sangamo Therapeutics’ Headquarters located in Brisbane, California. This monumental project included a cutting-edge GMP manufacturing facility, clean rooms and warehouse, and a creative office and lab mix-use spread across four floors, with a footprint of 105,000 square feet. The

seamless delivery of this project was a true testament to Dome’s expertise within the Life Science and Technology industry.

Staying true to its origins, Dome is always looking for fun new ways to build relationships and engage with its clients – it wants to have the ‘X-Factor’ that sets it apart. To Dome, a successful project is more than just completing the project on time and under budget. It’s about the experience the client has with its team. The Demo Party of the five-floor Getaround HQ project in San Francisco is a great example of how Dome keeps its clients top of mind. To engage with employees about their exciting new building, Dome scheduled a demolition party where Getaround’s employees and CEO were able to help demolish a safed-off wall - all while wearing custom-made purple hardhats complete with Getaround, Dome, Gensler, and JLL’s logos. To complete the experience, the lobby was decorated with renderings of Getaround’s future office space to help build excitement about the project. Experiences like this are key in creating the strong relationships that make Dome unique.

As a pioneer of innovative construction practices, Dome was also an early champion of Lean Construction and industry related innovation. Last year, a team of Dome innovators rolled-out a new safety platform,

Photo credit: Andrew Rugge

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Dome Construction Photo credit: Bernard Andre

called eMOD. The platform is designed to create and improve transparency, accountability, and safety for Dome, its trade partners, and its clients. eMOD was originally created to offer the construction industry a much-needed safety solution. Rob Lynch, CEO of Dome Construction, describes the importance of eMOD, calling it “a dynamic, evolving and transparent web-based application for use by those closest to harm’s way and closest to the work - field crews.”

Another way Dome is leading the industry is in its approach, dedication,

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and commitment to the advancement of women, both at Dome and within the construction industry. Currently, women make up less than 10 percent of the construction industry in the United States, and on job sites, the numbers are even lower. Within the past two years, Dome has created The Dome Women’s Leadership Committee whose mission is to implement new programs in recruiting, mentoring, and conscious inclusion. The leaders of Dome have worked diligently to implement the knowledge founded by this committee at multiple conferences and industry events,

sharing its ideas with other contractors.

Having read about the ways that Dome invests and values its staff, it’s no surprise to learn that over the past several years, the organization has been awarded a position on the Best Places to Work list, which is published in the San Francisco Business times every year. Dome’s Senior Leadership recognizes that it’s not about the ranking, it’s about continuous improvement. It’s about understanding where and how they can make their employees’ experience better.

As Rob Lynch states: “One of our greatest strengths lies in the fact that we recognize

our employees are our most important asset, promoting individual growth along the way through education, recognition, encouragement, support and respect. All great teams are built on communication, trust, and fairness, and these are qualities we endeavor to embody.”

At Dome, everything about its success can be attributed to its employeecentric culture. Recognizing the value of its employees, Dome offers generous benefits such as paid time off, health and medical insurance, personal and professional development opportunities,

401(k) retirement plans, and a generous philanthropic matching program. A company of over 340 people, across five offices, Dome is always looking for talented people to join its growing team. The company intends to expand its operations further into Southern California, to offer additional opportunities to the good people in which it has invested.

Much like Dome’s people-first philosophy, a philanthropic culture was established from the very beginning. Over the last several years, over four percent of Dome’s profits have been distributed back into

its community. “We’re committed to making Dome Construction a community that cares,” proclaims the Chairman Mark Bley, who currently oversees the Dome Construction Foundation.

This distributed $737,000 in 2019 for organizations like Urban Services, YMCA, All Stars Project, Edgewood, Lazarex Cancer Foundation, A Home Away from Homeless, and several others – once again demonstrating the caring, peoplecentric approach that can be found at the heart of Dome and illustrating how it really does put people first.

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Z Modular

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Building better for you

Thanks - in part - to its innovative Z ModularÂŽ Building Ecosystem, Z Modular is able to ensure its clientele receive quality, precision and predictability throughout the lives of their respective projects

Z Modular z-modular.com Best practice: Applying world-class manufacturing practices to the construction industry

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Z Modular

F

ounded in 2016 as a steel-framed off-site construction business, modular construction solutions provider Z Modular is a proud division of Zekelman Industries — North America’s largest independent steel pipe and tube manufacturer. “Zekelman Industries represents nearly 150 years of manufacturing and operational excellence, and what we at Z Modular do is leverage the best practices, processes and business relationships of the larger organization,” explains Z Modular’s senior vice president, Rich Rozycki. “Another benefit it provides is easy access to high-quality, Americanmade construction materials, ranging from structural steel tubing to steel electrical conduit, MEP system components and fence framework.”

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Backed by the support and financial strength of its parent company, Chicagobased Z Modular established four factories across North America in less than two years. Then, in 2019, it established its fully integrated, open-source Z Modular Building Ecosystem for affiliates to use in their own facilities. “Comprised of a proven process, advanced technology and skilled people, the Z Modular Building Ecosystem enables production of modules with both exceptional precision and exponential scale,” Rozycki continues. “As a result, Z Modular delivers buildings in as little as half the time possible with traditional construction methods, and without cost overruns.”

Serving markets including the hospitality, student housing, multifamily residential and senior housing sectors, Z Modular has

adopted best practices to ensure that every client receives the full value proposition of modular construction, namely speed, quality and cost certainty. “Leveraging Zekelman’s legacy of manufacturing excellence, Z Modular has adopted a manufacturing-level quality assurance program encompassing three principal functions: quality design and engineering, quality control and quality management,” Rozycki adds. “For example, Z Modular utilizes advanced BIM modelling with custom Revit® plugins on all projects, not only to improve workflow capabilities and productivity, but also to accelerate shop drawings and to power automated elements of the manufacturing process.”

The Z Modular Network of Z Modular and affiliate factories today offers a combined production capacity of over 10 million square

and Kitchener are scheduled to begin full production in the second quarter of 2020.

Similar to the Killeen factory, these two are 200,000 square feet in size and will employ the newest technologies, including all of the above-mentioned advanced processes.

The Chandler facility will primarily serve Z Modular’s West Coast clients, while Kitchener will serve Eastern Canada as well as the Midwestern and Northwestern United States.

Tremendous value

feet per year, and this number continues to grow. The company’s own factories are located in Killeen, Texas; Birmingham, Alabama; Chandler, Arizona; and Kitchener, Ontario. Its design offices can be found in Chicago, Illinois; Detroit, Michigan; and both Kitchener and Toronto, Ontario.

“Our Killeen factory is the newest and most technologically advanced of our sites, with 200,000 square feet of manufacturing space containing wall framing machines, CNC machines, material handling robots, and welding robots,” Rozycki says. “All of our facilities are being updated to incorporate robotics and integrated manufacturing software to ensure quality, precision, project predictability and expedited project completion.”

The company’s factories in Chandler

Building owners and developers in commercial and residential markets look to Z Modular to rapidly produce buildings of high quality across the continent. An example of its work that is currently nearing completion is the Cheatham Street Flats multifamily residential development in San Marcos, Texas, located about 30 miles from Austin.

“At five stories tall and 198,946 square feet in size, this structure features 143 units, underground parking, a private courtyard, and lower-level retail space,” Rozycki details.

“Additionally, our Kitchener factory is currently manufacturing modules for GEM Residences at St. Clair College in Windsor, Ontario. When the site is ready, the modules will be installed in just 45 days, forming an innovative housing development that will accommodate 512 students.”

In September 2019, the company received wide-spread praise within the industry when it announced that, for a limited period of time, it would convert any hotel floor concept into a modular design schematic within as little as 10 business days, and at a cost of just $20,000. “This promotion was well received by the hospitality industry in particular,” Rozycki continues. “Many developers recognized the tremendous value

of the offer and of modular construction in general. Z Modular delivered on its promise to create converted modular design schematics within 10 days, each one complete with a parametric Revit model; mechanical, electrical and plumbing design; budgetary pricing; and a project schedule. A number of these conversions ultimately resulted in the developer choosing modular construction as the project delivery method.”

Turning to the company’s future development, Z Modular continues to build up its in-factory workforce, project by project, and is helping alleviate the challenge of labor shortages by hiring apprentices to work with its team of experienced, licensed tradespeople. “These employees enjoy the opportunity to learn a specific trade and apply their expertise to every module, honing their skills as they go,” Rozycki enthuses. “They get to work with some of the most advanced equipment in the business, and in a climatecontrolled environment. Our teams meet daily to discuss progress, solve roadblocks and improve their processes, and all employees are encouraged to take ownership of their work and to feel empowered to make decisions that benefit a given project. In our experience, this approach results in work that everyone can feel proud of.”

Going forward, Z Modular plans to continue automating its factories, upgrading its design tools and expanding production capabilities, both within its own factories and by increasing the network to include more facilities and affiliates using the Z Modular Building Ecosystem. “These investments will enable us to take on yet more projects, with more modules and more stories. As such, all of us here are excited about what is ahead,” Rozycki concludes.

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Peed Equipment

More than just a

business

Peed Equipment is a family company with a values-based culture that has helped the organization establish a reputation for customer service and sustainable practices

Peed Equipment www.peedequipment.com Speciality: Heavy equipment rentals

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O

riginally based in Chandler, Arizona, Peed Equipment was formed with the purpose of rebuilding Caterpillar D9H bulldozers from the frame up. Giving the machines new life at a much lower cost than buying brand-new allowed the company’s founder, Dennis M. Peed, to sell over 250 of these, overtime he started renting out some of the equipment he had purchased over the years and rebuild and before long he had a full rental fleet of his own.

Today, in 2020, Peed Equipment is located in Southern California and specializes in CAT heavy equipment rentals for the earthmoving and mining industries. Serving the United States, Canada, and Mexico, the company’s fleet includes 657E/G scrapers, 651E scrapers, 637K scrapers, 777F/G haul trucks, 992G/K wheel loaders, 6015B excavators, D10T2 dozers, and much more. The business is now run by Dennis’ youngest son, David, and the family connection remains an important part of everything Peed Equipment does.

“There’s no corporate atmosphere at Peed Equipment Co.,” Field Operations Manager Ken Rudenski declares. “Every employee is someone here. They can call us anytime they need something and one of us will pick up. We like having a small, family feeling to the business and we believe it encourages other people to come and be a part of it. In fact, most people that come to us looking for a job these days have been referred by a friend or family member that works with us and thinks the company is great.

You’re a valued employee here with a name and a face that we know.”

Company legacy By acknowledging the importance of each individual in the organization, Peed Equipment has developed a close-knit team built on transparency and mutual respect. New employees are inducted into this environment through an in-house training process that allows them to experience the company’s culture first-hand, whilst gaining on-the-job experience alongside existing members of staff.

“We often like to hire younger, highlymotivated individuals, team them up with veterans, and let them work together on learning the best practices and tricks of the trade,” Ken explains. “These are not only some of the industry’s best operators and mechanics, but many of them are excellent teachers too.

The process has proved to work incredibly well in educating our apprentices and younger guys whose knowledge and skills will play a key role in the continuation of the company’s legacy.”

Legacy is an important concept for many family businesses and Peed Equipment is

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Peed Equipment

no different. For Ken, ensuring the next generation of staff fully understand the company’s founding values and culture is an important step in safeguarding the future of the organization. Customer service, for example, remains as important to the business today as it was in 1982, and the company’s highest priority is still to provide clients with the equipment they need to get their jobs done quickly and efficiently.

“Our name and reputation is everything,” Ken asserts. “The industry is small, and so good service must always be a priority. Our

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customers are mostly repeat clients that know they can count on us.”

Of course, reliable, state-of-the-art equipment plays a defining role in the company’s mission too. Currently, Peed Equipment has machines operating on projects across North America, from 657E/G scrapers working in a Florida phosphate mine, to 100 tonne 777F/G haul trucks transporting ore in Nevada.

“Our machines don’t just look good, they run well too,” Ken proclaims. “As part of our commitment to customer service, we offer

the lowest downtime and highest uptime on our machines. On most projects, we include an onsite mechanic with a fully stocked service truck and spare machine to ensure production is not lost if a problem does occur. On top of that, we have preventative maintenance programs that meet and sometimes exceed even Caterpillar’s expectations, including regular oil sampling to catch potential issues before they happen.”

Over the last few years, in a move that not only modernizes the company’s machinery but also addresses its concerns for the

environment, Peed Equipment has made significant investments into new vehicles and the repowering of its current fleet to meet and exceed air quality requirements.

The company has also replaced nearly 100 per cent of its diesel engines with cleaner burning engines, and its entire rental fleet of 657 E/G’s is now California Tier 3 and Tier 4 compliant.

“When California began offering its repowering program, Peed Equipment was one of the first to work with the state to start making our fleet much cleaner,” Ken

reveals. “Almost two decades later, we are still an industry leader in the transition to more environmentally friendly machinery.”

Later this year, Peed Equipment plans to have several more of its 657 fleet converted to Tier 4, along with many more of its 777F haul trucks. Volunteering to go green has helped save fuel and lower costs, but the decision also shows the organization’s awareness of its social responsibility and reflects its determination to have a wider positive impact.

“We are just a drop in the ocean, but

we want to do our small part to help the environment and make it a cleaner world to live in for future generations to enjoy,” Ken states. “We’ve invested millions now on Tier 4 machines including 637K scrapers, D9T dozers, 777G haul trucks, 992K wheel loaders, and 6015B excavators to name just a few. Going green is a challenge, but we like challenges. Projects in remote locations, rough terrain, double shifts, and stringent timelines are no problem for us. With the right people, knowledge and equipment you can overcome anything.”

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