Casinos: Three of a Kind

The Employee Magazine for Skanska in the U.S.
2008 / Issue 02
coasttocoast
Casinos: Three of a Kind
page 8
The Battle
Against Falls
page 2
Puerto Rico’s
Pipeline of a
Lifetime
page 11
coasttocoast is
the proud winner
of a 2008 Bronze
MerComm Astrid
Award
Taking a Stand for our Brand
We are living in uncertain times. Politics, the economy, and world
commodity volatility all make for a difficult environment in which to
operate our business. There are many things beyond our control that
can affect our results.
In such times it is easy to lose one’s bearings and make decisions
based on short term events. Skanska has a 120-year history. We have
lived through difficult times before. One thing we can and must do
is stay true to our brand and what we stand for. No matter what the
economic conditions may be, the 5 Zeros should be a constant.
While each of the Zeros is important, I want to focus on two –
accidents and ethical breaches. Nothing is more damaging to the
image of our industry than fatalities and corruption. This year has
been a bad one for Skanska and the industry because of fatalities,
which are almost always falls from heights, and crane mishaps.
These incidents are not “accidents” – they are due to acts of
omission or commission. Acts of omission involve the failure to plan
constructions tasks. As a result, people are placed in unsafe conditions.
Acts of commission include directing work to be performed without
taking safety into consideration and/or decisions by individuals to
ignore safe practice even where proper planning has taken place.
There is nothing more tragic than a fatality on a Skanska site. It
means we have failed in our responsibility to care for our people. Our
safety professionals have spelled out the routines, the measurements
and the mindset necessary to achieve zero accidents, which of course
mean zero fatalities. Zero accidents are possible; we cannot tolerate
underperformance. Our people's lives and our brand name are at stake.
Unfortunately, our industry is also often linked to corruption. This
is unfair because 99 percent of the wonderful people in construction
conduct business legally and ethically. But it is bad news that creates
headlines. One individual can significantly damage our brand; and
the brand is our entry ticket to the competition for work. You won’t be
disqualified for losing money, but you will for being a crook.
In today’s complex legal environment you can be labeled a crook
for a variety of reasons. There are laws regarding how we deal with
customers, subcontractors and suppliers. Anti-competitive behavior is
a complicated subject. Under certain circumstances even entertaining
clients is viewed as unethical. Almost any form of entertainment or
favors for public agency employees is prohibited.
I cannot list all the dangers here; but I know the temptations are
great and the risks to our brand cannot be overstated. Like with safety,
we have a zero tolerance policy for unethical behavior. If you see or
suspect unsafe conditions or an ethics violation, report it. It is your
absolute duty and responsibility to do so.
If we remain true to the 5 Zeros no matter what else happens, the
Skanska brand will shine and we will prosper.
Stu Graham
Chairman, Skanska USA
Editorial note: Our sincere apologies for not mentioning John Lavelle
in the list of members on the winning E2L team in the last issue.
Congratulations to John and the team.
coast to coast
Contents 2008 • Issue 02
Page 02
Page 05
Page 08
Page 12
Page 11
Page 16
Safety
02 Will You Save a Life Today?
Fatalities on our jobsites provoke
serious action.
03 Dos and Don’ts
03 Clean Jobsite, Clear Mind
03 Fall Prevention Tips
Our People
04 When Losing is a Good Thing
A weight-loss trend takes shape
at Skanska.
04
05
06
06
07
Taking Charge of Your Health
The Stuart Graham Lifetime Achievement Award
Day in the Life
Panel Question
Community Timeline
11
12
14
15
15
Pipeline of a Lifetime
Water Works
City of Cranes
The Fast Track to Outperform
The Vancouver PPP Pursuit
Our Projects
08 Casinos: Three of a Kind
Three casino projects underway in the
U.S. point to an untold success story.
Focus
16 Going… Going… Green!
A look at several U.S. offices that
have turned in their gas guzzlers
for greener miles.
17 Procuring a Winning Strategy
FSC STAMP TO BE
PROVIDED BY PRINTER
coasttocoast Publisher Stuart Graham Editor Cole Ruth Editors/Writers Caroline Bucquet, Karen Diemer, Allyson
Orfan, Jennifer Brewer, Kelli Cishek, Shana Bitterman, Mary Humphreys, Shelby Adams, Jessica Murray, Marshall
Jones, Nicole Phelan Photography Michael Pugh, John Meiu, Jay Michael Printer Dolan Wohlers coasttocoast
is the quarterly employee magazine from Skanska USA. Subscribe free of charge by sending an email to:
[email protected]. coasttocoast is printed on FSC certified environmentally friendly paper. Feel free
to copy from the magazine or 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]. If
you have a story you’d like to see covered in coasttocoast, or one that you’ve written and want to see published,
contact the editor at: [email protected]
1
Will You Save a Life Today?
On February 25th, an email went out from Mike
McNally, Business Unit President of USA Building, and
it had a ripple effect throughout the organization. It
would be fantastic if this email had contained good
news−but it did not. The subject line read "fatality"
and the news was of the death of Jesus Cruz in Atlanta.
Within a month, another man would die on a Skanska project, Leo Felty, Jr. in Ann
Arbor, Michigan. “Every Account Manager and Operations Manager is expected to
get out to every one of their projects by the end of this month,” read Mike’s message.
“I would like each of you (every AM and OM) to send me an email with an update
on the status of your visits. Update me next week on where you are in completing this
and then email me with confirmation that you are complete sometime the following
week. Let’s stay focused. NO MORE FALLS.”
In early May, Gino Gelormino fell to his death from USA Civil’s Triborough Bridge
project outside Manhattan. All three deaths were caused by falls, and all of them were
preventable. Tying off is the last option that should be explored before working at
heights, as engineered controls such as guardrails and administrative controls such as
effective pre-task planning have already been applied. “It’s about choosing to take the
time to plan how you will do each task safely, even if you are behind schedule,” says
USA Building SVP of EH&S, Hendrik “Van” Brenk. “Choosing to correct your coworkers if you see them at risk of a fall, choosing to stop and ask questions if you don’t
know, choosing to save a life!”
Mike’s email would revitalize USA Building’s commitment to fall prevention.
Soon, Van and the USA Building management team would embark on in an anti-fall
campaign entitled: Choose to save a life.
“It’s about choosing
to take the time
to plan how you will do each task safely,
even if you are behind schedule.”
The “Choose to Save a Life” campaign includes comprehensive fall prevention
and fall protection training, a video interviewing our workers about why they make
the choices they do, a pamphlet for workers to take home, a commitment that every
worker will be trained by the end of 2008, and in 2009 no one will be allowed on a
USA Building site without a sticker on their hardhat acknowledging their training and
personal commitment. Also, a public service announcement was created and will be
aired on Hispanic television and radio across the country, and posters and banners to
be made available at union halls and client locations. ◆
The brochure on the facing page can be detached and put in your back pocket.
Please pass it along. You can order the original brochure, or find out more, by
contacting Van Brenk or your local communications manager: "Van" Brenk at
[email protected]
coast to coast
Fall Protection
Dos and Don’ts
Do!
Wear your harness properly when working on
heights. When you are tied off, make sure that
you are securely tied off. Proper fall protection
will save your life and going home safe and
sound is always a “Do.”
Clean Jobsite, Clear Mind
Every jobsite faces challenges and one that is often given
low priority is good housekeeping.
There is a belief that supervisors only focus on housekeeping protocol when
productivity is hampered or the safety director is on hand. But in this line of work
where people’s lives are at stake, tidying up the jobsite must be at the forefront.
A clean work area can also alter the public’s perception of the industry from
dirty, dangerous and demanding to professional, productive and progressive.
For more information, contact Senior Superintendent Frank Longo:
[email protected]
Helpful Tips:
Don’t!
Dragging your harness around the jobsite
is a major “Don’t.” Tails are for suits, not
construction workers. It can cause you or
someone else to slip, trip or fall.
coast to coast
•
•
•
•
Devise a housekeeping schedule that is suited for your jobsite
Clearly communicate daily cleaning tasks to workers
Reward the execution of good housekeeping protocol
Improve cleanliness to meet building production and sustained
efficiency standards
Applying these words of advice will result in a safer environment,
greater productivity and increased efficiency.
3
Choose to Save a Life
Falls can occur during a number of
situations on the jobsite. To help
ensure your personal safety we have
chosen to highlight some of the
common situations.
Your Harness
Harness
& Lanyard
• Inspected Daily
• Worn Correctly
• Pre-task Planning
Personal Arrest Systems
Personal
Arrest Systems
• Properly Tied Off
• Tie Off Point Can Accept
a Load of 5000 lbs
Positioning Device Systems
Lift Systems
• Annual Equipment Inspections
• Pre-Task Planning
• Independent “Tie Off ”
Guardrails
• Engineered Controls
• 1st Choice to Prevent Falls
Guardrail Systems
Protection from
Falling Objects
Protection
Falling Objects
• Safe Zones Clearly Indicated
• Include in Pre-Task Planning
Holes
Hole Covers
• Cover Secured
• Signed & Labeled
• Plan in Place Prior to Removal
3
Elija Salvar una Vida
Las caídas pueden ocurrir durante varias
situaciones en el lugar de trabajo. Para
ayudar a asegurar su seguridad personal
hemos elegido destacar parte de las
situaciones comunes.
Su Arnés
Harness
& Lanyard
• Inspeccionarlo Diariamente
• Utilizarlo Correctamente
• Planear la Pre-tarea Sistemas Personales de
Detención
Personal
Arrest Systems
• Amarrarse apropiadamente
• El punto de amarre debe
soportar 5000 libras
Sistemas y Dispositivos de
Ubicación
Lift Systems
• Inspección Anual del Equipo
• Planificación de las Tareas
• Punto de amarre Independiente
Barandas
Guardrail Systems
• Controles dirigidos
• Primer Opción para Prevenir
Caídas
Protección contra objetos
cayendo
Protection
Falling Objects
• Zonas Seguras Claramente
Indicadas
• Incluir Planificación de las
Tareas
Hoyos
Hole Covers
3
• Cubrirlos y Asegurarlos
• Etiquetarlos con Señalamientos
• Planear antes de Moverlos
When Losing is a Good Thing
When some of the project team at Stone Oak Methodist Hospital in San Antonio wanted to lose weight,
creativity was the name of the game. Based on the popular TV show “The Biggest Loser,” the team decided
the best way to shed the pounds was to stir up a little friendly competition.
Consisting of 14 participants including project team
members, the owner’s representative and several
subcontractors, the group was broken up into three
teams, each with a motivational leader. To level the
playing field, the rivalry was based on percentage
of body weight lost, not actual pounds. An initial
weigh-in was held at the start of the 12-week program
with subsequent weigh-ins every other week. A
monetary penalty was imposed on those who gained
weight – in addition to some good-hearted jabbing
from fellow contestants.
The competition was a huge
success and the group lost a
total of nearly 300 pounds.
The competition was a huge success with the
group losing a total of nearly 300 pounds. The
individual winner, Gerald Flores, lost 14 percent of
his body weight while David Rosecrans, Rudi Eidam,
Gary Breeding and Robert Dickens won the team
challenge with an adjusted weight of 106 pounds.
Gerald and the team split the monetary pot and
won hard-earned bragging rights. In the end, they
donated their prize money to the Stone Oak Can
Food Drive.
News of the weight loss contest quickly spread.
The Nashville office was next to jump on the band
wagon, losing a total of 160 pounds. A nutritionist
was brought in to give healthy eating tips and the
office’s workout room became a popular after-work
destination. Vice President of EH&S Paul Settle
won the title of biggest loser after dropping over 11
percent of his body weight. Paul and the winning
team contributed their winnings to the Josie Mazzo
Children’s Charities Golf Tournament that the
Nashville office hosted in May.
The Blue Bell office also held a version of the
popular competition, which included lunchtime
walks, healthier eating and exercise.
4
Estimating Engineer Eric Spiewak was the big winner with a body weight
loss of a whopping 18 percent while more than 200 pounds were shed by
the participants overall. “The challenge created a friendly rivalry for both
participants and supporters,” says Marketing Manager Susan Bender.
Rockville is the latest office to join in on the fun. The team is putting an
emphasis on healthy eating habits and Adventist Healthcare was brought in to
hold a Nutrition for Life seminar, which was open to all employees. With the
challenge still underway, Mark Pitts, Director of Preconstruction, is in the lead
with a 7.23 percent loss.
All in all, many employees are looking a little lighter these days. ◆
coast to coast
Four Steps to Taking Charge of Your Health
The Stuart Graham
Lifetime Achievement Award
(aka., the Dirty Boots Trophy)
On April 3, 2008, the Board of Skanska AB established
the Stu Graham Lifetime Achievement Award – the
highest honor given for a career in projects.
USA Building has launched a Wellness
Program to foster healthy living for employees
and their families. The program includes
online courses, health fairs, a calendar, health
assessment questionnaires and other resources.
The tips below are printed in the calendar.
Adapted with permission from "How NOT to Be My Patient: A Physician’s Secrets for Staying Healthy and Surviving Any Diagnosis" by Edward T. Creagan, MD
1. Make wise choices Start your online
searches for health information at central
medical sites such as the government’s
MedlinePlus.gov or major health centers
such as www.MayoClinic.com.
2. Get the most out of the medical system
Ask the experts. Your pharmacist can help you
understand medications, dosage, side effects,
interactions and whether a generic (and lower
cost) drug may be right for you. Speak up if
you are a patient in the hospital. Ask about
medications and procedures. Know your rights
as a patient and be supportive of a loved one
who is in the hospital.
3. Get the jump on illness Ask friends and
colleagues for referrals of doctors with good
“bedside behavior.” If the “match” doesn’t feel
right, find another doctor. Visit a hospital’s
website to view its “report card” on quality
and outcomes for various procedures.
4. Take charge of your health issues
When disease takes you on an uncharted
path, focus on these coping skills to
weather the storm when illness strikes:
• Take charge
• Life is a full-time job; set priorities
• Do not second-guess your health care
decisions
• Set up your support system and keep
everyone thinking positively
• Understand your diagnosis
• Seek a second opinion
• Explore your treatment options
• Know the language of your illness
coast to coast
It will be presented annually to
a single honoree based on the
following criteria as mandated by a
resolution passed by the Board of
Skanska AB:
The recipient should be one
whose work has stood the test of
time; whose talent encapsulates
the values of Skanska’s Five Zeroes;
who has generated outstanding
financial performance; and who,
through his or her leadership, has
attracted, developed and kept key
talent at our company.
The honoree will be selected by Skanska AB’s Senior Executive Team and presented
at the annual management meeting. The prize is a check in the amount of 100,000 SEK
(approximately $16,700). The recipient will also be given the opportunity to visit three
projects outside his/her own business unit during the 12 months after receiving the
award in order to inspire, teach and learn from other Skanska colleagues.
The award will be symbolized by a dirty boots trophy. The award will change hands
from one recipient to the next over time, adding to it, each year, an inscription of the
new recipient’s name. ◆
Not your
Average
Joe
Three generations
of Joe D’Amicos
are working for
Skanska and they
are all doing so
safely ensuring
they will be around
to see future
generations of
D’Amicos also take
up the family trade.
5
Our Community Timeline
Virginia Beach, VA:
Running for charity
Employees were part of
a corporate sponsored
team that participated
in the Shamrock 8K
Run, which raised
more than $250,000
for local charities.
MARCH
Atlanta, GA: Home
improvement
Staff members volunteered
to help the ToolBank
HouseProud program
perform much needed
repairs on the home of an
elderly resident.
Houston, TX: A tree
grows in Houston
With family members
in tow, employees
participated in Chevron’s
Let’s Grow tree potting
event, during which
nearly 6,500 tree
seedlings were planted.
Port Richey, FL: Casting a line of kindness
The Catch and Release Fishing Tournament, which Skanska
hosted for the second year, raised nearly $80,000 for the
Pasco-Hernando Community College Foundation.
Durham, NC:
Bighearted breakfast
A team of volunteers
from the office set up for
Habitat for Humanity’s
annual Founder’s Day
Breakfast.
Cape Charles, VA: Rallying for a cause
Employees pledged over $40,000 to the United Way 2008
Fundraising Campaign, which is a 15 percent increase from
last year’s donations.
Orlando, FL: Bowled over
by goodwill
Employees took part in
a Bowl-A-Thon to raise
over $5,330 for the Junior
Achievement Chapter of
Central Florida.
New York, NY: Youth of the nation
Skanska sponsored the Conference of Minority Transportation
Officials’ Youth Day Transportation Forum, which aims to get
minority students interested in the transportation industry.
Hub Survey
Nashville, TN: Hole in one
The office hosted the Josie Mazzo Children’s Charities Golf
Tournament to raise money for families of children with
terminal illnesses.
coast to coast
How important is it that your office
partakes in community outreach?
MAY
Milford, CT: Cooperative
construction
The office sponsored an
AmeriCares Homefront
Day to provide free repairs
to the residences of lowincome homeowners.
Seattle, WA:
Rebuilding for
fallen hero
From building out the
dugouts to painting,
the office helped
rebuild a baseball field
in memoriam of King
County Sheriff officer
Steve Cox who was
gunned down in the
line of duty.
APRIL
Lauderhill, FL, Boston, MA, Oakland, CA:
Revitalizing residences
Employees renovated the homes of elderly, low-income and disabled individuals and families during National Rebuilding Day.
68.3%
It makes working here more enjoyable
15.1%
It doesn’t affect my work
8.3%
Our focus needs to be on other things,
like safety and outperformance
8.3%
What’s community outreach?
7
Panel Question
How do you maintain a
work/life balance?
Mike Nelson,
Project Manager,
Oakland, CA
“
A Day in the Life…
Alaina Kimmey, Marketing Manager, USA Building in Tampa
4:00 a.m.
4:30 a.m.
6:00 a.m.
7:30 a.m.
8:00 a.m.
8:30 a.m.
8:40 a.m.
9:15 a.m.
9:30 a.m.
10:00 a.m.
11:00 a.m.
11:45 a.m.
1:00 p.m.
1:20 p.m.
2:30 p.m. 3:30 p.m.
5:15 p.m.
6
Wake up – the day begins.
Morning bike ride and run.
Back home safe and sound. It is time to get ready for work.
Get to the office.
Review draft of proposal for Orlando office and hold team review
on $200 million children’s hospital.
Time for Stretch and Flex.
Gather information for modern healthcare survey. I attempt
to contact project and account managers to confirm we are
reporting correct information on in-progress and completed
healthcare projects in Florida.
Call photographer to start planning a photo shoot.
Participate in RFP meeting for a high school project. We identify the
project team, relevant experience, project approach and client hot buttons.
Florida offices are hosting a client dinner at upcoming statewide
educational conference, so I touch base with the banquet committee to
plan the menu, entertainment, decorations and accommodations.
Meet with graphic designer and communications group to ensure we
incorporate new graphic standards on Save the Date evite that will be
sent out for the statewide educational conference dinner.
Touch base with converter to make sure office’s master files are on
track to be switched over to new software program by June.
Grab quick bite for lunch.
Proposal is due to Broward County Purchasing Division for courthouse
addition and new parking garage facility. I format sections of the
proposal and include features and benefits Skanska can offer. Then it is
back to collecting information for the modern healthcare survey.
Time for the SalesLogix training conference call. I am an administrator
for the program, which is a Customer Relationship Management (CRM)
database that manages client relationships, oversees our sales process and
aligns business opportunities with our company’s goals and strategies.
Continue work on Broward County proposal.
Follow up on emails and plan “to-do” list for tomorrow as the day
comes to an end.
I work with
a great group of
people and we cover
for team members
who are on vacation,
spending time with
family or doing community service activities. Our
team has built a level of trust that allows us to enjoy
time away from the project because we know it’s in
good hands.
”
IB Stanley-Ikhilioju,
Administrative
Assistant,
Alexandria, VA
“
I feel like a juggler
sometimes as my job
involves supporting
multiple bid pursuits,
telecommuting and
traveling. To stay connected, I stay true to my
athletic roots by engaging in physical activity. It
not only re-energizes me, but it is also a great
outlet for stress.
”
Peter Franco,
Project Manager
Common Practices
and Procedures,
Whitestone, NY
“
I practice good
time management
and make sure to
keep my priorities
straight when I’m at work. That way, when it’s time to
play golf, I play golf and really focus on it.
”
coast to coast
Three of a Kind
Skanska has three casinos underway in Washington,
Michigan and Connecticut. But the story does not end here.
With many casino contracts valued in excess of $2 billion, the
potential for earnings is high.
Like most entertainment projects, casinos provide a work environment
that is generally welcoming and fun to be around. So our partnerships
with tribal leaders, local communities, architects and designers have dealt
us a hand that even the sharpest of card sharks would hold on to.
Snoqualmie Casino
With a presence of more than 150 years, the Snoqualmie people inhabited
the Puget Sound region long before the exploration of the Northwest.
One of nearly 30 federally-recognized tribes in Washington, the
Snoqualmie Tribe is managed by its own constitution and elected council.
In 2000, a plan to develop Snoqualmie Casino was set in motion to
benefit the 600-member tribe.
The new Northwest lodge-style casino is located on a steeply-sloped site
in North Bend, approximately 30 miles from downtown Seattle. Themed
with a Pacific Northwest flare, design elements include faux treatment of
stone, wood beams, siding and shingles, and warm, earthy hues of the
Northwest will be utilized throughout the color palette.
Skanska worked with the design team
to optimize the foundation design, adding
20,000 square feet to the building without
impacting the project cost or schedule.
Since we were onboard in the early stages of design, the project team
was able to provide considerable preconstruction and constructability
services as the project took shape. Greenfield site development included
375,000 cubic yards of cut and fill to regrade the site for roads, surface
parking spaces, all new utilities, well stations, pump/filter houses, fire
service and storm water management ponds.
The site work required critical management of erosion control and
surface water retention, including monitoring and water treatment.
Native soils were significantly over optimum moisture content and
required more than 25,000 tons of kiln dust admixture to meet structural
requirements. Skanska worked with the design team to optimize the
foundation design, adding 20,000 square feet to the building without
impacting the project cost or schedule.
“Situated on 56 acres at the foothills of the Cascade Mountain range,
the site experiences average rainfall of 60 inches per year – double that
of Seattle,” explains Project Executive Troy Bloedel. “To avoid dry-in
related schedule risks, Skanska developed and implemented temporary
enclosure techniques to mitigate possible weather-related delays to the
8
project schedule. This allowed us to progress with interior finishing
activities before completing the exterior closure.”
In addition, the team worked closely with a hand-selected theming
subcontractor and the design team to produce a custom, multi-venue
gaming facility. Skanska’s management scope included not only the
building construction but the owner’s technical systems of kitchen
equipment, security and audio/video systems, gaming equipment and
applied finishes of carpeting and wall coverings.
A new six-level, cast-in-place concrete parking structure is being
constructed adjacent to and under the casino, serving as part of the
casino’s foundation. Upon completion, the garage will account for
coast to coast
almost 2,000 parking spaces.
The garage and casino are being built simultaneously, utilizing interconnecting
columns extending beyond the garage so construction of the casino could begin prior
to the completion of the parking structure. The two-level steel structure will house a
full gaming casino, five separate eateries and three entertainment venues that are set
to host world-class boxing, poker tournaments and live concerts.
Greektown Casino
In the 10s, Greektown was a place for the immigrants of southern Greece to work, live,
play and worship. Attracted to Detroit for its industrial opportunities, the residents of
Greektown initially worked in railroad and street construction and in the automobile
industry. Wisely, they saved their money and eventually opened their own businesses.
At the turn of the 20th century, many shop owners left the area, but their businesses
stayed intact. After fighting a movement to change the landscape of the area to
provide for parking and industry, the Greektown Merchants Association was founded.
Merchants joined forces, saved their businesses and revitalized the area. Taking up
only a few blocks in downtown, Greektown is a focal point for those seeking a unique,
ethnic experience…and the new and improved casino.
Since 2000, Greektown Casino, one of three casinos in Detroit, has been housed in
a temporary facility. Skanska came on board in 2002 to assist in the determination of
the final location and layout of the permanent casino. With the resolution of the casino’s
location in 2005, the project team, known as Jenkins Skanska Venture LLC, was initially
tasked with the construction of Greektown’s Fort Street Valet Garage on a design-build
basis. The seven-story pre-cast structure had to adhere to strict guidelines set by the Detroit
Historic District Commission due to its proximity to historically-registered buildings. This
facility was up and running in less than 10 months from inception.
The permanent casino project was initiated in June 2006 with the demolition of an
existing apartment building
and a city-owned parking
A typical
garage and the construction of
operating casino earns
a 2,00-space parking garage
and pedestrian walkway over
around
per day,
public streets to the existing
gaming areas. Completed on
so time is of the essence
schedule in mid-November
because the potential for lost 2007, the new 13-story pre-cast
revenue due to delays is high. structure is now in use.
Connected to the parking
structure by elevated walkways is a new 30-story luxury hotel, which looks to be a
stunning architectural addition to Detroit’s skyline. To blend with the historic 20th century
Greektown buildings, the lower levels will be faced with traditional brick, while the higher
levels will reflect a contemporary flare with the use of glass, lighting and signage.
Another component to the project is the casino expansion, which will grow to include
30,000 square feet of additional gaming space, a 1,500-seat entertainment theatre and back
of house areas. Completion of the hotel and casino components is on track for late 200.
Detroit is the largest city in the United States to offer casino gambling. Here, casinos
are seen as an opportunity for urban renewal. Because they are an important source of
income for many people, the team has to make sure that the existing facility remains
in operation 24/7 every day of the year, throughout the multi-phased expansion. “This
requires careful planning,” says Account Manager Jim Cole, “Since the expansion
systems are tied into the existing building systems, the project team works hand-in-hand
with the Greektown facility team for all construction activities.”
The pressure to meet the schedule and begin generating revenue is a priority. In fact, in
the case of casino projects, time is money. “A typical 100,000-square-foot operating casino
Snoqualmie Casino
Casino
SIZE 15,000 SF
COMPLETION DATE Nov.
Parking
SIZE 300,000 SF
COMPLETION DATE Nov.
200
200
100,000-square-
foot
$3 million
coast to coast
Greektown Casino
Garage
SIZE 1,06,432 SF
COMPLETION DATE Nov.
2007
Casino
SIZE 110,000 SF
COMPLETION DATE
Late 200/Early 200
Hotel
SIZE 422,000 SF
COMPLETION DATE Early
200
9
earns around $3 million per day, so time is of the essence because the potential
for lost revenue due to delays is high,” says Account Manager Harvey Devens,
who is pursuing casino projects for Skanska on the east coast. “This is why
casinos are delivered on a fast-track to mitigate financial risk.” With this is mind,
three shifts of more than 400 tradesmen are presently working at Greektown to
ensure that the project is done on time.
Besides the schedule, the tight urban site has proven to be very challenging.
The events center is being constructed above the existing gaming areas, for
example, making the coordination and planning for materials delivery and
installation especially complicated. Staging of materials is offsite and delivered
just-in-time, while crane usage is scheduled by the hour.
The joint venture partner, Jenkins Construction, and Skanska have a longstanding relationship and years of experience in the city. To meet the complex
demands of the Greektown project, they assembled a talented team that meets
specific minority participation goals, residency requirements and casino
staffing objectives. Together, these Detroit-based contractors are bringing this
entertainment destination to the people of their city and beyond.
Mohegan Sun Project Horizon
The recent groundbreaking ceremony of the Mohegan Sun’s Project Horizon
expansion in Uncasville, Connecticut, was an exciting milestone for both the
Mohegan Tribal Gaming Authority and Skanska. The $740 million project
development features a new hotel, a podium/retail space anchored by a unique
common area called the Source as well as a new 1,600-space parking garage.
The theme at Project Horizon is of great importance to the Mohegan Tribe,
and its unique, high-end interior design and finishes reflect many of their
traditions. At the nucleus of the expansion will be the Source, a vaulted lobby
area, measuring approximately 40 feet from floor to ceiling. An attractive
motion fountain will be at the center of the oval-shaped space.
The new 919-room hotel will include a spa, a venue for the popular
House of Blues chain of music halls, a casual dining restaurant, retail shop,
special events room and members-only House of Blues Foundation Room™
at the top of the hotel.
For the first time in Connecticut, a
project labor agreement was signed
for work on reservation land.
Mohegan Sun
Sun
Mohegan
Podium
SIZE 660,000 SF
COMPLETION DATE Oct.
Garage
SIZE 540,000 SF
COMPLETION DATE Mar.
Hotel
SIZE 820,000 SF
COMPLETION DATE Dec.
1
2010
2010
2010
For the first time in Connecticut, a project labor agreement was signed
for work on reservation land. The agreement signed between the trade
unions and Skanska guarantees that only union labor or tribal members
will be used in constructing Project Horizon. The mutually-beneficial
program ensures that businesses owned by tribal members are solicited
for all trade work while ensuring labor harmony on the project. This fasttrack job is on schedule to be completed by December 2010.
The Casino Trend
But the luck of the draw carries on, explains Harvey. “Although we’re
currently facing an economic downturn, nurtured clients continue to
provide us with renovation work and building additions to their casinos.
Case in point, we are currently engaged in the preconstruction work of a $70
million expansion to a hotel in Atlantic City." Our future sure looks bright
when it comes to carving a niche in the casino market. ◆
coast to coast
Pipeline of a Lifetime
In November 2006, Yesenia Frias got the call from
the Puerto Rico Electric Power Authority (PREPA),
asking if USA Building would be interested in a
pipeline project. If so, the request for qualification
was due in four days. This experienced Director
of Business Development thought for a moment
and then asked, “Can we have a week?”
Though the office has historically focused on large pharmaceutical projects,
Yesenia saw this was a great opportunity. Since it is the first of at least
three gas pipelines that will be installed to convert about 30% of the power
generation in P.R. from diesel to gas, it is an historic event on the island.
“PREPA looked us up on the Internet,” Yesenia recalls. “Initially they
contacted Skanska in Argentina, because of their expertise in this area,
but the inquiry came back to us since we know the island’s geography
and its people.
Meeting halfway
Puerto Rico was not on Skanska Latin America’s heat map, but
everyone agreed, the job made sense. Skanska LA had the skills, having
managed pipeline installations for more than 20 years. USA Building,
as the number one construction management firm in Puerto Rico, had
the geographical experience and the talent.
The team put together a multimedia presentation, with help from
Jason Del Moral in Orlando and Aaron Guzman in New York of USA
Building's Skanska Integrated Modeling for Construction (SIMCon)
group. The presentation included an interactive demos showing how
they would put the pipe in place and a video of previous pipeline
coast to coast
installations. The client was impressed and the Skanska team won the
$74-million contract to handle the design, permitting, construction,
commissioning and start-up of the Gasoducto del Sur Pipeline.
“It’s a case of connecting the dots,” says Project Manager Daniel
Maldonado. Daniel, who moved to Puerto Rico to manage the job, has
been with Skanska LA for 10 years. “This is my first project with USA
Building,” he says enthusiastically. “There are actually six of us here
from Skanska LA, a construction manager, two superintendents, a
construction services manager and a constructability manager, and I
believe that the best way for us to work here is to integrate and adopt
the best of both offices.”
Meeting the client’s demands
In Latin America, Skanska has built pipelines in all kinds of terrain and
weather conditions. “We are used to changing our way of working to
adapt to the local culture,” says Daniel. “And we will do that here too,
since Puerto Rico also has its own set of legal requirements.”
When it comes to safety, the team will enforce pipeline safety
practices, as well as USA Building’s Injury-Free Environment policy.
Although PREPA is taking overall environmental responsibility,
Skanska will respect the “Guabayro” nesting period and start
construction in the nesting area after the period ends.
The team has also found a way to put the pipe in place while
causing a minimum of disruption to the surrounding environment.
They will weld large sections of the 20-inch diameter pipe together
before excavation shortening the time between excavation, putting
the pipe in place and back-filling the hole - thus speeding up the
entire process.
The team will deliver the 42-mile pipeline in one year. (At the time
of this interview, the pipe had arrived and was being unloaded.) Once
completed, the pipeline will transport natural gas from the EcoEléctrica
terminal in Peñuelas to a PREPA combined cycle plant in Aguirre. ◆
11
Water Works
From New York to Georgia, Florida to California,
Skanska leads the way in constructing facilities
that treat clean water and wastewater. Our
expertise has led to the successful completion
of projects that protect wetlands and nature
preserves, control soil erosion and provide safe
drinking water for local communities.
With rising population levels, local laws and fear of possible water
contamination, water treatment has become a major source of
business for the company – especially in Atlanta and New York City.
But there is a significant difference between these two markets. As the
greater Atlanta area struggles in a drought to maintain water levels,
New York City strives to adequately treat its ample water supply.
Down South
In the Atlanta area, water supply is in serious jeopardy because
of the explosive population growth. According to the most recent
census, Atlanta’s population increased 39 percent in the past decade
while Georgia’s increased by 36 percent.
“Local infrastructure, including water treatment, has had a hard time
keeping up with this unprecedented growth,” says Senior Vice President
Bob Rose. “Add to that the severe and persistent state of drought in the
region and it’s not hard to see why the water supply is in dire straights.”
The need for clean water will
surely keep Skanska in business
for many years to come.
The drought is one of the most serious in recent memory and
has local officials issuing mandatory fines for non-essential water
use. But it is also forcing municipalities to move beyond those
measures and consider other avenues to protect the water supply
such as increasing the current capacity of treated water, building
bigger reservoirs and more pump stations to obtain clean water.
“It’s a huge problem right now because the municipalities don’t
have the money to address the problem. But it’s got to the point
where they have no choice but to act and hope the money issues
will work themselves out,” Bob continues. Meanwhile, outflow from treatment plants in the Atlanta area is
helping replenish water supplies like Lake Lanier. “At first people
were opposed to discharge from these facilities going into the local
12
Concrete pour at the Douglasville Wastewater Treatment Plant in Atlanta.
water supply,” explains Bob. “But with modern treatment systems
the water is exceptionally clean once it’s discharged and with the
severe drought, most residents are not raising objections.”
In Florida, where Skanska also works on water treatment projects,
a water shortage has resulted in a couple of creative solutions.
Wastewater is being captured, treated to near potable levels and
pumped back into the surrounding ground where the natural aquifer
blends and filters the water. In some areas wastewater is treated
to potable levels and discharged into the fresh raw water reserves.
However, these solutions are new and only time will tell if residents
will accept treating wastewater to make it clean water.
Up North
In the past year, Skanska has begun work on more than $2 billion worth
of water treatment projects including the Croton Water Filtration Plant
and Cat/Del Water Treatment Plant. But in New York City, officials are
dealing with an entirely different problem – the quality of water.
The drinking water that is supplied by the Croton Reservoir
is not filtered as much as future state law requires. Under normal
coast to coast
John Crecco, Ali Catek and Joe Todaro at the Croton Water Filtration Plant in New York.
circumstances, water is filtered by its natural environment as it
passes through the ground, sand and stones. But heavy development
in the area surrounding the reservoir means that water is not being
filtered as much as the forthcoming regulations mandate.
The agency charged with enforcing the new laws, the New York
State Department of Environmental Conservation (NYS DEC),
gave the go-ahead for a facility to be built to treat and filter water
from the reservoir. Without a treatment facility in place, the New
York City Department of Environmental Protection (DEP), who is
in charge of the city’s drinking water, was receiving daily fines that
amounted to more than $5 million. With that in mind, the DEP was
exceedingly anxious to begin constructing Croton and although
Skanska was not the initial low-bidder, the project was awarded to
the Northeast office nonetheless.
“When it’s done, Croton won’t be just a filtration plant,” says
Don Fusco, Project Executive. “By using advanced methods like UV
light instead of chlorine in the treatment process, the facility will
not only produce high quality potable water but it will be done in
the most environmentally friendly way possible.”
coast to coast
Conversely, Cat/Del is solely a treatment plant and does not
provide filtration. To address this issue, the DEP bought a large
amount of land in the surrounding area to ensure the water supply
is adequately cleaned. The territory has been designated a protected
area so there is no possibility of it being developed. “That probably
"The facility will produce high
quality potable water in the most
environmentally friendly way possible."
will not appeal to the public,” says Vice President of Operations
Ali Catik. “People are much more aware of what’s going into their
glasses and I’m sure that in the future, residents will demand that
water from the Cat/Del Reservoir is filtered as well.”
As population booms occur throughout the country, infrastructure
such as water treatment must also meet that demand. The need for clean
water will surely keep Skanska in business for many years to come. ◆
13
Seattle, City of Cranes
In the construction business, managing a single tower crane is daunting. But coordinating a jobsite
with multiple cranes on a street with considerable traffic and pedestrian-safety concerns requires
immense organization, planning and communication. Driving the Project Forward
Earlier this year, USA Building had 12 tower cranes up and running in
Seattle, with three projects using multiple cranes. At one mixed-use
project in downtown Bellevue, the jobsite utilizes four tower cranes.
Though this is no feat, the distinguishing aspect is that three of the
cranes have a jumping sequence. Here is how it works.
As the structure goes vertical to 32 stories, so do the cranes. The project
team designated crane one as the stationary crane with cranes two, three
and four involved in the jumping sequence. When crane two is ready
to jump, it has to clear crane three. And when crane three jumps, it has
to clear cranes two and four. Maintaining the project schedule is critical
because the cranes’ swing radius can cause their load lines to entangle.
When it comes to tower
crane safety,
Vice President of Operations Brian
Thomas has just three words of advice:
“Inspect, Inspect, Inspect.”
Additionally, there are four concrete placing booms throughout the
project. High-rises typically have concrete being placed once or twice
a week, but the project’s sheer mass makes for every day to be a pour
day. This means there are four cranes swinging simultaneously while
working around four booms that are pouring concrete. Throw in a 63-
14
meter concrete pump truck and you have a normal day. When it is time for the cranes to be dismantled, they will be jacked
down to a certain height where a 500-ton mobile crane, which will sit
outside of the jobsite’s footprint, will reach into the structure to remove
them piece by piece – the same way it started.
Following Safety Protocol
When it comes to tower crane safety, Vice President of Operations
Brian Thomas has just three words of advice: “Inspect, Inspect, Inspect.”
Accordingly, Seattle’s tower crane protocol involves four inspection
phases. The first and potentially most important is Pre-Inspection.
During this phase, the project team and an independent third party
inspector examine the crane while it is on the ground at the supplier’s
yard. At the same time, it is much easier to complete the second stage –
Fix/Repair – while the crane is idle in the yard rather than in a crowded
downtown environment.
Next is Post-Inspection, in which the third party inspector ensures
that the bolts, tightening sequence, load line inspection, swing brake
and trolley are functioning along with the final load testing. This phase
also involves daily inspections by the crane operator who keeps a log
with any suggestions or repairs.
Last but not least, the third party inspector reviews the operator’s
log entries monthly to ensure that the crane has been successful in its
daily functions.
As Brian says, “It is continuous crane inspection that makes for a
safe and accident-free project.” ◆
coast to coast
The Fast Track to Outperform
Outperformance, zero recordables and excellence in safety
are just some of the words that describe the mammoth
reconstruction effort at the Croton-Harmon Maintenance
subway cars by grinding the surface of the wheels to make
them smooth and even.
It is rare for a project to go from start to finish
with zero lost-time incidents and zero recordables,
but that is just what the team on the wheel truing job
accomplished. Not only was this outstanding milestone
achieved, but the facility was completed on-time and
within budget. Two local American Society for Civil
Engineers (ASCE) chapters also recognized the project
for excellence in safety, construction and deployment
of the design-build method of construction.
The joint-venture team was also awarded a $279
million design-build project for the third phase of
the shop replacement project, which includes coach
and locomotive repair shops. Major features include
construction of an employee overpass to the coach
shop, a new MTA police canine training facility and
track-work. The team will also build a water storage and
pumping station to treat water that is generated from
onsite activities, making it suitable for discharge into the
nearby Hudson River.
Facility in upstate New York.
The project came into fruition after the Metro-North Railroad recognized that the
antiquated maintenance shop needed to be replaced as it was no longer capable of
servicing the increased number of commuter trains. This is where the Skanska-led
joint-venture team stepped in.
Managing major sections of the facility, the joint-venture team’s involvement began with
the construction of a 14,000-square-foot wheel truing facility, which houses Metro-North’s
first tandem underfloor wheel truing lathe. The machine improves the safety of trains and
The facility was completed
on-time and within budget.
Upon completion, the yard will feature state-of-theart facilities and provide for increased storage capacity
to promote more efficient operations at Metro-North’s
largest maintenance facility. ◆
Skanska Gains Momentum in Vancouver PPP Pursuit
In late February, Skanska ID and its consortium Gateway Mobility Partners achieved a critical milestone
with the Technical Submission for the Port Mann/Highway 1 project in Vancouver, British Columbia. The
public-private partnership (PPP) project involves widening the highway, building a new bridge at the Port
Mann crossing, upgrading 17 interchanges and improving access and safety for a 23-mile stretch of roadway.
“Our Technical Submittal is the result of collaboration by a Skanska team working in seven locations on
three continents with a multinational consortium of partners and advisors,” says Mark Lemon, Program
Director. Skanska ID called in expertise from Skanska Teknik and Skanska Project Support in Sweden, as well
as USA Civil’s Large Projects Group. The bid was coordinated with majority partner Cintra in Austin, TX, and
final production shifted to Vancouver to maintain maximum flexibility. “The team used time zone differences
to its advantage – as one work day finishes in Vancouver another starts in Stockholm and vice-versa.”
The team now has its sights set on a July 8 deadline for the Financial Submittal. The contract is
expected to be awarded in the fall with five-year construction starting thereafter.
If selected as the preferred bidder, Gateway Mobility Partners would then form a special purpose
company (SPC) to run the concession. Skanska would maintain involvement in the SPC and revenue for
the company would be generated on a long-term basis via tolls collected during the 40-year concession. ◆
More information about British Columbia’s Gateway Program, including the
Port Mann/Highway 1 project, can be found at: www.gatewayprogram.bc.ca or by contacting
Mary Humphreys at [email protected].
coast to coast
15
Going... Going... Green!
Mixing one part gasoline engine with one part electric motor, hybrid cars lower emissions and achieve greater
fuel economy – some reach over 20 miles per gallon more than non-hybrids. So it is no wonder that many of
our offices have made an eco-responsible decision to go green with these energy efficient vehicles.
More than just convience, the cars are a great
asset because of their excellent gas mileage.
The Beaverton office received its Toyota Prius just over a year ago. The
car is driven an average of 725 miles per month, which means it needs to
be refueled just twice within the month. While the car is available for all
employees, it is used most often by those who utilize alternative methods to
commute to work. The office’s change for the better has not gone unnoticed
by the community. “Employees have received excited, complimentary
comments from family members and friends who recognize the Skanska
logo on the Prius,” says Marketing Manager Tracey Hukle. ◆
16
A Green Definition
Skanska has adopted the definition set out by the
Global Reporting Initiative (GRI). This definition is
also known as the triple bottom line, because it
takes a three-pronged approach to sustainability.
• Labor practice and decent work
SOCIAL AGENDA
• Human rights
• Society (diversity)
• Product responsibility
SUSTAINABILITY
The Durham office has reduced its carbon footprint with the purchase of
two Toyota Prius hybrid electric vehicles, which are available for employee
use when traveling to client visits, project site visits or office errands. More
than just convenience, the cars are a great asset because of their excellent gas
mileage. In fact, the old convoy of pickup trucks held around 17 gallons of
gas while the Prius holds only 11 gallons and drives up to 500 miles before
needing to be refueled.
With around 100 cars in the automobile class of Riverside’s on-road fleet,
Equipment Manager Jeff Buckmaster and Yard/Vehicle Manager Mason
Ford expect to have the convoy almost entirely made up of energy efficient
automobiles by the end of 2009. At present, the team has already substituted
about half of the old fleet. In addition to being energy efficient, the new
cars are economically efficient too. Mason explains, “Our fuel expenditures
will be reduced significantly because their mileage is best on California’s
overcrowded roads, where there are frequent stops and idling periods.”
ENVIRONMENTAL AGENDA
(2008 Focus of Skanska's
“Green” Strategy)
• Materials
• Products & Services
• Energy
• Compliance
• Water
• Emissions to air
• Biodiversity
• Effluents (liquids)
• Transport
• Waste
• Overall
• Economic Performance
ECONOMIC AGENDA
• Market presence
• Indirect economic impact
coast to coast
Procuring a Winning Strategy
Look out. There is a new kid on the block that goes by the name E2E Global Sourcing Inc.
Owned by Skanska, E2E will function as an independent procurement company serving not
only the U.S., but global operations as well.
Established in January 2008, the company is committed to maximizing the
benefits of Skanska’s purchasing volume and capabilities and improving supply
chain performance in the U.S. In layman’s terms, E2E is bundling procurement
volume nationally and globally to offer potential savings for items including
safety gear, office supplies, vending services and project specific items such as
construction materials, mechanical and electrical equipment.
Who supplies E2E with
the best value sourcing
The company is committed to
opportunities? One provider
is Skanska’s China Sourcing
Group. Beyond cost
of Skanska’s
savings, E2E Corporate Vice
President Bill Johnson says
there is another advantage to
using the overseas sourcing group. He adds, “The China group implements Skanska’s
Code of Conduct to evaluate all suppliers, so we know the products we order are top
quality, meet every safety standard and align with U.S. specification requirements.”
Though its operations are just ramping up, E2E has already developed and supplied
substantial sourcing solutions. Skanska-branded safety vests, which meet the American
National Standards Institute’s touchstones for safety apparel, have been procured and
maximizing the benefits
purchasing
volume and capabilities.
coast to coast
are available for purchase via the online company store
at a competitive market price.
Stateside jobsites are not the only ones benefiting
from E2E’s services. “We also provide support for
regional offices, USA Civil and the international
business units,” Bill explains. In fact, Skanska
Poland was looking to source products with certain
technological requirements at improved costs and E2E
assisted by supplying roll-up doors for an airplane
hangar at a very competitive price.
Just as Rome was not built in one day, neither will
be E2E. However, the progress that has been made in
five short months proves that the company is well on
its way to a successful future in strategic procurement
that will increase value for Skanska and its clients. ◆
17
The Skanska Top 10
USA Civil’s California District
wins $129 million worth of
new highway contracts outside
San Diego.
Skanska makes the front
page of ENR with an article on
how USA Building’s SIMCon team
is using radio-frequency
identification tags to
better manage the supply chain.
Skanska Koch raised the 39th and
final frieze panel for the
new Yankee Stadium. These ornate
panels were designed to resemble
the latticework on the original
stadium. So far, Skanska Koch has erected
13,000 tons of structural steel and is in
the process of putting down the last of 1,950
pieces of precast concrete.
Forbes.com named The New
Meadowlands Stadium the
#1 superstadium.
American Road and Transportation
Builder’s Association (ARTBA)
honors the I-10 Escambia Bay
Bridge Project in Pensacola, FL,
with the 2008 Globe Award.
coast tocoast
The Employee Magazine for Skanska in the U.S.
Michigan expanded into
Indiana with the opening of the
new USA Building Indianapolis
office and new contracts
to build a women’s
dormitory and athletic
facility at Notre Dame.
USA Civil Southeast won a
$41-million contract for
services related to Hampton
Roads Transit’s new light
rail system.
More than 600 people joined
in the celebration of the final
concrete pour on the BlueCross
BlueShield of Tennessee
Cameron Hill Campus project in
Chattanooga, Tennessee.
The Rockville office completed
work 5 weeks early on the
$20-million Regency
Furniture Stadium, home of the
minor league team, the Blue
Crabs, in La Plata, Maryland.
The Carribean Business
Book of Lists listed
USA Building as the
#1 Construction
Manager in Puerto
Rico for the second
year running.