Issue 2, 2016 Information for Zachry Corporation Employees, Families and Friends
INSIDE
NEW RAIL SPUR YIELDS INSTANT RESULTS FOR DELTA PLANT P. 10
GRAND PARKWAY
PROJECT REACHES THE FINISH LINE P. 6
ZACHRY’S PURSUIT TEAM FOCUSED ON WINNING THE RIGHT WORK AT THE RIGHT PRICE P. 11
DEAR READERS,
In the last issue, I mentioned that we were conducting the Gallup survey of our employees and the level of employee engagement we have in our companies. We had many reasons for conducting the survey but the primary reason was to anonymously gather information on how you felt about working for our company. Generally, I was pleased with the results. The cumulative response for the Overall Job Satisfaction category among all of our businesses was largely very enthusiastic and showed above the 90th percentile. In reviewing each business unit’s specific Job Satisfaction category, the leadership team found some very encouraging results and also some places where significant improvements can be made. We naturally expected to see variation, but even expected patterns are still important to see. Validating our thoughts and observations gives confidence that what we think and what is real are similar. The survey results
WE WANT TO HEAR FROM
also help us identify leaders, managers and processes that are working as well as finding parts of our company that are in need of immediate improvement. While the overall satisfaction was fairly high, two consistent themes seemed to emerge as areas where work needs to be done. The first is that we need to improve the frequency and content of how and what we communicate with each other. Our values include the statement that “Every Person Matters” but we have not always made each of you feel our values through action in ways that are important and meaningful to you. So, we will be making some significant changes that, I hope, will start to show that your ideas and opinions do really matter, that we listened and that we are committed to being the best place for you to work. I recall my grandfather saying that “God gave us two ears and one mouth so we would listen twice as much as we talk,” so that is what we will do. While the results were far from universal, I believe improving communication will benefit everyone. If we are truly committed to being the best, we need to listen thoroughly and speak to each other openly and honestly. We have already begun the effort to completely throw out our current performance evaluation process. In its place, we will be instituting a less formal quarterly communication that is intended to be a more frequent discussion and less an evaluation. This process will ensure that everyone has the tools and training they need and each of you will also have the opportunity to continue providing great ideas for how we can be better. We
YOU!
Zachry Advantage is your magazine. It is designed to keep employees informed on company happenings and we want to hear from you. Please send your story ideas, suggestions for improvement or maybe a cool photo taken on the job to Public Affairs at public.affairs@zachrycorp.com or by calling (210) 871-3366. 2
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will also begin assembling groups of employees within support departments or business units to address specific issues in ways that make sense. Our evolution begins. The second overall theme that arose from the survey was that our employees do not always feel appreciated or recognized for their efforts and successes. Everyone appreciates a sincere pat on the back for a job well done and everyone knows whether and when the recognition is deserved. Our leaders and managers need to make this a priority and do better because our people deserve it. Each of us can also help improve our company by bringing those noteworthy individual and team efforts and contributions to our attention so that we can all share in the successes of our friends and co-workers. I want to be greater than the sum of our parts, give credit where credit is due, listen to what employees have to say, be responsive and open to change, and remember that we are all on the same team. I want every person in our organization to know they are important and valued for who they are and for what they do. I want nothing more for us than to simply be the best. So, we will be making some significant changes that, I hope, will start to show that your ideas and opinions do really matter, that we listened and that we are committed to being the best place for you to work.
David S. Zachry, President and CEO
EDITORIAL BOARD MEMBERS Christie Boubel Robert Chapa John Farrow Ben Fox Chris Jaworski Nancy Lopez Gerry McKervey Connie Norton
Wendy Parker TJ Pritchard Lee Scheel Tonya Settles Tara Snowden Marie Surls Kevin Walters Patti Webber
QUERIDO LECTOR, En la edición anterior, se mencionó que se estaba llevando a cabo una encuesta Gallup como una medida para verificar el nivel de compromiso y responsabilidad de los empleados para con nuestras empresas. Hubo varias razones para realizar esta encuesta, pero la razón principal fue con el objetivo de obtener información sobre la opinión personal de nuestros empleados hacia nuestra compañía. En general, los resultados fueron satisfactorios. La respuesta de la encuesta en la categoría de Satisfacción General Laboral de todas nuestras dependencias mostró un gran entusiasmo obteniendo más de un 90 por ciento. En la revisión de esta categoría en específico, de cada unidad independiente de cada dependencia, el equipo de liderazgo encontró resultados alentadores al igual que algunos otros puntos donde se pueden realizar mejoras significativas. Naturalmente, teníamos expectativas de ver una variación en los resultados de la encuesta, y también ver algunos patrones ya esperados es muy importante. Validar nuestras observaciones e ideas nos da la confianza de saber que lo que pensamos de nosotros como empresa y la realidad en la que vivimos es similar. Los resultados de la encuesta también nos ayudan a identificar líderes, gerentes y procedimientos que funcionan bien, así mismo a identificar otras áreas que requieren mayor atención o mejoras. Aunque la expectativa general sobre la encuesta fue bastante alta, surgieron dos temas específicos en donde se necesita prestar más atención. En cuanto al primer tema, es necesario mejorar la frecuencia y el contenido de comunicación entre nosotros mismos. Nuestros valores incluyen la siguiente afirmación, “toda persona es importante”, sin embargo no siempre hemos logrado hacer sentir a cada uno de ustedes estos valores con acciones que sean importantes y significativas. Es por eso, que estaremos haciendo algunos cambios fundamentales que esperamos demuestren que sus ideas y sus opiniones son consideradas importantes para nosotros. Queremos demostrarles que sus propuestas son escuchadas y que estamos comprometidos con ser el mejor lugar de trabajo para cada uno de ustedes. Recuerdo un dicho de mi abuelo, “Dios
nos dio dos oídos y una boca, para que podamos escuchar dos veces más de lo que hablamos” así que, eso es lo que haremos de ahora en adelante. Aunque los resultados fueron bastante generales, creo que mejorar la comunicación entre nosotros nos beneficiará a todos. Si en verdad estamos comprometidos para ser los mejores debemos escuchar a fondo y hablarnos honesta y abiertamente unos a otros. Hemos iniciado ya el proceso para desechar el actual procedimiento que tenemos de evaluación de rendimiento, y en su lugar se va a instituir un proceso de comunicación menos formal cada cuatrimestre con el que se pretende tener una comunicación más frecuente y efectiva que nos ayude a debatir mas que a evaluar. Este proceso asegurará que todos los empleados obtengan las herramientas y el entrenamiento necesarios, al igual que la oportunidad de continuar aportando grandes ideas para mejorar. De igual manera, comenzaremos a convocar grupos de empleados dentro de algunos departamentos y sucursales para que ciertos problemas puedan ser resueltos de una manera sensata. Nuestra evolución ha comenzado. El segundo tema que surgió de la encuesta es que nuestros empleados no siempre sienten que sus esfuerzos y logros son apreciados o reconocidos. Es bien sabido que todos apreciamos una sincera palmadita en la espalda por un trabajo bien hecho, así como todos sabemos cómo y cuando un reconocimiento es merecido. Nuestros líderes y gerentes deben hacer de esto una prioridad, ya que nuestros empleados se lo merecen. También, todos y cada uno de nosotros podemos ayudar a mejorar nuestra compañía haciendo mención de aquellos empleados o grupos de empleados que contribuyen y se esfuerzan más de lo necesario y ameritan ser reconocidos. De esta manera, todos podremos compartir los aciertos y logros de nuestros amigos y compañeros de trabajo. El querer ser los mejores es responsabilidad de todos. Empecemos por ofrecer un reconocimiento a quien se lo merece, a escuchar las opiniones y peticiones de los empleados y a estar dispuestos a hacer cambios. Pero sobretodo, es importante recordar que
todos somos parte del mismo equipo. Quiero que todas las personas en nuestra organización sepan que son importantes y valiosas por quienes son y por lo que hacen. No deseo nada más que simplemente ser los mejores. Por lo tanto, haremos algunos cambios significativos que espero y reflejen que sus ideas y opiniones verdaderamente nos importan, que escuchamos y que estamos comprometidos en ser la mejor opción de trabajo para ustedes.
David S. Zachry, Presidente y CEO
CONTENTS
2 3 4 5
Dear Readers
6
COVER STORY: Grand Parkway wrap-up
Querido Lector Value Spotlight Spoetzl Brewery Project wrap-up
9 10 11 12
Zachry Scene
13
California High-Speed Rail update
14 16
The Zachry Way
Delta rail spur Zachry Pursuit Team Hilton receives awards from Hilton Worldwide & Boerne Infiniti Project wrap-up
Through the Lens
COVER: Grand Parkway and I-290 intersection. Photo/Chris Sherman
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Value Spotlight: Every Person Matters New hires stay connected through Peer Partner Program Zachry’s new Peer Partner Program is partnering longtime Zachry employees with new hires to help navigate the company and build relationships. The program kicked off in mid-April with each new employee receiving a peer partner and a 90-day support plan. Selected by operations leaders, these Peer Partners communicate regularly with the new hires and provide guidance on Zachry operations and insights to the company culture. “This program is part of our continued efforts to improve our onboarding experience and ensure our employees feel accepted and part of the team,” said Armando Leal, talent management and employee assistance manager. “Zachry has a family-oriented culture, and the peer partner program is yet another way for new employees to feel a part of the Zachry family,” said Leal. Zachry employees interested in becoming a mentor or peer for a new hire should consult with your manager.
Employee survey results set baseline for Zachry to be the best work environment The results from the Employee Engagement Survey are generating conversation, goals and change. The 13-question Gallup survey ranked Zachry high on overall satisfaction as a place to work, but turned up new opportunities to empower employees, including increased recognition, progress reports, added communications and developing meaningful relationships at work.
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Tony Bonacorsi (left) and Adam Saur are both Estimators in the Heavy Highway Division. Tony started working for Zachry in January 2016, and Adam started working in April 2013. Photo/Mark Langford
“Much like receiving a health assessment when you go to the doctor for your annual physical, this survey allows us to begin improvements where it matters most,” said Vice President of Human Resources Jason Westenskow. “The goal for employee engagement is to generate better overall business results. Empowered employees have increased productivity. We want everyone at Zachry to know that they are part of the process to make Zachry the very best place to work.”
Spoetzl Brewery Project wrap-up Photo/Mark Langford
Zachry builds upon a Texas institution Since 1909, Shiner beer has been brewing at the Spoetzl Brewery in Shiner, Texas. Zachry Construction recently completed an expansion of the oldest “ The ‘Little Brewery in Shiner, Texas’ continues to grow, blending the old independent Texas brewery which now with the new as we continue to make one brew at a time with our skilled doubles its beer production in a new, Brewmasters. The brewhouse today is a blend of ‘old world’ copper modern state-of-the-art facility. and ‘new world’ stainless with an energy efficient and environmentally Bringing the brewery’s size to 33,331 friendly design. This expansion allows us to increase our craft portfolio square feet basically doubling the existing while respecting our 107-year history.” facility, the expansion involved constructing – Tom Fiorenzi a three-story structural steel building Spoetzl Director of Brewery Operation adjacent to the present-day white brick, Alamo-style brewhouse. “Our crew began construction before the immense brewing tanks were brought in, which posed the The new stainless steel brewing vessels create a visually challenge to not only work around the brewing equipment but appealing contrast to the brewery’s original copper vessels. also the existing infrastructure and operations,” said Project New tasting and conference areas are now situated amidst the Sponsor Chris Jaworski. “It was critical that our work, in no tanks to provide an interesting backdrop for guests, tours and way, adversely affect the brewery’s day-to-day operations— special events. most importantly, beer production.” Beyond the structural addition, the project included the All construction was predicated by massive, stainless steel installation and employment of a closed-loop brewing system. brewing vessels that were put into place early in the process. Together, the energy efficient and environmentally sustainable brewing method and expanded facilities will allow the brewery to produce up to 1.2 million barrels of beer annually. “The performance of our team has truly been phenomenal,” said Jaworski. “The Zachry team not only proved itself by excelling through the complexities of this project but also kept safety first throughout the project. The team reached substantial completion with zero safety incidents which further confirms our capabilities for the future in the light industrial category.” “It’s a project to be proud of at the end of the day,” said Building Division Director of Operations Darrell Arevalo. “This has been a key job with regard to strengthening our portfolio, particularly in the light industrial market. Zachry is always about ‘Building the Extraordinary’ and this unique project has allowed us to help a 107-year-old Texan institution grow. To be a part of this piece of Texas history is definitely something special.” The new stainless steel brewing vessels create a visually appealing contrast to the brewery’s original copper vessels. Photo/Chris Jaworski
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Grand Parkway
project reaches the finish line After a little more than two years of construction, Houston motorists are enjoying 38 miles of the new four-lane Grand Parkway across North Houston, thanks to a tremendous feat of construction by a Zachry-led joint venture. Zachry-Odebrecht Parkway Builders (ZOPB) completed three segments of the Grand Parkway – essentially, three simultaneous highway construction projects – at a record pace, with right-of-way acquisition, project design, utility relocation and construction all completed in just three years (only two years for actual construction). It is an astounding achievement that is virtually unprecedented in the construction industry. “In our 90-year history, Zachry has had some incredible accomplishments, but this is one of, if not the, largest of them all,” said ZCC President & Chief Operating Officer Jean Abiassi. “Our people have performed what some in the industry thought was impossible. A huge thank you goes to our employees and their families for all the hard work and sacrifices that have made this historic achievement possible.” Originally scheduled to open at the end of 2015, recordsetting rainfall and flooding pushed the opening back to February 5, 2016, when segments F1 and F2 of the project opened, connecting Highway 290 with Interstate 45. The final stretch, from IH-45 to Highway 59, opened March 29. Despite weather delays, a round-the-clock schedule and careful coordination of efforts led to an impressive completion rate of approximately one mile of finished highway and bridges every three to four weeks. “That is unheard of, but the lesson is, it can be done,” said Project Sponsor Gary Doty. “It took a lot of effort and a lot of coordination with each segment to stay on track.” Working together with the customer, the Texas Department of Transportation (TxDOT), was one key to the project’s completion in such a compressed time frame.
290/99 intersection Photo/Chris Sherman
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For example, ZOPB acquired more than 2,100 acres of land from more than 435 property owners in under two years – a challenging process that would normally take up to eight to 10 years to complete. ZOPB’s Right of Way (ROW) team and their coordinated work with TxDOT played a key role in facilitating the expedited pace. Throughout the project, Zachry relied on ingenuity to create time-saving efficiencies. To keep moving forward despite disruptions in the sequence of work during the land acquisition phase, ZOPB self-performed the majority of work on the project rather than rely on subcontractors. Because of the huge quantities of materials needed on a tight schedule, ZOPB created its own casting plant to produce the 2,000 fabricated beams and more than 2.6 million square feet of deck panels needed for the job. The job peaked at more than 1,600 ZOPB personnel, with more than 200 supervision foremen and superintendents. With subcontractors, the total number of people on the project reached more than 2,500.
Kuykendahl/99 intersection Photo/Chris Sherman
“ The Grand Parkway project is TxDOT’s response to the demands of the communities east and west of I-45 for better, safer roads and less congestion. Just 32 months after groundbreaking, motorists can enjoy a 38-mile segment of new roadway that reduces commute times and is spurring new commercial development in the region.” –J eff Moseley, Texas Transportation Commission Vice Chairman
“Our HR department – part of the team on the project - was working long hours, seven days a week to get us enough skilled, experienced people to do the job. They did an incredible job,” said Doty. Now that the project is complete, Zachry has placed the majority of Grand Parkway employees on other projects, including ones in both South and North Carolina, along with placements in other Texas-area offices, projects and the Home Office in San Antonio. In addition to greatly reducing travel times across North Houston for motorists, the parkway also provides access to the new ExxonMobil campus north of the city. “I waited in anticipation for over a year for the Grand Parkway to be completed,” said Monica Sayre, who works at the new ExxonMobil campus. “Previously, my commute took about an hour each way. The Grand Parkway has cut my commute time in half. I am not sure what is better…the ease of the drive, the stress-free route, or the short commute!” Zachry is currently in the running for additional segments of the Grand Parkway, which, when complete, will create a 184-mile loop around the greater Houston area. Zachry is shortlisted on segments H and I, a 52-mile stretch from
Highway 59 past IH-10. The timeframe for completion of that segment is five years; a more typical schedule for a job of that size. Zachry already has a reputation for taking on challenging highway and bridge projects in Texas, such as the High Five interchange in Dallas; segments of State Highway 130; and the DFW Connector, a project rebuilding parts of four highways, two interchanges and five bridges. But the successful completion of the Grand Parkway places Zachry among the country’s most respected contractors. “The Grand Parkway takes Zachry’s stature to new heights,” said Abiassi. “Zachry has a premier stature in the industry after completing some of the most challenging work in Texas, but this achievement places us among an exclusive group of contractors nationally that have the ability to successfully take on a project of this magnitude in such a compressed timeframe.”
59/69/99 intersection Photo/Chris Sherman
F-1 11.9 Miles F-2 11.7 Miles G 14.8 Miles 45/99 intersection Photo/Chris Sherman
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Grand Parkway Employees
THANK YOU to all the dedicated employees on this project
Oscar Alejandro
Jack Gilbert
Jose Mata-Huezo
Jes Allen
Kathy Gilley
Christopher Mayfield
Kelly Alliy
Rene Gonzalez Soto
Jonathan McCloskey
Mario Almaguer
Anita Gray
John McGovney
Angelica Andrade
Jason Grizzell
Timothy McIntyre
Ignacio Apolinar
Ramon Gutierrez
Javier Mendoza
Misael Arreola Mendez
Cory Hagen
Matthew Miller
Tyler Bassinger
Derrick Hamilton
John Minnock
Patrick Beal
Brandon Hernandez
Rosendo Montoya
Michael Black Jr
Robert Hoffer
Travis Mross
Collin Blood
Olga Holmes
Stephen Murphy
Rene Borunda
Shane Hoppes
Anthony Nanfro
Mark Brown
Douglas Hutzler
Diana Naranjo
Brian Bullen
Alvino Jimenez
Luis Nieto
Jason Burch Evelyn Calonge Oscar Canales Ruben Canales David Cantu Jr Alberto Castellanos Israel Castillo Jose Castro James Chandler Oralio Chapa-Campos Craig Christensen
“ The accomplishments that Zachry employees have achieved on this project show true grit and perseverance that few, if any, other organizations have. A big Thank You goes out to them and their families.” –J ean Abiassi ZCC President & Chief Operating Officer
Preston Cook Cory Cottle Dustin Cunningham
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Juan Davila
Gunnar Johnson
Mark O’Conner
Francisco Davila
Jerry Johnson
Norma Pena
Jesse Dela Zerda
Mark Jurica
Fernando Pena
Jimmy Delagarza
Justin Keller
Patricia Perdue
Earl Dickerson
Michael Kimble
Hector Plata
Gary Doty
Kirt Krueger
Brandon Plichta
Russell Dowhower
Gustavo Leal
Johnny Prouty
Tomas Escobedo
Kimble Lisenby
Steven Quintanilla
Ricky Finch
Felix Loa
Ajay Raman
Mark Fisher
Felix Loa
Leslie Reyes
Albert Flores
Jay Lopez
Gilbert Reyes
Teddie Foreman
Roger Lopez
Sarah Reyes
Vernon French
Gilberto Lopez
Horacio Rios
David Galnares
Omar Lopez
Jose Rios
Kate Gilbert
Adam Louie
David Rivera
Randall Gilbert
Jorge Martinez
Victor Rodriguez
ZACHRY ADVANTAGE
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Victor Rosen Clinton Ruhmann Avelardo Ruiz Luis Ruiz Ojeda Benjamin Salazar Felipe Salinas Edgar Sandoval Fernando Saucedo Perry Seals Jacob Selby Patrick Sharp Cody Shaw James Smith Javier Solis Jon Standridge John Stewart Charles Stone Ronald Stubbs Michael Tamburrano Nathan Terry Carlos Tiscareno Andre Tornatore Jose Torres Juan Torres Joe Torrez Gabriel Tovar Romeo Trevino Epifanio Trevino Venkateswarlu Udatha Jesus Valdez Marcial Vasquez Adrian Vela Yesica Velasco Mallory Velasquez Jose Vera Manuel Vizcaya Ahmer Wali Wesley Walker Matthew White Christopher Wilgard Joseph Wilson Phillip Wood Rodney Young Mauricio Zuniga Victor Zuniga
the
ZACHRY
SCENE St. PJs Zachry volunteers cleaned and mulched the courtyard, painted picnic tables, washed windows, and prepared and served lunch to all the children and workers at the St. Peter – St. Joseph Children’s Home in San Antonio.
Mentor Protégé Two small businesses, Vaqueros Electrical, LLC and Cal-Tex Interiors, graduated on May 25, 2016, from a 24-month Mentor Protégé program with Joint Venture Hunt-Zachry while working on Phase I of the Henry B.Gonzales Convention Center project. The program is part of the City of San Antonio’s Economic Development Department’s Business Empowerment Plan. A celebration was held at the Zachry Home Office in San Antonio. Photo/Frankie Arguella
SASH Zachry employees, friends and family members donated their Saturday morning on March 5 to help paint at the San Antonio State Hospital. Photo/Frankie Arguello Construction Career Fair Javier Cano, Zachry Construction training instructor, demonstrates an Equipment Operator Simulator to high school students at the 2016 Construction Career Fair in San Antonio. Photo/Abel Luna
United Way Shoebox Home Office employees decorated and filled 50 shoeboxes with personal care items for the 2016 United Way Shoebox project. The boxes are distributed to agencies who serve the children, veterans, elderly and homeless in the San Antonio area.
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New Rail Spur
yields instant results for Delta Plant
Capitol Aggregates’ Delta Materials Quarry in Marble Falls is one of just a few major producers of Class A rock in the state of Texas. Ongoing road construction, maintenance and expansions in Texas continue to drive demand higher and higher, which prompted the decision to expand the rail spur for Capitol Aggregates. Upon completion, the new extension immediately began yielding results for the Delta plant with its ability to accommodate larger, longer strings of cars. “Previously, our 1,250-foot rail siding could only accommodate 25 railcars, so with the greater demand we frequently had to load cars on the main line,” explained Director of Distribution Scott Wolston. “This presented logistical difficulties, and excessive loading times that often would take as long as two to three days to load 80 cars.” Construction started in November 2015 and was completed in mid-February 2016. The new line is 4,271 feet long and accommodates 80 cars, which now take just 12 hours to load. Area Manager Steve Eckert said, “timing-wise it worked out very well that we finished when we did, because the Texas Department of Transportation doesn’t pave roads in the winter. March is when we start to see the seasonal increase in activity on the rail to meet the product demand resulting from spring and summer road-paving work.” Eckert explained that the ability to take on and load larger trains reduces the freight cost and now enables the quarry to sell to markets that are farther away. Plant Manager Doyle Lindsey is especially enthused about the operational advantage resulting from the facility’s new capability of scheduling and loading product on its own schedule, rather than the rail owner’s schedule.
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“Trains travel the line on Monday, Wednesday and Friday, so we were previously limited to loading on the off days,” said Lindsay. “Now we can load on our timeframe and take on multiple customers simultaneously. The shortened loading time also increases the availability of scale house employees who double as loaders and this now enables us to plan our work every day and work our plans.”
Doyle Lindsey (left), Marble Falls plant manager, shakes hands with Bernardo Guzman, loader/operator. Also pictured is Foreman Jason Ratliff (second from left) and Juan Rojos, loader/operator. Photo/Carlos Sanchez
Zachry’s Pursuit Team
focused on winning the right work at the right price
Zachry’s long-term investment in securing the best projects begins with the company’s Pursuit Team. Focused on design/ build contracts, the Pursuit Team works long hours pulling together intricate details for large proposals. The proposal process can take one to two years with as many as 100 Zachry employees and partners providing input for the proposal. “Our Pursuit Team, proposal coordinators, estimators, and all the design partners provide input when working on a proposal to showcase our capabilities and strengths,” said Vice President of Business Development Paul Newman. “They are creating the foundation for Zachry’s future projects.”
Pre-proposal process According to Newman, Zachry’s senior executive team meet monthly to see what is ‘coming down the pipeline.’ “We look one to two years out. We talk about which projects are in our target areas and which projects fit our primary type of work. We gather facts, identify risks and opportunities, and discuss potential partners and engineers,” he said. Newman also invests a substantial amount of time developing relationships and meeting with project owners like Department of Transportation officials throughout the country. “It helps us identify those organizations and projects that are a good match for Zachry’s skill set when projects come up for bid.”
World Series of business “It’s a team effort to secure business,” said Pursuit Manager Bill Adams. “Many of our clients select us based on more than just our price. They want to make sure we’re qualified to deliver the project and can help them achieve their overall project goals.” Adams views Zachry’s pursuits like a baseball season: the company’s current projects are the regular season, Qualification Statements are the playoffs and project proposals are the World Series.
Left to Right: Linda Rowell, Darren Ratajski, Megan Medina, Chandani Patel, Bill Adams, Gina Roman, Nancy Lopez, (Robyn Rasch and Paul Newman not pictured). Photo/Mark Langford
“The experience and accolades our people earn on our current projects become the basis for us to win more work,” he said. “Like the playoffs, only a select few get to propose on projects and the efforts put forth by our project teams allows us to show our clients we are qualified to bid on their work. Being qualified and getting short listed is just the start.” “Our goal is to win the World Series, and be selected to build the project,” explained Adams. “This requires us to find creative ways to be competitive. Our goal is to design a better project than our competition; one that is more cost efficient, yet provides a higher level of quality and exceeds our client’s goals. We look to create a win-win for our customer and for Zachry so we’re always the preferred bidder.”
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Hilton Palacio del Rio
lauded for H360 website & social media efforts Zachry Hospitality’s Hilton Palacio del Rio garnered two prestigious awards among 368 Hilton properties within the Americas region from Hilton Worldwide this past February. “We are beyond pleased to be acknowledged by Hilton Worldwide for these efforts,” said Brian Getman, Hilton Palacio del Rio director of sales and marketing. “As a self-owned and managed hotel, to be placed at the top among 368 other Hilton properties, is a pretty big feather in our cap.” The Palacio del Rio team was awarded for its use of the “H360 Community Website,” an internal web portal, which allows for employee communication among Hilton properties globally. “We share best practices, recipes, special guest experiences and videos of team activities with Hilton members from around the world,” said Getman. The hotel was measured against competing properties in the U.S. based on site utilization, the highest number of users and the highest level of engagement
The Palacio del Rio Hilton’s recent Hilton Worldwide awards are displayed above the San Antonio River Walk. Photo/Zain Bidiwala
on the H360 site. In addition to the H360 website award, the hotel’s innovative and highly effective social media efforts were also recognized by Hilton Worldwide with the “Best Use of Social Media” award. Zain Bidiwala, Hilton Palacio del Rio marketing and communications
manager, closes the gap between the guest and the hotel through social media. “We really focus on personalizing each guest experience and making impressions that will keep us top-of-mind with them,” said Bidiwala. Whether posting travel tips and tricks, liking or commenting on Instagram photos and videos to compliment a guests’ photography or corresponding in real-time to reviews on TripAdvisor, social media allows the team to establish meaningful connections with current and prospective customers. “Responding to as many comments or reviews as possible—positive or negative--is critical to creating and reinforcing brand loyalty,” said Bidiwala. “It is easy to see the passion for hospitality in this team and that is what makes the Hilton Palacio del Rio not just another hotel on the River Walk but a destination in itself,” said Litany Bergeron, eCommerce manager, Global Online, for Hilton Worldwide.
Building Division completes construction of Boerne Infiniti In late May Zachry’s Building Division completed construction of the new 25,000-square-foot Boerne Infiniti Dealership, located in Boerne, Texas. The dealership provides a beautiful setting to purchase a car and Zachry provided the owner the means to realize their vision. The project schedule took several setbacks with weather including effects of the 100-year storm at the start of the project, but through Zachry’s hard work and the work of the project’s subcontractors the team was able to recover nicely. According to Project Manager Chad Cadieux, the dealership is situated in front of a hilly area and the water flows down and into the site and from there onto the neighbor’s property. So a unique water retention system 12
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Photo/Carlos Sanchez
Zachry making progress on
historic California project The Tutor Perini/Zachry/Parsons (TPZP) joint venture recently began construction of the 28-mile segment of the California High-Speed Rail project, named CP1, following two years of design and preparation. Ultimately, the railway will run from San Francisco to the Los Angeles basin in under three hours at speeds of over 200 miles per hour when finished in 2029. According to Engineering News Record, it is the first of its kind in the United States and, at $63 billion, one of the largest infrastructure projects in the nation’s history. TPZP is working closely with the customer, the California HighSpeed Rail Authority, to develop the foundational processes and systems for the unique project. “Because we are working on the first segment, we are really starting from scratch, helping to create forms, establish a structure for the organization and testing new software,” said Project Engineer Matt Kalt. “Zachry’s role in constructing the first high-speed rail system in the
The TPZP team demolishes the Coffee Break Services building in downtown Fresno as part of the initial work on the CHSR project. Photo/Tyler Cannon
nation is giving the company valuable experience and exposure in a new market and a new industry.” Intensive environmental regulations on the state and federal levels that extend beyond bunnies and birds to visual aesthetics and project equipment emissions; methods of construction not traditional to Texas such as cast-in-place viaducts; and
a new owner entity have created challenges that have allowed growth in Zachry’s capabilities and Zachry personnel assigned to the project. TPZP’s scope of work has increased since the initial $1.022 billion contract was awarded in 2013. The customer recently awarded three more miles of civil infrastructure construction to the joint venture, which added $152 million to the project. The Authority also tasked TPZP to perform $200 million of utility relocations for Pacific Gas & Electric and AT&T facilities. In addition, the Authority has added two years to the project’s original 42-month schedule, with completion of TPZP’s segment slated for June 2019. Zachry is honored to be part of the initial team to kick off this historic, high profile project and to help build a foundation for the rest of the construction process, “The Zachry name is really going to become well known in this area and for High Speed Rail projects that may be contemplated in other parts of the U.S.,” said Kalt.
was designed and built as The project marked the third a preventative flood control successful job undertaken by “ Through our longstanding relationship with Zachry, measure. The system consists the company for developer Dan we knew the company had the ability to get the of inlets and watertight pipe Briggs. The other two projects job done. In addition, the fact that Zachry is more up to 30 inches in diameter were the construction of the vertically integrated than some construction throughout the site and a Briscoe Western Art Museum companies was appealing. We needed to begin water retention pond at the and the Embassy Suites by site work before the plans were even finalized and back capable of holding Hilton, San Antonio Riverwalk. Zachry was able to self-perform this work.” thousands of gallons of water. Briggs noted that, when the To accommodate this system Boerne Infiniti project arose, the – Dan Briggs, Developer underneath the building and selection of Zachry to perform site, the site was raised in the work was a logical choice. elevation to sit three-to-four feet Briggs commended the higher than the neighbor at the property line. Zachry team for its ability to overcome the weather-related Our customer is very happy with our performance,” said setbacks the project faced. “In spite of the delayed construction Cadieux. “I, in turn, am thoroughly impressed with how our start due to all the rain at the beginning, Zachry did a really team accommodated our schedule recovery.” good job of keeping up with the original schedule.” 13
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ZACHRY
WAY ZACHRY MILEMARKERS 35 Years
25 Years
15 Years
10 Years
5 Years
Tracy Blando
Barbara M. Aguirre
Guadalupe “Lupe” Alvarado
Paul K. Kramer
Clarisa DeLuna
Michael Haas
Michael A. Castillo
J. Brian Lennard
Michael J. Fishbeck
Jesse Verduzco
Richard G. Castillo
Isaias Lira
Sergio Gonzalez
James A. Davis
Jose G. Torres
David W. McCay
20 Years
Maria F. Garcia
Juan R. Zuniga
Daniel Ray Padilla
Gabino Cordova
Donald Martin
Ryan J. Ilg
Adelaida Medina
30 Years Billy Estrada
Steven I. Quintanilla
Richard Perez Mariano Rodriguez Linda S. Rowell
ZACHRY
KID ZONE
Q: What goes through
towns, up & over hills, but doesn’t move? A: The road
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ANCHOR CONTRACT DECK FOUNDATION PAVEMENT
BEAM CONDUIT FACADE GRADER ROOF
BLUEPRINT CULVERT FORKLIFT OVERPASS WELDER
Employee
Births
Ava Olivia Martinez was born to John Martinez, IT Department, and Jennifer Martinez on March 7, 2016.
Have some joyful news to share?
Let us know!
Send announcements to: public.affairs@zachrycorp.com
Landen Carter Allen was born to Morgan Campbell and Jes Allen, ZCC Heavy Division on March 14, 2016. Liam James Watt was born to Jon and Susanne Watt on April 10, 2016 and Vera Simone Prado was born to Aaron and Lori Prado on May 5, 2016. Both are grandchildren of Tim Watt, vice president Zachry Corporation, and Kay Watt.
2016–2017 Zachry Scholarship Winners Congratulations to the 32 Zachry Scholarship winners. Zachry initiated the scholarship program for dependent children and spouses of employees. For more information, please email debra.benevidas@zachrycorp.com.
Sean Castillo
Marcela Martinez
Sara Wainman
“Thank you very much for the time and effort you put into helping students like me. It means a lot.”
“I would like to thank you for your abiding support and believing in me to become a successful young lady. I will accomplish my goals to my fullest potential while living up to your expectations and more.”
“Thank you so much for the scholarship! Ever since I was little, I’ve wanted to attend Syracuse University and with Zachry’s help, that dream has become a reality. Thank you for helping make my dream come true!”
Daughter of Julia F. Martinez, Heavy Division, San Antonio
Daughter of Tracey Taylor, Public Affairs, San Antonio
Son of Michael Castillo, Capitol Aggregates, San Antonio
15
ZACHRY ADVANTAGE
ISSUE 2, 2016
SAN ANTONIO,TX
SA
PERMIT #1517
PE
PRSRT. STD. U.S. POSTAGE
PA I D
2330 North Loop 1604 West | San Antonio, TX 78248 P.O. Box 33240 | San Antonio, TX 78248 zachrycorp.com
Henry B. González Convention Center Expansion
U.S
P
SAN ANTONIO,TX
SAN
PERMIT #1517
PER
Through the Lens PROJECT:
FIRS
Submitted by: Building Division Safety Manager
David Roberson
The iconic “sign bridge” welcoming folks to the Henry B. González Convention Center was originally erected in 1968 as a part of HemisFair ’68. Zachry recently completed phase one of the new Henry B. González Convention Center in February. Zachry continues with phase two where the original sign was removed on May 11, 2016.
Give us a peek at a day in your shoes! Send us your best shot! Send an email with a photo attachment at least 1MB in size and a description of what the photograph depicts to public.affairs@zachrycorp.com. Include your name, job title and contact information in case we need more information.