Safety Week 2006 Integrating Skanska USA Civil

coast tocoast
An employee magazine from Skanska USA
Safety Week 2006
Get the who, what, when and where
Pages 4 –7
Integrating Skanska USA Civil
As nine companies start to operate under the
Skanska name, we look at what it means – and how
similar integrations have played out elsewhere.
Pages 8 –12
“Construction on this
site is about
not being defeated.
It’s about putting back something
even grander than what was there before.”
Gary Winsper, Project Director, WTC Hub, Skanska in New York City
Work at Ground Zero proceeds carefully amidst sensitive excavation and under the close eye of multiple
interest groups. But Gary Winsper and his team are braced for the long haul by a dedication to their
customer and to the memory of friends and loved ones. As a primary player in a joint venture called
Phoenix, Skanska is responsible for erecting the new Transportation Hub, which has been designed by
world-renowned architect Santiago Calatrava. For the company and for Winsper there are strong
reasons to be involved in the project. In the 1960s, Skanska (formerly Slattery) was involved in building
the World Trade Center. After the bombing in 1993, Winsper was one of two project managers who
worked around the clock to get the towers back in operation. This time, he says, “It’s about seeing it
through. It’s about being victorious.” Read more about the Hub and the team that’s building it at:
www.skanska.com
coast to coast #2 2007
Welcome to COAST TO COAST.
Gearing up to be One Skanska
On that note, I have heard that many of you are curious
about the new possibilities brought about by Skanska ID.
I will end on a note of suspense by saying: stay
tuned. In the next issues of Coast to Coast
you will be hearing more about ID and
what their work means for all of us.
I WAS SO IMPRESSED BY THIS YEAR’S SAFETY WEEK.
As you can see from our coverage at sites and offices across
the nation, everyone put extra effort into trying to achieve
our goal of zero accidents. We can be proud of our results.
I also want to draw special attention to this issue’s articles
on integration within Skanska USA Civil. As Rich Cavallaro
pointed out in his speech at the Christmas Ball for
Slattery Skanska, this is not about consolidation. It’s about
integration. Each company contributes a unique skill and
background to the mix. By exchanging this information,
Skanska USA Civil will become stronger and more efficient.
And by having one name we will increase the awareness of
our brand among both potential employees and the buyers
of Public-Private Partnerships projects.
Until then, keep up the good work. Let’s
make 2007 Skanska USA’s safest year yet.
Johan Karlström
Executive Vice President, Skanska USA
THE RECAP: SAFETY WEEK 2006 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 4
CONTENT
14
ONE SKANSKA USA CIVIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 8
SINGLE-BRANDING IN THE WEST
BECOMING SKANSKA NORWAY
12
Page 11
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Page 12
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ALL ABOUT CPP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 13
4
15
JENNIFER AHERN FROM THE BRIDGE OF LIONS . . . . . . . . . . . . . . . . . . . . . . . . . .Page 14
BETH HEIDER SPEAKS FOR THE SWEDES
17
BILL DUVALL OF SKANSKA ID
Page 15
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Page 16
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ACCOLADES IN GEORGIA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 17
coast to coast
PUBLISHER: JOHAN KARLSTRÖM EDITOR: COLE RUTH CONTRIBUTING EDITORS: ANNELI ANDERSSON, TOM CRANE, CAROLINE BUCQUET, KAREN DIEMER, ALLYSON ORFAN.
ADDRESS: SKANSKA USA, 16-16 WHITESTONE EXPRESSWAY, WHITESTONE, NY 11357, U.S.A. PHONE: +1-718-767-2600. LAYOUT AND DESIGN: DESIGN SOURCE EAST
PRINTER: DOLAN WOHLERS COAST TO COAST IS THE QUARTERLY EMPLOYEE MAGAZINE FROM SKANSKA USA. SUBSCRIBE FREE OF CHARGE BY SENDING AN EMAIL TO: [email protected] COAST TO COAST IS PRINTED
ON ENVIRONMENTALLY FRIENDLY PAPER. FEEL FREE TO COPY FROM THE MAGAZINE OR TO QUOTE US, BUT PLEASE NAME THE SOURCE. NO RESPONSIBILITY IS TAKEN FOR UNSOLICITED MATERIAL, THOUGH YOU ARE WELCOME TO SEND
YOUR IDEAS AND SUGGESTIONS TO THE EDITOR AT [email protected]
coast to coast
PAGE 3
SAFETY WEEK 2006
Safety and imagination reign
SKANSKA’S SECOND ANNUAL SAFETY WEEK WAS A GREAT SUCCESS WITH ONLY SIX ACCIDENTS WORLDWIDE –
and only one accident in the entire U.S. Here, in all three business units, from coast to coast, employees embraced
the week as an occasion to shine the spotlight on safety and emphasize education. This year Safety Week had two
themes, working at heights and visible leadership, but it was up to the creativity of each site and home office to bring
across the message of awareness to colleagues and subcontractors.
Events included pizza lunches and barbecues for jobsite and office staff, demos on how to use a fire extinguisher, talks
about fire safety on the job and at home, presentations on the concept of an Injury-Free Environment (IFE), fall protection
demos, training on the use of Automatic External Defibrillators (AEDs), coffee, cider and doughnuts at morning breaks,
forklift training, onsite blood pressure checks and flu shots, and much more.
Here’s a sampling of what went on across the nation. Our advice? Start planning for next year and steal with pride.
PAGE 4
coast to coast
SAFETY WEEK 2006
during SAFETY WEEK 2006
COLORADO
Skanska USA Civil
Almost 2.2 million. That is the number of consecutive hours, as of November 15, 2006, that
the company formerly known as Nielsons
Skanska worked without a lost-time accident.
Safety Week was an opportunity to continue
extending their streak of safe hours.
“Employees were enthusiastic, but it is
second nature for them at this point,” says
Risk Manager Mark Hanson of his employees
during Safety Week. Everyone received free
T-shirts during the week and management
went over different topics that were relevant to
each job. Fire extinguishers are available almost
anywhere for immediate use, but how many
people have actually used one? Realizing this,
managers took office personnel out to the
equipment yard and had them put out fires
with fire extinguishers. They also analyzed the
five incidents that occurred during the
preceding year and found that four of them
were hand-related. Management created multiple toolbox meetings to address all hazards, but
they focused on hand safety.
“The visibility of management and the message of zero accidents is important," states
Hanson. "Having management go out and reiterate the importance of safety on a regular basis is
more helpful than anything else.”
FLORIDA
Skanska ID
The Fort Lauderdale office made a site visit to
Fort Lauderdale International Airport where
Skanska USA Building had a Fall Protection
demonstration.
Skanska USA Building
At the Homestead Replacement Hospital in
Homestead, the team’s seven-day agenda
included demos and training for safety equipment and personal protective equipment
(PPE), a blood drive, raffles that rewarded
those who worked safely, and a children’s safety
poster contest, open to children of the hospital
and site project team. A “success” email was
sent out each weekday by jobsite staff with
information about the day’s victory — no
recordable incidents — and photos of staff
working safely.
GEORGIA
Skanska USA Civil
In Atlanta, celebration was in order – at an
office that boasts the best safety record in
Skanska USA Civil, with only one recordable
incident since April 2005. During Safety Week,
T-shirts and hats were passed out and lunch
was provided to all employees. Environmental,
Health and Safety Director, Jeff Vinkovich,
personally provided safety information at
many of the job sites during safety week.
As on every day of the year, Vinkovich
required a simple worksheet to be filled out by
the foreman on each job site. These “pre-task
planning worksheets” offer a different, but
effective, approach to communicating safety. The
sheet allows the foremen to go over tasks for the
following day and address potential hazards.
During Safety Week Vinkovich read a letter
from Stu Graham that highlighted Skanska’s
goals and the unacceptability of fatal accidents.
While toolbox talks and meetings take place
regularly, Vinkovich says workers talked about
creating safety in their workplace and were more
attuned to discussion during the week.
MARYLAND
Skanska USA Building
The Safety Leadership Team at the Rockville
office hosted a Health Fair for all office and
jobsite personnel, with blood pressure and
cholesterol screenings as well as flu shots. A
dietician, massage therapist and representatives
from Delta Dental, VSP and other benefit plans
were in attendance. Other events included
CPR/First Aid training and a special emphasis
on safety for a regularly scheduled quarterly
Town Hall meeting.
coast to coast
PAGE 5
SAFETY WEEK 2006
MICHIGAN
Skanska USA Building
In the spirit of community, the project team
for AT&T in Lansing planned a coat drive to
help keep the Lansing area homeless safe and
warm during the winter months. Spearheaded
by Mary Ann Sprow, Administrative Assistant,
and John Veresh, Project Superintendent,
the drive collected 45 winter coats that were
delivered to the Lansing City Rescue Mission
in early November.
NEW JERSEY
Skanska USA Building
At the main office in Parsippany and the
Schering Plough jobsite in Summit, many
employees turned out for a blood drive
in response to severe shortages in the
U.S., says David Korman, Environmental
Health and Safety Director. During the week,
employees in Parsippany also received a gift
that emphasized safety in the home, like a fire
extinguisher, smoke detector or First Aid kit.
NEW YORK
Skanska USA Building
Environmental Health and Safety Director
Marty Bruno and his staff developed a sevenday, event-filled schedule. Efforts included
involvement in a local hospital’s walk to fight
brain tumors, with Skanska matching $12,700
in employee donations and an Executive Site
Visit Day which covered 20 project sites, and
saw New York executives talking about safety to
PAGE 6
coast to coast
workers and project teams. An onsite blood
pressure check during the week found one
worker with an abnormally high reading, an
admission that he had forgotten to take his
medication and a swift trip to the hospital.
Skanska USA Civil
Safety Week was promoted throughout
Skanska USA Civil’s New York job sites. But at
the Triborough Bridge Reconstruction project,
there are two Skanska USA Civil operating
units (Skanska Koch and Skanska USA
Civil’s Northeast Division) working to ensure
zero accidents.
To prepare for the week, the project
management team held meetings with laborers, ironworkers and teamsters to promote it
and bought everyone on the project a kick-off
day breakfast.
Skanska Koch Safety Director John Pouso
walked the projects and randomly handed out
$25 Home Depot gift cards to employees who
were working safely. (The project also has a
monthly drawing for a special incentive. But, if
there’s an incident, the incentive is withheld a
month.) “Working safely doesn’t slow a job
down, accidents slow down the job,” says Pouso.
He also adds that “Today, workers are much
savvier about safety than in previous years. If we
want to attract and retain stars, we must prove
that Skanska is a sound, safe place to work.”
The team also held its regular weekly
safety meeting. Each week, the night before the
meeting, Project Manager Dan Payea talks to the
superintendents to share information and get
their input. “We keep every stakeholder on the
project informed as much as possible,” says
Payea. “That way, they don’t have to waste time
getting information.” The team also keeps the
client informed. Not only does the client join in
these meetings, they also participate in a
monthly job walk.
At the end of Safety Week, the team held a
barbeque to thank everyone for remaining
injury free.
NORTH CAROLINA
Skanska USA Building
Says Larry Watkins, Project Engineer at the
French Science Center in Durham, N.C., local
Emergency Medical Technicians checking
blood pressure at his job found that, “most
people were in the safe range, but one subcontractor discovered that his blood pressure was
so high he needed to address it promptly with
a doctor.” Adds Watkins, “It was information
he appreciated.”
In Raleigh, N.C., the joint-venture team
of Skanska and Barnhill at the Raleigh
Convention Center, was applauded for its
safety record on the project thus far: 500,000
man hours without a lost-time injury.
OREGON
Skanska USA Building
After Safety Week 2005, Superintendent
Ben Radabaugh was committed to keeping
the spirit of the event alive all year long. He
SAFETY WEEK 2006
collected as many safety T-shirts as he could
from the 2005 event, wearing one to work
every day for the year. He plans to do the
same in 2007, with a solid supply of Safety
Week 2006 shirts. “Safety Week is not about
being safe for just one week, it is about
emphasizing health and safety 365 days a year,
on the job and at home,” says Radabaugh.
takes constant commitment and effort to
protect yourself,” says Teague.
In suburban Houston, the Skanska team at
the Richey Elementary School worked with the
school’s assistant principal to create a contest
highlighting safety for the facility’s 785 students.
Younger children created poster boards about
what safety in the home meant to them while
older children wrote essays on safety.
WASHINGTON, D.C.
Skanska ID
The office made a site visit to Skanska’s Route 1
project in Virginia where they listened to a
presentation and toured the project with two
safety foremen. They also got to see on-site fall
protection and safety harness practice. ■
TEXAS
Skanska ID
The Dallas office held a Safety Review to ensure
that all employees were aware of the emergency
exit procedures, the location of the first aid kit,
and the location and use of fire extinguishers.
Skanska USA Building
Alex Teague, Senior Project Manager at the
Blanton Museum at the University of Texas at
Austin, says his team pulled together to brainstorm creative ways to promote Skanska Safety
Week. They invited workers, families and the
owner’s reps to join them on Friday, October
27th, to mark Safety Week and the topping out
of the building, with activities that included a
children’s Stretch and Flex (performed to the
lively 1980s tune, “The Safety Dance”), a barbecue and live music, compliments of Project
Superintendent Fred Santo and his band.
When a subcontractor injured his thumb
earlier that week the incident was used as a
learning opportunity. “The team focused on
using that injury to discuss how each person is
responsible for his or her own safety and how it
A GLOBAL EFFORT
T
here was a tremendous amount of feedback during Safety Week from
all of Skanska’s markets. Hendrik van Brenk, Director of Safety for
Skanska worldwide, says that dozens of emails poured in from employees and
the public, with comments about the event and ideas for the future.
“Health and safety is a core value for Skanska,” says van Brenk. “Our commitment
brings the entire organization together to recognize a common vision. And Safety Week
allows us to celebrate the hard work our employees put in toward improving health and
safety at their jobs. It is also a recognition and commitment that we are all dedicated to
achieving the vision of zero injuries.”
With one injury in the U.S. during Safety Week 2006, van Brenk notes, “Accidents
just don’t happen. They can be avoided. Our goal is zero. Our mantra for Safety Week
and all year long is, ‘Zero accidents begin with you.’ ”
coast to coast
PAGE 7
CIVIL INTEGRATION
One Skanska USA Civil Brand
CREATES OPPORTUNITIES
FOR YEARS, THE COMPANIES THAT SKANSKA ACQUIRED THROUGHOUT THE U.S. HAVE BEEN DOUBLE-BRANDED
under their former company names. As such, they were able to take part in the global enterprise while
maintaining their connection to the previous companies’ local reputation.
On January 1, 2007, Skanska USA Civil began the process of integration, meaning that these companies
now operate as a single entity under the Skanska name. The reasons for the integration are: to maximize the potential in
existing markets; take advantage of opportunities in emerging markets; and become the nation’s No.1 construction company.
This will be accomplished, in part, by leveraging the reputation and strength of the parent company.
Skanska USA Civil’s companies include Slattery Skanska, Gottlieb Skanska, Koch Skanska and Underpinning and
Foundation Skanska in the northeast; Atlantic Skanska, Tidewater Skanska, and Bayshore Concrete Products in the southeast;
Yeager Skanska and Nielsons Skanska in the west.
As a result of the integration, the business unit now has five divisions: the Northeast, Southeast and West regions,
the Large Projects Group and Skanska Koch. In terms of the reporting structure, each of these divisions reports directly to
Sal Mancini, President of Skanska USA Civil.
PAGE 8 coast
to coast
CIVIL INTEGRATION
Even before the formal integration, combined Skanska teams have pulled together
to give our clients the best-possible result. Here, at the Corona Yard Maintenance
Facility, Underpinning and Foundation Skanska performed the pile driving, while
Slattery Skanska and Gottlieb Skanska performed the civil work. Clockwise from top
left: Charles Brabham, Rob O'Neil, Mike Kelly, Nick Vitucci, Karen Carbonell, Emily Chen,
Eric Ackerman, Mike Viggiano and John Zubala.
IN THE NORTHEAST
ichard Cavallaro is Executive Vice President of the
Northeast Region, headquartered in Whitestone,
N.Y. He is responsible for the companies that had
operated as Slattery Skanska, Gottlieb Skanska and
Underpinning and Foundation Skanska. Although the
latter will keep their name, they will take part in the Skanska brand
identity just like the other companies.
“We will be recognized as one company,” Cavallaro notes. “The
integration of Skanska USA Civil will emphasize Skanska’s strength as
a national contractor, its vast civil capabilities and the bonding capacity
to finance large infrastructure projects.”
Cavallaro adds that the former companies complement each other.
While Slattery has gained reknown as a heavy civil contractor specializing
in deep foundations and concrete, Gottlieb’s expertise has been in
mechanical, structural and architectural iron, and train station finish work.
R
In spite of the benefits, Cavallaro admits that the integration presents
challenges. “There’s an emotional attachment to the company names.
We are trying to help everyone understand why the double-brand names
are being eliminated and emphasize that Skanska’s balance sheet enables
us to compete for mega-projects such as AirTrain ($1.5 billion), Newtown
Creek ($500 million) and the WTC Transit Hub.”
To help explain the integration, Cavallaro and the other Vice
Presidents have been speaking to the different companies since midOctober. Then, in December, they began introducing the change to their
clients, first through a personalized letter and then in one-on-one visits.
“The integration under the Skanska name is about the
future – it’s about building market share in the world’s
largest construction market and creating an organization
and opportunities for our people.” – Rich Cavallaro
coast to coast
PAGE 9
CIVIL INTEGRATION
IN THE WEST
rowth is also on the horizon in the west. Skanska USA Civil’s new
West Region consists of two districts: the California District
(formerly Yeager Skanska) and the Rocky Mountain District (formerly
Nielsons Skanska).
Eric Taylor and Curtis Broughton are senior vice presidents for the
West Region. Taylor is General Manager of the California District and
Broughton is General Manager for the Rocky Mountain District.
In the Rocky Mountain District, much of the work
is for major industrial clients like mining companies
who have high expectations when it comes to safety
and sustainability programs. Broughton anticipates that
a greater sharing of internal resources and expertise
will make such programs even stronger in the future.
“Although Skanska is the third largest civil contractor in the US,
sometimes the marketplace sees us as a group of individual companies,”
says Broughton. “By uniting under the Skanska brand it will be clear
to our clients, employees, and stakeholders that we are one strong,
national company.”
The California District is a strong and prominent
player with a good reputation in Southern California.
The integration, according to him, began when Yeager was
acquired in 2002. “Our clients have already accepted that
our company is Skanska USA Civil. Employees accept the
idea of a single Skanska identity.”
G
“Here, clients and employees know the Skanska brand and
the strength and reputation it brings to the table. Skanska
brings global recognition to a regional marketplace. The
Skanska brand allows managers to develop strategic,
long-term plans for the region.” –Eric Taylor
In 2006, California voters approved a number of large transportation
and infrastructure projects. Taylor says Skanska’s financial strength enables
his team to take on these projects that are part of this coming construction
boom. “The integration has been easier with the assistance of young
management that has embraced the opportunity,” Taylor concludes.
“If you want to develop, Skanska provides quality benefits, a career path
and greater opportunities.”
PAGE 10
coast to coast
IN THE SOUTHEAST
he Southeast Region is based in Virginia Beach, Va.,
and includes the three former companies called
Atlantic Skanska, based in Atlanta and specializing in
water treatment projects; Tidewater Skanska, a major
heavy, highway and marine construction company focused on the
Hampton Roads area, which also pursues projects from Florida to
California; and Bayshore Concrete Products, which evolved out of a
precasting facility that Tidewater and Kiewit/Raymond International set
up during a joint venture to build the Chesapeake Bay Bridge and Tunnel
complex in 1960.
Peter MacKenna is Executive Vice President of the Southeast Region.
He says one of the biggest challenges to integrating these companies is their
own proud histories and sense of belonging to those companies. But he
also points toward the solution: to demonstrate the benefits of being one
large, flat organization. “We are a decentralized, integrated business with a
lot of autonomy,” he explains. “Since we run projects all the way down to
Florida, we depend on multi-line reporting. This empowers people to
make decisions in the field so they can remain nimble and respond to
needs and opportunities as they arise.”
T
“Empowering employees in the field allows them to excel.
Other new opportunities for employees include a management
development program and dual career paths. This rewards
employees for doing the work they prefer to do, whether it’s
being a project manager or a superintendent.” – Peter MacKenna
MacKenna says people are beginning to understand the
integration. Like Cavallaro, MacKenna has spoken at a series of town
hall meetings to explain the integration and the opportunities for a
unified, national player. He also explains the marketplace, the way
Skanska USA Civil will participate in new public-private partnerships,
and where the money will come from.
MacKenna says that it’s key is to deliver the reality on the dream of
Skanska. “This dream is to be the No. 1 construction company in the
U.S. and to make Skanska the construction company of choice, and the
employer of choice,” and he explains that the goal is not just to be
No. 1 in revenue, “It’s giving back the maximum return to stakeholders.”
He also says it’s important to provide the right environment to employees.
“A company is its people and that’s the reason to be both the employer of
choice and the reason to be Skanska.”
For MacKenna, the Skanska name symbolizes a commitment to
quality and integrity. “I’m excited about the change. It’s the beginning of
something extraordinary, because the growth of Skanska lies in the U.S. and
there are especially great opportunities for growth in all our regions.” ■
CIVIL INTEGRATION
Building Baugh
INTO SKANSKA
In the Pacific Northwest, becoming Skanska meant blending the best of the
past with a new realm of possibilities
O
ver the past three years, Skanska USA Building has transitioned
At the heart of a brand
from eight independent companies to one organization. All of
Seattle’s Vice President of Business Development Tony Stewart says that,
these companies had rich traditions of success and strong local cultures.
although initially challenging, the Pacific Northwest got ‘on the bus’
One of those was Baugh Construction, who had been operating in
headed in the same direction as the rest of the company. According
Seattle, Washington and Portland, Oregon for 54 years. And one of the
to him, the reason for the successful transition is strong and stable
challenges they faced was convincing clients and employees that the
leadership. “Almost everyone in Baugh’s senior leadership was a
change would not replicate two previous unsuccessful acquisitions of
stockholder in the company – people who lived the brand. Most of
other local contractors.
them are still in leadership positions today and each one has embraced
Seattle Area General Manager, Bob Babitsky says, “We personally
being part of Skanska.”
called our clients. They immediately embraced the idea of integration,
The western region is distinctive within Skanska USA Building,
but they wanted to make sure they could continue to work with their
since it self-performs some of its work. “We enjoy managing labor in
project teams, with whom they had developed solid
the field – and we do it well,” says Stewart. “Being a builder
relationships.” Babitsky adds, “We explained
is a part of our office’s identity and heritage, as well as a
that local management would remain in place
differentiator within our business unit. It’s one way in which
and continue making decisions. The upside is
we add to the brand.” In fact, the western region does more
that we now have more to offer clients, from
self-perform work today than when they were Baugh.
depth of resources to unified delivery processes
As Skanska USA Building became unified, a
and operations.”
nationwide system of Best Practices was established.
Oregon’s Area General Manager, Ross Vroman
Several contributions came from the Pacific Northwest,
says, “It was a sensitive time economically and, at
including a national training program, now known as
Skanska, assimilation was happening swiftly and
Skanska University. The safety and multi-level Injury-Free
broadly. We communicated to employees and clients
Environment (IFE) program also has its roots here. Other
on a continuing basis to let them know that
best practices and procedures, from project delivery to
management would remain local, but that we would
proposals have been streamlined across the business unit, to
benefit from both the global Skanska and the new
be more aligned with the Skanska Group.
national organization.”
For both the Oregon and Seattle offices, there
New ways forward
was a definite turning point in the re-branding and
In addition to the possibilities of exporting talent or
streamlining process. Vroman points out, “For
know-how out of the region, Stewart sees the possibilities of
In the Seattle office, a series of art objects is on
Oregon, the turning point was getting our
importing other aspects of Skanska. “The Infrastructure
display. To show their heritage of close work with
people to trust and embrace the integration.
Development (ID) business unit is very exciting. People
the trades, Skanska asked people from five
Because people represent a company’s brand,
different trades to create art objects that symbol- want to talk about it and share ideas. It makes us
they also represent its stability. In other words, ize their work. This one is made by a carpenter.
unique, since no other construction firm can share this
our positive, stable attitude is reflected in the marketplace. ”
breadth of intellect and services.”
Babitsky attended a meeting and saw an organizational chart with a
“Although our brand migration has been a journey, the benefits are
multitude of different Skanska USA Building business cards and realized clear,” Stewart notes. “At the end of the day, when you step back and look
that we were operating as independent silos throughout the country. “I
at the brand from a global perspective you start to see that there is a lot
knew that it had to be confusing to our clients,” says Babitsky. However,
of knowledge and intellect that can be shared on both sides of the pond.”
the moment of truth came when a superintendent stated that operations
As the Skanska brand continues to gain recognition in the Pacific
is “on board and we trust you.” Babitsky says, “To have the buy-in from
Northwest, Babitsky says, “I’m proud of our history, but I believe in
the field was crucial, and to be truly unified internally, externally, locally,
taking the best from the past and combining those values with the best
regionally and nationally we needed the support of all of our people.”
of what we have today. ” ■
coast to coast
PAGE 11
CIVIL INTEGRATION
What’s
IN A NAME?
The E39 highway relied on the combined expertise of
Skanska Norway and Skanska Infrastructure Development.
Skanska Norway’s Vice
President of Operations
shares the sometimes
difficult but rewarding
journey to becoming part of Skanska.
THREE YEARS AGO, SELMER SKANSKA BECAME SKANSKA NORWAY.
This was a difficult process for many employees since the Selmer
name had become synonymous with Norway’s independence —
from Sweden.
The Selmer name dates back to 1906, one year after Norway
cut loose from Swedish rule. During this time Norwegians were
eager to maintain their own successful businesses, and Selmer emerged as one of the
country’s largest companies. Since then, Selmer
has been double-branded and bought and sold
many times, but when they changed their name
to Skanska it was the first time the company
was named anything other than Selmer.
As Business Unit President Geir Magne Aarstad puts it, “Since
many employees had been with the company practically all their
lives, they were quite emotional about the change and told us in
plain language how they felt. We had to give them time for grievance, and acceptance.”
IN WITH NEW BUSINESS
As it turned out, employees were slower to accept the change than
clients. When Selmer Skanska performed a survey in 2003, they asked
their customers, among other things, what they thought about the
PAGE 12
coast to coast
upcoming name change. According to Aarstad, almost no one reacted
negatively. Although some expressed sadness or nostalgia over the
Selmer brand, the most important reason why the name change didn't
matter was that “the people will still be the same.”
Questions about downsizing were not even entertained, since
in a healthy market, Skanska Norway has only increased its number
of employees. Furthermore, with the new competence from
Skanska ID, they were able to win a major contract. “People quickly
saw that by being Skanska, we could take part in more interesting
and large-scale projects,” says Aarstad.
A NEW DAY
While some employees still say they are working in a Swedish
company, there is a new generation with a different attitude. They say
they work for an international company. And new stories are starting
to circulate: stories in which regional managers are communicating
with people outside Norway. One example is Moderna Hus, in which
Norway is adopting best practices from Sweden in order to build
houses. What’s more, local managers want to recruit from other
parts of the company and employees want to go abroad. These are
real stories being told in the hallways and on the job sites of Skanska
Norway, and they show how this business unit has become an
integrated part of the international organization. ■
CIVIL INTEGRATION
The first steps toward integration?
Find the best ways to operate.
THEN SHARE THEM.
With projects as varied as the American landscape, Skanska USA Civil is developing new standards for its core business procedures to be able to
expand operations nationwide. That’s where the Common Processes and Procedures (CPP) Task Force comes in.
U
.S. market demand, particularly in
California, Florida and Texas is expected
to grow significantly in the next 20 years. This
will bring increased demand for large-scale
infrastructure projects, rebuilding and
maintenance – a combination that will require
improved collaboration and cooperation.
Furthermore, 2005’s new federal
infrastructure funding act is expanding the
possibilities for Public-Private Partnerships
(PPP). The Safe, Accountable, Flexible, Efficient
Transportation Equity Act: A Legacy for Users
(SAFETEA-LU) will distribute $286 billion for
highway funding between 2005-2009. This is a
significant increase from the previous allocation,
and represents a window of opportunity that
will strongly affect the Civil organization.
To prepare for this demand, Skanska USA
Civil’s numerous companies must be more uniform. With the company’s long-term best interests in mind, the move to a single brand is a logical next step. By leveraging the best of what each
Civil company can offer, the group will be able
to tackle more large projects – such as an
upcoming $700 million toll-road in Texas.
WHERE THE CPP COMES IN
For the past six months, task force members
have been expanding best management practices and how to implement operating systems
in order to optimize productivity for this
future growth.
“Without integration we are at a status
quo,” says Stefan Schnitzer who is heading up the
integration effort. “To prepare for future growth,
we are creating a suite of processes and applications to handle everything from subcontracts to
project forecasting and accounting.”
“The results of CPP will impact the group
differently,” says David Sitton of the Western
Region. “Some of the standards being developed
will be minor changes to most of the operations.
On the other end of the spectrum, we will be
changing the Job Cost Code structure with
standard codes, subcontract processing and
procedures, equipment accounting and
maintenance, payroll processing as well as other
financial and accounting functions.”
Projects and estimating levels within the
operating units will be affected in terms of using
new codes and processes. System conversions
and staff training will be required. General
ledger accounts, financial statements and WIP
schedules will need to meet the new standards.
Converting one of the regions from one financial
system to Skanska USA Civil’s standard system
(CGC) was also identified by the CPP.
“Implementation will present the biggest
challenge. Although time-consuming, it is not
difficult to design common procedures and
practices,” says Jeff Larkin of the Southeast
Region. “The challenge is to make the changes
make sense so that they will be adopted by the
employees who are supposed to use them.
Change is often difficult for people and when
you are asking employees of successful companies to change their procedures, it is
common to encounter resistance.”
The new standards will entail consistent
project processes and controls, thereby saving
money and improving quality. Other changes,
such as the move to a single brand name, will
strengthen Skanska’s overall presence in the
U.S. and aid the second aspect of expansion:
recruitment.
A strong brand attracts quality candidates.
A flexible and dynamic workplace will keep
employees engaged and more likely to stay.
Common standards will ease cross-boundary
transfers and offer further advancement
possibilities. People will gain knowledge that is
invaluable to the company and at the same time
build a sense of unity. This type of solidarity is
often noticeable and creates better relationships
with clients.
“We are creating uniform, world-class
standards for all operating units. It will foster
seamless coordination and collaboration among
our colleagues and enable Skanska to take
advantage of the growing U.S. market as well
as facilitate future acquisitions,” says Schnitzer.
These common processes and procedures
will begin taking effect in 2007. Task force
members include: Joe Nogues (CFO, West
Region), Dan Betancourt (Cost Engineer,
Northeast Region), Jeff Larkin (CFO, Southeast
Region), Stephen Hughes (CFO, Northeast
Region), Dave Sitton (Administrative Manager,
West Region), John Saunders (VP, Northeast
Region), Peter Franco (CPP Project Manager,
Skanska USA Civil), Pat Walsh (Controller,
Skanska USA Civil), and Stefan Schnitzer
(Integration Project Executive, CPP, Skanska
USA Civil). ■
CALL TO CIVIL ACTION: GET INVOLVED
Most of the output from USA Civil’s CPP task
force will be available on the planned intranet
site. There will be a single point of access
to process descriptions and necessary forms.
The aim is to create access to the various
applications through the intranet. The working
name for this part of the future intranet
is called “Workbench.” Colleagues are
invited to come up with an alternate name.
Email suggestions are welcome at:
[email protected]. The three best proposals,
including the winning one, will receive a prize.
coast to coast
PAGE 13
FOCUS ON
Hooked on
Construction by the
FAMILY BUSINESS
JENNIFER AHERN HAS WORKED FOR SKANSKA FOR OVER
six years – but her relationship with construction began long
before that. Ahern caught the bridge building bug when she
was five, when her father started a bridge building company.
At age 16, when most girls are going to the movies and shopping
malls, Ahern had her sight set on a different path and began working
with her father. Ahern continued working for her father’s company
until she graduated from West Virginia University with a degree in
Civil Engineering.
However, working for one’s father requires a thick skin. People are
constantly waiting for you to make a mistake. “Deciding to not work for
my family’s company was a difficult decision. But being a woman in
construction is challenging enough,” says Ahern. “I wanted to prove to
my colleagues, and myself, that everything I achieved was based solely
on my ability to do my job.”
After graduating from college, Ahern interviewed with Marshall
Callahan, who has since retired, and Wade Watson, who convinced
her that she should come work in Skanska’s main office. She hasn’t
regretted the decision once. “I’ve been able to work on amazing projects
that most companies can’t even bid on.”
“While doing paperwork in the home office was not what I would
have picked for my first assignment, it turned out to be an invaluable
experience,” she says. “It gave me the opportunity to get to know just
about everyone there and you can’t underestimate the importance of
knowing who to call when you need help.”
In 2001 she went to North Carolina to work on the Smith Creek
Parkway, which involved reconstruction of five bridges and roadway
work. 18 months later she returned to the home office as an Assistant
Project Manager on the Norfolk International Terminal Reconstruction
project. When that project was completed in 2005, Ahern moved again,
this time to the Bridge of Lions Reconstruction in St. Augustine, Florida,
where she is now Project Engineer.
PAGE 14 coast
to coast
In the day-to-day planning for the Bridge of Lions, she gets
satisfaction from seeing her plans executed. She also enjoys the historical
preservation. “There is a certain amount of pride that comes with
working on a project that you know future generations will see and
enjoy. People in the community have been supportive and compliment
us on the work. We can all be proud that we are giving something back
to the community that will be better and safer than it was before.”
“At one of the [Young Professionals] meetings the group
decided that I had the best job in Saint Augustine. They
drive past the bridge everyday and are always asking me
for updates. It makes me proud of my job and the company
I work for.”
Ahern appreciates that the company places a great deal of importance
on their employees, their happiness and building great work relationships. “Curly Collier and Tom Fulton clearly have extensive knowledge of
building, and I know I will learn a lot from them in the next few years.
It’s easy to make things work on paper but when you get to the job you
must be able to overcome obstacles and deliver the project on-time and
on-budget.” Ahern recounts how, on the Bridge of Lions, the client
changed the clearance height of the temporary bridge from 65 to 80 feet,
causing the work plans and schedule to be drastically changed. But by
working closely with the client, the team was able to meet the challenge
and open the bridge on time.
For Ahern, the hardest part of the job is being away from her
family. “I try not to let more than two months go by without seeing
them,” she says. “But I enjoy traveling and seeing other parts of the
country.” One day, she hopes to retire in West Virginia, where she is
from, but for now, she has settled into life in St. Augustine and joined
the Young Professionals of St. Augustine. “At one of the meetings the
group decided that I had the best job in Saint Augustine. They drive past
the bridge everyday and are always asking me for updates. It makes me
proud of my job and the company I work for.” ■
NEW YORK’S SWEDISH AMERICAN CHAMBER OF COMMERCE
(SACC) hosted its fifth Executive Women’s Conference at Tavern
on the Green in Central Park in early November. The conference
brings women together from the United States and Sweden to
enhance and grow SACC’s unique network and to reach out to
the next generation of executive women. Senior Vice President of
Pre-construction at Skanska USA Building Elizabeth J. (Beth) Heider
was one of five speakers for a panel topic discussion on “Climbing
the Ladder.” Heider spoke of the challenges in her career, but
also acknowledged her mentors — four men — who have supported
her over the years, including Corporate Senior Vice President of
Pre-Construction Bill Flemming.
“These last few weeks have been good for me,” Heider says.
“First, I was invited to be a speaker at this conference. Secondly, I
passed the exam for LEED® accreditation, and third, I was asked to
serve on Skanska’s Precon Senior Leadership Team.”
FOCUS ON
Beth Heider Addresses
Swedish-American
CHAMBER OF COMMERCE
Heider admitted that it took some courage, but she also credited her
grandmother and her mother, both of whom were career women, for
being influential role models. “My grandmother was an accomplished
musician and a successful investor – before and after the Great
Depression,” Heider says. “During World War II she worked to support
the war effort. My mother studied premed, worked in a test lab, and after
my father died, she went to work as a teacher.” Because of strong
family support, Heider chose a career that she knew she would be best for
her. “My climb has benefited from having a strong base camp, so it was no
surprise when I decided to become an architect – a profession dominated
by men,” she adds.
By contrast, on her first job interviews with an architectural firm,
a partner at the firm told Heider that she might consider “taking
night courses in interior decorating because it better suits a woman’s
capabilities.” Disappointed, but not dissuaded, Heider continued to
pursue a career as an architect. Ironically, two years later the same
gentleman, who advised her to pursue interior decorating, presented
Heider with the Alice Lehman Sunday Prize – a prize the Virginia
Society of the American Institute of Architects (AIA) bequeaths to
honor young architects. Heider laughs, “Funny, he didn’t seem to
recall having met me before. For me, it was a lesson about desire – desire
to go after the career I really wanted and knew I could do.”
Heider then told her story about being hired by Skanska. She says,
“I was pretty happy with my current job, but had nothing to lose and
was intrigued by the opportunity to work with a big organization – at
higher stakes. I left a place where I was really comfortable and shortly
after I took the position with Skanska, I was a little overwhelmed. So
don’t be surprised if you encounter a little altitude sickness as you climb
the ladder.”
A role model for Skanska as well as for women, Heider is a success
story. She presents to various organizations around the country on the
cost and benefits of sustainable construction. She also chairs Skanska’s
Green Council and encourages Skanska USA Building pre-construction
and construction resources nationwide to build in an environmentally
responsible way.
Heider concluded by thanking Flemming. She says, “It’s great when
you work for someone who has absolute faith in the organization. It’s even
better when you are given the opportunity to move beyond work as a
vocation to pursuing issues you regard as a mission.”
During the conference, other presentations and panels were given
on mentoring, turning obstacles into advantages and keeping a healthy
balance between work and family life. The event was followed by a
reception at the Residence of the Consul General of Sweden,
Ambassador Ulf Hjertonsson. ■
coast to coast
PAGE 15
FOCUS ON
An Engineer in the
DEVELOPER’S SEAT
What does construction have to do with Public-Private Partnership
(PPP)? For William DuVall, the answer is ‘everything’. As a new
Program Director for Skanska Infrastructure Development – North
America, DuVall is taking his 35 years of experience from different
construction companies and applying it to the development of new
PPP projects. Most recently he worked for Jacobs Civil Inc., and
spent 11 years in the Army Corps of Engineers, with postings as far
apart as Thailand, Alaska, D.C., and Saudi Arabia. He also holds
engineering degrees from West Point and MIT as well as an
MBA from Long Island University that he completed while teaching
engineering at West Point.
Why did you choose to come and work for Skanska?
I saw it as an exciting opportunity to work for a leading, international
company that also happens to be one of the world’s largest contractors and a strong developer of PPP projects.
What do you consider to be the biggest challenge of your
new position?
Developing projects at an earlier stage than I’m used to.
Could you specify what your role as PPP developer will entail?
As the PPP developer, Skanska Infrastructure Development (ID) takes
a lead role in financing, design-build, and operation and maintenance
of the facility, such as a toll road. ID will sign a contract with the
public client and then create a Special Purpose Company to execute
and implement all of the work necessary to complete and operate
the facility. ID can team up with other financial entities to invest in
such projects, given there is a long-term concession that generates
toll revenue and therefore a profit stream. We issue subcontracts
(generally) to a design-build consortium, including a Skanska
construction unit, and may self-perform or subcontract for operations
and maintenance functions. In the end, a long-term, sustainable and
profitable investment for Skanska is the result.
What projects are you working on right now?
Currently, we are one of three bidders for a $2 billion green field
toll road project, and we plan to pursue an upcoming procurement
of a major city tunnel project — both located in the Commonwealth
of Virginia.
PAGE 16
coast to coast
How are these projects similar to those you’ve worked on in
the past?
They are very large, complex civil infrastructure projects requiring a
design/build approach. And they are all related to transportation,
either for highway, rail, transit, bridge, tunnel or airports.
How do you see your role in facilitating relationships between
ID and Skanska USA Civil or Building?
ID will always ensure that Civil or Building is included in the
design-build consortium. As the developer, ID coordinates closely
with the other Skanska business unit to assure effective partnership
and bid success for the team. Working with the Skanska USA business
units is a competitive advantage for us, given their prominence in the
U.S. market and their reputation among our government clients. ■
AWARDS
Skanska Recognized as
“GENERAL CONTRACTOR OF THE YEAR”
S
kanska USA Building was recently named “General Contractor
of the Year” by the Hispanic Contractors Association of Georgia
(HCAG) during the first annual “Compadres de la Construcción”
(Friends of Construction) banquet held in Duluth, Georgia.
HCAG’s mission is to raise the quality of life of the Hispanic
construction community in Georgia through educational programs and
by providing resources needed in this segment of the population.
When handing out the award, HCAG highlighted the mentoring
work performed by Skanska associates with Hispanic subcontractor,
The World of Masonry, during the construction of the DeKalb County
Juvenile Courthouse project. Skanska offered advice to the Peachtree
City-based company on scheduling and estimating techniques for
stronger, more consistent project planning.
“This is a wonderful recognition of the hard work and
commitment of our associates with Georgia’s Hispanic construction
community,” says John Reyhan, Skanska’s Executive Vice President.
“The award is a prime example of Skanska’s belief that a world
of diversity creates a culture of inclusion.”
– John Reyhan
“Unlike many general contractors out there, Skanska cared about
our business and did everything possible to help us succeed at the
Juvenile Courthouse site and improve our business practices,” says
The World of Masonry’s President, Martin Gonzalez. “It has been a
great learning experience.”
HCGA board member, Reyhan assisted in the planning and
implementation of the organization’s local goals and continues to ensure
that Skanska is fully engaged to lend its resources to the benefit of the
organization in 2007 and beyond. ■
coast to coast
PAGE 17
Skanska USA Business Units and Offices
Skanska is one of the largest construction service companies in the U.S. with business from coast to coast.
Skanska
USA Building
1. Skanska USA Building
Headquarters
Parsippany, New Jersey
2. Atlanta, Georgia
3. Beaverton, Oregon
4. Blue Bell, Pennsylvania
5. Boston, Massachusetts
9. Grand Rapids,
Michigan
18. Durham,
North Carolina
10. Houston, Texas
19. Rockville, Maryland
11. Jacksonville, Florida
12. Kalamazoo, Michigan
13. Milford, Connecticut
14. Nashville, Tennessee
6. Charlotte,
North Carolina
15. New York, New York
7. Temple, Texas
16. Oakland, California
8. Fort Lauderdale, Florida
17. Orlando, Florida
PAGE 18
coast to coast
Skanska
Infrastructure
Development
Skanska
USA Civil
24. Skanska USA Civil
Headquarters &
Northeast Region &
Large Projects Group
Whitestone, New York
20. San Juan, Puerto Rico
21. Seattle, Washington
22. Southfield, Michigan
23. Tampa, Florida
25. Atlanta District
(Southeast Region)
Atlanta, Georgia
26. Bayshore Concrete
Cape Charles, Virginia
27. Skanska Mechanical &
Structural (Northeast
Region)
Valley Stream,
New York
28. Skanska Koch
Carteret, New Jersey
29. Rocky Mountain
District (West Region)
Cortez, Colorado
30. Southeast Region
Virginia Beach, Virginia
31. Underpinning &
Foundation Skanska
(Northeast Region)
Maspeth, New York
32. California District
(West Region)
Riverside, California
33. Skanska Infrastructure
Development
Headquarters
Alexandria, Virginia
34. Dallas, Texas
35. Fort Lauderdale,
Florida
“For Duke, we worked around the clock...
Lives were depending on us.”
Rodney Holland, General Superintendent, Skanska in North Carolina
The Duke Emergency Department is a fast-paced Level One Trauma Center treating up to 200 patients a
day — with at least 50 arriving via helicopter or ambulance. Putting patients first, Duke counted on Skanska
to complete renovations to the Emergency Department around ambulance routes, flight paths, pedestrian
and automotive traffic. We partnered with the local police and fire departments as well as Duke Hospital
Operations to ensure that the Emergency Department remained fully functional day and night. We got the
job done through teamwork, trust and integrity — the Skanska way.
www.skanska.com
“Where some see a road,
we see a
partnership.”
Karl Reichelt, Executive Vice President,
Skanska Infrastructure Development, North America
Public Private Partnerships (P3) are transforming the way our nation procures highways, schools
and hospitals. In this changing environment, Skanska Infrastructure Development brings unique
experience from some of the world’s most challenging P3 developments. Skanska ID is all about
partnership. By bringing together stakeholders ranging from state officials to infrastructure users,
we integrate different needs and perspectives. As a result, we’re able to deliver much needed
social facilities that enhance the quality of people’s everyday lives. “The Skanska team is unique
in its ability to develop, finance, construct, maintain and operate sustainable infrastructure,”
says Reichelt. “We are about complete integration and long term commitment to partnership.
Our proven track record and socially responsible approach speak for themselves.”
www.skanska.com