“The future is yours to take.” These are the words that meet you on the ABC Wisconsin website. A clear message that, despite the challenging times we have all lived through, opportunities remain, and hope is abundant in the construction industry. Associated Builders and Contractors is the largest association of “Merit” companies in the United States. What this means in real terms is that the association supports, advocates, and educates for its members based solely on parity and balance in support of free market enterprise. For those at ABC Wisconsin, this is not about winning, or politics, or power, it is about national pride and fairness. Representing over 900 firms in Wisconsin, the chapter believes that “these beliefs translate into a healthy, competitive and professional climate, the results of which are proudly reflected in ABC member’s construction accomplishments.”

One key indicator of success, however, is longevity. ABC Wisconsin has been supporting its members since 1972 which means that this year has been a landmark one for the association. John Mielke, President, explains how this year acts as both a nod to its past successes and also the current positive state of the industry and its members. “The chapter was started in 1972. So, this past year was our 50th anniversary. We’ve grown steadily for all those years and currently we are at a high watermark in terms of membership numbers, retention numbers, apprenticeship participation, member services, size, and capability of our staff. It has really been an upward trajectory.”

For Mielke, it is important to point out that the current team leading the association have a blend of youth and experience. This historical link to its foundations is being carried into a bright future with energy. “When the association was first set up, many of our current leadership team were also there at the time. So, we’ve got some longtime staff and some dynamic and talented new hires.”

ABC Wisconsin is the second largest chapter in the country. This is not a claim to be taken lightly. In a market that can be difficult to break into and even tougher to remain in, the association has maintained a significant presence for over half a century and, impressively, boasts a 94% membership retention rate. For Mielke, the reason behind this is a simple yet vital one. “I think the constant is quality staff, people who deliver quality services. We are always looking to deliver more member value. We are very member centric and are driven by member needs. In another realm, you might call it a strong customer base, but I would call this a strong membership focus. The most common thing I hear is ‘I love working for the members and love the work they do.’ I mean, it’s the American success story in so many ways. You have people who started a small business, and it grew and became successful. It’s just a fun environment to work in and be part of and I think the people that are on the staff here, just really enjoy and appreciate that.”

The work being achieved by its members is at the core of everything being done by the association. It is clear from speaking to John Schulze, Director of Legal & Government Relations, that those at ABC Wisconsin support all business within the construction market. What makes this association truly different is that there is an appreciation for construction in general and the association only wants to see great work being achieved in a fair and equal manner.

“We run an extensive and very successful apprenticeship program.”

“Our focus has always been open competition. Free and fair competition from a legislative standpoint. And there have been times where people have tried to pass legislation that would advantage our members, but still lock up the market. That’s not something we’re interested in. Our message is consistent, we will support a project because we think it’s a good infrastructure investment. We want our members to be able to bid on this if they want you. Some will bid and get it and hopefully that’s great, but some won’t. Our thoughts on this are, just tell us what the rules are. Let’s make the rules fair. Let’s knock down barriers to competition in Wisconsin.”

One aspect of the work ABC Wisconsin has been doing centers around education. It is a vital aspect of construction, both from a safety standpoint and also as a way of supporting the industry. Encouraging young people to consider construction as a viable career path is of huge importance to an industry that has historically experienced ongoing worker shortages. Elizabeth Roddy, Recruitment and Training Director, explains how educating the industry begins long before a boot lands on the jobsite. “We see training as lifelong education. Much of the work being done is through speaking to high schoolers and young people. Encouraging them to get into the industry. We try to explain why people would want to consider careers in construction We run an extensive and very successful apprenticeship program. We have 35 years of experience in registered apprenticeships which is something that has certainly helped our members to build a workforce. We want people to choose this industry because it’s their passion.”

This education extends, critically, to the area of safety. Part of attracting new workers to the industry is through analysis and training around the risks involved in working in construction. Historically, the industry has been known as a dangerous one. However, due to innovative new methods and products, construction is becoming safer, and more technology based. Don Moen, Human Resources and Safety Officer, explains how advancements across the industry and offering a more sustainable and safer environment for workers. “We offer extensive safety training to our members, and we talk to them about great new technology. We’re looking at a lot of robotics, and we are introducing the companies that build these products to our members. For example, there are products that reduce wear and tear on the shoulder areas and devices that assist with heavy lifting. There is technology that is picking the blocks up and laying them down; all the person has to do now is control that machine, which takes a lot of the old wear and tear type injuries away.”

While ABC Wisconsin successfully worked with the administration to ensure that its jobsites remained open throughout the pandemic, the industry slowed down considerably. As Mielke says, it would be fairer to suggest that things slowed, rather than stopped. “The interesting thing was that construction, at least in Wisconsin, and this wasn’t true across the country, was considered an essential job during the pandemic. That is something we worked with the administration to make sure of. Our people worked through the pandemic the whole time and you know, we certainly had to deal with increased safety protocols and maybe, you know, material shortages and other challenges, but they never really stopped, they kept moving, kept moving forward.” Despite this, understandable delays occurred, and the industry is currently experiencing somewhat of a backlog. This means however, for ABC Wisconsin members, that 2023 is shaping up to be the busiest year in recent memory. “Our members are booked well into next year. As I can say is that the members we are speaking to are busy, and they are busy well into 2023.”

With an association, it is natural to assume that the interests of the membership take preference above all else. While those at ABC Wisconsin certainly advocate fiercely for members, the overall goal isn’t necessarily success about all else. When I ask Mielke what he feels his members can offer a potential client, the answer is refreshing, fair and open. “You know, I don’t like to frame the question that way. What does an ABC member offer versus a union member… We hope all of our members offer quality, safe projects, dedicated workers and are interested in delivering for the customer. That’s not because they’re trying to be different or better than a union company. It’s because they’re trying to be the best company they can be.”

Every year that passes, the construction industry develops and adapts. While sometimes this can be the result of market forces and innovative breakthroughs, occasionally it is a response to societal change. As the industry attempts to meet the increased demands being placed on it by inflation and competition, the voices calling for increased diversity grow ever louder. For decades, the North American construction industry has been known as a male-dominated field, with women making up only a small percentage of workers. This is not a new finding, and it is certainly not a helpful one either. The imbalance has long marked the industry out as being one of the least inclusive and diverse across the job spectrum. However, in recent years, the number of women pursuing a career in construction is growing. With the industry struggling to hire skilled workers, resulting in delays and shelved projects, one must question the rationale for excluding half of the world’s population.

While the biggest challenge facing women remains the lack of representation –according to the Bureau of Labor Statistics, women make up only 10.3% of workers in the construction industry—the figures are rising. Companies are now actively seeking to diversify their staff and advocacy groups are busily educating the industry. One such organization is the National Association of Women in Construction (NAWIC). Founded in 1955, NAWIC is a professional association that provides support and resources to women working in the construction industry. It offers education and training programs, networking opportunities, and mentorship programs. Similarly, there is the Women Builders Council (WBC). Founded in 2004, the WBC is a national organization dedicated to advancing women in the construction industry. The WBC advocates for women’s rights in the industry and hosts an annual conference that brings together women from across the country.

With this being said, the reality is that the North American construction industry is at a crossroads. Supply chain disruptions are impacting companies and customers equally. Decarbonization is a constant challenge for every sector while an aging workforce is struggling to keep up. This is exemplified by the startling statistic that for every four people leaving the industry, only one enters. All the while, governmental investment on the failing infrastructure network has yet to take off. It is within this context that the National Center for Construction Education and Research (NCCER), conducted focus groups across North America with 176 tradeswomen. The goal was to “better understand their unique contributions to the construction industry and get their opinions on how to make the industry a preferred choice for women.” The results of these focus groups formed the basis for white paper report, titled “In Her Own Words” which was published last month.

NCCER produced the report with the aim of addressing and highlighting both the challenges and opportunities for women working in the construction industry. The paper was based on the aforementioned focus groups, interviews with women who have experience in the sector, as well as industry experts and stakeholders. The results made for interesting reading. Given that most reports on the topic simply report on statistics and numbers, NCCER sought to go beyond this and explore the lived experience of these women. While not entirely surprising, “In Her Own Words” highlights the fact that women experienced significant challenges and barriers to accessing a sustainable career in the field. In addition to the underrepresentation of women in the industry, the report explored the barriers women face, and how these barriers impact the industry in terms of productivity and diversity.

“The women we spoke with talked a great deal about how the craft training they received opened doors for them and created loyalty to the companies who provided it.”

Despite the PR campaigns and press releases, the most alarming aspect of the responses is that bias and discrimination is still being experienced by women. Responses show that the recruitment process in particular is cause for major concern with most respondents claiming that they have been overlooked for promotions and are paid less than their male counterparts. “A survey of 272 tradeswomen found that 57% have never had a female supervisor during their time in the industry. However, 69% of the same tradeswomen indicated that they wanted to be in a leadership position at some point in their career. This is a clear sign of a disconnect in the leadership pipeline. This discrepancy between women seeking leadership roles but not seeing other women in leadership positions can directly affect the retention of women at a company and in the industry as a whole.”

The inflexible nature of the industry, particularly when it comes to working hours and site-based roles, was highlighted as another challenge in terms of equal opportunity. According to the report, invisible barriers such as these can make it difficult for women with caring responsibilities to enter or progress in the industry. “A survey of 770 women in construction found that 25% of tradeswomen reported facing disciplinary action for missing work to attend family emergencies. Whereas only 4% of women in managerial, administrative, and technical positions reported being disciplined for missing work for similar reasons.” As one focus group participant explained, the reality for many women is that they are expected to perform a dual role. “Women have to have more options for flexible hours or childcare because a lot of women are the providers and they’re also the caregivers.”

One very significant finding was that many of the women interviewed struggled to access training and development opportunities, particularly those focused on technical skills. In fact, many of the focus group women reported that they were routinely assigned “easier” or “basic-level tasks” than their male colleagues. However, in this regard, there were also positives to be found. When training opportunities were offered, the companies involved benefitted significantly in terms of output and loyalty. “The women we spoke with talked a great deal about how the craft training they received opened doors for them and created loyalty to the companies who provided it. Some of the tradeswomen with a particular firm started out in basic roles, such as a bus driver or custodian. Once they were exposed to construction, they were interested in advancing for both financial reward and personal empowerment.”

Significant other issues were raised throughout the white paper such as limited networking opportunities and a lack of visible role models. In all, the report suggests that claims being made that construction is becoming more diverse may be misguided or, at the very least, premature. However, while these headline-grabbing results make for uncomfortable reading, the report was not without its positives. Both focus group participants and industry experts such as project management teams shared the view that women bring remarkable and unique qualities to the jobsite. The most frequently noted benefits were focus on teamwork, attention to detail, jobsite cleanliness and organization, and improved safety performance. According to the NCCER, the reasons for this are fascinating. “The management team members shared how women are much more focused on following the prescribed work process as designed, instead of relying on experience and physical strength. This can result in positive effects on safety and reduce injuries. Furthermore, it was stated that women often follow the plan and think through how they can complete the work without rushing.”

The construction industry may not yet be in crisis, but it is certainly rife with challenges. Labor shortages, rising costs, and a reputation for being the most dangerous occupation on earth. The results of the NCCER white paper seem bleak. The truth is, however, that it might just offer the industry a roadmap to future success.

For the full report, visit:

nccer.org/docs/default-source/research/in-her-own-words-white-paper.pdf

When populations increase, so do many other factors such as the demands placed on services and infrastructure. This may seem obvious but the effects of this growth can have a lasting impact. While many of these changes and developments are mere byproducts of growth, each one is intrinsic to the balance and success of a town or city. The equation is a simple one; an increased volume of people brings with it widespread growth. Production, costs, litter, traffic; all are affected when an influx of people move in. Let’s put it another way… When humans arrive, they do not travel alone.

Understandably, cities and towns have developed as they have grown. Industry has adapted to ensure that developing spaces are met with the necessary tools to thrive. Infrastructure and building work are in a constant cycle of renovation and rebuilding while new technology and innovation are constantly redefining what it means to live in modern communities. However, ongoing growth does not always lead to positive outcomes. Various metrics show that some of the more negative aspects of society can grow exponentially also. Pollution, crime and poverty all remain high on the list of concerns for modern city dwellers. So, what happens when a location develops and the negative impact of larger groups is felt? This is where policy is key. City planners need robust and forward thinking budgetary policy that will equip and support stakeholders. Police, waste disposal, education; each requires two things, money and expertise.

With that said, one area of population growth that is often overlooked is traffic management. It is no surprise to learn that in recent years, as the number of cars, cyclists and buses have crowded our streets even further, the number of road fatalities has also risen steadily. Across various states, figures are trending upward at an alarming rate – roadway deaths increased by 20%

between 2020 and 2021. In fact, according to a recent study, more than 42,000 people are killed on U.S. streets each year and when international figures are added to the discussion, the numbers become ever more stark. So, the question is this; are these deaths an unfortunate side-effect of a growing population or can something be done? According to Vision Zero Network, we already have the answers. “Each year, the population of a small city is needlessly killed on American streets and thousands more are injured. We call this suffering traffic “accidents” — but, in reality, we have the power to prevent traffic collisions.”

Vision Zero Network is a non-profit project committed to building momentum and advancing Vision Zero in communities across North America. It’s goal is a simple one. Preventable deaths should indeed be prevented. “Our goal is safe mobility for all. We recognize that everyone has the right to safe mobility, whether walking, bicycling, driving, riding a scooter, using a wheelchair, or riding transit. Yet, each year in the U.S., tens of thousands of people are killed, and millions more injured, in preventable traffic crashes. These are our friends, family members, colleagues, and neighbors. We can prevent these tragedies.”

Vision Zero was first developed and implemented in Sweden in the 1990s. It’s aim is to eliminate all traffic fatalities and serious injuries. While this is clearly no small task, the strategy has taken off throughout Europe and is gathering momentum in the U.S. also. By adopting standpoints that are directly at odds with the traditional road safety mindset, genuine change is being made. With Vision Zero, traffic deaths are preventable, rather than inevitable. Furthermore, the strategy acknowledges that humans will make mistakes while driving and, with this, comes the need to ensure that these failings and mistakes only result in minor accidents. This can be achieved by demanding change from policymakers in relation to improve the roadway environment and policies such as speed management. This approach is multidisciplinary in nature, meaning that diverse stakeholders from traffic planners to pedestrians work collaboratively to identify clear goals and actions.

“Vision Zero is not a slogan, not a tagline, not even just a program. It is a fundamentally different way to approach traffic safety.”

At Vision Zero Network, the message is clear. Lip service and good intentions will change nothing. Instead, honest self-reflection coupled with tragic planning and community led action is the only way of shifting the dial on entirely preventable deaths. “Communities that want to succeed at Vision Zero need to acknowledge that business as usual is not enough and that systemic changes are needed to make meaningful progress.” With a data-led approach and a focus on collaboration and SMART targets, the formula has demonstrated massive success in a variety of contexts. Simply put, this framework saves lives.

Many cities in the U.S. have joined the ranks of cities and communities that are pushing for Vision Zero.

So, why has the United States taken so long? The truth is that, confusingly, it hasn’t. Many cities in the U.S. have joined the ranks of cities and communities that are pushing for Vision Zero. Another truth, and one that is much more unpalatable, is that despite signing up to the framework, most of these cities have seen huge increases in the numbers of road fatalities. The reality is somewhat more nuanced than these facts may seem. While signing up to Vision Zero has been an easy decision to make, making the required changes to policy and infrastructure has proved to be infinitely more difficult. “It’s an easy thing for a politician to say that they’re committed to Vision Zero,” said Jeff Paniati, the executive director of the Institute of Transportation Engineers, “without actually doing anything different from what they were doing before.” While it seems as though everyone is in favor of change in theory, traditionalist views of car ownership and freedom of choice creep in and throw a spanner in the works. Seleta Reynolds, the director of the Los Angeles Department of Transportation, feels that the culture in America is proving to be a much deeper barrier to change than originally anticipated. “A moment comes when a person shows up to do the actual [infrastructure] project, and it’s down the street from your house. Whether it’s a bike lane or a bus lane, the calculus suddenly changes, and it feels like a fundamental assault on your way of life.”

However, the future for Vision Zero in the U.S. is not completely bleak. Jersey City, the only city in New Jersey to adopt the Vision Zero framework and recommendations, is an outlier. Not only that, it is succeeding where many others have failed. Incredibly, through a series of initiatives, education and innovative road design, Jersey City did not have a single road death throughout the year of 2022. During COVID, the city used the time as an opportunity for experimentation. “We took advantage of less cars on the street,” said Mayor Steve Fulop in an interview at his office. “And we said, let’s try to do things that we probably couldn’t do as easily under regular circumstances. That included a lot of redesigning of roads.” So, what has the city done differently and why have these initiatives worked when others haven’t? The answer is simple, communication. Small interventions such as diversions, roundabouts and redesigns have been piloted on a weeklong basis with full transparency and robust feedback sessions before, during, and after. By involving communities, the mistrust that may stem in other areas fueled by a fear of losing the traditional American heritage and legacy of the automobile has disappeared. Barkha Patel, Director of Infrastructure, explains how, through careful negotiation and mutual respect, the goals set out in Vision Zero may yet become a reality. “We’ll do notices, let people know what it is, and then for a few days, staff will be out there to interact with the public and explain what’s going on, and how to use the improvement. Then we’ll take it away whenever we’ve committed to it. Because that transparency with the community is a really big part of it, too.”

visionzeronetwork.org

The concept of renewable energy is a simple one in theory. Creating heat and energy through fuel sources that may well have a perpetual lifecycle is a vital aspect of any governmental policy. In order to reduce carbon emissions, decrease global warming and meet climate targets, sustainable and renewable fuels need to be top of the agenda. Science and innovation, coupled with the skills inherent in construction and technology, mean that the drive towards transitioning to renewables should be attainable, if not easy. So why is it that this issue is hit with delays and stumbling blocks at every corner? Powerful lobby groups and single use fuels seem intent on clinging onto power while seemingly accessible and sensible choices struggle to gain traction. Given that the motivation to making this transition seems as political as it it environmental, it may yet be a long road ahead. However, lobby groups and politics are not the only barriers to renewable energy.  

When it comes to environmental reform, we are always told to do more. From every corner of the globe the message is clear; the planet is on an unsustainable path and we humans that inhabit it are called to action. Notwithstanding the glaring omission of including large scale businesses in this conversation, it seems as though a crude tool is being used here. Everyone needs to recycle, people should live sustainably, we should all ‘go electric.’ Well-meaning and ideologically-correct as it is, it seems that we are continuously bombarded with both evidence and conjecture. We are told that sustainable fuel is needed while fossil fuels bans should be imposed in domestic settings… but are things as simple as this? On closer inspection, it seems as though the gravity of the situation means that our lived reality can rarely keep up. It goes without saying that the goals are worthwhile and these voices have merit. The problem with these rigid demands, however, are that very few people are in a position to actually follow them. It is widely regarded that families experiencing unemployment or poor housing solutions are in a difficult position when it comes to buying more costly, yet sustainable, foods or items. The ability to repurpose — or in some cases rebuild — heating systems is certainly not universal. With the cost of living spiraling out of control, families and homeowners across North America need to make savings wherever they can. When this is viewed on a larger scale however, even greater problems emerge.

The unfortunate truth is that climate change poses the greatest impact to those least responsible for it. This includes low-income and disadvantaged communities, women, racial minorities, marginalized ethnic groups and the elderly. These facts form the cornerstone of the Climate Equity movement. Climate equity involves the equal distribution of the benefits of climate protection efforts and also alleviates unequal burdens created by climate change. Simply put, Climate Equity is ensuring that those most effected by the devastating impact of climate change are given the most tools and protection to combat it. As programs and initiatives to reverse the effects of climate change are announced around the world, it is imperative that recognizing the need for climate equity is a vital aspect of any initiative. According to World Resources Institute, a science- and evidence-based institution established in 1982 to carry out rigorous policy research in the areas of global environmental and development issues, the benefits of climate equity are substantial. “Low-carbon and resilient climate action can be a powerful engine to revitalize global economic growth, contribute to poverty reduction, generate jobs and expand income opportunities, all while vigorously countering growing climate risks. Among other benefits, ambitious climate action could lead to benefits like improving food security, reducing energy costs, creating more than 65 million new low-carbon jobs and preventing 700,000 air pollution deaths in 2030.”

In a world where climate inequality, in both the funding and infrastructure required to alleviate it, plays a massive role, what can be done to redress the imbalance? Thankfully, solutions are not too far away. The Africa Renewable Energy Manufacturing Initiative (AREMI) launched at Abu Dhabi Sustainability Week 2023 recently to great fanfare. Those behind the initiative, philanthropic groups and environmental organizations, are driven to empower African countries by sharing skills, information and opportunity. “Our goal is to drive investment and mobilize action in African countries to scale up renewable energy manufacturing capabilities. This international Initiative will help drive the financial, technical, and socioeconomic investments required to unlock the continent’s potential for up to 1.2 Terawatts of clean energy, 14 million new jobs and 6.4% growth in GDP by 2050.”

In addition to this plan, detailed research has been conducted to highlight the challenges and benefits of renewable energy production in Africa. The results of this report were intriguing. While recognizing that Africa will be under considerable pressure to develop and grow its power network, the potential is there to meet these needs in sustainable and practical ways. According to research conducted by the group, Africa’s demand for power is projected to double by 2030 and grow by a factor of eight by 2050. With current infrastructure in place, these demands are virtually impossible. However, the fact that the continent has almost unlimited potential for solar energy, coupled with abundant hydro, wind and geothermal energy sources gives rise to the hope that changes can be made. “The report – supported by Bloomberg Philanthropies, the African Climate Foundation, and the ClimateWorks Foundation – analyzes Africa’s renewable energy manufacturing landscape, highlights pathways to accelerate a homegrown renewable energy industry, and provides a roadmap to help bridge the gaps and achieve a just, equitable, and green energy transition in Africa.”

To ensure that the transition to renewable energy sources is conducted in an equitable manner, solutions need to be provided. While Africa is not the only example of climate inequality, the Africa Renewable Energy Manufacturing Initiative is leading the way in terms of providing the education, tools and assistance needed to balance things out. As part of the work being done by AREMI, ten key opportunities across eight different African countries were identified. Its research considered the readiness of each country to make transitions and considered many key success factors including demand, manufacturing scale, political stability, policies and regulations, trade relations with China, infrastructure and the ability to export. According to those at AREMI, the potential benefits are enormous. “On average, Africa could experience a ~6.4% increase in GDP between 2021 and 2050 that is directly attributable to the energy transition. Economic growth is expected to be driven by public investment and expenditure; private investment in energy transition technologies; and net trade differences. Key sectors likely to benefit from this transition include electricity supply—for underserved and low-income areas—public and personal services, basic manufacturing, and business services.” While the transition period to renewable energy is fraught with political struggles, the benefits are clear for all to see. This transition not only positively impacts the environment, it provides solutions to some of the greatest inequalities still present today. The question of balance and equity is a difficult one. It seems, however, that the questions may finally be nearing an answer.

www.seforall.org

Egypt and its historical dynasties have been developing and evolving for thousands of years. The country has a Egypt and its historical dynasties have been developing and evolving for thousands of years. The country has a long and illustrious history of innovation, construction and creative thinking. One only needs to consider the meticulous detail involved in creating languages as complex as hieroglyphics and the awe-inspiring pyramids of Giza to appreciate the level of thought and skill that is abundant in the area. Alongside this, the country also benefits from the Nile River and its fertile banks and deltas. Diverse ecology and the settlements that were attracted to the areas have ensured that Egypt has maintained a strong presence in the global economy. While the area surrounding this enormous river contains wide, deep valleys, the idea of growing large swathes of greenery and trees in the country is mostly a fanciful one. The country is a staggering ninety-six percent desert and the small part of what is left has been carved up between cities and farmers. With such a large portion of the country being desert land, it could seem as though Egyptians are comfortable with the yellow and blue of sand and sky. What may not be as well known, however, is the ecological danger that these deserts possess. Deserts cover one third of the earth’s surface and it is estimated that they are expanding by thousands of square miles each year, taking over otherwise essential land for food and growth.

Deserts can be unfairly dismissed as cold and lifeless. The truth however, is far from this misconception. With each desert having its own unique biological profile, they are abundant with both flora and fauna. Furthermore, species of which exist in these environments exclusive to anywhere else on the planet. According to environmentalscience.org, the distinct balance of these environments makes them both vital and delicate. “The Mojave Desert is a case in point; it’s one of the harshest environments on the planet with a humidity level that rarely goes higher than 40%, yet it maintains abundant biodiversity throughout the seemingly barren topography. All species have adapted to live in this harsh environment, and many are protected because of their geographical limitations and delicate ecological requirements of coping with the high temperatures and dry environment.”

The importance of deserts is clear. However, in the case of Egypt, there are additional details which add nuance and context to any discussions around these sandy lands. With such an enormous percentage of the being classified as desert, it is vital that Egypt prevents further erosion of otherwise fertile ground. Food supplies and economic growth largely hinge on the countries ability to limit the desertification of its natural resources. “Desertification is the process of land degradation in arid, semi-arid and sub-humid areas due to various factors including climatic variations and human activities.” Simply put, desertification results in persistent failing of fragile ecosystems due to man-made activities, with overgrazing being the major cause of desertification worldwide. Other factors that cause this include urbanization, climate change, overuse of groundwater, deforestation, natural disasters, and tillage practices in agriculture that make soils more vulnerable to wind. In a country where four percent of its land can be used to home and feed a population, this is fast becoming a crisis.

According to the United Nations Convention to Combat Desertification (UNCCD), land degradation is a global environmental issue with numerous for socio-economic and ecological development. “Land degradation leads to reduced production capacity in addition to soil erosion, physical/chemical/biological/economic land deterioration, and long-term loss (or degradation) of vegetation.” So what can be done about this? The answer is as startling as it is innovative. Trees. It should come as no surprise that a country with such a rich heritage in construction, innovation and infrastructure has tapped into the abundant combination of intense heat and locally sourced wastewater. The results of this combination are staggering.

Egypt’s Serapium Forest is located on the outskirts of Cairo, an area of vital importance to the livelihood of Egyptians. For two decades, the trees planted there have been irrigated with treated wastewater and as a result, they have grown over three feet wide in this time which is truly a remarkable achievement. The forest, which is a short distance from the Ismailia governorate, was originally a dry desert that saw no irrigation and plantations. With over 40,000 people living in the area, Ismailia’s residents were proactive in utilizing the significant amount of wastewater that are produced everyday. Remarkably, while only 15% of the forest project has been completed, it is already nearly 8,000 kilometers long and is scheduled to be completed by the end of 2030. When finished, Serapium Forest will cover over 100 million hectares (247 million acres).

“When finished, Serapium Forest will cover over 100 million hectares (247 million acres).”

The forest is the result of a research collaboration between German and Egyptian scientists. The group directed efforts to utilize Egypt’s abundance of sunlight to grow massive plantations. Established in 1998 by the Ministry of State for Environmental Affairs, in cooperation with the Ministry of Agriculture and Land Reclamation of Egypt (MALR), the project aimed to implement the National Program for the Safe Use of Treated Sewage Water for Afforestation. While the primary goal for the project, from a MALR perspective, was to halt the spread of deserts into fertile areas, it faced huge challenges due to Egypt’s lack of clean water and rain during the winter. However, the innovative and ambitious program harnessed the sewage wastewater, thus making the project sustainable and resource efficient.

According to Hossam Hammad, a Professor of agriculture at Ain Shams University in Cairo, the benefits of using this water are incredible. “The wastewater is rich in phosphorus and nitrogen, something that has supercharged the trees.” With these trees offering the ability to slow down desertification as well as stopping erosion, providing shade and moisture, it seems as though the decision to use wastewater has given Egypt a chance of clawing back some of that ninety-six percent. In addition to this, Ragaei Saafan, project manager at Serapium Forest, believes that using sewage water to grow trees in the desert will help transform large areas of the Egypt into economically viable areas. “Treated sewage water is funneled into the area, and has been a boon for making previously infertile land arable and economically viable. The evergreen forest will help to purify the air all year round, as well as exerting nutrients into the area that will help the nation’s efforts in combating desertification.”

While the battle to halt the desertification of potentially vital lands has certainly not yet been won, the emergence of Serapium Forest offers the hope that it may be, one day. Not only has this innovative use of wastewater proved transformative in the goal of retaining healthy land in an area just outside Cairo, it has also provided the blueprint for other countries where desertification is an issue. With afforestation offering cleaner air and assisting with lowering the high summer temperatures, this project and developing similar ones will be keenly watched in the coming years.

atlasofthefuture.org/project/serapium-forest/

The world of concrete is, generally speaking, a simple one. This composite mixture, the second-most-used substance in the world after water, has been used in some form for thousands of years. While the construction industry may have advanced both technologically and logistically, concrete has remained largely untouched. The reason for this is that since its first known use –the floor of a hut in Israel, dated around 7000BC—it has performed consistently and excellently. That is not to say, however, that the handling, usage, and delivery of concrete cannot move forward with the times. Rising from previous incarnations of Kato Construction Equipment and ShotCrete Plus, CanCrete is a specialist in the Ontario concrete pumping sector. With a rich and successful history, the company is utilizing its knowledge and passion for servicing its clients to becoming the number one supplier of pumping equipment, parts, and associated repair.

For Eric and Marcia Duiker, the goal has always been a simple one; to offer solutions, partnerships, value, growth, and responsibility. Starting out a decade ago, the purpose of the company was also to offer local solutions to an otherwise disadvantaged community. As Eric puts it, the concrete industry in Ontario at the time was unable to source products and services locally. This meant that companies were being forced to endure unacceptable delays. “There was a need in the Ontario market to have some local products available. If you weren’t purchasing products from ShotCrete Plus, you had to order it in from the west coast or somewhere in the United States. It was impossible to pick something up the same day.” While the rationale for CanCrete therefore made perfect sense, the business model itself was somewhat niche. While this would understandably create challenges for the company, it led to a greater level of service to local clients. “At the time it was fairly niche, but there was also a very clear need for it. It goes without saying that if you can fix your truck immediately and use it tomorrow, it is much more advantageous than having to wait longer for parts.”

Initially, CanCrete worked on small line equipment and aimed to build relationships with customers that used trailer and skid mounted pumps. However, the success of these relationships led to the company expanding to larger equipment over time. Today, the company is the leading provider of concrete pumping equipment in the region. As Eric explains, the dedication to building positive relationships and coming through for its customers ensured that CanCrete’s growth was on an upward trajectory from Day One. “We have exceeded our growth targets and projections year over year. While we initially worked with smaller machinery, we started doing the mobile boom pumps and high-rise equipment for Ontario in 2017. In 2019 we expanded these product lines to Quebec and eastern Canada and then in 2022 this developed further to Manitoba in Western Canada.” For Eric, these developments and growth has meant that the company has a gradually expanding geographical footprint.

From the outside, it might seem as though CanCrete is offering an identical service to any other sales company. However, this view belies the intricacy and knowledge required to truly understand the needs of its clients. Eric explains that it is only through a decade of experience with logistics and context in a variety of locations can the company truly meet the needs of its clients. “The way we describe it is that we provide services for anything that is more difficult than water. Anybody can pump water. It is when a mixture contains solids that they become difficult to handle. On the extreme end, pumping concrete is one of the most difficult and most abrasive products. That’s really why our services are so niche. We have a wide range of products from diesel, gas and electric powered that come in every shape and size to accommodate any need our client might have.”

“We provide services for anything that is more difficult than water.”

With an ongoing commitment to providing the highest level of service to its clients, it is unsurprising that CanCrete goes even further. While other businesses in the region offer parts and servicing, CanCrete only provides the highest quality products which ensure that clients receive the absolute best. While Eric accepts that his company’s refusal to stock entry level products can mean that some potential clients can be priced out of the running, he explains that the clients that want the highest level of performance are never left disappointed. “The products that we sell are on the premium end of the product line. The brands that you see on our website are guaranteed to be incredibly well designed and well-engineered. If a customer says that we are expensive, our reply is that yes, we are, but we are also the best and our product will pay for itself.” According to Eric, this in turn leads to continuous working relationships and growth on both sides. “We are looking to partner with our customers. We wouldn’t be profitable if they weren’t also profitable. That mutually beneficial relationship is really important.”

One product line in particular has provided excellence to clients in the region and has solidified CanCrete as the premium provider of concrete pumping equipment. As the sole and exclusive distributor of Putzmeister in Canada, CanCrete is in the enviable position of being able to offer its clients premium products that come with the added value of peace of mind. The rationale for this relationship was that it allowed the company to build on its knowledge base and pass this expertise on to its clients. “We were originally an end user of the [Putzmeister] product. It was the best and if it worked for us, it would obviously work for anybody else. So that was a big driver in developing this relationship but also it was important for clients to have that regional support. Having a local dealer was not actually a concept that the concrete pumping industry was overly familiar with at the time. In fact, a good chunk of North America still doesn’t have a dealer network. However, in any area, machinery inevitably gets more complicated. Concrete pumps are the same. The electronics have advanced, and the trucks have advanced. Having a local dealer is really a business model that works. Importantly, these are products that, when you sell them, you can stand behind them and if a client is stuck, we can be with them the next day.”

Celebrating its ten-year anniversary this year, CanCrete is well on its way to delivering on the ambitious goals it set out to achieve. Concrete may well be one of the oldest materials known to mankind. While the way is it used has certainly developed over time, some things simply do not change. As the saying goes, why change a winning formula? For Eric and those at CanCrete, the sentiment is similar. A decade in business and impressive growth along the way, the question of change doesn’t even need to be asked. As for the future, unsurprisingly it is simple; more of the same. “Our success goes back to that mutually beneficial concept. What’s good for our customers is good for us and having long lasting, repeat customers is really what we want to continue doing. We want to continue giving people the right products and continue to support them as best we can.”

As Chief Executive Officer with Associated General Contractors (AGC) of Metropolitan Washington DC – a chapter of the Associated General Contractors of America – Cherie Pleasant takes enormous pride in the work of her members. This is, she explains, an exciting place to be involved in construction. Based out of Arlington, Virginia, hers is one of the oldest chapters in the country, tracing its origins to 1929. It represents General Contractors, Specialty Contractors and Service and Supply Providers in the construction industry. Members are located in DC as well as in Maryland and Virginia. Like other chapters, this one is autonomous, yet it works in tandem with the national organization. What is unique here, says Pleasant, is that they are the only chapter that is a regional one. “We encompass the District of Columbia and several counties in northern Virginia and two counties in Maryland,” she explains. “There’s a lot of construction going on here. We do in the region of $18 to $20 billion and more of construction in the area annually.”

As for numbers, chapter membership stands at around 250. However, the average member is generally pretty large in terms of size. “An average-sized contractor here in our market does $150m of construction a year,” Pleasant says. “That is just a medium-sized one. We have ten that are doing over a billion dollars of construction in DC. One does $3bn in DC.” As with the other AGC chapters in the US, this one grew “organically” and is hugely responsive to local needs. Having said that, many of the issues here are common across the industry. Pleasant lists a couple of areas of concern: “Members,” she says, “are concerned about workforce and supply chain issues and escalation of material pricing.”

As for the projects they are involved in, there is a huge mix of work taking place here – everything from highway construction and utilities to work on hospitals and proton therapy labs – “cutting edge work that not every contactor could do.” Then of course, there are those iconic Washington DC buildings and museums to work on, like the Smithsonian, for example. This is clearly a source of enormous pride.

“Washington DC”, says Pleasant, is simply “a really unique city to build in.” It’s little wonder that she clearly loves her role – one she has occupied since 1995. There is that unique mix of course, but also the fact that she genuinely loves the industry. Pleasant displays an enthusiasm that is palpable along with massive admiration for her chapter members, the work that they do and the “can-do” attitude they exemplify in the face of whatever is put before them.

Pleasant explains: “There are always challenges and one thing I love about construction people is that they are used to challenges.” Thinking back to COVID-19, she recalls one interview she gave to The Washington Post. “I talked about how construction people are used to being over-regulated and dealing with challenges all the time,” she says. This was just another one they had to deal with. “We have the caliber of contactors who are able to turn on a dime and deal with what they need to deal with,” exclaims Pleasant. The message is clear: If ever there was an industry that is good at meeting challenges, it’s construction.

During the pandemic, “we were deemed essential from the beginning here. Mostly people were continuing as before.” Nonetheless, a lot of work went into providing information such as in connection with virtual or online applications for permits, for example. “We also rocked online training in 2020” adds Pleasant. This is all the more impressive when we consider how this AGC chapter has just three staff. Of course, Pleasant does give full credit to the AGC of America. During the pandemic, she says, they remained on top of the situation always, providing free webinars for members, for example. “Anything we needed, they were on top of getting it to us.” Now we are of course seeing a return to normal and there is a big group of people who are desperate to get out there again and be with their peers, Pleasant notes. “We have really gone back to in-person meeting a lot,” she adds. “Yet some companies still resist or are cautious for employees and don’t want to send them to places that they might get sick.”

Networking events will always be part and parcel of course – whatever way they are carried out – in real life or virtually. It’s a huge part of what they do. “We do a lot of meetings with owners, and we bring owners and contractors together to talk about problems, explore creative ideas and develop best practices,” Pleasant further explains. “One thing I love about my AGC chapter is that members are very willing to share. Even though there is competition, people know that – in the long run – if you are a good contractor you are going to get your share of business. Members also joint venture a lot together. It’s a nice atmosphere. I just think the caliber of the contractors we have here is so high that there is no petty stuff going on.”

This sensible, inclusive and collaborative approach pays dividends in many ways and clearly a lot of this comes from the top down. The same approach extends to interactions with bodies like DC City Council. “I wouldn’t say we lobby DC City Council,” says Pleasant. “I’d say we work with the city council on issues, where we try not to be so defensive. We try to say, ‘here’s how we can work together to make it better for the District of Colombia and the contractors’.”

Not surprisingly there are many hopes for the future in the DC chapter and lots of initiatives that are going from strength to strength. Pleasant wouldn’t have it any other way, of course. “I think when you stop being creative and thinking of things to improve on it’s time to quit” she declares.

For the coming year, Pleasant is looking forward to continuing to get back “to normal meetings and normal interaction with our owners.” In November 2021, the chapter held high profile “owner meetings” with twenty-six speakers in a day and with five panels. “We called it, ‘What do owners really want and what can you do about it?’,” Pleasant explains. This is an event they are planning to revisit, at time of writing. Meanwhile, they started a subcontractors’ council in 2019 and now the subcontractor membership is growing a lot. “This council plans their own events and their own interaction with the GCs. Ten to fifteen years ago we mainly only had GC members. As for new members, I have a new incentive with new board whereby it is their job to recruit two members each. They are doing really well with that.”

Last but not least, there are the chapter’s much-anticipated awards to come. “It’s always an amazing event,” says Pleasant. “We are now in our twenty-second year. The ceremony is a big affair. It’s always fun too. This year we are going to the US Institute of Peace on Constitution Avenue. It’s one of the most one of the most beautiful spaces I’ve been in… And built by one of my members.”

Naturally.

New York City has long been at the forefront of the green movement. From the demands placed upon businesses to retrofit buildings, to a more sustainable footing, right through to the Green New Deal which has revolutionized the way we think about sustainability, the city is pushing forward in earnest. It is therefore unsurprising that NYC is once again leading the pack in terms of green construction. Alternative energy, cooler buildings and energy neutral designs are all high on the agenda when it comes to the built environment. Buildings have long been acknowledged as the highest emitters of carbon in densely populated areas. As such, New York City has placed strict regulations on the decarbonization and modernization of its buildings. Gas connections to new buildings has been banned and caps have been placed on existing buildings. By 2027, all buildings will need to be fully electric. If successful, the results will be incredible. It is estimated that by 2050 New York City will have decreased its carbon emissions by 80%.

That is the good news. As with anything, there are two sides, however. The unfortunate truth is that there are serious challenges to the success of these goals and not just in New York City. Across America, states and businesses alike are attempting to meet climate goals. The main issue they face is one that has almost become synonymous with the construction industry and that is the lack of skilled workers capable of doing the work required.
Take electricians for example; according to Rewiring America, an electrification nonprofit, the nation needs a million new electricians just to meet the demands of rewiring in anticipation of the energy transition. According to Ari Matusiak, CEO of Rewiring America, the situation needs to change. “The pipeline for new electricians has been too narrow for too long. The scale that is needed to meet the moment when it comes to our climate goals—but also to deliver savings to households and to reinvest in our communities—is massive. And that requires people who know how to do that work.”

Enter BlocPower, a Brooklyn-based climate technology company rapidly greening American cities. Since its founding in 2014, the company has completed energy projects in over 1,200 buildings. The company has, in recent times, been working with New York City to remedy the debilitating shortage of workers in order to meet current targets. According to Donnel Baird, CEO of BlocPower, the company is helping because the need is undeniably there. “America has a shortage of skilled construction workers of any kind.” To combat this, the company has set up the Civilian Climate Corps, a program designed to bring new faces into the construction world and ease the challenges being faced in the industry. The goals of the program are multifaceted and, according to the company, are hugely beneficial to the new recruits. “They can earn competitive wages throughout the program, including during training sessions prior to onsite work. [In addition to this] they will receive valuable, transferable technical training that prepares them for a career in the rapidly growing field of green construction and they will connect to employers who want to hire employees with the skills the training program helps to develop.” Since 2021 the program has trained over 1,700 workers and received $37 million in funding from the mayor’s office.

“Working with BlocPower, we are creating an upstream solution to several downstream problems, including gun violence, unemployment, and environmental injustice.”

While this is always music to the ear, the company is attempting to go even further. Alongside assisting the construction industry, BlocPower is also trying to help with another challenging aspect of life in New York City. “We are going into the lowest-income communities, where folks are at risk of gun violence—personally, their families, their communities—we’re training them on the latest, greatest software to install green infrastructure in urban environments, in rural environments,” Baird said in 2021. “That’s going to solve not only crime rates in low-income communities in New York City,” he added. “It’s going to solve the business problem of the shortage of skilled construction workers across America.” The program recruits trainees from low-income areas identified as having high rates of gun violence. It consists of a one month training course entered around workplace etiquette and business communication classes followed by an additional two months of technical training, which includes low-voltage electrical work, heating, ventilation, and air conditioner (HVAC) installation and workplace safety training. Most members then move on to on-site apprenticeships. The program is open to residents of the five neighborhoods with the highest rates of gun violence: East New York, Flatbush and East Flatbush, Far Rockaway, Harlem and Melrose. In its first year, 30% of participants found full time employment and 62% have passed Occupational Safety and Health Administration training.

Given the dual mandate that this program has, both of vital importance to New York City, it is unsurprising that ate last year, Mayor Eric Adams announced a further infusion of investment in the program. Announcing that an additional $54 million is being allocated to the program in order to train an additional 3000 workers, Mayor Adams said, “If we want less crime on our streets, we must make sure people are employed and they see the opportunities of the future. Green jobs are going to bring green dollars into communities and really put people on a pathway of success.” Speaking further, Mayor Adams acknowledged that these issues are both proving to be hugely challenging for New Yorkers. He did additionally offer hope that the partnership can make positive changes across a number of fields. “It is not easy to turn your life around, or to fight the climate crisis, but our Precision Employment Initiative allows New Yorkers to do both. That is why we are investing $54 million into expanding the program, serving up to 3,000 New Yorkers. Working with BlocPower,
we are creating an upstream solution to several downstream problems, including gun violence, unemployment, and environmental injustice.”

In recent times, the idea of a Climate Corps has been a contentious one. President Biden had included it in his bid for office while early in his Presidency he states that a program was needed that could “mobilize the next generation of conservation and resilience workers.” However, funding for such programs were eventually dropped from the final version of the Inflation Reduction Act. However, there is still belief that this model can be reintroduced at some point. For those at BlocPower, New York City is looking like a viable blueprint that can be rolled out across the nation. Other cities such as Ithaca and Menlo Park have announced partnerships with BlocPower in order to decarbonize their locality. While the program is still in its infancy, it seems to have massive potential, both in New York City and further afield. According to Baird, BlocPower is now actively working on duplicating this program in other cities to help them address the labor shortages in their communities while preparing the local workforce for green economy jobs. “There’s a lot of excitement. We do think it is a model for different cities across the country,” he said.

As the history books demonstrate, West Virginia has always been big business. While statistically it may not be the largest or the most populous state, its strategic location has ensured that it has been an interesting proposition at multiple times throughout the formation of the nation. With its stunning mountains and rolling hills, it is widely regarded for outdoor pursuits such as skiing, rafting, rock climbing and hunting. It is not just its visual and geographical appeal that makes West Virginia such a draw, however. The area is somewhat of a mecca for fossil fuels. The area is steeped with a rich heritage of mining and industry. Historically, salt mines and limestone have been key drivers of work and wealth in the state, but it was the second half of the 19^th century when the real industry was to awaken. It had long been known that the state had a wealth of coal beneath the ground, but until that time, it had only been mined and burned independently. Investors and industrially minded people suddenly found West Virginia to be of huge importance and the mines that opened there fueled much of the Industrial Revolution. With all this in mind, it is understandable that the locals are fiercely proud of their roots in the industry. Predictably, they are also reluctant to change. With rising evidence around the need to transition to more sustainable fuels, this area of the country is digging its heels in.

Having examined wind maps throughout the state, the U.S. Department of Energy has determined that West Virginia has significant wind opportunities. So, given that the potential is there, what is stopping industry from moving in? Current figures show that coal still accounts for almost 93% of all energy generated in the state. In addition to that, according to the U.S. Energy Information Administration, it is the second largest coal producer in the United States and ranks fifth among the states in total energy production. Clearly, alternative fuels have an uphill battle. Notwithstanding the importance of the coal industry on jobs and revenue.

While this might be cause for anger or frustration, it doesn’t necessarily need to be that way. With historical links to the coal mines dating back many generations, people are understandably attached to their past. However, how does a conversation take place where respect for the values and history of a place takes equal footing with the need for more environmentally sustainable practices and fuel sources? Is there scope for a state, with such attachment to fossil fuels, to make brave transitions that will undoubtedly upset many of its residents and workers. Change can happen alongside legacy though, and despite the outwardly negative outlook, the truth is that these conversations are in fact taking place. Even more positively for the residents of West Virginia, it might be happening in a way that they can get on board with.

Clearway Energy Group is, all things considered, a big player in the renewable energy sector. In fact, with over 5,600 met MW of installed wind, solar and energy storage projects, it is one of the largest renewable energy owners in the United States. In discussing its operations in West Virginia, it is evident that the company’s goal is to ensure a positive and successful transition to sustainable energy. “Clearway Energy Group helps lead the transition to a nation powered by clean energy. As the largest wind energy company in West Virginia, we have more than 580 MW of wind farms in our portfolio and project pipeline, enough to power 210,000 homes.”

“Training, revenue, and community involvement are all important aspects of shifting the mindset of people that have relied upon coal and fossil fuels for generations.”

Given the legitimate concerns around employment and revenue, it is vital therefore that Clearway supports communities as part of its efforts. Training, revenue, and community involvement are all important aspects of shifting the mindset of people that have relied upon coal and fossil fuels for generations. In this regard, Clearway’s vision is one of positive engagement. “In the communities where we operate, Clearway ranks as one of the highest taxpayers, with $3.3 million combined state and local taxes paid annually. We have also fostered more than 60 long-term community partnerships with local nonprofits, educational institutions, and organizations. Each new wind farm provides an opportunity to enhance a new community, and we look forward to finding even more ways to give back.”

So, where do these new wind farms come in? In recent times, Clearway has opened a small number of farms in the state. Mount Storm Wind and Pinnacle Wind. The farms are 264 MW and 54 MW respectively. However, a recent acquisition feels like the moment when the industry will sit up and take notice of wind energy. Black Rock Wind “powers Grant and Mineral Counties with reliable, affordable, clean energy – and helps West Virginia create a better, more sustainable future.” The company which was originally West Virginia’s first wind farm, was recently acquired by Clearway Energy and has created over 200 jobs this year. While adding nearly 16% more generation to the energy grid, it has also invested over $460M to the local economy. The move is the clearest indication yet that Clearway is in it for the long haul with CEO Craig Cornelius saying, “We are very proud to say that we are the largest operator of wind power plants in the state of West Virginia. In the last year alone, Clearway will have invested $460 million. A huge investment that reflects what we see as a bright future.”

At the launch of the farm, Governor Jim Justice was highly enthusiastic at the prospect of the farm providing a genuine shift in the way energy is sourced in the state. “Gosh, this is so necessary that we have within our state, and this is really good stuff. Today we’re announcing a great move by Black Rock, a great move in the State of West Virginia, and so many, many, many good things that are about to happen here. I’m a complete believer that West Virginia has to be a diversified state. We don’t want to forget how important [our coal mine jobs and our natural gas jobs] are… but we have embraced the all-encompassing thing. And this wind farm will amp up our wind production. We absolutely do not run off and leave our [fossil fuel] jobs, but at the same time, we absolutely want to embrace all the other ways we can move forward with manufacturing and great jobs.”

While much work is to be done to convert many in West Virginia, the conversation has started. This mountainous and beautiful state has much to offer and perhaps the reluctance to shift away from fossil fuels comes for a place of concern. Regardless of the reasons why, the roadmap is clear. Fossil fuels are yesterday’s news and sustainable energy is the only show in town. Clearly, in a part of the world where coal is king, the sector is still in its infancy, but the signs are there already. Wind can be an ally to a clean and smooth transition.

As the capital city of Texas, Austin has a reputation for eccentricity and diversity, its local motto being “Keep Austin Weird.” A cultural mix of Tex-Mex cuisine, live music and film festivals have earned the city the accolade of being one of the Best Big Cities to live by Money magazine. It has a population of almost one million people and is deeply loved by its residents. In terms of social issues, Austin has a long history of vocal citizen resistance to development projects perceived to degrade the environment or to threaten the natural and cultural landscapes, which has contributed to it being awarded the Greenest City in America by MSN.

However, despite all this, Austin is not a utopia. According to the most recent figures, around 4,000 are experiencing homelessness in the city and its surrounding areas. This number combines both unsheltered homelessness (people sleeping in tents, cars, abandoned buildings, and other places not meant to live in) and sheltered homelessness (emergency shelter, transitional housing, and other short-term indoor settings). With this number of its residents experiencing homelessness, Austin is struggling. Furthermore, when this is coupled with the recently voted law banning homeless people from camping in public spaces, the problem goes from disastrous to chronic. Residents of the city are now being evicted from parks and other encampments with literally no other options available to them. Clearly, this is a situation that needs to change. 

Thankfully, this change is coming. The Ending Community Homelessness Coalition (ECHO) is a 501(c)(3) non-profit organization and is the lead agency that plans and implements community-wide strategies to end homelessness in Austin and Travis County. As the backbone for the homeless services system, ECHO works closely with nonprofits and government agencies to coordinate assistance and housing for people experiencing homelessness in our community. The work being done at ECHO is built on an inspiring level of dedication. “Our Mission is to provide dynamic, proactive leadership that engages policymakers and the community to end homelessness. Our Vision is a community fiercely focused on ending homelessness.” According to ECHO, real change can be achieved through providing a service that is supportive, affirming and welcomes diversity. “We support people in the context of their circumstances. We recognize and honor their experiences, dignity, knowledge, aspirations, and ability to overcome adversity. Also, we believe that people are experts in their own circumstances and so we couple their expertise with data to inform our system.”

As the number of Austinites suffering from homelessness increases year on year, the pressure is on organizations such as ECHO to do more. Personal safety, either from the threat of violence or heat related illness, is of huge importance.

Some of the programs that have been implemented to reduce and assist those experiencing homelessness are, in fact, seeing benefits. One such project comes in the form of “the country’s only master-planned development for people coming out of homelessness.” Community First! Village in Austin is a master-planned neighborhood of microhomes, tiny homes, and RVs. According to those at MLF, the team behind the village, the sense of community lies at the heart of the issue. By offering a welcoming community, the Austinites can reconnect with their city. “As a result of the multitude of connections we’ve made with our homeless neighbors, we’ve learned that the single greatest cause of homelessness is a profound, catastrophic loss of family. It’s from this understanding that MLF’s vision emerged to build Community First! Village to welcome home our friends who had been pushed to the fringe of society. Often referred to as the most talked about neighborhood in Austin, Community First! Village is a 51-acre master planned development that provides affordable, permanent housing and a supportive community for men and women coming out of chronic homelessness.”

The founder of MLF, Alan Graham, left a successful real-estate development position and launched back in 1998 to serve Austin’s homeless with a community based approach. The impetus for starting out was a deep desire to serve. “I started developing pretty deep relationships with men and women out on the streets. In 2003, I started spending the night out on the streets. I’ve personally spent about 250 nights there.” Incredibly, the project developed incrementally and has really been a labour of love. Graham initially helped one homeless man to transition to independent living by assisting him with acquiring an RV. As word got around, he assisted numerous others. Finally, Graham secured 27 acres of land to build what would become the village’s first phase. What makes the community even more special for Graham is that it is not only a professional venture. It is his home. Graham and his wife live in the village as well.

Graham initially helped one homeless man to transition to independent living by assisting him with acquiring an RV. As word got around, he assisted numerous others.

Set up with the goal of assisting people in transition from homelessness, it has been such a success that it is due to grow and develop further soon. Incredibly, the village has permanent housing for the almost 350 individuals living there, and the retention rate of residents is 88 percent. Given the nature of the problems facing homeless people of Austin, it is encouraging to hear that, through a series of new investments, Community First plans to triple its footprint in the near future. 

It is important to note that, for MLF, the physical space is only one aspect. With communal kitchens and bathrooms, the list of amenities available is growing steadily. With a health clinic and a small food store in the neighborhood, a new gathering space called The Living Room about to open, and a weekly farmers’ market where food grown in the neighborhood is distributed to residents, the village is growing into a space where people can develop and thrive as partners and community members. “We’re instilling and putting back the basic building blocks of one being able to live,” says Thomas Aitchison, MLF’s director of communications, “so they are afforded the same access to essential and basic functions in life.”

At the heart of these functions are relationships. The title itself, Community First! Is a clear indication of the motivation behind the project. “We’ve created a destination for people to serve,” Graham says. “Prior to Community First! Village, if you have a heart for serving, if you have a heart for the homeless, your options are quite limited. We provide a destination, so it’s here now, and people come to us, as they find out about it, it’s that proverbial snowball going down the hill … we get to contrast between hopelessness and hopefulness.”

mlf.org/community-first/

As funding becomes available to modernize the infrastructure network across the United States, the public needs to sit up and take note. Every taxpayer’s dollar will, quite rightly, be made to go as far as it can and that is why project managers across the country will look to sustainable practices and materials. Infrastructure, as we are well aware, can be a resource heavy sector. Given that it, by its very nature, needs to be updated and replaced over time, it makes sense that it may not be the most sustainable type of construction work. When public money is being spent, however, the onus is on the industry to go as far as it can. From green practices to environmentally sound materials, much is already being done in the sector. Innovation and effort are combining impressively, and it feels as though genuine change is happening. For one sector of the industry, there are questions, however. Roadways and asphalt have a bad reputation. The material conjures up images of work that is messy, hot, and not exactly the most environmentally friendly. So, what if there was a way to lower the impact of asphalt and to change the narrative in a positive way?

In the U.S. alone, there is approximately 160,000 miles of roadway. This is a staggering number and that is before we include local streets, roads, and parking lots. Basically, this makes for a lot of asphalt. On a positive note, and something that is even more shocking than this, however, is the fact that asphalt pavement is the most recycled material in the United States. According to the Federal Highway Administration, 73 million tons, which is more than 80% of the reclaimed asphalt pavement removed each year during widening and resurfacing projects is reused in pavement. By comparison, this figure is substantially higher than the percentages for recycled newspaper, glass, plastic, and aluminum cans and magazines. Remarkably, this mixture of stone, gravel, or sand and viscous liquid tar is, when extracted from worn-down city streets, both sustainable and recyclable. In New York City, the roadway resurfacing program works to use recycled asphalt pavement and repurpose it throughout the five boroughs. In an effort to reach the mayor’s goals to become a sustainable city, it seems as though recycled asphalt could be a game changer.

According to the Department of Design and Construction NYC, recycled asphalt is of huge importance in the city’s sustainability goals. The Department sees the material as a huge benefit from both an environmental and financial standpoint. “Recycled asphalt is another method DDC employs to meet Mayor de Blasio’s goals for a more sustainable City, reducing landfill use and helping to meet the City’s target of reducing greenhouse gas emissions by 80 percent by the year 2050. With thousands of miles of streets in the five boroughs, there’s great potential for this to have a substantial effect on the environment while reducing infrastructure costs.” In terms of maintenance and upkeep, asphalt is used to resurface New York City’s 6,000 miles of roadway. The process is both technical and wonderfully simplistic. “We first mill the streets using razor-sharp claws that dig up the surface layer of the asphalt. That layer is then filtered, ground to a specific gradation, and mixed with a glue-like rejuvenating agent – perfect for making the new mix stick together in the streets.”

So, with this amount of asphalt usage in NYC alone, how can the industry use the most recycled material in the country to benefit end users, providers, and taxpayers? The answer is simple. Recycled asphalt benefits a project on a number of levels. From eliminating the need for further quarry excavation or transportation, to lower usage of petroleum and heat, it is clear that this material has a very long life expectancy. Currently, NYC uses a minimum of 30% recycled asphalt pavement (RAP) to create new asphalt but, according to a Long Island producer, this figure can be increased dramatically.

“By using ‘Reclaimed Asphalt Pavement (RAP)’ the company is the first 100% green asphalt provider in the country and the only one currently in New York City.”

Green Asphalt is a provider of asphalt pavement materials. What makes this particular company stand out, however, is that every square inch of asphalt it produces is recycled. By using ‘Reclaimed Asphalt Pavement (RAP)’ the company is the first 100% green asphalt provider in the country and the only one currently in New York City. According to those at the company, the benefits of 100% recycled asphalt are immeasurable. Tested to extreme temperatures and with the ability to be recycled numerous times, the product can be of enormous value to the public sector. ““We call it black gold. All the money in asphalt is in rocks, bitumen, and liquid asphalt – or petroleum, which is the most expensive part of the mixture. Our material is completely green, cost effective, and locally sourced.”

Financial considerations aside, the material also has huge benefits environmentally. At every step of the process, CO2 gases are being emitted. By removing these processes, the outcome is a net positive. According to Nima Roohi Sefidmazgi, Ph.D., Quality Control Manager at Green Asphalt, 100% recycled asphalt is clearly the most environmentally profitable choice. “The whole process of making asphalt pavement – the excavating, trucking, crushing, refining – all of this makes a lot of CO and CO2 gases. Thirty percent is good, but we can do better. By making 100% recycled asphalt, we are saving lots of units of pollution. We have an unlimited source of material in the city streets. This means we have so much RAP and we need to use it. The best part is you’re not damaging the environment; you’re not putting excess material in the landfill.”

With such potential to be recycled, it will come as no surprise that the industry itself is doing much of the heavy lifting when it comes to recycling. Obviously, extraction and production can be an expensive endeavor and it makes perfect sense that reusing existing materials is a much most cost-effective strategy. The asphalt industry recycles almost 100 million tons of its own product each year. This saves the U.S. taxpayer an incredible $1.8 billion annually. According to Green Asphalt and DDC, New York City alone could save around $5M in annual costs by migrating to 100% RAP.

With an ever increasing need to think smart both financially and sustainably, it is always a good thing when ready-made solutions are found. By creating a circular economy, the asphalt industry is doing what it can to change the narrative. Asphalt can be seen as something that creates mess, heat, and waste. The facts tell a different story though. If we scratch the surface, it turns out that asphalt is a remarkably effective material over long periods of time. We are in a place where every dollar counts and, with an infrastructure network in bad need of repair, Green Asphalt could be the solution. “When choosing recycled asphalt, there are many environmental benefits, such as preventing valuable materials from going into landfills and reducing the transport of materials in and out of the city. By using RAP, both our company and customers are protecting the future of our environment by reducing the carbon footprint one ton at a time.”

www.gogreenasphalt.com

It seems as though we have been here before. Industry leaders are once more speaking out about diversity and inclusion on jobsites across North America. The most forward-thinking companies are putting their names, and their ideas, together to formulate plans and facilitate discussions. The goal is simple, creating a welcoming and safe jobsite for all. Seems like it should be the most natural thing in the world, doesn’t it? When we dig into the statistics however, it is anything but. According to the U.S. Bureau of Labor Statistics, the construction industry is a staggering 88.6% white. This is far in excess of the 78% found across the general workforce. While, this is not necessarily a problem in itself, when viewed in the context of an industry that was trying to deal with rising instances of nooses and offensive graffiti appearing on jobsites, it became clear that work needed to be done. Even back in 2020, as numerous instances of racism were reported on construction sites, construction workers of color were reporting that despite a heightened media coverage, these attacks were not new. In fact, many workers explained that they had dealt with these kinds of incidents for their entire careers.

In the wake of George Floyd’s murder in 2020, discussions were taking place between Turner Construction CEO Peter Davoren and Gilbane Chairman Tom Gilbane Jr. on how best to move forward in an inclusive way, while applying best practices for addressing such divisive social upheaval. These discussions led to similarly minded companies Mortenson, DPR, McCarthy and Clark Construction collaborating to devise and launch the inaugural Construction Inclusion Week in 2021. Davoren explains that respect is the one simple idea that drives CIW forward and places it as a non-negotiable aspect of the work being done at Turner Construction. “We live in a crazy world, and in a politically divided country. But your workplace is supposed to be a safe haven from all that, where people are treated with dignity and respect. That’s what we teach our children in school. Why can’t we bring that same behavior into the workplace? You don’t need to show up with your political flag. You just need to show up to treat others the same way, and then go build something to be a part of something extraordinary.”

Construction Inclusion Week 2021 was an enormous success. Over 1,200 firms took part to discuss and listen in a week of education and advocating for equality and inclusion. The week was modeled on Safety Week, which helped to decrease the number of reported incidents on jobsites dramatically. However, what was clear to the companies at the heart of the drive was the need to be welcoming and open. It was recognized that these are not easy discussions and, the formal conference model could, perhaps, be exclusionary in itself. To this end, the event’s founding companies stressed that it was an “industry-wide effort to foster safe spaces for difficult conversations, provide educational insights and promote a more inclusive construction industry.”

What is novel about CIW was the sense of understanding that permeated the event. While many believe that racism has no place in society, let alone in the workplace, the need to respectfully engage with companies on all levels is the only way to achieve success. Finger pointing and rants were certainly not on the week’s agenda. Inclusion is for all, and this fact wasn’t lost on the organizers. In fact, it was a key factor in the model that Construction Inclusion Week promoted. “We recognize and understand that each of our firms may be at different places in our diversity, equity, and inclusion journeys. Our intent is that Construction Inclusion Week fosters conversations that create alignment and take us further on this journey for our people and industry partners. If we genuinely want to attract, retain, and develop the best talent for our industry and maximize the diversity of our suppliers, we must grow our industry’s culture to be truly inclusive.”

While the inaugural event in 2021 was a success and a huge step forward in raising important conversations, this year’s event was even better. The number of attendees almost doubled on last year’s figure with 2,345 companies registered for the event which ran from Oct. 17th – 21. According to Davoren, this increase is evidence that stakeholders within the industry are seeking change. “We have more champions on the trade-partner level than ever before who are dedicating their businesses to eliminating hate and bias, and upgrading the behavior on projects so all workers are treated with dignity and respect.” CIW was broken down into daily themes, with each day focusing on a different area of inclusion within the industry. From accountability and belonging, through supplier diversity and workplace culture, the week finished up with the topic of community engagement. Events on each day took place in a variety of settings, from in-person talks and panel discussions to online video content, discussions, and seminars.

“Our intent is that Construction Inclusion Week fosters conversations that create alignment and take us further on this journey for our people and industry partners.”

CIW attendees were encouraged to download an online guide which was carefully designed to assist companies in mapping out activities, toolbox talks and events they could run at their own companies and jobsites. In addition to this, CIW 2022 brought a number of new offerings to the table such as the opportunity for companies to self-assess their own diversity, equity and inclusion maturity model, training guides and webinars, daily simulcast events and a planning schedule template. With incredibly well attended talks and record number of companies registered, it seems as though the week was a success. However, do events like these translate into change within the industry? For Davoren and those at Turner Construction, the answer is not necessarily clear, yet. The company recently shut down a $1.5 billion Meta data center build near Omaha, Nebraska when racist graffiti was found. While he accepts that closing a jobsite is an extreme response, he feels that it is also a necessary one. “Are we still having bias motivated events? Yes, unfortunately, we are. I don’t know the reason why. But here’s the information I know about what happened in Omaha, Nebraska: There are 1,350 people on that project. When we shut it down, there were 1,349 people that were really upset that one person defaced the project and made them collateral damage. It may seem like shutting the job down is punitive, and it is. But that symbol of hate was intended for somebody, and we need to support them.”

From the outset, it has been accepted that tacking racism on the jobsite is an enormous task. Historical bias and a tempestuous political landscape have come together in recent times to create a perfect storm for hate and prejudice. What’s undeniable is that, in order to move this conversation forward, inclusion needs to be addressed from multiple angles and the industry needs to listen to every voice. Standing up for marginalized workers is at the core of what Davoren and those at CIW are doing. With record attendees and media coverage to boost the message, Dan Johnson, CEO of Mortenson feels that positive change is already taking place. “For years, if there was racist graffiti on a project site, you would just go paint over it and not tell anybody. Now, we’re stopping multibillion-dollar jobsites because someone wrote graffiti. I hate to say it, but there’s a positive context to that happening.”

Los Angeles has a lot going for it. With a lifestyle and climate that is envied around the world, it is commonly acknowledged to be one of the most advantageous cities to live in. Even paradise has its flaws, however. As the global temperature rises, so too do those balmy cities. For residents of Los Angeles, the reality is somewhat skewed. Studies have shown that heat waves are becoming more frequent and are lasting longer. For example, a 2016 paper by climate scientist James Hansen shared findings that extreme summer heat now occurs around 7% of the time. Depending on your demographic, you can enjoy swimming pools and air-conditioned condos, or you can endure the risk of heatstroke and outdoor working environments with little opportunities for shade and hydration. With a growing number of people reporting to hospital facilities with heat-related illnesses, these studies also demonstrated that the majority of these cases are low-income earners and those that lack access to health care. It is in this context that L.A. has appointed Marta Segura as Chief Heat Officer. Tasked with raising awareness around the risk of heat and actioning programs to offset these dangers and bring down the local temperature. Not an easy job.

Segura is not new to the field. She is also Director of the Climate Emergency Mobilization Office, an organization that is “catalyzing collaborative and equitable climate solutions to co-create community climate resilience & thriving, healthy communities for all of the City of Los Angeles.” In becoming the city’s first Heat Officer, she becomes one of only seven worldwide and has set to work straight away. One of the first actions was to mobilize her team to launch a social media campaign. The purpose of the drive is to educate and increase awareness of the city’s network of cooling centers, facilities where people can refuge from the heat.

While text alerts and temporary respite from the intolerable heat is certainly a step in the right direction, it is a sticking plaster. Thankfully, Segura and those at CEMO are well aware of this and have become involved with Cool Roadways Partnership, a U.S. arm of the Global Cool Cities network. According to those at the group, the need to build infrastructure that is equitable and sustainable, while also addressing the very real dangers of heat-related illnesses was borne from necessity. “The need to protect people from rising temperatures is one of the crucial resilience and sustainability challenges of the 21st century. Heat has negative implications for nearly every aspect of our communities including health and well-being, air and water quality, infrastructure, energy use, and economic prosperity. The burdens of heat are borne disproportionately by low- income communities of color, making efforts to improve heat resilience a critical social justice and equity goal. Pavement makes up about a third of urban land surfaces but, unlike roofs, there is not a nationally scalable way to make it a heat mitigation solution.”

The goal for this group is to create and promote sustainable solutions to the ongoing risk of heatwaves which disproportionately affects POC and low-income earners. Cool Roadways work to decrease pavement temperatures through a range of strategies such as sealcoats, pavement rejuvenators and permeable asphalt. “Cool roadways can reduce air temperatures by up to 7°F and that magnitude of cooling will have a substantial positive effect on the quality of life in our communities. Cool roadways have been shown to substantially extend roadway life, thus reducing road maintenance costs. In addition, cool roadways are often light in color and are better illuminated at night, enhancing visibility and safety,” said Davis Koleas of GuardTop LLC, a Founding Partner of the Cool Roadways Partnership.

“Cooler city air means fewer dangerous heat days and less smog — all of which makes cities healthier, more livable, and less vulnerable during heat waves.”

With projects ongoing to develop strategies to mitigate against this challenge, a further question emerges; does this problem stretch beyond Los Angeles and what can be done to resolve it? Global Cool Cities Alliance (GCCA) launched in 2010 to accelerate a world-wide transition to cooler, healthier cities. Its mission is to advance heat mitigation policies and programs that promote efficient and comfortable buildings, healthy and resilient cities, and mitigate the warming effects of climate change. According to GCCA, this will be achieved through collaboration and innovation. “GCCA supports strategies that increase the solar reflectance of urban surfaces such as roofs, walls, and roads as a cost-effective way to achieve significant cooling results.”

So, where does the construction industry fit into all of this? Thankfully, the partnership and collaborative outreach of GCCA sees construction as a major player in the development of successful policies and programs. “The GCCA approach is to cultivate partnerships with cities and other stakeholders to give them the tools and support they need to identify successful policies and programs, adapt them for each city’s unique characteristics, and connect with experts and partners to help with implementation. We work with companies and governments to help grow new markets for technologies and materials. We also link the diverse world of experts and researchers who study urban heat islands and cool materials.” In real terms, this means that the organization will cultivate partnerships with cities, governments, networks, and companies to promote the use of cool roofs and pavement programs. By forging these links and supporting these efforts, the goal is to share best practices and link experts in the field to the programs that they can assist with. In addition to this, the construction world will be involved through developing building codes and specifications and by devising and implementing the Cool Roofs and Pavements Toolkit, a detailed report that helps local departments and builders alike work to best practices and the highest standards.

While in L.A., the need to protect citizens from the heat is at a crisis point, there are additional benefits that cities and the businesses in them can access through adopting a cool buildings program. Buildings with reflective roofs require less energy to cool and, by absorbing less heat, these light-colored surfaces also lower local air temperatures. “The concept is simple. When sunlight shines on a surface, some of that solar energy is reflected into space as light and some is absorbed on the surface as heat. A lighter colored surface will reflect more light and keep that surface and the areas around it cooler than a dark colored one. Cooler city air means fewer dangerous heat days and less smog — all of which makes cities healthier, more livable, and less vulnerable during heat waves. In addition to reducing greenhouse gas emissions through improved efficiency, increasing the reflectivity of surfaces cancels the warming effect of greenhouse gases already in the atmosphere and help us immediately address the challenges of climate change. Taken together, these benefits are worth billions of dollars to the growing number of people that live and work in urban areas.”

With global temperatures causing genuine concern for both individuals and governments alike, it seems as though, through careful planning and the skilled services of construction companies, infrastructure can be designed, built, and retrofitted to passively benefit large swathes of the earth’s population. While this program is in a relative infancy, the information is clear, and it is ready to go. Cooler buildings, roads and infrastructure is clearly the way to go.

globalcoolcities.org

Public funding and infrastructure go hand in hard. The networks running through the country, from internet to electricity and roads, are all reliant on governmental budgets and procedures. Without this invaluable aspect of public finances, the country would soon grind to a halt and inevitably fall behind on an international scale as transport and business slowed to a stop. Understandably, this money is fiercely competitive. With only so much on offer, every cent is hard won, and the viability of a state, city or neighborhood can be decided on how much of this funding it receives. With this in mind, you would assume that public finances are spread evenly and distributed in an equitable and transparent way. Unfortunately, that is not the case and to some onlookers, it seems as though the system is designed in such a way that smaller organizations, towns, and cities are precluded from accessing funds. With the application processes being time consuming and onerous, many lack the finance, time, and knowledge to successfully apply for grants and other funding opportunities. Sadly, if this cycle of allocation continues, towns and cities will dry up, leading to some of the smaller, more diverse locations simply dropping off the map.

With the Infrastructure Bill now a reality and finances finally becoming available. It is important that there is finally a level playing field when it comes to the distribution of this funding. Infrastructure throughout the United States is in desperate need of rejuvenation and, historically speaking, the largest cities have had the loudest voices when it comes to allocating funds. While funding is indeed available to all, invisible barriers do exist that impede smaller communities from accessing the money needed to create spaces that work for their inhabitants. With billions of dollars in competitive grants available, the strongest and fittest usually end up winning. Having the know-how and staff required to process complex applications can mean that smaller municipalities and towns don’t stand a chance.

Thankfully, there now seems to be some hope for these towns. The Local Infrastructure Hub is a national program which was founded this year by a number of philanthropic groups. “The Hub” has a simple aim, to help local leaders navigate and understand the large quantities of information from the federal government on nearly 400 funding opportunities available. Given that each of these opportunities may have bespoke application requirements, it is hugely important that there is assistance in navigating this maze of information. Furthermore, the Infrastructure Hub’s main aim is to assist cities and towns that have not been successful in accessing funding in the past. “The Hub will help cities and towns develop competitive funding applications that are most likely to be awarded federal grants. There will be a special focus on helping traditionally underserved cities and towns.”  

The Hub has been set up by Bloomberg Philanthropies, in partnership with National League of Cities and was launched this year, releasing the first wave of supports and programming in July. The launch was hosted as an online gathering and was attended by nearly 600 people, representing more than 370 cities, and including 182 mayors. The launch itself gave attendees an early taste of the potential supports to come. “The convening covered a range of topics including how mayors can overcome leadership challenges to take advantage of this unique opportunity; how the Local Infrastructure Hub can support cities to advance racial wealth equity and climate goals; and strategies to develop strong applications for the Safe Streets and Roads for All program.” The rationale is, while simple, deeply effective. By supporting Mayors, cities will benefit. At the launch, Michael R. Bloomberg spoke of the importance of utilizing this funding is strategic and effective ways. “After many years of inaction, Congress finally stepped up and passed a large infrastructure bill. Now, it’s up to mayors to responsibly use it and deliver projects on time and on budget. And more importantly, to dream big and make sure we are building more sustainable, healthy, and vibrant communities – with more options for walking, biking, taking mass transit, and charging electric cars.”

“According to The Hub, the Bootcamps will focus on strategic and strong funding applications, exploring potential pitfalls and putting small cities in better positions in terms of funding applications.”

Since becoming operational, The Hub has been offering advice and making itself known through a coordinated media campaign and by running both live events and online technical assistance. The Events will be run through a calendar of online webinars and have been broken down into four main categories: Tech and Innovation, Big Grant Opportunities, Delivering Results and Federal Assistance. According to those at The Hub, these webinars will be hosted by experts and will be interactive events where attendees can become involved and ask questions of the panel. “Events will comprise of fellow mayors, renowned policy experts, and special guests for exclusive presentations, timely information, and opportunities to get answers to your questions about winning competitive funding for your community under the Bipartisan Infrastructure Law.” However, with the need to support communities becoming ever more pressing, The Hub has taken things one step further and is running ‘Boot-Camps’ which offers additional supports to ensure that “all cities and towns can access federal infrastructure funding to drive local recovery, improve communities, and deliver results for residents.” According to The Hub, the Bootcamps will focus on strategic and strong funding applications, exploring potential pitfalls and putting small cities in better positions in terms of funding applications. “Submitting strong applications for federal infrastructure money can be challenging for small and mid-sized cities, towns, and villages. To assist underserved local governments with populations of approximately 150,000 or less, the Local Infrastructure Hub is offering a series of bootcamps. The bootcamps are designed to help small and mid-sized local governments take advantage of the grant opportunities available through the Bipartisan Infrastructure Investment and Jobs Act.” Over the next two years, there will be at least 30 bootcamps, each tied to a specific category of funding with the first five bootcamps ranging in topics from energy efficiency to flood mitigation.

While it might seem insignificant or trivial, it cannot be understated how big a support The Hub can be for small communities. New York City Mayor Eric Adams commented on the importance of the Local Infrastructure Hub, saying that without “the technical know-how to draw down on those dollars to put a shovel in the ground and get these projects, moving forward,” cities would miss out on the once-in-a-lifetime opportunity to improve local communities. With a historically significant amount of funding being made available, it seems like there is potential for small and medium communities to finally develop alongside the headline states. Adams also commented on the most important aspect of the work being done by The Hub, equity. “Infrastructure is more than just repairing our roads and bridges — it’s about addressing America’s built environment with equity in mind.”

localinfrastructure.org

The construction industry has long been recognized as one of the biggest contributors to positive change in modern society. With an innovation and growth orientated mindset, it is impossible to imagine a world without design, or architecture, or building work of every other kind. With anything in this world however, balance is always needed. Just like the cyclical nature of business, the planet and its seasons bring change and adaptation. With geographical and meteorological considerations always playing a part in design, materials and locations, the planet and its built environment are intrinsically linked. As our industry continues to grow in an effort to meet the demands of the earth’s population, the need to remain environmentally neutral has never been greater. While the effects of the construction industry may well be justified by the benefit our projects and structures provide, they still need to be addressed and reduced as much as possible.  

In order to reduce and remove these effects, we must start at the beginning and critically analyze our own industry. When construction is put under the microscope however, the results are a little unclear. By seeking out the single biggest challenge facing the housing and construction markets, we may end up biting off more than we can chew. Sustainability? Labor? Supply? Decarbonization? Perhaps the more appropriate question would be to ask if there is any single biggest challenge. Without jumping to negative conclusions, it seems as though the construction world is facing a number of issues, each with a viable claim to being the most pressing. Furthermore, when you add in the concerning need for more affordable housing right across North America, it looks like the housing and construction industries have their work cut out for them. In this regard, recent studies have shown that the U.S. alone is about 3 million houses short; a problem that has only been exacerbated by the pandemic. So, how do we move forward in a way that has a net positive for so many challenges?  

Intelligent City, a team of ambitious, open-minded, and motivated architects, designers and engineers was founded in Vancouver in 2008. The company’s mission is a simple, yet deeply challenging one; to empower people to live better urban lives. According to those at Intelligent City, this can be achieved using forward thinking and revolutionary techniques. “Through the convergence of high-rise mass timber, design engineering, automated manufacturing and parametric software, the company is introducing a sustainable, adaptable, and product-based paradigm for the delivery of urban housing solutions.” What this effectively means is that Intelligent City combine sustainable materials with cutting edge designs to offer real differences in the housing market. The company has been a “leader in innovative urban housing, sustainability, building technology and design methodology and has gained municipal approvals and broad government support for its mass timber building system and technology development.” By combining many positive and innovative systems such as automation, robotics and sustainable practices, the company is introducing an alternative to historical and out of date methodologies.   

While all of this may sound impressive, the proof as always, is on the job site. Indeed, as those within the industry are well aware, it is in the real world where things really count. Cutting edge ideas do not solve anything unless they can be put into practice in a way that the industry can get behind. While buildings have a significant impact on our daily lives and the environment, the housing industry has, unfortunately, been unable to adapt and respond as yet. With a sector as vital as the built environment, it is therefore necessary that the work being done at Intelligent City goes far beyond PR. Thankfully, what Intelligent City is bringing to the market seems to have real potential though. “Our solution is a market-ready, fully integrated housing platform for mid- to high-rise mixed-use urban housing, using off-site prefabricated mass-timber, Passive House, digital design and robotic technologies.” This combination of pre-fabrication, sustainable materials and environmentally conscious design is something that has never been seen before in the housing market. Alongside the use of robotics and AI, the process genuinely seems to be addressing multiple challenges faced by the industry.  

“Our solution is a market-ready, fully integrated housing platform for mid- to high-rise mixed-use urban housing, using off-site prefabricated mass-timber, Passive House, digital design and robotic technologies.”

In addition to this, the company works with its clients at all stages of the project. From a consultation and preliminary design phase right through to post-completion, Intelligent City uses relationships built with housing agencies, non-profit organizations, private owners and developers to ensure that it has the required knowledge base and skill-set to complete projects to the highest standards. This six-step process covers a feasibility study, schematic design, design development, virtual contract docs, prefabrication and on-site construction and finally a post-construction commissioning. What sets the company apart is that is it the main contact at every step. According to Intelligent City, “we establish a strong relationship and accompany our clients on every step from design to development, understanding that, together, we can achieve transformational change in urban design.” Evidently, this is a company that is aiming very high indeed.  

In terms of the potential benefit for clients, the evidence is beginning to mount. Take the Monad on 4^th, for example. This four floor apartment block in Vancouver gave the company food for thought at its design stage. Instead of finding ways to recreate the designs and work of others, Intelligent City sought to shift the idea of what modern urban living could actually look like. “We establish a strong relationship and accompany you on every step from design to development, understanding that, together, we can achieve transformational change in urban design.” 

So, what next? For Intelligent City, it seems the company is only getting started. Exciting use of robotics and next generation technology is allowing the company to work faster, smarter and cheaper, all with a highly sustainable outlook. These prefabrication robots ensure that work is completed in a way that ensures “speed, accuracy, cost efficiency and variability.” However, built into its designs is the truly innovative part. Using mass timber materials and forward thinking assembly methods, the company is future proofing its buildings so that they can remain efficient and resilient in years to come. “We establish a strong relationship and accompany you on every step from design to development, understanding that, together, we can achieve transformational change in urban design.” Whatever challenges the housing and construction markets throw up, however the road twists in an industry that is never straightforward, it is clear that Intelligent City is working overtime to ensure these are met head on. What’s more is that, with one eye on the latest technologies and most environmentally friendly materials, the company is now in a position to find innovative solutions to problems that the industry is yet to face. How Intelligent.

intelligent-city.com

With a rich and storied history, the Shenandoah Valley is well known and for great reason. This cultural region that spans eight counties across Virginia and West Virginia is proud to hold some of the most breathtaking and picturesque sights in North America. In addition to that, it is home to Shenandoah Valley Bluestone, a blue tinted limestone that has been used by the Valley’s earliest European settlers. This stone, seen throughout the region, is also one of the most identifiable features of another local institution. Frazier Quarry, a large family-owned aggregate producer, and stone product retailer that “come from a long line of quarry folks” are delighted to be recognized as the leading producer of Bluestone in the valley. The company, originally founded in 1915 as Betts Quarry became The Frazier Quarry in 1946 and it has remained the top producer of stone-based products in the region ever since.

What truly sets this company apart from its competitors, however, is an unshakable belief in providing the gold standard service in everything it does. From product to service, communication to after care, The Frazier Quarry has a determination that has been distilled through generations of relationship building to be the best and to give its clients the best. “We’ve tried to stick to one thing and do it well. That thing is crushed stone. We strive to ensure our customers have quality products to work with. Our customers are using our stone in finished products such as ready mix or asphalt, and in doing so they expect consistency and quality. That’s where we made a name for ourselves.” When asked how TFQ can be so sure that its stone is better than other quarries, the answer is simple. ‘We’ve been doing it for over a hundred years.” These are the words of Mike Frazier, Operations Director. Mike goes on to say that a considerable part of the company’s longevity can be attributed to the ongoing relationships it has built up over long periods of time. “Having an excellent product and building relationships with customers has allowed us to stand the test of time.”

Given that the company has been in existence for over a century, it makes sense that it has picked up a few skills along the way. What’s more than that, it’s unlikely there is a business with that sort of history anywhere in the country that hasn’t made a few wrong turns along the way. For those at Frazier Quarry, these mistakes are, and always have been, learning opportunities that only add to the knowledge and experience on board. David Frazier, Vice President of Sales, is quick to point out how each step of the company’s journey has led to where it now stands. “I would say that we’ve made some mistakes in the last one hundred years. We have learned from every one of them and I feel like we make a lot less mistakes now than we may have made at the start.” One of these lessons, as David says, is to have retained the “small family business” model. By doing so the company has been nimble and agile enough to remain responsive in an ever-changing market. “Being a small, family-owned business, we can adjust to the market quickly and suit our customer’s needs. If a new industry comes to town, we can readjust our operations relatively quickly to adapt to servicing that customer. Or if we have a customer that wants a slight change in their finished product, we have the knowledge and capability to do that for them too.”  

“Being a small, family-owned business, we can adjust to the market quickly and suit our customer’s needs.”

This belief in putting the needs of the customer first is not just a business decision. One of the core aspects of TFQ is its steadfast commitment to remaining a part of the local community. As a small, family-owned business that values relationships above all else, this personal touch plays a huge part in everything the company lends its hand to. As David puts it, these community links go much further than transactional. “I mean, we attend the same schools, same churches, and same community events. We are part of the community.” In fact, it is clear that rather than just work alongside the community, those at Frazier Quarry want to be a contributor of positive change too. Mike explains how the company works to do just that. “We started the Frazier 5k around six years ago. We actually bring the community in to one of our operations. We direct the participants down into the pit and bring them back out. This way, we can educate them on what we do and then we put the ball in their court by asking them to reflect on how they consume crushed stone. It helps to develop a connection with our community and now they know where their foundations come from.”

These connections and relationships go some way to explaining the massive success that TFQ has experienced in recent times. A dedication to doing things the right way, coupled with an unwavering commitment to high quality service, has resulted in the company expanding into a third plant in Timberville, VA. For Kevin Baker, CEO of Frazier Quarry, this move demonstrates the cyclical nature of business and is evidence that the company is heading in the right direction. “This plant is kind of a reopening, if you will. We have operated here in the past from a mobile plant perspective and, historically, we even had a static plant here back in the 90s. I believe it is going to further help us expand our geographical reach and it will allow us to build our capacity, our inventory and our assets for the company. With this plant, we have the ability and opportunity to work with some newer technologies in the mining industry that we haven’t been able to do in our other plants.”

With a history that goes back over a century, those at The Frazier Quarry could be forgiven for resting on their laurels. Surely, after this length of time they have seen it all? Unsurprisingly, that sort of thought couldn’t be further from their minds. In fact, training and education are huge hot topics for the team at TFQ. Building on their “people” is how the company is going to move forward in future. As Kevin explains, “For us, we will get to the next level by doing what we always do. We will focus on our people, our training, and our safety. We do believe that a safe operation will be a very productive and low-cost operation. So, to get to that next level, it all comes down to our people and focusing on the training. We need to make sure that we give our people the best training, whether that is from a safety side of things or an educational piece with training on the new automation and the new equipment that’s coming out. So again, we’re very people focused.” With one hundred years or so under their belt, you wouldn’t bet against them doing a hundred more.

They say that the only certainties in life are birth, death, and taxes. In business, this adage equally holds true. Challenging market conditions such as difficult supply chains and skilled labor shortages only add to an environment where every decision can be a gamble and only the best, most innovative survive. Success is never a guarantee and those within the construction industry that lose the highest level of focus and drive tend to fall by the wayside. “Our core values really spell it out. We always have quality and integrity at the top of what we do. That is our core value and I think that’s reflected in the people that we hire and the culture that we try to uphold.” These were the words of Cameron Salter, Senior Marketing Communications Coordinator at Rogers-O’Brien when we spoke to herself and Alan Codina, Vice President of Operations at RO for our recent feature. In part one, Salter and Codina were clear that only through a combination of relationship building and an unwavering dedication to top quality service has Rogers-O’Brien been able to become, and maintain, its position as Texas’ Premier Builder. When we pick up the conversation, it is evident that these relationships go much deeper than surface level.

With relationships at the heart of everything at RO, it makes sense that this translates to the in-house culture and genuine respect and camaraderie that is evident when speaking to Codina. When the term culture is brought up, he is quick to point out that the company operates as a family. “Even though we are 400 or so employees, Justin and all of the management ensure that we have open-door policy so to speak. I know that sounds cliché, but it is true. In our company, you can speak to anyone else with relative ease. There are no barriers, for example, that prevent me from calling up Justin or anything like that.” This openness and accessibility are something that also translates between offices, and this is something that, as Codina points out, ensures that the family culture is present right across the board. “We always want to maintain this culture and ensure that there is a lot of communication within each office. In addition to that, all the offices work together. This makes sure that a customer or client or an employee would have the same experience if they were in Houston or San Antonio, or Austin, or Dallas. They are all being treated the same.”

With such high value being placed on relationships, both internal and external, it is no surprise to learn that RO is considered the most consistently high performing operation in Texas. This high level of expertise and professionalism has led to several memorable projects. One such project, the Torre building in the West Campus district of Austin, is a perfect example of how positive relationships lead to ongoing collaborative successes. This award winning 18-story apartment complex includes 153 units, including both single and two-story townhouses, 15 levels of residential units and two levels of above-grade parking was put together in collaboration with lead architect, Rhode Partners. In addition to that, the building’s 18th story features a large indoor amenities area, as well as a rooftop deck.

For Codina, the project epitomizes how relationships lie at the core of RO. “With Torre, we worked with a repeat customer. We have worked with them on four or five projects to date. So, this relationship came about from the first job we did with them. We were in the middle of digging a hole and we started noticing that the floor-to-floor heights were not quite right. We worked with the design team and the architectural team and were able to identify that we weren’t deep enough. By demonstrating this using our technology and our spatial clash detection, we convinced them that we needed to go another two feet deeper, which made all the difference in the world. This allowed them to get the heights that they were looking for on the project. This success led to the second project and by then we had homed in on those processes.”

Ongoing experience and a knowledge of the local area is something that has also been an integral aspect of what RO can offer a client. With city authorities in Austin trying to encourage more residential developments downtown for many years, it was Rogers-O’Brien that had the vision required to finally make it a reality. Working with Ziegler Cooper Architects, another long-time partner, RO built The Quincy, a 30-story, mixed-use development, towering over the famous Rainey Street District. Given that this project was completed during the single biggest challenge to face the construction industry in recent times, it is clear when speaking to Codina that he feels a huge sense of pride that this project encapsulated everything good about the company.

This one was a little bit unique. It is one of the first to be completed near Rainey Street. Austin has been pushing forward to get more people living downtown for a few years and this was the culmination of our work in this area. We were awarded this partly based on our experience working downtown and their own experience of working with us. In addition to that, we had to complete this project during COVID times. We had to keep our commitments with deadlines, and we had to deal with a lot of the code restrictions while also managing all the uncertainty during COVID. So, we had to endure and figure out new protocols. We had to figure out different ways of doing construction, different ways of doing shifts and creating open air areas etc. There was a lot to overcome on this project. Not to mention the fear and anxiety of building during those times. I think that this project is a huge success story.”

In terms of demonstrating the bespoke service that Rogers-O’Brien offers its partners, it is hard to look past The Quincy; a high stakes project performed impeccably during challenging times, coupled with innovative and site-specific requirements. What encapsulates the RO experience even further is that the project was founded on existing relationships. This, according to Codina, is something they refer to as the RO Ride. “One of our core values is the RO Ride. We are always focused on trying to get repeat business and find ways to work together as a team in collaboration. You will hear a lot of words like these being spoken around our companies because we are always trying to work together, and we try to find people who excel when working as part of a team. It’s not just a superstar who’s doing it all. Right from the top, we are trying to empathize, to understand what our family is experiencing on the frontlines. That’s really where success stories usually happen, on the front lines out on the jobsite, or behind the computer in the office. That’s where the bulk of our people are so if we concentrate on these people, these relationships, we can work together to achieve success.”

The construction landscape is an ever-changing one. From design and planning right through breaking ground and completion, companies are always mindful of the ‘variables’, those nameless possibilities that can occasionally throw a spanner in the works, at the worst time possible. Unfortunately, recent years have thrown more than a few spanners our way and the construction industry has had to think on its feet more times than it would ideally like. From ensuring jobsites were safe and COVID compliant to navigating lead times and managing supply chain delays, the list of difficulties facing the industry has built up. What makes all this even more problematic is that it is happening under the omnipresent cloud of a skilled labor shortage. Time and time again, businesses are complaining about the difficulties they face when trying to get ‘boots on the ground.’ So, what can be done to help construction find its feet again after a difficult few years?

The answer might already be with us and, as strange as it may seem, could point to a sea-change in the way building work is completed. Whether we know it or not, automation is here and the evidence shows that it is here to help. While it was once completely unthinkable, technological advancements are now nudging construction leaders into a brave new world and automation is no longer the scary enemy it once was. This magazine has always sought to report on the more cutting edge and innovative tools being used in the construction world and automation is no different. Over the past year we have reported on robotics, AI, and 3D printed houses to name a few. Over this time, however, the rise of automated services in construction has only continued to grow.

It is important to point out that automation or, the process in which autonomous equipment takes part in construction activities, is not here to replace works and it is not a threat to the livelihood of the industry. Amir Behzadan, an associate professor at Texas A&M University believes that the days of robots replacing humans is a considerable way off. “We need years to collect data before it can do more than lay a row of bricks,” Behzadan said. “We don’t have the oceans of data needed to train such robotic workers.” This view is echoed by Mark Erlich, a fellow at the Harvard Labor and Worklife Program at Harvard Law School. According to Erlich, “It is one thing to have a robot ‘standing still’ and laying bricks from a fixed position. It’s another thing to have a robot that goes from room to room in a building and has to figure out where all the materials are.”

In addition to this, there is the slight issue of a labor shortage. So, with that in mind, could automation perform lower order tasks and free up some manpower where it is truly needed? Feedback from across the industry has shown that automation is currently being used in a number of areas. From efficient decision making at the design stage due to BIM to reduced costs and on-time delivery of projects, the possibilities are growing steadily. The reality is that robots and automation can ensure efficiency and productivity which, given the current state of play, is music to the industry’s ears.

“From efficient decision making at the design stage due to BIM to reduced costs and on-time delivery of projects, the possibilities are growing steadily.”

One huge positive when considering robs and automation is the issue of safety. Across North America, construction related deaths and injuries make the industry one of the most dangerous in the region. Through the careful implementation of automated machinery, remote operation and better visibility, jobsite injuries and deaths can be considerably lowered. In fact, over 30% of construction workers feel safer on the jobsite as a result of having robotics in situ.

It is one thing to throw facts and figures around, however, when new technology is still attempting to break into an industry fully. Despite the mounting evidence and increased usage, automation is still largely considered to be a threat to the industry. In this context, news emerging from Montana is sure to be a game changer. Building code regulators have made the highly significant move to approve 3D printed walls as an equal for walls made with traditional concrete masonry units. The application was granted to Tim Stark, a General Contractor who submitted documents, filings and testing reports developed by Apis Cor, the Florida based construction company that specializes in 3D printed construction.

Apis Cor is the only construction company that has 3D printed walls that comply with international building codes. As Anna Cheniuntai, co-founder and CEO of Apis Cor explains, the process itself is incredibly straight forward. “It’s basically like a machine that comes to the construction site and then extrudes the material, the concrete-like material, layer by layer, creating the desired shape for building directly on site.” Furthermore, Cheniuntai claims that the endeavor will lower costs by up to 30%, something they believe will be a massively positive development for the industry. “Home builders, they want to build more because demand is there, obviously, but they can’t, because they really have to rely heavily on the labor, which is limited today,” Cheniuntai said. “We see that a lot of people really like to live in the construction industry. However, now with the robots, we can fill this gap, providing more houses much quicker.”

These are not just PR statements, however. Companies working to promote the use of automation in construction have statistics to back up these claims. Intelligent City, a leader in innovative urban housing based in Vancouver, uses robotic automation on its prefabricated modular homes. The result of these projects is astounding; 15% greater production efficiency, 38% faster completion, and 30% waste reduction. Given that the evidence is there right before our eyes, the question is, how long before this becomes standard?

Construction is one of the oldest trades on the planet. We have been building as long as we have existed, and it goes without saying that the industry has adapted to change from time to time. While concerns around automation may contain a semblance of fact, the evidence is gradually showing that this fear is largely unfounded. Technology now exists that can make our jobsites faster, cheaper, and safer. Robots, printers, and drones are not here to take our jobs. In fact, these technologies will ensure than our jobs are more sustainable. If we are to move forward as an industry it seems inevitable that automation will become an industry standard. From design right through to 3D printing, the whole spectrum of skills can be supported through innovative machinery. What this ruling in Montana shows is that the industry is finally taking steps to making these futuristic technologies an everyday occurrence.

Construction and energy are two industries that are intrinsically linked. Historically, they have worked in tandem to support growth and the development of many supplementary industry. In addition to all that, they are mutually reliant on each other. While growth and building work leads to an increased need for power and energy, the construction industry continues to be at the forefront of energy plants and infrastructure networks. However, what happens when the speed of growth and building work accelerates at a pace that is difficult to keep up with. With the ever-increasing strain on the national grid, coupled with the ongoing issues of an aging infrastructure network, this very problem is being faced. Simply put, the importance of discovering alternatives and solutions has never been more urgent. Around North America, small scale projects and off-grid living arrangements exist. However, as positive as they are, these are ultimately insignificant when we look at the big picture. While it is important that these projects continue to grow and expand, they need to exist alongside larger scale energy alternatives. So, how do we identify and build these?

When we look at alternative energy sources it is clear that, while there are options, many of these are imperfect. From costly production methods and time-consumption to supply and knowledge base, the sustainable and renewable energy sources are still in their infancy. Having said that, as one of the largest users of energy globally, coupled with the ongoing energy needs of the built environment, the construction industry is not in a position to argue and the search for sustainable energy that can be used on a much broader scale, is now called for. According to research conducted by the Georgie Institute of Technology, this need for sustainable practices, in particular in the built environment, is inescapable. “The complex problems shared by cities throughout the USA are evidence of the impacts of urban sprawl: increasing traffic congestion and commute times, air pollution, inefficient energy consumption and greater reliance on foreign oil, loss of open space and habitat, inequitable distribution of economic resources, and the loss of a sense of community. These combined pressures, along with the challenges faced specifically by stakeholders of the built environment, have led to a growing awareness of the need for change.”

The Clean Coalition is a nonprofit organization whose mission is to accelerate the transition to renewable energy and a modern grid through technical, policy, and project development expertise. Originally called the FIT Coalition, the group started in early 2009. With targets to lower emissions being missed around the world and time running out to arrest the greatest impacts of climate change, the group has set an ultimate goal of the “United States being 100% powered by renewable energy, substantially from local sources.” While this may seem unachievable, it is supported by a number of smaller targets that the organization hopes to achieve by 2025. They call these 25X25. According to The Clean Coalition, “from 2025 onward, at least 80% of all electricity generated from newly added generation capacity in the United States will be from renewable energy sources. Furthermore, at least 25% of this electricity will be from local renewable energy sources. Locally generated electricity does not travel over the transmission grid to get from the location it is generated to where it is consumed.”

According to The Clean Coalition, “from 2025 onward, at least 80% of all electricity generated from newly added generation capacity in the United States will be from renewable energy sources.”

While it may seem that these goals themselves are too stringent to succeed, those at the Clean Coalition are quick to point to the growing number of successes already taking place as part of these plans. With Feed-in-Tariff programs popping up across the country, microgrids becoming much more than just theory and research-based advocacy work that are influencing policy decisions in California, it seems as though the organization may be on the right track. “The Clean Coalition has had significant impact shaping policies and programs that enable the deployment of clean local energy to address climate change and secure economic, environmental, and resilience benefits for communities. Through cutting-edge programs, policies, and initiatives, we have helped bring nearly 3 gigawatts of clean local energy online — enough to provide peak power to nearly 3 million American homes.”

In addition to this, the organization is working with local areas to develop Community Microgrids, “local grid area(s) served by one or more distribution substations and supported by high penetrations of local renewables and other distributed energy resources.” According to those at The Clean Coalition, Community Microgrids offer viable, sustainable solutions to the energy crisis that the nation is sleepwalking into. “Community Microgrids represent a new approach for designing and operating the electric grid, relying heavily on DER to achieve a more sustainable, secure, and cost-effective energy system while providing indefinite, renewables-driven backup power for prioritized loads.”

Community microgrids have existed in various forms for many years with Thomas Edison being credited as designing the very first one back in 1882. Since then, they have mainly been used on islands, in rural communities and to support military bases. What Clean Coalition are doing is trying to extend the use of these microgrids to support the energy needs of urban locations. While this is a new and developing market, they are now being taken seriously. In fact, community microgrids are now springing up across North America with over 160 microgrids operating in the US today. One such Microgrid that is attracting huge interest is the Long Island Community Microgrid Project which was first announced in 2015. The project was one of the first projects awarded funding through the NY Prize Community Microgrid Competition and aims to achieve nearly 50% of its grid-area electric power requirements from local solar. According to those at Clean Coalition, the project is expected to deliver many benefits to the community such as reducing the dependence on both the transmission grid and local, oil-based generators and it will also maintain electrical services for critical loads during grid outages. Overall, the benefits are staggering. When fully developed, the project will save $38M in avoided transmission costs, will add $32M in wages to the local economy and provide a reduction of 7M pounds in GHG emissions. “The result will be an optimized local energy system combining up to 15 megawatts of solar power with a 25-megawatt-hour energy storage system. The renewables-based solution will also provide backup power to critical loads, including two Suffolk County Water Authority water pumping and filtration plants and the Springs Fire District facility, during outages.”

The argument for the use of renewable energy may be one with further twists and turns but the bottom line is clear. Community microgrids offer cost effective, sustainable energy to local communities which, in turn, can benefit and support both the infrastructure networks and the construction industries that supply and maintain them. Change may take time and industries tend to need conclusive evidence before migrating to new energy sources. What is being done at Clean Coalition goes someway to making a convincing case. Surely it is only a matter of time before more communities listen to what they are saying.

clean-coalition.org/community-microgrids

Any attempts to divert from the status quo tend to be met with apprehension. Humans, by their nature, are happy with routine and predictability. Change equals confusion and in business, that is not a good thing. Notwithstanding the inherent difficulties in educating and repurposing an industry that has traditionally relied on fossil fuels to move it forward, there is also the small issue of cost. Not only is it confusing, but change can also be expensive. So, what would it mean to the industry if a breakthrough were to be realized that could tick both the sustainability and profitability boxes, while also offering the possibility of managing the steep level of emissions that construction currently produces? The industry would sit up and take notice, no doubt.

Biochar is a charcoal-like substance that is made by burning organic material from agricultural and forestry wastes (also called biomass) in a controlled process called pyrolysis. Although it looks a lot like common charcoal, biochar is produced using a specific process to reduce contamination and safely store carbon and has been a known process and substance for over 2000 years. However, it wasn’t until the 1960s that Dutch scientist Wim Sombroek chanced upon the material in Brazil’s Amazon basin. A hugely positive material, biochar is a charcoal like substance that hugely increases the productivity of agricultural land and is created from plant waste. In fact, from a sustainability perspective, it is peculiar that this material is not more widely used. The practice converts agricultural waste into a soil enhancer that can hold carbon, boost food security, and increase soil biodiversity, and discourage deforestation. In fact, researchers familiar with the benefits of the product believe that the possibility exists of capturing more than one billion metric tons of CO2, the equivalent of several percentage points of worldwide emissions, by incorporating biochar into the soil. The process creates a fine-grained, highly porous charcoal that helps soils retain nutrients and water. Additional benefits of using biochar are an increase in food security and cropland diversity in areas with severely depleted soils, scarce organic resources, and inadequate water and chemical fertilizer supplies.

However, recent developments are taking things further. By siphoning the heat from this process, biochar producers have been able to provide a source of heating to local districts in Sweden and Finland. The beauty of this process is that the char itself can remain un-biodegraded for thousands of years and the heat, which tends to be the main historical objective of burning wood, is a happy by-product rather than the main goal.

So, the environmental and sustainable benefits of biochar are evident, that much is certain. However, the question remains; can this material benefit those in the construction industry? In short, yes. Studies are showing that this is a material with huge potential and some of these questions, particularly in relation to construction use, have been asked for some time. Researchers at the Ithaka Institute for carbon strategies in Arbaz, Switzerland, have discovered that biochar captures about 2 tons of CO2eq per ton of biochar, depending on feedstock and process conditions. How exactly, then, do we maximize the use of biochar in the building process? Thankfully, it seems that there are a number of potential uses. Again, the Ithaka Institute is at the forefront of this research and according to those developing this body of research, the initial results are promising. “The first building using this material was built in 2013 at the Ithaka Institute in Switzerland and is currently undergoing extensive performance testing.  Already though, the building has proven to be highly insulated with great humidity control. Substantial opportunities also exist to use the char-clay material to upgrade existing buildings plagued with poor insulation, humidity problems or contaminations such as lead paint.”

“Substantial opportunities also exist to use the char-clay material to upgrade existing buildings plagued with poor insulation, humidity problems or contaminations such as lead paint.”

The institute has used its knowledge of the material to develop clay and lime plasters with biochar making up around 80% of the material. “Two of biochar’s key properties are its low thermal conductivity and its ability to absorb water up to 5 times its weight. These properties mean that biochar is just the right material for insulating buildings and regulating humidity.” The resulting plaster, which is five times lighter than the standard types, is displaying enormous benefits in the areas of insulation and humidity regulation. For those as the Ithaka Institute, the science and health benefits behind this material is suggesting that biochar may develop into a crucial element of the building process. “This blending creates inside walls with excellent insulation and breathing properties, able to maintain humidity levels in a room at 45 – 70% in both summer and winter. Not only does this prevent the air inside the rooms from becoming too dry which is a potential cause of respiratory problems and allergies, but it also prevents condensation from forming around thermal bridges and on outside walls which could lead to the formation of mold.”

Further studies have gone into the use of biochar in the formation of bricks. Early prototypes were designed using a binder material such as cement or lime and exhibited a compressive strength of 20 N/mm2 (the minimum compressive strength for common brick is about 3.5 N/mm2. However, further experiments conducted at the University of Rochester have taken biochar bricks even further. As part of this research, two types of brick were tested by combining biochar with both cement and repurposed plastic. The results make for very interesting reading. It seems that bricks made with 50% biochar and 50% plastic mix demonstrated the highest compressive strength, but that the biochar-cement brick won out in terms of insulating value, hardness, and water absorption. While these bricks will need to be examined and tested further before they could be brought to the market, the potential for realistic change is certain. Furthermore, researchers estimate that the biochar-cement bricks could lead to a 6% decrease in the CO2 emitted from cement production if used globally.

The use of biochar as a construction material may be in its infancy but given that its benefits as an environmental tool are well known, change is on the horizon and isn’t limited to Brazil or Scandinavia either. The concept of Carbon Intelligent Cities is being touted where, instead of using carbon capture technologies to store CO2 underground, it could be above ground in the bricks, slates and insulation that surround us. Jim Doten, a geohydrologist who works as the caron-sequestration program manager for Minneapolis is leading the way in developing biochar use in North America. “It took a few years to build credibility because people didn’t understand why this was a carbon-negative technology.” According to Doten, Minneapolis is among seven cities that received a $400,000 grant from Bloomberg Philanthropies recently to invest in biochar. The city is matching the grant to fund the construction of a production plant that will convert wood from nearby ash trees into biochar. “Instead of burning the wood for energy, which is also bad for the climate, we’re turning it into a soil amendment,” Doten said.

Meanwhile, over at the Ithaka Institute, researcher Hans-Peter Schmidt believes that one of the greatest benefits of the material is the circular benefits that will occur once the buildings reach the end of their useful lives. “Instead of having to use special landfill sites for getting rid of contaminated building materials, we could be seeing tomatoes and potatoes growing on the remains of demolished houses.” Surely, this is the sort of change that everyone can get on board with.

The common belief is that construction has a negative impact on the environment. Continued growth combined with unsustainable practices are contributing to carbon emissions at a rate that is giving the world no chance of meeting the goal of capping global warming at 1.5°C. Without being overly critical of the construction industry, there is, unfortunately, empirical data to back these claims up and they do not make for enjoyable reading. To lay it out straight; the built environment is the largest source of the world’s carbon emissions globally. If we dig into the numbers further, the picture is ever more stark. The building sector, both existing and new, accounts for almost half of all global carbon emissions. These figures, split almost evenly between construction and the day-to-day running of buildings, leave no hiding place for the construction industry. While countless reports and research teams grapple with the complexities of this global problem, the reality is a little more nuanced, a little less binary. In fact, it seems as though the construction industry is something of a soft target. Yeah, sure, we account for the majority of emissions, but without any context is that really a fair accusation to make? Furthermore, is the industry working to reverse the effects it is having on the environment? 

This tribal argument with fingers pointed in the direction of one single industry is unhelpful to say the least. Construction is, and always has been, a needs-based industry that is serving the requirements of developing and growing societies. Without a continued need for living and working space, the industry would be redundant. As we have seen throughout the Pandemic, construction is considered an essential industry by governments around the world. Infrastructure, services, and maintenance are all essential aspects of our modern world, and that is before we even consider the difficulties being faced in housing markets around the world. Despite this, the industry comes under pressure to do more. Thankfully, those in construction are not blind to this and targets have been set. Sustainable practices and renewable energy are already showing reasons to feel cautiously hopeful. According to Architecture 2030, a Santa Fe, N.M. non-profit organization that is aiming to provide solutions by reconfiguring the built environment through “actions for architecture, planning, allied building, construction firms and organizations”, advancements have been made in recent years. In the past fifteen years for example, both energy consumption and emissions have fallen throughout the construction industry. This is despite an additional 50 billion square feet of buildings being produced over this time. “The U.S. building sector has not increased its energy consumption since 2005 even though we have added over 50 billion square feet to our building stock, and today CO₂ emissions in the entire sector continue to decline and are down 30% from 2005 levels.”

While improvements are undoubtedly being made, questions are still being asked around the world economy’s ability to meet climate targets. The U.S. Building Sector itself is aiming for net-zero emissions by 2040. However, some within the industry are striving to move even quicker than that. Edward Mazria is the founder of Architecture 2030. Mazria believes that, while this is possible, it involves finding solutions at every stage of the building process. In order to do this, it will “require a seismic shift in outlook from all corners of the industry”.

In terms of tackling emissions stemming from new building work, the technology and innovation is already here. Through a combination of design and renewable energy, net-zero new buildings are a very real possibility. According to those at Architecture 2030, there is little standing in the way. “Achieving zero carbon new buildings today is not as difficult as it may once have seemed. The knowledge and technology are available in all climates, and the health, economic, and environmental benefits are well documented. Zero carbon buildings are even supported by current building energy codes—namely the national and international Zero Code (ASHRAE 90.1-2019) and the 2021 International Energy Conservation Code. Both yield highly efficient buildings that, when coupled with renewable energy for building operations, result in zero operational emissions.”

While this will clearly be a huge factor in addressing environmental concerns, it will not solve everything. As already mentioned, existing buildings already account for an enormous amount of the world’s carbon emissions. The reason for this is simple; construction related emissions do not end once the ribbon has been cut on a project. These buildings are functional structures and, as such, they need to be heated, cooled, and lit up as any other. While this may seem obvious, from an environmental standpoint it is often forgotten. Despite new buildings being constructed to higher efficiency standards, it is estimated that around 2/3 of the global building area that exists today will still exist in 2040. Without any efforts to tackle this, these buildings will still be emitting carbon into the environment in 2040 and beyond. Evidently, this is not a problem that will be going away soon. So, how do we tackle this issue? According to Mazria, it is a complex task which requires intervention on numerous levels. “For full building sector decarbonization, every existing building will need to undergo energy upgrades involving a combination of improvements in the energy efficiency of building operations, a shift to electric or district heating systems powered by carbon-free renewable energy sources, and the generation and/or procurement of carbon-free renewable energy.”

While this may seem like a task too difficult for any industry, those at Architecture 2030 believe that strategic planning and guidance is key to the success of this initiative. Given that the volume of emissions is skewed heavily towards larger buildings, the organization believes that building two pathways, each incorporating a combination of prescriptive and performance requirements will assist the retrofitting and environmental rehabilitation of the built environment. “Big building stakeholders often prefer performance-based requirements over prescriptive requirements. Potential upgrade options and ideal upgrade timeframes typically vary much more from one large building to the next than they do within the small building stock, and performance upgrades allow building owners the most flexibility. On the other hand, prescriptive upgrade requirements, especially when coupled with phased intervention points, create opportunities to take advantage of economies of scale to lower equipment and labor costs.”

With a focus on shifting both new and existing buildings to 100% renewable energy sources, these actions, according to Mazria, “will produce unprecedented socioeconomic opportunities.” The path to net-zero emissions will not be an easy one and the world is not giving itself much time to turn things around. However, as Mazria says, the knowledge base and tools are already here. We do not need to keep looking. Now, it is time to start doing. “Twenty years ago, when I founded Architecture 2030 and issued the 2030 Challenge, achieving zero carbon buildings seemed a distant aspiration. Today, thanks to the creativity and ingenuity of the global design and construction community, we have the knowledge, standards, tools, and technologies on hand to achieve zero carbon buildings in all climates, worldwide.”

architecture2030.org

It may be a phrase that dates back over seventy years, but it still bears repeating. Everything is bigger in Texas. While it may originally have related to the enormity of the state in a geographical sense, it has become synonymous with most things ‘Texan’ and, unsurprisingly, the construction industry in the Lone Star state is no different. With an estimated $135 billion of new construction projects planned for this year, in addition to the possible $400 billion windfall of the Telosa project, it is safe to say that the landscape of construction in the state of Texas is very much a big deal. With this figure spread across various subsectors of the industry such as municipal, manufacturing and housing, it appears that the opportunity for growth is possible throughout the state.

This opportunity can also, conversely, be a barrier to success. In a market of such scale, standing out as a top performer is certainly not the easiest of feats. It is within this thriving yet bustling market that we must view the success of Rogers-O’Brien Construction, a multiskilled construction company that’s rich history goes back almost as far as the famous adage about its home state. Childhood friends Steve Rogers and Pat O’Brien started the company after observing the standard of local construction. According to Steve, “We saw what was being built and decided we could do it every bit as good as that and probably better.” With RO now standing proud as the premier builder and general contractor in the state of Texas, clearly, they were on to something.

While the company has certainly grown since it first began making inroads in the market, the signs were there all along that this is a company that delivers on the promises it makes. The first project it was ever awarded, a single-stall truck wash station with a value of $11,000, was completed in just four months. So, what has changed since then? According to Alan Codina, Vice President of Operations at RO, much has in fact remained the same. “One of the things we stress in every interaction, both selling our products or hiring new staff, is that we want the best people, but we also like to look at the character and see if they are a good fit. There has always been a family aspect to what RO is all about and we try to keep that family feel as we grow.” For Codina, this desire to work to the highest standards has been a crucial element in the company’s sustained long-term growth. “In the late 90s we started evolving and began working on some larger projects where it became evident that quality really is the key to success in construction. So, RO focused on quality and excellence and has always wanted to deliver the products to both new and repeat clients. It has really blossomed from there.” This point is echoed by Cameron Salter, Senior Marketing Communications Coordinator at Rogers-O’Brien, who points to the unwavering importance of quality in everything the company sets its hand to. “Our core values really spell it out. We always have quality and integrity at the top of what we do. That is our core value and I think that’s reflected in the people that we hire and the culture that we try to uphold.”

These values have had a hugely positive effect on the growth that Rogers-O’Brien has experienced in recent years. As relationships have been developed and solidified, so too has the company’s reputation. In fact, one recent project perfectly encapsulates the knock-on effect that such high-quality work can have. Villas on Rio is a new 19-story student housing project in West Campus of the University of Texas. With luxury in mind, the building boasts an on-site spa and sauna, a state-of-the-art fitness club, Peloton spin studio, basketball court and a rooftop pool. In addition to all that the project included “four levels of parking, a rooftop amenity deck, and 284 units of student apartments totaling 280,461 of rentable square feet.” According to Codina, this project is partly the result of the reputation for quality that RO possesses. “A developer saw what we were doing on another local project, another student housing project, so he came to us and met with our people. From there, we started developing this relationship.” This relationship was bolstered by the fact that RO could point to an abundance of experience with this type of project in this sort of neighborhood; something that Codina believes is invaluable. Part of what we told him is that we had already developed processes on working in the West Campus area, working on high rises with little light lines. We knew the area, we knew the neighborhood, we knew all the entities of the city and the municipalities that are around there. We were able to bring a lot of expertise right there to him.”

It is not just relationships founded on serendipity that has made RO the premier builders in Texas. The company has also been building collaborations and projects with local schools for quite some time. In particular, it was a long-standing partnership with the Ann Richards School for Young Women Leaders that led to an exciting new project for the company. As Codina explains, a long-running mentorship program, where RO can offer construction focused work experience has been mutually beneficial. “We have always worked with the school. It is a STEM school, concentrating on science and engineering. We became involved with what we call weekly mentorships. We go in, conduct mock interviews, and then select four to five different candidates who have an interest in construction. They are office based and they can go to a job site and see how the inner workings of our projects work. They gain exposure to a lot of what we do. So, we were very enthusiastic to work with them when this project came up. You know why? We’re a good fit. We had a great, great team and it just worked out really well.”

All these examples demonstrate one of the key facets of this company. The relationship is key. Since its earliest days as the start-up business of two childhood friends, the collaboration at play has been a vital component. For Codina, these relationships are not necessarily founded on financial gain or growth; they are built and maintained on trust, on family and on collaboration. “What we focus on are ways to work together as a team, in collaboration. You hear a lot of those types of words in our companies. We are always trying to work together, and we try to find people who are used to working on teams. It’s not just a superstar who is doing it all, it is always a team. Success stories usually happen on the front lines. That’s where the bulk of our people are so we concentrate not only externally, but internally too.”  

According to recent studies, twelve of the 25 most dangerous jobs across North America are in the construction industry. The use of high-powered tools and falling debris coupled with the very real risk of injury or death while using forklifts, trucks and demolition equipment leaves our workers in a very precarious situation. Among the sectors considered the most dangerous are roofers, ironworkers, crane operators and mining machine operators. However, the statistics remain stark. According to OSHA, 5,333 workers died on the job in 2019. To put that in context, every day that year around fifteen families received the worst news imaginable with many of them feeling that this could have been entirely preventable. It would be unfair to direct blame at those leading these sectors, however. Despite the figures being higher than anyone would like, improvements have been made. This figure of fifteen deaths per day has, in fact, decreased from around 38 deaths per day in 1970. It is evident across the industry that safety concerns are being addressed on a much wider scale than at any stage in history and long may this continue.

There is, however, another statistic that is cause for huge concern in the industry. According to data collected by the CDC in 2020, men working in the construction industry have one of the highest rates of suicide compared to other industries. Even in the context of dangerous profession, the figures behind this research are shocking. With a rate of almost 50 such deaths per 100,000 workers, the industry is twice the rate of civilian working men and a staggering four times higher than the general population. This paints quite an undeniable picture. The question is, what is the cause of this and can it be prevented.

Despite the shift towards a healthier work-life balance, work still defines us as individuals and as communities. It seems as though an inherent human trait is to identify by what you contribute to society as a whole; in other words, what you do is who you are. This link, unfortunately, creates a difficult and unsustainable model. According to the CDC, “Work can define a person’s identity and psychological risk factors such as depression and stress, can be affected by the workplace. Job strain and long work hours may be important occupational risk factors in working populations.” With this in mind, high intensity and the pressures of working in the construction industry can be a perfect storm in terms of workers’ wellbeing and mental health. Mitigating factors to this risk are thought to be an increase in job control for workers and a 40-hour week maximum. However, time and budget constraints, coupled with the need to earn overtime and bonus related payments can be genuine barriers to these factors becoming a reality.

While it is likely that work related stressors are contributing to the unnaturally high rate of poor mental health and the overall low level of wellbeing in the construction industry, it cannot be the only factor. To this end, the CDC has formed a task force in order to continue its research into the problem. Members of the task force are industry partners, unions, and educators with a role to identify and raise awareness of the types of stress that can push construction employees into a higher risk category. According to Acting Assistant Secretary of Labor for Occupational Safety and Health, Jim Frederick. “Work-related stress can have severe impacts on mental health and without proper support may lead to substance abuse and even suicide.” Of these stressors, Frederick identifies a number of key elements that need to be improved on. “Workers in construction face many work-related stressors that may increase their risk factors for suicide, such as the uncertainty of seasonal work, demanding schedules and workplace injuries that are sometimes treated with opioids.”

When we take a critical eye to the stresses linked to the construction industry, it seems as though we may be heading towards a large-scale wellbeing catastrophe. Further studies show that the main risk factors for poor mental health in construction are a high-pressure working environment, work in remote locations, opioid dependency and a ‘tough-guy’ mentality. When analyzing these findings, it is the final factor that jars the most. Amanda McGough, Ph.D., is a psychologist specializing in wellbeing. According to Dr. McGough, there is a clear need for the stereotypes around construction workers to be removed immediately. As construction is a male-dominated industry with workers mainly from low economic and social backgrounds, masculinity can become a barrier to them acknowledging their mental health problems and “many in the field may be afraid of appearing ‘weak’ if they acknowledge a struggle,” says McGough.

Despite the concerns and challenges, work is being done to educate and offer tangible, workable supports. Every day, new voices are speaking out to highlight the need for better mental health and wellbeing in the construction industry. Greg Sizemore, Vice President of health, safety, environment, and workforce development at Associated Builders and Contractors, said every organization needs to build a culture of openness in dealing with mental health. “The culture must create the conditions that foster openness to speak out and up and must equip and empower all employees with the personal skills they need to feel comfortable speaking up or seeking assistance.”

Great strides are being made across the industry in this regard. In comparison to historical figures, diversity and inclusion rates are at an all-time high and huge drives to break stereotypes are ongoing. For example, with Pride Month currently taking place, many companies are highlighting the need to welcome all workers to safe and inclusive jobsites. Bryce Tache, Diversity and Inclusion Leader at Ryan Companies sees the benefit that open and safe workplaces will have on breaking stereotypes and, by extension, creating a culture of openness. “These messages need to come from the top. Silence from leadership is a message – and it’s not the right message.”, says Tache. Tache and fellow leaders at Ryan are not staying silent. He says, “Our CEO wrote a pledge last year that all employees are encouraged to sign. It asks us to each be the person who tells a fellow team member, partner, vendor, or client to ‘knock it off’ when we hear course language or offensive jokes, or when we see inappropriate behavior. It encourages each of us do the right thing and set the tone, and to treat each other as family regardless of someone’s gender, race, sexual orientation, age, or anything else.”

Along with a shift in culture, construction companies need to include strategic integration, sustained investment, harm reduction, and policy and training implementation to create a 360o approach to help workers total health. Drives take place to create a sense of community in the workplace, to celebrate differences and highlight diversity in all its forms. “Like many workplace fatalities, suicides can be prevented,” said OSHA Acting Regional Administrator Billie Kizer in Kansas City, Missouri. “We encourage employers to use all available resources, familiarize themselves with the problem and learn to recognize the warning signs of depression. We also urge workers to seek help if they feel overwhelmed or overcome by a loss of hope.” By building support networks, inclusive practices and manageable expectations of workers, companies might well be equipped with a key ingredient in the promotion of positive wellbeing on jobsites throughout North America.

Building a brand that spans multiple generations is not something that is achieved easily. Development, innovation and determination are key components of any such success, and, without these, a company rarely maintains progression and growth. The true mark of longevity, however, is something a little less definable and certainly less quantifiable. It is the building of relationships, trust and the development of a positive culture that really sets apart the companies that will stand the test of time. It is in this context also, that Johnson Bros., a subsidiary of Southland Holdings, emerges as a true outlier in terms of diligence and professionalism. Johnson Bros. is a company with almost one hundred years’ experience in the heavy civil contracting industry and a proven track record in providing top level service in areas such as roads and bridges. It is not just these in-house skills that made Johnson Bros. a good fit for the Southland Holdings family, however. Both companies share a rich history in building relationships and prioritizing collaborative growth above the bottom line.

According to Tim Winn, EVP and Chief Operating Officer of Johnson Bros., the history of the company is, primarily, one of continued success and expertise. The company was established in 1929 and is mainly focused on the large heavy civil contracting sector with huge experience working for the Department of Transport on countless roadways and bridges. The company is not solely limited to national projects, however. It has extensive experience in international markets also. “Johnson Bros. went through a period where they worked all over the world and have experience working on projects in the Middle East and the Carribean. The company was primarily operating as road builders at first and then expanded into multiple areas of construction.”

When a group such as Southland Holdings recognizes a synergy between its business and yours, you know things are heading in the right direction. While Southland was interested in acquiring the company from a strategic point of view, that was not the sole reason. As Winn explains, there was much more that bound these two companies than can initially be seen from the outside. “From our perspective, we wanted to diversify into the transportation market. Also, when we started investigating the company, we realized that they had a very similar culture. It was kind of a family-oriented culture. There were a lot of employees that had 40 plus years’ experience. That was a very attractive thing for us. When you have employees that are around for 40 years, you are doing something right with regards to the culture.”

These similarities enabled the change of ownership to run incredibly smooth. In fact, according to Winn, the fact that the two companies aligned so closely was “one of our main criteria.” He goes on to add that, due to this smooth transition, it enabled the company to focus on success and growth rather than having to “totally rebuild the organization.” The changes that did occur, according to Winn, were all positive. By having the backing of a much larger group, Johnson Bros. was enabled to really set about fulfilling its potential. “Prior to the takeover, they had been capital constrained. So, it allowed the company to start building larger jobs. We started getting larger projects, expanding and giving people opportunities that they wouldn’t have had.”

The benefits of this were not solely limited to Johnson Bros and its clients, however. Despite the company being in business for almost a century, supports were clearly needed. By having the backing of a group such as Southland Holdings, the company benefits from the wide range of services across the group. This diversity is invaluable, particularly when it comes to more complex projects. According to Jim Moldovan, Director of Business Development at Southland Holdings, diversity and leverage are a massive benefit to any project that Johnson Bros. are working on. “Our companies have a capability that not many other contractors do. The reason for this is the diversity throughout the group. For example, if Johnson Bros. is building a complex bridge project, there will be many different components to it. It may involve drilling, steel erection, and most certainly will require technical expertise. We can leverage all of our assets within our family of companies, and make them available to the client.”

“The project included the construction of a 2.25-mile oval high-speed track and the development of 200-acres of the infield for the testing of connected and autonomous vehicles and tolling facilities.”

This ability to apply a range of services to a project has never been more evident than on the SunTrax CAV Test Facility which has been recently completed in Auburndale, FL. Located two miles from Florida Polytechnic University on a 400-acre site along I-4, the project included the construction of a 2.25-mile oval high-speed track and the development of 200-acres of the infield for the testing of connected and autonomous vehicles and tolling facilities. Work on the project also included the construction of four toll gantries, an operations building facility, a storage building facility, and an access road from Braddock Road to the SunTrax site. According to Winn, this was evidence that working with Johnson Bros. was beneficial to the client on numerous levels. “It’s not only a transportation project. We also built facades with various artistic features that will be used as faux storefronts to replicate an urban setting. It was a very elaborate piece of construction that you must be multifaceted to complete.”

Another project that very clearly demonstrated the technical expertise at play within the company was the SR80 Bascule Bridge Replacement. The $92 million project involved the complete replacement of a moveable bridge that resulted in a 948ft long structure that incorporates two new lanes of traffic, 6ft wide sidewalks in each direction and 7ft wide bike lanes. “It is a movable bridge. There are very few people in the state of Florida, really in North America that understand how to build a movable bridge. That bridge had three different types of foundations. There was also a temporary bridge that had to be installed while we were demolishing the existing bridge.”

So, what’s next for Johnson Bros., and, by extension, Southland Holdings? For a company that is so inherently linked to large civil construction, it is unsurprising to learn that projects linked to the Infrastructure Bill are providing Winn and those at Southland Holdings with great hope for future growth and further development down the road. “We are already starting to see quite a bit of work being pushed out on the infrastructure side, especially in the south, where property values are going up, tax revenues are increasing and the need for infrastructure is just tremendous. We believe that when the projects are formally greenlit, the opportunities that are going to be out there will be pretty incredible. So, we are preparing, and we are doing a lot of training. We have installed an educational program within our company on contracts with a focus on getting the next level of managers ready for the sprint that’s about to come.” With this diverse group of similarly cultured companies all pulling together, it seems likely that continued success is on its way for Johnson Bros. and Southland Holdings. According to Moldovan, it is this community spirit that really sets it apart from its competitors. “We are a family made up of six subsidiaries that essentially function as one. We are very diversified. We are a self-performing contractor, and this really sets us apart from a lot of the market that pursue the size of projects that that we do. We really are a one stop shop, which, today, is an anomaly within our market.”

‘Where Demolition Professionals Build Relationships.’ The National Demolition Association, the leading association representing businesses in the North American demolition industry, is certainly clear in its messaging and intent. It is a tagline that sets itself out distinctly and leaves little to ambiguity. However, as with businesses throughout the construction world, the nature of these relationships can be as diverse and innovative as necessary. Strikingly, there is considerably more to those involved in demolition than may initially meet the eye. In fact, the demolition industry itself can, on occasion, be misinterpreted. Unfortunately, the misconception persists that the industry is populated with “the guys who blow things up.” It is no surprise then, to learn that a vital pillar of the work being done by the NDA is to shine a light on the multifaced work and relationships that are built across the industry each day.

Founded in 1973, the Association’s founders felt that gaps in information, promotion and protection were an unfortunate aspect of the industry and set out to rectify many of the challenges that its members were facing. According to Executive Director of NDA, Jeff Lambert, the driving forces behind setting up the association were numerous. “They wanted to develop an organization that would assure fair dealing with the public and clients, to correct injurious, discriminatory, or unfair business practices in the demolition industry and to promote the organization as the primary source of information about the demolition process. They envisioned a place where professionals could network create and share best practices and promote safety and environmental stewardship on the jobsite.”

With over 400 members across the United States and Canada, the association represents around 2,500 individuals. With this comes an inherent responsibility to educate the public by sharing the surprisingly large extent to which demolition experts work within construction. According to Jeff, by putting the needs of its clients and communities at the forefront, those within the demolition process are required to operate in a wide range of areas, gathering a wealth of knowledge and expertise. “These services include structural demolition and dismantlement, industrial recovery, C&D recycling, specialized rigging and landfilling, insurance services, equipment manufacturing, general contracting, architectural salvage, facilities decontamination, asbestos abatement and nuclear clean-up, and much more.”

Similarly, the NDA is eager to change the perception around the areas it can, and does, operate in. To those outside the industry, it may seem as though demolition only takes place on a building site. The reality, however, is very different. Diverse fields such as environmentally sensitive areas and wastewater locations are just some of the areas that the NDA’s members can be found. Jeff explains just how diverse and instrumental the work being done by the association’s members actually is. “Our members respond to disasters as emergency support personnel, clean up Brownfields and Superfund sites, provide the scrap industry with their feedstock, process a huge quantity of our waste stream for reuse and recycle our nation’s most valuable resource, its land. The National Demolition Association provides tools to local communities to prepare for a natural or man-made disaster and provides member companies resources to improve their availability to provide support during a disaster.”

“Diverse fields such as environmentally sensitive areas and wastewater locations are just some of the areas that the NDA’s members can be found.”

In addition to that there are disaster response sites’ locations which can have very challenging conditions and that require expert and sensitive skills. In recent years for example, demolition contractors have been involved with the disaster response teams of 9/11, the Oklahoma City bombing and most recently the Surfside condominium collapse in Florida. Jeff acknowledges that the reason for their involvement is simple; these companies have the required skillset. “Many demolition contractors’ staffs include HAZWOPER-trained labor forces who are experienced working with unstable structures and disposing of hazardous materials. Qualified demolition contractors with experience moving large amounts of debris and removing structures of all types provide invaluable support during a disaster response.”

While it may seem as though the National Demolition Association is solely dedicated to education and highlighting the work being doing within the industry, the truth is far more diverse. Advocacy on behalf of its members has meant that the association works to develop and sustain close relationships with lawmakers to ensure the most advantageous outcomes for its industry and the members within it. In fact, over the past several years, NDA has worked to position themselves as the voice of the demolition industry in the U.S. As Jeff is quick to point out, the work being done behind the scenes is having enormously positive effects on those within the industry. “Last year, Congress worked on both a bipartisan infrastructure bill and the budget reconciliation bill. NDA was successful in getting investments into critical infrastructure projects, along with funding for things like Brownfield sites. That legislation was signed into law by President Biden. We have built relationships with House and Senate members and look forward to continuing to advocate for our members on Capitol Hill.”

NDA has a more direct strand; one which perhaps is of most benefit to its members on a day-to-day basis. As studies have shown, jobsite safety is a huge concern and construction related deaths make up far too great a number for anyone connected to the industry. The association works tirelessly in this regard, teaming up with OSHA to “create demolition-specific trainings on robotics, fall protection, health hazards, and pre-engineering to educate OSHA compliance safety and health officers. This collaboration is part of an ongoing effort to provide training, procedures, and continued education within the demolition industry.” Additionally, on a macro level, NDA members have access to the association’s safety resources which cover demolition safety, hazardous communication, skid steer operations, asbestos, and lead safety and more. “Our member safety resources include access to the NDA Safety App, which houses the NDA Safety Manual, fillable JHA (Job Hazard Analysis) and Pre-Demolition Engineering Survey forms. We also provide over 75 Demolition Safety Talks in English and Spanish.”

This year also, thankfully, marked the return of in-person events which have always been a vital way of showcasing the skills and innovation on offer within the industry. The being a prime example of how successful these can be. The Annual Convention & Expo housed a staggering 968 demolition professionals from across the country and 67 exhibitors at the Expo. In addition, a record breaking 30 exhibitors joined the outdoor Live DEMOlition Event ™, a live equipment demonstration that kicked off the convention and has doubled in size over the past three years. It is predicted that next year’s event, due to take place in Phoenix, Arizona will grow once more.

So, what now for those within the demolition industry? As government spending is due to reach unprecedented levels, what opportunities are presenting the members of NDA? According to those in the know, the Infrastructure Act includes $21 billion in funding to address legacy pollution. Jeff and his colleagues at NDA believe it can be used to clean up brownfield and superfund sites and “that communities and agencies will turn to demolition and remediation experts to begin this much-needed work.” Overall, according to those at the National Demolition Association, the future is optimistic and its members are well placed to outgrow the misnomer of being “guys who blow things up” long into the future.   To wrap it up, Jeff is succinct. He believes that the end, and most important, result is a better standard of industry with better conditions for those within it. “The bill also increases production capacity as well as expands what projects will be eligible for funding. As a result of the bill increasing the number of projects available to contractors, the number of jobs in the industry will increase. We believe that this once-in-a-lifetime investment will help the environment and increase job opportunities.”

While developments are being made across many sectors, heavy construction can sometimes seem like the odd one out. By its nature, it uses materials. With the onus being on creating things, it stands to reason that on projects with the industry, materials will be used and unfortunately in many cases, wasted. Despite the best of intentions, opportunities for sustainable practice are not easily found. Natural wastage will always occur but, with the spiraling costs of materials currently hampering the bounce back from COVID, project managers can be reluctant to invest in unproven stock. Beneath the surface, however, the picture is not as binary and certainly not as pessimistic. There is a developing movement occurring. For now, it may be a quiet revolution, but nonetheless, it is out there, and it is growing.

In an effort to create more sustainable practices, companies have options. Some are looking for ways to reuse materials or, in other cases, to use more sustainably sourced ones. Not to be outdone by our scientific and engineering counterparts however, there are some innovative companies in our sector that, impressively, are attempting to combine both. In fact, there is a Los Angeles based start-up that has created a process that can repurpose and reuse plastic in a highly imaginative and innovative way. When you look at the figures around plastic use in the U.S. alone, it is clear that this approach is becoming ever more necessary. Americans produce around 42 million tons of single-use plastic each year. Given the inability of the recycling infrastructure to keep up with this enormous figure and the fact that much of it is unrecyclable, only 9% of this plastic actually gets recycled. The simple fact is that this cannot continue. 

Imagine a construction-grade building material made entirely from recycled (and often the aforementioned unrecyclable) plastic waste. With its “zero waste process,” ByFusion Global has created the ByBlock. According to the company, one ton of plastic provides one ton of ByBlock, and the product has the potential to meet any number of needs. “ByBlock helps you build faster, cleaner, and greener than any construction block on the market. Made of recycled and often unrecyclable plastic waste, ByBlock gives builders, architects, weekend warriors, and DIY’ers alike a sustainable, high-performing construction material usable for anything from walls to sheds and furniture to fencing.”

According to the company, there is now potential to completely reframe the way plastic is viewed on a global level. In fact, the strengths that the material has is a contributing factor to the core features of ByBlocks. “The qualities that make plastic such a valuable material for packaging are exactly what make it one of the most powerful building materials around: it’s malleable, insulative, and doesn’t degrade easily. Using our proprietary system which uses only steam and compression, ByFusion’s clean technology maximizes these traits by processing recovered plastic waste of any sort into ready-made building materials, thus offering builders around the world an easy-to-use, eco-friendly, and inexpensive product to use in residential or commercial settings.”

So far, so intriguing. While the idea sounds good in theory, how is recycled plastic converted into a viable building material that can withstand the requirements associated with concrete. Remarkably, this process seems almost too straightforward to be true. Using a patented “Blocker System,” ByBlocks can be created with all types of post-consumer and post-industrial waste. Discarded plastic is first collected and then shredded. Once this has been done, the material is simply superheated and fused into blocks. The process does not require any chemicals, additives, adhesives, or fillers and, by using a closed-loop system, any water used throughout the process is reclaimed and reused. While the amount of plastic that can be processed is dependent on the size of the waste stream, an Industrial Blocker system can produce enough ByBlocks to build a single-family home in one day.

With evidence mounting that this is a product that could make serious contributions in the goal for a sustainability-focused industry, there is the small issue of costs and benefits to construction companies and builders themselves. While people have been aware of the need to work sustainably for quite some time, profit margins and rising costs simply do not allow for it. To that end, there is more positive news. ByBlocks have a range of additional benefits that will be welcome news to those throughout the industry. “As a building material, ByBlock is intended to work in parallel with standard building products. Unlike concrete block, ByBlock will not crack or crumble, reducing material waste. Additionally, building with ByBlock does not require specialized skills, curing time or mixing of binding agents. This reduces project cost by approx. 54% and reduces time of installation by approximately 65% when compared to concrete block.”

Despite the positive outlook, there will undoubtedly be questions throughout the industry on whether blocks made from recycled materials can compete with traditional ones in terms of strength and longevity. With dimensions most similar to those of cinder blocks, comparisons will invariably be made. To ensure transparency, ByFusion has had the blocks independently tested for Compression, Thermal, Acoustic, Fastener Withdrawal and Shear Strength. The blocks, incredibly, stand up to traditional materials across the board and meets all National and International building standards. As a way of allaying any fears that may remain, ByFusion held a live build at Boise Towne Square in Boise, Idaho, to showcase how cities can put their hard-to-recycle and unrecyclable materials to better use. Each ByBlock was produced using the materials collected from the Boise Hefty® EnergyBag® program in which the residents of Boise worked alongside ByFusion to make significant changes to their recycling habits. “ByFusion is excited to be part of this collaboration with Dow and the Hefty® EnergyBag® program that collectively empowers the residents of the Greater Boise area to take control of their plastic waste and use it to support their growing, environmentally-conscious community,” said Heidi Kujawa, CEO, ByFusion. “We are confident that the area’s implementation of ByBlocks will show other cities how they can repurpose their plastic waste and transform it into an alternative building material that helps support their infrastructure needs, instead of being an ongoing burden.” The 3-day event that took place in March of this year was an opportunity for industry leaders to watch a building take shape and get answers to any questions they may have had.

It would be simplistic to suggest that ByBlocks are a sort of magic bullet in the battle against single-use plastics. The issue is far too nuanced and complex, involving social disadvantage, education, and various lobby groups, to wave it away so simply. However, what does appear to be the case is that ByFusion has created a genuinely innovative material capable of making positive change in both the construction and recycling worlds. ByBlocks, with its multitude of uses; from retaining walls to landscaping and furniture, is a possible game-changer. This multi-use material is beginning to make waves in the industry, and, for ByFusion, it is just the beginning. With an aim to recycle 100 million tons of plastic by 2030, ByFusion has created a product that can be customized to specific densities and creates 41% fewer greenhouse emissions than concrete blocks. The only question that now remains is, when will the industry accept ByBlocks as standard?   

byfusion.com/byblock

Around the world, societies and industries are attempting to devise solutions to the great problem of our time, sustainability. By coupling a global economy with a single-use mindset, we have contributed to a situation that now requires urgent action. Simply put, our planet is in serious danger and it seems as though a complete shift in mindset is required to reverse, or at least slow, the most severe effects of climate change. No industry can claim to be perfect in this regard and construction is certainly not without its faults. Where the industry does differ, however, is that innovation and an opportunity to improve things can be found in the companies and inventors and producers throughout the construction world. While we can always be better; solutions do indeed exist.

While carbon emissions are regarded as the main offender in terms of environmental damage, there are other, more tangible issues that need to be tackled also. Plastic, while a helpful and versatile product, is the cause of great difficulties the world over. It is one of the most widely used materials in the world though historically there have not been circular end-of-life solutions available. The facts around plastic, its uses and its post-use effects, are staggering and make for grim reading. The sobering reality is that around 91% of all plastics are not recycled and end up either in landfills or in waterways. Additionally, by 2050 there will be more plastic in the sea than fish. The net result of this is “post-use plastics end up choking waterways, harming vulnerable ecosystems, and often can even end up in our bodies in the form of microplastics.” This is not scaremongering; it is fact, and our industry is required now more than ever to make environmental impact changes. In fact, with a track record of innovation and ground-breaking advances, the onus is on construction companies to use its skills to develop new techniques to combat these potentially devastating issues if it can.

Five years ago, a group of engineers set up a company to do something about this and over this time, Brightmark has recycled over four million pounds of plastic. From the beginning, the goal has remained a simple one; “We created waste solutions that not only contribute to lowering greenhouse emissions but also keep plastics in use and out of landfills, waterways and incinerators.” However, this company is now going even further. With a mission to “discover and provide circular solutions to some of the world’s most pressing waste challenges, including turning organic waste into clean, renewable energy and closing the loop on the plastic waste crisis through innovative circular solutions,” this is a company that is thinking outside the box.

So, what are “circular solutions” and how will they positively impact the environment? According to Brightmark, it is a sustainable model that, if adopted in a widespread fashion, could have huge positive effects on sustainable practices. “It is a system designed to keep waste out of a production’s manufacturing and consumption phases. Wherever possible, raw materials are preserved and reused, or recycled into new products. The circular economy aims to keep products, equipment, and infrastructure in use for longer, thus improving the productivity of our resources. We continue developing this technology to become an integral part of the circular economy.” This can only be achieved by shifting the mindset of consumers globally. “Beyond the current single-use waste economy, a circular economy aims to redefine growth, focusing on positive holistic benefits. It entails decoupling economic activity from consuming finite resources and designing waste out of the system.”

It must be acknowledged that this does indeed sound like a good idea, in theory. However, in order to reboot a culture that is accustomed to disposable products, the alternative needs to stand up on every level, from flexibility to quality. Thankfully, Brightmark have this covered. As the world’s first, and only, recycler of Grades 1-7 plastic at this scale, the company can take all plastic types and uses them to make genuine changes across countless industries. “We recycle all plastic types 1-7, unlock their value, and create new products. We are the only company that can take all plastic types 1-7 and then provide real solutions at this scale. We’ve built the largest advanced plastics recycling facility in Ashley, Indiana—and we’re just getting started.” The process itself is equally impressive. The plastic is shredded, dried, and turned into pellets. These pellets, incredibly, have a dual use. In addition to being reused as new plastics or wax, it also works as a source of fuel. When heated, it gives off a hydrocarbon liquid that can be used across multiple industries in hugely innovative ways. “By heating our pellets in a vaporized, oxygen-starved environment we can create a lower-carbon, commercial-grade ultra-low sulfur diesel to power the vehicles of today.”

“As the world’s first, and only, recycler of Grades 1-7 plastic at this scale, the company can take all plastic types and uses them to make genuine changes across countless industries.”

To date, the company has recycled four million pounds of plastic waste. It is not hyperbolic to suggest that, by the looks of things it is only getting started. Each Brightmark Plastics Renewal Facility processes a minimum of 100,000 tons per year of mixed waste plastic and turns it into valuable products and its goal is to offset 22 million metric tons of CO2 by 2025 and divert 8.4 million metric tons of plastic from landfills. While the company accepts that challenges remain, it is taking a long-term view. With a dual stream strategy that reuses and repurposes the plastic, the company anticipates further growth in the area. “It has been confirmed that 82% of the products produced can be used for circular applications, and we’re working on additional circular technology solutions and our plants are our centers for research and development. Currently, we produce naphtha, ultra-low sulfur diesel, and wax from the crude oil and natural gas that has already been extracted and processed during the production of our plastic feedstock. Research shows that developing fuel from advanced recycling processes like ours leads to a 39%-139% reduction in carbon emissions versus extracting new petrochemicals from the ground. We anticipate that every one of our future facilities in the United States and worldwide will be focused on a plastic-to-plastic manufacturing model.”

It is not often that a process comes along that can offer a genuine reason for hope.  This exciting piece of innovation is truly at the cutting edge of sustainable technology and, tantalizingly, huge success is being seen in a short period of time. Ongoing challenges face us all, not only the construction industry. For too long we have allowed consumerism to run wild, filling landfills and pumping carbon into the atmosphere. Those at Brightmark are bringing something new to the table; an opportunity to rewrite the rulebook when it comes to plastics.

Brightmark.com

It goes without saying that concrete is big business. It is one of the oldest building materials known to man with a rich history that stretches back, astonishingly, over 9000 years. It is therefore remarkable that the product itself has remained relatively unchanged throughout this time and is still the most used building material by a considerable distance. In fact, behind water, it is the second most consumed material in the world. Unfortunately, the world has changed in the intervening millennia. While most of these changes are positive, it is no surprise that some things have deteriorated. Now, more so than ever before, a closer eye is needed on the environmental impacts of our every move and concrete, like anything else, is coming under scrutiny. Concrete, while being of huge importance to the building and construction world, comes at a heavy environmental price. The emissions generated from its production are enormous and it is important to offset this in some way. To this end, innovative minds have been working overtime to ensure that concrete has a sustainable future within the industry with carbon extraction gathering traction on jobsites and projects around the world.

Extraction is not the only answer, however. In order to work towards a more environmentally positive path, other solutions are also required which can work alongside this to reduce the impact of concrete. While much is currently being done to counteract the environmental effects of construction, challenges remain. Throughout the industry, stakeholders are working tirelessly to develop new and innovative methods of ensuring the work we do is cleaner, more sustainable and has a lower environmental impact. Despite this, the unfortunate truth is that concrete is still one of the worst offenders when it comes to carbon emissions. However, scientific breakthroughs are offering a glimpse into the future. While this is clearly something to be welcomed, it is not a magic bullet that will allow the industry to sleepwalk into environmental disaster. 

The reason that carbon extraction is not a catch-all solution is a historical one. Extraction only works for new concrete and simply put, there is an enormous amount of concrete already out there in the world. These buildings and the concrete they are made from are at various stages of disrepair and reliability. It is reported that fissure repairs because of cracks costs the U.S. industry $12 billion every year. This figure, coupled with the environmental cost of these repairs, mean that the concrete issue is not one that can be solved easily. Thankfully, there is hope. Research emerging from the U.K. suggests that by adding an enzyme found in red blood cells called Carbonic Anhydrase, concrete can “self-heal.” If this proves to be financially sustainable, it could result in massive savings, on various levels, across the industry. This incredible scientific breakthrough works by adding the enzyme to concrete powder. The resulting reaction helps the material turn CO₂ from the atmosphere into calcium carbonate crystals which restores cracks in the material.

Resilient Materials 4 Life (RM4L) is a U.K. based program funded by the Engineering and Physical Sciences Research Council (EPSRC). The purpose of the program is “to transform the Nation’s built environment through the provision of a sustainable and resilient infrastructure, using low carbon, adaptable and sustainable construction materials.” To do this, RM4L is using a combined approach, weaving science and engineering together through both fundamental and application-based research. Like the situation in North America, the program is looking to initiate change due to an ever-growing need. As we see infrastructure networks crumbling and the enormous amount of money required to repair them, the focus is shifting towards a more preventative and sustainable approach. “Activities ranging from experimental research to modelling and simulation will enable building materials to be designed and manufactured that can adapt to their environment and ensure long-term reliability over the life-cycle of the structure that they comprise.”

“From the creation of microcapsules which contain healing agents to bacterial healing techniques, it is safe to say that a huge amount of research and testing is going into this process.”

While there are many ways of producing such a scientific reaction, each are based on different scientific methods. From the creation of microcapsules which contain healing agents to bacterial healing techniques, it is safe to say that a huge amount of research and testing is going into this process. Each method is considered to have its own strength within specific contexts and many of them are genuinely considered to have huge potential in becoming a standard feature in the market. Currently, Europe is leading the way in terms of usage. However, the global outlook, and North America in particular, makes for exciting viewing. In fact, even the most conservative of predictions is impressive. Research conducted by Market Research Future predicted that the global self-healing concrete market will expand by an incredible 24% annually. Even more impressive is a study produced by Grand View Research which claims that the U.S. market for self-healing concrete is anticipated to expand at a CAGR of 34.9% in terms of revenue by 2027. According to the report, “The rise in demand for eco-friendly and sustainable constructions with high endurance is expected to drive the demand for self-healing concrete. However, nowadays, the proportion of non-hardening cement in the construction process is less, along with growing trends of fast construction. Moreover, unskilled labor is scaling the proportion of natural cracks in walls and columns of buildings.”

While it is generally accepted that concrete is the go-to for most building work, it is not without its drawbacks. As the recent Infrastructure Bill shows, vast sums of money need to be made available to repair and reconstruct failing structures. So, is this the answer? According to Basilisk Concrete, the benefits are manifold. They claim that by sealing cracks, self-healing concrete ensures the material is waterproof. In addition to this, it states that the product ensures reinforcement savings of over 40% and, by reducing the need for repairs, it has a 50% reduction in the CO₂ footprint that regular concrete has. Those at Basilisk Concrete believe that, despite the product being in relative infancy, it holds huge advantages over regular concrete. “One of the properties of concrete is that it will always crack. With a good design and good application this cracking can be reduced, but even the little (hair) cracks can cause big problems. Cracked concrete has pore water resistance and the freeze-thaw resistance of the concrete will be limited. Also, the durability of cracked concrete will be greatly reduced. Through the cracks moisture and oxygen is able to reach the steel reinforcement which can cause the steel to corrode. This could cause serious damage to the concrete structure.”

Self-healing concrete has not yet taken over the industry. That much is true. There are still issues with initial pricing and, more pressingly, its benefits are not yet widely known. However, the potential to be a real game changer is undoubtedly there. Further work may be needed to prove to the industry that it can offer a genuine alternative to standard concrete. Only time will tell if this can happen. What is clear though, is that if self-healing concrete proves to be a workable solution, we could see a massive reduction in material costs, labor hours and, most importantly, carbon emissions.

As an industry, Construction has some work to do. Challenges are presenting themselves from multiple sources and those working within the sector are struggling to cope. Rising costs, supply-chain uncertainty and labor shortages are all indicative of the current difficulties facing businesses. Some of these are pandemic related while others are omnipresent. However, as ever there are many working tirelessly to remedy these issues and through a combination of hard work and innovative thinking, they will undoubtedly ease at some point. The real work within the industry goes significantly deeper and may not be remedied as quickly or as easily. A recent report conducted in the U.K. looked to examine the representation of females in the construction industry. At 14%, the results were encouraging but showed that, in terms of ensuring equality in the industry, the process is only beginning. In the United States, the outlook is even more worrying. Given that diversity is a proven indicator of innovation and success, surely the construction world would benefit from a more gender-balanced approach to its projects and organizations. In reality, rather disappointingly, female representation within construction is lacking. It is an unfortunate truth but, as with much of the world, things might just be changing on that front.

Statistics from December 2018 show that, at the time, approximately 1.1 million women were employed across the construction industries in the US. These workers contributed to a wide range of sectors such as sales, management and production. Suffice to say, women were, and still are, present in every sector their male counterparts are. However, while this figure may seem healthy, the reality is somewhat different. This figure equates to a mere 9.9 percent of all construction workers. Clearly, something needs to be done to identify why this figure is so low and most importantly, how it can be increased.

Fort Worth, Texas, was the location where sixteen women formed the very first female-led construction association. As a minority group within the industry, these women created the association in order to “create a support network for women working in a male-dominated field.” While this in itself is not a surprising or radical mission, you could be fooled into thinking the association is a relatively new endeavor. In fact, the group was first established in 1953. The organization was such a success that it gained its national charter only two years later and in 1955, the Women in Construction of Fort Worth became known as the National Association of Women in Construction. NAWIC remains a mainstay of the Texan climate, with its base still located in Fort Worth. Similarly, the mission has remained constant throughout the past seventy years; to advocate “for the value and impact of women builders, professionals and tradeswomen in all aspects of the construction industry.” The association works as a multi-disciplinary organization, providing its members with opportunities for professional development, education, networking, leadership training, public service and more while educating and advocating for women in the construction industry.

“The mission has remained constant throughout the past seventy years; to advocate for the value and impact of women builders, professionals and tradeswomen in all aspects of the construction industry.”

Diversity in Construction is a difficult topic and one that is fraught with anger and fear. While strides are being made to eradicate racism and hate on jobsites across the industry, problems still exist. When gender is also included in the conversation, the challenges may seem insurmountable. With exclusion, derision and the ever-present gender pay-gap, it can be difficult to find positives. It is heartening however, that since 1998, NAWIC have been running Women in Construction Week with this year’s being held on March 6-12. The event has grown massively over this time and seeks to raise awareness of opportunities for women in the construction industry. Many of the local chapters hold events to celebrate the week such as lectures, podcasts, luncheons and visits to construction sites. In addition to this, construction companies across the country show support for the females currently working within the organization. “The theme for this year’s WIC Week is “Envision Equality” which seeks to raise awareness of opportunities for women to enjoy a wide range of roles in the construction industry, from tradeswomen to project managers to administrative positions and even business ownership.”

According to Executive Director of NAWIC, Crissy Ingram, WIC Week is a massive opportunity to advocate for those within the industry that may not receive their dues otherwise. The benefit of this, according to Ingram, is the knock-on effect that this will have on encouraging more women to join the industry. “WIC Week gives chapters nationwide the opportunity to shine a bright light on the construction industry and women’s very important place in it. There has long been a culture of construction being only for men. If we can get the women who have worked past that barrier out of the shadows and into the spotlight, they can show other women – no matter the age or background – that there are countless opportunities for them in the industry.” This is a sentiment which is shared by Association President Doreen Bartoldus. ““[WIC Week is vital to] bringing awareness to the great success women are having in every aspect of the industry. It will also hopefully influence the next generation to join our ranks after seeing construction can be a great career for women.” With over 4,000 members working in all sectors of construction, the reach of this influence will hopefully be a wide one.

With the ever-growing advocacy and education work being done by NAWIC, statistics are showing slight improvements. Since 2018, the number of women working in the industry in the US has risen to 1.2 million, an addition of over 100,000. More encouragingly however, is a recent study on attitudes which showed that over 70% of respondents believe that opportunities for women in the industry are increasing. Furthermore, almost 70% believe that there are opportunities for them to advance their career at their current company; this represents an increase of 9% on the previous year.

The construction industry is not perfect. Like any other sector, it is constantly evolving and shifting to the new world we find ourselves in. Post COVID-19, as we adapt to different ways of providing for our customers, there is potential to make real changes that will benefit the industry long term. Revolution doesn’t happen overnight, however, and it is worth repeating that NAWIC has been working to advocate for women in the industry since 1953. Despite, or perhaps because of this, genuine shifts in attitude seems to be taking place. Studies have shown that 80% of women in construction are happy in the job with 76% believing that the industry is changing for the better. With the growing awareness and support of events such as WIC Week, the upward trajectory may yet continue to pick up speed.

Since the founding of the nation, the United States has held one thing above all others, it is a place which has been built on one very clear tenet, the unwavering belief that carries through every facet and corner of American society. That is; if you work hard, you will be rewarded appropriately. Generations of ongoing success and thousands of start-up enterprises can all attest to the validity of this. Without putting too clichéd a point on it, this is the American Dream and it is a highly respected and fiercely protected aspect of communities across the nation. It is also a cornerstone of the philosophy within Associated Builders and Contractors, a trade association with over seventy years of experience advocating and educating on behalf of its members. Set up by seven contractors in Baltimore, MD, the association – composed of 69 chapters and more than 21,000 members, nationwide – promotes a merit shop philosophy “which encourages open competition and a free enterprise approach that awards contracts based solely on merit, regardless of labor affiliation.” According to Brian Sampson, President of ABC’s Empire State Chapter, it can be broken down into even simpler terms. “We want to be an advocate for what we refer to as free enterprise. This is when a contractor is able to choose which projects they want to bid on and they will either win or lose those bids based solely on the information that is in that bid, not through any undue influence positively or negatively from the government.”

The Empire State Chapter, which covers the entirety of New York state with five regional offices spread throughout, advocates for more than 400 members and a better, safer construction industry for all. While the Chapter operates under the guiding principles of the national office, it is a largely independent organization that can adapt and work around the needs of the members in its state. While the idea of the merit shop philosophy may seem alien to those that only know of New York from a distance, Brian explains that the perception of the state, and ABC Empire State Chapter members, are not entirely accurate. “Last year our chapter celebrated its fiftieth anniversary. We have been in this state for fifty years now, and in a state like New York, I think there is often a misunderstanding. Everybody says that it’s a union state and there is this perception that the unions have the bulk of the workforce. Actually, within the construction workforce that is not the case. Depending on where you are in the state, 70% or more of the workforce is not signatory to a collective bargaining agreement.”

“We want to be an advocate for what we refer to as free enterprise. This is when a contractor is able to choose which projects they want to bid on and they will either win or lose those bids based solely on the information that is in that bid, not through any undue influence positively or negatively from the government.”

Brian feels that this misalignment of workers and the overall perception, can lead to disparity across the sector when it comes to access to bids, pitches and projects. “Conversely, many of the laws and regulations that we see emanating from Albany, the New York City Council or from other local governments, are put in place to tilt the playing field in favor of organized labor. So we spend an inordinate amount of our time educating elected officials about what the labor force really is, what it really looks like and what it does. We try to explain how the legislation that they are most likely supporting will really impact the people that they claim they want to help.”

One vital piece of work being done on behalf of its members currently is advocating for merit shop companies to get a fair chance at bidding on projects as part of the federal Infrastructure Bill. Brian believes that while this funding is much needed and long overdue, more is needed. “60% of the bridges in New York State are either deficient or structurally deficient. You look at our sewers, the city of Syracuse still has wooden pipes from the late 1800s and early 1900s. It is a welcome step, but it is a down payment on a long standing issue that has to have continual increases in funding if we’re going to get to that quality of life that we will want out of our infrastructure.”

It is not all positive, however. In fact, the matter of PLAs (Project Labor Agreement) is causing ABC and its members massive concern. While President Biden has recently signed an order mandating PLAs on federal construction projects over $35 million, those at ABC argue that this represents an enormous inequality in the system. “What we worry about in this state is something called a project labor agreement or a PLA. So, when you look at things like the new terminal at JFK, the new terminal at LaGuardia, the expansion of the Javits Centre, upstate airports, large school districts throughout the state, they put a PLA on all of it. It is a pre-hire collective agreement that says, in most instances, that three out of every four workers that are going to perform the work on this project have to come from the local union. So, 75% of the people that work on that job are going to be unionized workers. Our members look at projects that have a PLA on it, and ask why they would bid that project when they can only put 25% of their people to work? When they see a PLA, they largely don’t bid on it which means most of that work then goes to Union contractors. We have to be very protective here and make sure that as much of that $27 billion that comes here is PLA free.”

Overall, however, there are challenges that face all facets of the industry; the omnipresent challenge of finding skilled workers to capitalize on these opportunities. Brian identifies the startling figures surrounding open position across the New York industry as evidence of a deep malaise that requires urgent attention. It is one, he believes comes down to education. “All of our members will tell you that their single greatest challenge is getting people to work and getting people into the industry. I think there’s still a large number of people out there that believe construction is about shovels, picks, manual labor. While that is still a good portion of the work, the industry has gotten so technical and so precise, and we haven’t done a good job of changing the mindset of parents and kids about why construction is something they should consider.” Notwithstanding the huge investment that is coming into the industry imminently, Brian identifies education and a shift in mindset as the number one task facing his members, the association and the industry in general. “We have to do a better job of fixing the perception of the industry and working with the state to find ways to get kids into this industry. We can talk about the infrastructure bill all we like, at the end of the day, you can’t fix a road or a bridge, you can’t build new sewers or wastewater treatment plants if you don’t have the workforce to do it.” 

With over fifty years of experience and a highly passionate agenda to protect the rights and interests of its members, ABC can often feel like a lone voice in a crowded industry. For Brian, this is not a position that he is afraid to take. “So, we often think of ourselves as Sisyphus, right? You know, the Greek character who is always pushing the boulder uphill, and the boulder rolls right back down? And that’s okay. That’s our role. We are happy to do it and we win, we succeed, we make sure that our members have a voice in what happens in their government.”

With a track record that goes back almost one hundred years, Milwaukee Tool has rightly established itself as an industry leader when it comes to durable, innovative, and productive tools; all with the end user in mind. Through ongoing collaboration with stakeholders across the construction industry, the company is, once again, leading the way in terms of sustainability, innovation and safety. “We invest the time to work side-by-side with real users to understand the demands of a constantly changing workplace and how we can best deliver solutions for a safer, more productive jobsite.” Here, we take a look at some of the exciting developments that this understanding has led to.

General Contractors – NYC

As an industry leader since 1924 and with connections that date back many years working with the top General Contractors in New York City, it is no surprise that those at Milwaukee Tool are leading the way in terms of jobsite requirements. The company has consolidated its close ties to GCs in the state to ensure that they are supported and compliant when it comes to jobsite safety. With ever increasing safety standards comes a responsibility at every stage of the project to “ensure the worker can leave the jobsite in the same condition they entered it.” At a minimum, the company uses the National Institute of Occupational Safety and Health’s “Hierarchy of Controls” as the basis for every tool; Elimination, Substitution, Engineering Controls, Administrative Controls and PPE. In addition to massive cost and time savings, the resulting products ensure that workers and passersby are safer through less jobsite related accidents.

According to John Randazzo, Territory Manager at Milwaukee Tool, the end result is the “disruptive innovation” of the construction industry by developing safer and greener tools for the jobsite; always the driving force for any new product or project the company develops. “It’s disrupting the status quo because workers can complete tasks faster, more efficiently, and they are not putting as much stress and wear and tear on their own bodies. We are looking at how we can completely change the game and shake up the industry in ways that people had said just was not previously imaginable. We are also looking at how we do this, not just incrementally but in leaps and bounds in terms of innovation in our markets, creating new markets and adding more value. Our philosophy of disruptive innovation really starts with engagement with our end users at the jobsite level, then taking our findings and their direct feedback to our engineers to develop solutions. Battery solutions are also naturally a greener solution. So, as the industry changes and building techniques evolve, we are going to be there in lockstep with our end users.”

MX Fuel

It goes without saying that Milwaukee Tool has been an industry leader for generations, pushing the industry into innovative territory with each new development and its MX Fuel products are no different. With an approach that has moved from gas to a battery-operated solution, the company has developed a range that covers lighting, saws, vibrators, and chisels to name a few. Again, as is standard with this company, both safety and end use were at the forefront of all decisions when the products were being designed and rolled out. From a sustainability standpoint, the products speak for themselves. Using battery power, the carbon footprint from the jobsite is immediately removed. Of equal importance, however, is the minimizing of risk that the workers are now put under simply by using these pieces of equipment. To say that these products are industry leading would be an understatement. The MX Fuel Breaker Kit is lightest in class and can break two tons of concrete on a single charge. The 14” Cut-Off Saw has power to cut an impressive 5” depth in reinforced concrete. These, astonishingly, are only a handful of examples. The list goes on.

For Kevin Gee, Director of Product Management, the process can be simplified to one thing: the end user. “I think with anything we do at Milwaukee tool, it always starts with understanding the user and most importantly understanding the issues and frustrations they deal with on a on a job site. If you look at our history, and we’ve historically tried to flip things from corded to cordless. We’ve been on the forefront of driving this conversion of the job site from AC to DC and now more recently to air pneumatic products and hydraulics. MX fuel products does bring new challenges in terms of duty cycle, but it also means that we can drive safety and we can also drive productivity.”  

For Gee, meeting the end user is where the company does all its learning. “Ultimately, we need to be on the jobsite. We don’t learn anything sitting at our desk behind our computers. The way that we learn is by getting out in the field. It doesn’t matter the trade; working with them on the jobsite, understanding what they’re doing and if we can understand where they’re having issues or challenges or things that are frustrating them, we don’t just create a product, we can create a solution.”

Safety

This belief in putting the end user at the forefront is something of a core belief within Milwaukee Tool. Indeed, the safety and wellbeing of the individuals on each and every jobsite is a crucial element of all key decisions and feeds into every conversation. Product lines, training, and liaising with jobsite managers; every element of the design and production processes are viewed through the lens of safety and positive workplace outcomes. For Zach Richman, Director of Product Marketing, the relationship with the jobsite worker is communicative and very much two-sided. “First and foremost, we want to focus on our end users and make sure that we’re looking at their problems and frustrations as a solution provider.” For Richman, what they are hearing is all about safety. Milwaukee Tool has a wide range of products that exceed safety requirements in areas such as Helmets, Headlamps, Lanyards and PPE.

While it is commonly accepted that construction is an industry with an unacceptable safety record, those at Milwaukee Tool are doing their utmost to change this. Richman believes that it is by listening to those on the ground, and spending “thousands of hours in the field on jobsites,” that real changes can be made. “We’re hearing that issues like slips, trips and falls are some of the most common injuries on job sites. With that in mind, we are not taking the typical approach where people say, ‘Hey, we only need hardhats.’ We are looking at a whole shift in the market; for example, we are one of the first safety providers to have launched a ANSI Type 2 safety helmet. This is due to the fact that it’s not always the top impact that’s the issue but also the sides and the back of the head.” According to Richman, industry requirements are the bare minimum. “We look at how we can go above and beyond in terms of testing requirements, for better productivity, better safety, better comfort. We are looking at this holistically for our end users and making sure that we have the best products and solutions out there for them.”

Advanced Technology

While lasers may well be a common feature on jobsites, those at Milwaukee Tool are, as ever, unwilling to adhere to the status quo. The company recognizes that lasers are “a huge portion of what every tradesperson will use in their daily lives. Simply put, they are a tool to make sure that our users are producing accurate and quality work.” These are the words of Kevin Ream, Advanced Technology Specialist at Milwaukee Tool. Advancements being made within the company have led to highly innovative and ground-breaking developments in its laser product line. With over fifteen hours of runtime and innovative green beam which offers best visibility in its class, the M12 360 Laser is a huge leap forward for end users on the jobsite. In addition to this, the lasers include both horizontal and vertical lines which assist the user with fast and easy alignment, leveling, squaring and transfers which allows the user to easily layout large spaces. Truly an innovative and exciting piece of equipment.

One of the driving forces for developing this line of products is, as with all things Milwaukee Tool, a focus on the tangible benefits to the end user. According to Ream, by developing these products, Milwaukee Tool is leading from the front. “I mean, this is something that our users have been asking us for years to come out with. We are going 100% green lasers. We’re future proofing ourselves. Also, these are products that can work all day which means that you are going to be able to complete your work in a quicker manner, your work is going to be more accurate because, by using green lasers you can see it better and also, these products have positive impacts of efficiency because, with an all-day runtime, you don’t have to take down your laser to change a battery. It really does cut down on any downtime.”

However, one huge aspect of the laser that Milwaukee Tool is especially excited about is its ability to remain on a reference point. As Kevin puts it, accuracy is key and, with these products, the end user can feel secure that the work will be to the most exact standards. “If you move your laser off your reference point, maybe an eighth of an inch, that may lead to a drastic increase, and you might not hit your mark. With our lasers, we actually have a micro adjust. This allows our users to pivot on their reference point and hit their mark right away. So, there is no more wasted time each day while trying to hit their mark. The user can just put their laser where the reference point needs to be, and they can be at work.”

Had structural engineer Homer Balcom and his team began work on the Empire State Building a decade earlier, they would have had a problem. The steel industry in the early 1900s was the Wild West – each steel mill made unique shapes with unique properties. This all changed in 1921 with the establishment of a new technical institute and trade association: The American Institute of Steel Construction (AISC). Its mission was to bring standardization to the industry and advocate for the increased use of fabricated structural steel. The new association’s first managing director, Lee H. Miller, presented a list of objectives at a meeting on November 23, 1922. A century later, this blueprint still provides guidance for AISC.

• Establish a single steel Specification that would be recognized by building code authorities and designers.
• Become the preeminent authority on structural steel to provide guidance to steel mills, fabricators, structural engineers, architects, and code officials.
• Create uniform loading tables that can be accessed by both producers, designers, and fabricators to simplify the design and construction of steel buildings.
• Work with the nation’s leading educators to bring state-of-the-art design theory to University programs.
• Develop a consistent nomenclature so every designer and every fabricator could easily and consistently communicate design and construction information.

Since that time, things have changed and the impact of steel within the industry has grown substantially. Structural steel has been the dominant framing system for multi-story buildings in the United States for more than a century–a time that has corresponded with the establishment and growth of AISC.

Today, the association is well known and respected worldwide for its research to advance the state-of-the-art of steel design and construction, specifications, certification programs, publications, and education programs for both practicing professionals and students. “While AISC represents nearly 1,000 structural steel fabricators and more than 30,000 structural engineers, our real strength lies with the hundreds of volunteers who offer thousands of hours of time and effort to improve our specifications and codes,” stated Charles J. Carter, President of AISC. “AISC’s work represents the combined experience, judgment, and strength of the entire domestic industry of steel fabricators, producers, and designers.”

While this work continues, the AISC now has a multitude of goals. Today the Institute has two new important programs.

Two years ago, AISC announced a plan to increase the speed at which a steel project (both buildings and bridges) can be designed, fabricated, and erected by 2025. While it seems impossible, the steel industry is already making progress on this amazing goal. Designers, product manufacturers, and system vendors are already introducing products, such as robotic welding systems and automated connection design software, to speed design and construction. And AISC is working with industry stakeholders to identify key strategic projects that will create additional opportunities. The net result is that those within the industry are already improving the efficiency of design, fabrication, erection, and materials.

The ways in which AISC is working towards the Need for Speed are manifold. However, one project; the most visible success story, is a revolutionary new non-proprietary concrete-filled composite steel plate shear wall core system known as SpeedCore. The first project, the 850-ft-tall Rainier Tower in Seattle, shaved 10 months off its construction time. The second project to use SpeedCore is now underway in San Jose and AISC will be issuing a Design Guide later this year to help structural engineers and fabricators design and build this system.

“AISC is known and respected around the world as the leading technical institute focused on the design and construction of steel buildings and bridges.”

Another key program for AISC is its work on sustainability and green design and construction. “American made and fabricated structural steel is the greenest framing material in the world,” explained Max Puchtel, AISC’s director of sustainability and government relations. “Unlike much of the rest of the world, all of the wide flange produced in the U.S. comes from electric arc furnaces and utilizes more than 92% recycled content.” This means that steel’s primary carbon footprint is the result of energy consumption, and as America’s power grid converts to renewables, steel’s green attributes will only increase. “The domestic steel industry has already reduced its greenhouse gas emissions by more than 36% and we’re already three times cleaner than steel coming from China,” Puchtel said. When steel buildings and bridges reach the end of their useful life, very little steel enters the waste stream. “Today, more than 98% of all steel products are recycled,” he stated. In its efforts to help designers and others in their pursuit of sustainable practices, AISC also provides industry-wide fabricated structural steel Environmental Product Declarations (EPDs), guidance on Buy Clean policies, and documented recycling and regional content information for LEED certification.

Of course, none of this takes away from AISC’s ongoing traditional work. With a rich heritage going back over a century, it is natural that the association can advocate and work for the steel industry with a multifaceted approach.

• AISC’s research activity focuses on advancing the state of steel design and construction and AISC supports millions of dollars of research each year. Current research includes topics such as fire engineering for concrete-filled composite plate shear walls, durability of steel bridge corrosion systems, and alternative weld details for continuity plates and doubler plates.
• AISC’s annual conference regularly attracts more than 5,000 registrants and our seminars and webinars reach more than 10,000 professionals annually on subjects ranging from welding & bolting fundamentals to earthquake engineering.
• AISC’s university outreach programs offer teaching aids, provide more than $173,000 in scholarships annually, and include the fantastic Student Steel Bridge Competition where thousands of students from more than 200 universities around the country compete to design and build 20-ft.-long scale bridges that can support more than 6,500 lbs with minimal deflections.
• The AISC Steel Solutions Center is a technical center where designers and others can call or email and have their questions answered quickly and at no cost. AISC’s team of engineers regularly answers nearly 200 technical inquiries a week, usually with a one-day turn-around.
• The AISC Quality Certification Program is designed to demonstrate certified fabricators and erectors have the experience, procedures, equipment, and personnel necessary to successfully complete a project. Currently, more than 1300 fabrication facilities and 460 erectors are certified.

While acknowledging the journey AISC has been on, it is also important to point out the current position AISC finds itself in. This is an association with countless members and an in-depth knowledge of the materials its members work with every day. With this in mind, it goes without saying that the benefit to its members is enormous. By sharing its learnings and research, AISC is rightly positioned as the foremost association within the steel industry. “AISC is known and respected around the world as the leading technical institute focused on the design and construction of steel buildings and bridges,” concluded Carter. “Our specifications and codes are referenced in America’s national building codes and our steel manual and design guides are recognized as the ultimate resource for engineers, architects, and contractors.”

For many, the concept of a family-owned business is one of stability and quiet contentment; an entity that works to its strengths with collaboration at its core. Be under no illusion, with DiMarco Constructors, a fourth-generation general contractor that has been in business for over a century, this is most certainly true. However, that is just the start of it. It is a full-service construction company that offers “traditional design-build, construction management, general construction and preconstruction services.” The company also works with clients in hybrid project delivery arrangements such as design-assist. Evidently, this is an organization that takes care of every conceivable aspect of a project on behalf of its customers.

In addition to this diversity, the company is part of the DiMarco Group; a suite of companies that cover everything from supply and sales to real estate. This rich experience that stretches right across the industry ensures that clients and partners can work with a company that can, quite literally, do it all. According to Tony Soprano, Vice President of Preconstruction Services, this offers an unrivalled level of expertise and services. “We are very different from other General Contractors because we truly can do it all. We can develop it, build it, manage it, maintain it; everything.” This, it must be said, is not just an empty promise. DiMarco Constructors has, at its disposal, a range of services to cover every conceivable need to bring a project to reality. As Tony explains, these services are provided based on the individual client’s needs. “We can satisfy any customer based on their needs. If they have a development need, we have those services. If they have a construction need, property management, anything. We have all those services available to our clients.”  

By being able to offer such an array of services to the customer, DiMarco is in an incredibly strong position within the market. However, with such a wide range of divisions, is the company at risk of being a jack-of-all-trades? Tony acknowledges that, for another company, this could a genuine concern. However, this diversity is definitely considered to be a strength and is part of the plan that was devised over half a century ago. “John DiMarco Sr. our current Chairman, started branching out. Firstly, he expanded into the development side of the industry, and then into the equipment side. He definitely had the foresight to see to see how diversity was going to be the key to success in the future.” Furthermore, as Tony explains, those within DiMarco Constructors have the awareness needed to ensure that every process and project is assessed and planned meticulously. Contrary to some of its competitors, the company takes on projects because they are a good fit, rather than only focusing on the paycheck. “We are not a volume-based company. We look for customers, we don’t look for projects. We want repeat business because our business model is to look for partners in the business. We are truly a partnership group.”

As current Chair of the ABC, Empire State Chapter, Tony is keenly aware of the importance of having reliable, professional, and talented people at every level of a project. With involvement that runs throughout the jobsite, from planning to completion, it is important that the company can stand over the quality it guarantees its customer. As Tony explains, the company services a large geographical area and, as such, requires the reliability that comes from hiring local workers of the highest pedigree. “When we go into an area, we prequalify subcontractors using ABC services as our resource. That means that if we go out of town, we send local representatives to manage the project and we backfill it with local people. So, for a project anywhere up and down the East Coast, it will have quality workers and will always have local representation from our home office. That’s really where we keep our consistency and how we meet our responsibilities as contractors to all our customers.”

“As current Chair of the ABC, Empire State Chapter, Tony is keenly aware of the importance of having reliable, professional, and talented people at every level of a project.”

This link to ABC means more than just access to workers, however. DiMarco Constructors is deeply proud that it is an Accredited Quality Contractor with ABC. This accreditation ensures that customers can be safe in the knowledge that the company provides the highest quality construction services and meets all ABC quality and safety requirements. This, according to Tony, is not something that is acquired easily. However, he is deeply aware of its importance, particularly as a means of demonstrating the value the company places on workplace safety. “Safety is a high-quality requirement in order to become a quality contractor. You have to get references from architects, engineers, and customers. It is also important to have to have certain experience and safety ratings. It is a quality I sell to all our customers we are a Diamond Award winner for safety which really separates us from many other general contractors.”

Despite the huge success and track record DiMarco Constructors has developed, the company has not been immune from the challenges of the recent past. Indeed, supply chain issues have resulted in challenges for the company. Tony acknowledges that it is a problem that is affecting companies around the globe and, rather than complain, the importance is on ensuring that everything is being done to minimize the delays and difficulties for the end users. Luckily for those at DiMarco Constructors, the company is strong enough to make the necessary adaptations required to smooth over the majority of these challenges. “Securing materials in a timely fashion is a constant struggle. You cannot stop though. We have many projects in the pipeline and we need to just buy things earlier. We design-build a fair amount of our work so, thankfully, it gives us the flexibility to buy some early packages when they’re ready.”

Unsurprisingly for a family owned and run business, relationships are key. For those at DiMarco Constructors, this means that everyone in the company, from the top down, are visible and accessible. The benefits of this go far beyond mere optics, however. By being on-hand to inspect projects, relationships are cemented. For Tony, this brings an added value to the customer. “I visit all the job sites and we do our inspections; we meet with our customers. We are a very hands-on company. I mean, John DeMarco himself goes out onto the job sites. I can put anything on a piece of paper, and it looks great, but if we can’t build it, it doesn’t mean anything. We understand the value is out in the field and performing for our customers.”

For Tony, this focus on relationships is what truly sets DiMarco Constructors apart. This is a company that works collaboratively to ensure the project is delivered exactly as promised. As he reiterates, the relationship is key. “We control what we build and when we build it. I think the next three or five years will be controlled growth for us, and we will continue with what we have been doing; we will work with our strategic partners in strategic areas. We will do what we do best. I mean, like I said, we find partners, not projects.”

The lumber industry is well known for its many virtues. Hard work, commitment and honesty being just a few. These are foundations that speak to the rich history and reputation those working in the sector have crafted and cultivated over generations and are greatly appreciated by businesses and clients alike. It is fair to also say, however, that certain other beliefs are held about the industry. It can be seen as ingenuous and traditional and even, in some quarters, unsophisticated. However, it’s rare for these views to be held by anyone with any real knowledge of the industry. Simply put, they carry no merit and, when looking at the true innovation, skill and expertise on offer by those working in the lumber trade, it can be difficult to see where such inaccuracies emerge from. Thankfully, there are many examples of this forward-thinking attitude throughout the industry, and Wilson Lumber is a prime example.

Wilson Lumber is a third-generation business, operating since 1949. The company, operating out of five plants in Alabama and Tennessee, is an expert in its field, offering full-service building materials including lumber and plywood right through to doors and window trim. According to Josh Hendrickson, Director of Sales, providing these products and services could be construed as similar to most other lumber yards, yet for Wilson Lumber, their aim is to go much further than that. “People do it every day. There are thousands of us across the country. What makes Wilson lumber different however, is that we provide solutions to our customers. We are very vertically integrated. We manufacture about two thirds of the products that we sell, and because of that it gives us an enormous amount of flexibility. It gives us the ability to help our clients keep and hold their schedule. We can help them build faster. We don’t just sell them products, we provide solutions.”

These solutions are a vital component of the work that is being done at this company. With proactive communication, community commitment and market leadership, Wilson Lumber is leading the pack when it comes to providing a safe and informed experience for the clients. “We stay in front of the customers, and we let them know what’s going on in the marketplace. We let them know, especially right now, if there are supply shortages or if there are price increases.” These may seem like insignificant details for other companies, but for Wilson Lumber they are an essential service. For Hendrickson, the value of this relationship cannot be quantified. “When customers do business with us, they know that it is more than just doing business with any other building material supplier. They can see that we care about our employees, and we care about the community; not just local either, regional and global too.” According to Hendrickson, these relationships are solidified by a combination of excellent communication and an unparalleled level of expertise. “For every product category that we sell we have somebody on that team that’s not just really good at it, they are a full-blown expert. I would back them against anybody in the industry, and so when you package all those things up, it puts the builder in an incredibly good position compared to our competitors. They know when they do business with us, they are going to get an expert, they are going to get a huge variety of products, and they are going to get excellent communication.”

When Hendrickson speaks about communication and expertise, these are not platitudes. It is sometimes far too easy for companies to make claims and promises with little or no evidence to back it up. This is where Wilson Lumber deviates from its competitors. The company puts great stock into the data it collects around delivery, both time and accuracy. According to Hendrickson, success is not marked by an order simply being made. Instead, he identifies the delivery of products as the point that the company should be studying. Has it delivered on-time? Is everything there? These are the questions Wilson Lumber asks itself. Unsurprisingly, the answers are hugely positive. “We are very sophisticated in the way we track on-time and in-full deliveries. Because of this we know what percentage of our deliveries had 100% of the product, were any deliveries missing something, and what percentage of our deliveries showed up exactly when we said. If we show up one minute later, or we show up three hours early, that’s not on time. And we’re really, really good at it. We’re market leaders in that regard. We routinely fall in the highest category where 94% or 95% of the time we deliver everything our clients need, on time. That is wildly important for customers right now.”

“For every product category that we sell we have somebody on that team that’s not just really good at it, they are a full-blown expert.”

Recently named a Best Workplace by the Best Workplaces Institute, it is safe to say that Wilson Lumber is a positive place to work. The adherence to positive communication and respect is clearly something that permeates every aspect of the business. When asked about this, Robb Wilson, President, is noticeably proud of the community that has formed within the business. He puts this down to two very distinct, but essential aspects of the company mission.

“One reason for our success is an adherence to our core values. Probably, the most important one of those is to treat others the way you want to be treated. What we mean by that is to demonstrate kindness, to be respectful, and also to be understanding toward others. I think that describes the culture of kindness and respect and understanding we try to instill. The other thing is to have a passion and a hunger for the business. If we didn’t stay hungry, then we wouldn’t grow. We desire growth and that could be revenue, but it could also be personal growth for our employees or ourselves. That is what keeps us turning forward.”

With plans for continued growth and the opening of additional locations in the future, it can be difficult to retain what led you to that success. Wilson Lumber has been building steadily for three generations, yet the company is still an industry leader in terms of its ethos and its innovation.

This is not a company happy to rest on its laurels. In fact, strategizing continually takes place to identify potential growth markets and locations. According to Hendrickson, the expectation is that the company will double in size over the coming three years. Clearly, this is an adventurous aim, but it is not one the team at Wilson Lumber are afraid of. When asked how they will manage this huge task, Wilson is clear and genuine in his assumption. The company will continue to do what it does best. “There is a reason why people continue to come back to us. It is because their parents did business with us, and their parents did business with us because we treated them the right way. We understood their concerns and we understood what kept them up at night. We put time and energy into solving those problems, because we knew it was important to them. Customers expect and trust that we are going to do the right thing. We are going to make sure it’s right by them and right by us. We really do see customer relationships as a partnership. We want them to succeed. Always do the right thing is probably the overarching theme of all that we do.”

Growth across the construction industry has long been a balance between the habitation and infrastructure needs of an ever-growing population and the requirements of the planet to remain sustainable. As we dig deeper into the undoubtedly finite resources the earth has to offer, we are tasked with finding additional ways of maintaining the levels required by all living people. There is, quite rightly, huge anticipation and excitement for innovative smart technologies and the developments that will benefit infrastructure networks around the world. However, the need for reimagining the way infrastructure serves the towns and cities in North America is occasionally a little less glamorous, but no less important. In fact, some of the most vital work is being done in sectors of society such as rivers, sewers and wastewater treatment. Studies relating to the release of polluted water are, worryingly, showing an upward and negative trend. An increase in heavy storms due to climate change is having catastrophic effects on the water system with the EPA reporting that, as far back as 2000, around 850 billion gallons of untreated wastewater was being released every year into rivers, lakes and other bodies of water.

The wastewater infrastructure, evidently, is in need of redevelopment. The cause of this staggering and deeply concerning figure, however, may not be as well understood. Many major cities have what are known as a Combined Sewer Overflow (or CSO). These CSOs, built over a century ago, redistribute the untreated wastewater in the event of the regular drainage systems being unable to manage the volumes of water. Unfortunately, this excess water does not reach water treatment plants and ends up in public bodies of water. While the current mitigation is by installing what is known as Gray Infrastructure – enormous new tunnels to safely house this wastewater until it is safe to move – this is a clumsy and slow process.

The future is not necessarily a bleak one, however. One Washington D.C. project that has just been called “a total success” has utilized Green Infrastructure alongside Grey Infrastructure in the hope of offering a better alternative, both environmentally and financially. Green Infrastructure is the use of rain gardens, bioswales, tree trenches, permeable pavement and green roofs that can absorb more rainwater directly where it falls, rather than it be carried through the drainage network. The aforementioned D.C. ‘Clean Rivers Project’ is an enormous $2.6 billion infrastructure program which is due for completion in 2025. The goal of the project is to treat and divert 96 – 98% of all wastewater. Interestingly, the project only added a Green Infrastructure component mid-way through, adapting plans to incorporate plant-filled drainage areas, cisterns, permeable alleys and rain gardens.

This is not the only instance of Green Infrastructure, however. The original example of this –trees and parks themselves—have been used for centuries as a means of absorbing, treating and delaying stormwater from reaching the sewers in towns and cities. According to the American Society of Landscape Architects, the use of Green Infrastructure “creates oxygen, sequesters carbon, and creates wildlife habitat. Urban greenery has also been proven to improve mental health and well-being.” It is with the onset of climate change however, that this sector has needed to become both more complex and innovative. Unsurprisingly, Philadelphia and New York City are leading the way in the promotion and use of Green Infrastructure with projects costing billions of dollars taking place in both locations. In Philadelphia, the go-ahead to a $1.2 billion program of spending is taking place. This is a huge achievement in itself, given that an initial costing of $8 billion had been quoted for a Grey Infrastructure project of similar scope. According to the Philadelphia Water Department, the project will have far reaching positive impacts such as carbon emission savings of up to 1.5 billion pounds, fewer deaths or health issues and the economy will benefit from local job creation.

“Urban greenery has also been proven to improve mental health and well-being.”

In New York City, the plan is equally impressive through a combined adaptation of various types of Green Infrastructures such as green roofs, subsurface detention and infiltration, rain barrels or cisterns, rain gardens, swales, street trees and permeable pavement. In addition to the cost savings in comparison to Grey Infrastructure, the city estimates that “every fully vegetated acre of green infrastructure would provide total annual benefits of $8.522 in reduced energy demand, $166 in reduced CO2 emissions, $1,044 in improved air quality, and $4,725 in increased property value.”

The benefits of Green Infrastructure are not the sole concern of large cities, however. These methods are advised around the world as both mitigation strategies and positive forward planning. Mark Focht, President of ASLA, explains that there are benefits economically, socially and environmentally in what he refers to as a “triple bottom line effect.” According to Focht, the potential environmental benefits are enormous. In the case of Philadelphia for example, 1.5 billion pounds of carbon dioxide being removed from the environment is equivalent to removing 3,400 cars off the road each year. Indeed, these multi-sector benefits have seen other areas of the country developing Green Infrastructure policy and plans.  

Water Wise is a collaboration founded in 2013 as a partnership between Dana Brown & Associates, Recharge NOLA, Imagine Water Works (formally known as Water Works), Bayou Land, and Global Green. According to those at Water Wise, their mission is manifold. They collaborate with community-based organizations to advance Green Infrastructure, raise awareness and provide education on Green Infrastructure. By growing a network of community advocates, known as the Water Wise Neighborhood Champions, they install green infrastructure projects at the homes of Water Wise Neighborhood Champions, at small businesses, churches, community centers, on vacant lots and in public rights-of-way.

Angela Chalk, a 7th Ward resident who founded the organization Healthy Community Services and has been the key point of contact for Water Wise activities in her neighborhood believes that by remedying the flooding, soil subsidence and local air temperature needs of communities at risk of climate-change induced chronic flooding, the collaboration has been paying huge dividends for both the infrastructure and environmental needs of the communities, giving autonomy to minority groups in the process. “When history is written,” Chalk says, “There will be Black and brown faces all over the beginnings of the green infrastructure sector, at least in New Orleans and Southeast Louisiana.”

While it may seem an obvious solution to multiple challenges facing our towns and cities, adoption of Green Infrastructure is not happening everywhere. In fact, environmental groups have a difficult fight on their hands in educating communities as to the potential benefits of using these strategies. Despite this, these grounds are working tirelessly to amplify this message. The evidence is mounting and Green Infrastructure clearly has enormous benefits. According to a recent report from ASLA, “Green infrastructure practices can be less expensive and more cost-effective than traditional infrastructure approaches. These practices can also increase energy efficiency and reduce energy costs, mitigate flooding, and improve public health. Building on the success of green infrastructure practices in cities and towns across the country, local leaders, utility managers and engineers can create healthier, more energy efficient and less flood-prone communities for the future.”

Less glamorous? Maybe; but exciting nonetheless.

As we now find ourselves two years into the pandemic, the onus is on us all to develop new and innovative ways of living alongside COVID. Regardless of which stage of the journey we are currently at, some things have changed irrevocably. This is not a recent phenomenon however, and it is not limited to the COVID pandemic. The advancement of wastewater infrastructure in Europe was a considered response to the outbreak of Cholera in the 1800s. Similarly, the rise of Tuberculosis can be identified as one of the main reasons for the austere white and minimal aesthetics of modernism that later emerged. As history has repeatedly shown, epidemics and public health emergencies have direct impacts on design and architecture. So what does that mean for modern design, architecture and construction? COVID 19 has brought into sharp focus a growing concern for how we interact, communicate and live in each other’s spaces. Given that travel, business and everyday living can be difficult areas to mitigate the risk of transmission, it falls, once again, on the construction industry to come up with novel solutions to protect people as best it can and it seems as though, as evidenced throughout history, some of these designs may be permanent.

The reason that buildings and design have altered as a result of health emergencies can be attributed to people’s perception of what makes a building safe, how healthy it is and the knock on effects this has on the wellbeing of its users and inhabitants. Clearly, this intangible thing cannot be predicted or quantified. Experience has shown, however, that the buildings we frequent will adapt and change to meet the needs of a population that has respiratory hygiene and virus transmission high on its list of concerns. With a focus on clean air and surfaces, will be see innovation and adaptations emerging? The answer seems to be already here. In Miami, Royal Palm Companies have unveiled, in partnership with Legacy Hotel & Residencies and numerous healthcare providers, an ultra-modern building that offers unsurpassed levels of testing, environment and mitigation. Billed by Miami Mayor, Francis Suarez as “the world’s first COVID-Conscious, Pandemic-Ready, all-in-one, residential, hotel, and medical center skyscraper in downtown Miami.”

The unit, which will feature “310 MicroLuxe residences, 219 hotel rooms, and 10-floors of medical facilities” such as, hospital-grade ventilation systems throughout, UV robots, touchless technology, voice-activated technology, water filtration system, and even antimicrobial material on all the furniture throughout the project. According to those at Legacy, “All of these technologies are proven to reduce the spread of viruses and germs. In the event of a public health emergency, Legacy will be equipped with medical gases and even ventilators.”

It seems, however, that this project may not be an isolated one. According to Nélida Quintero, an environmental psychologist and licensed architect in New York, careful consideration should be given to the positive effects design and construction features can have on a society, post pandemic. “Designers, architects and urban planners’ efforts to address spread through environmental design solutions should keep in mind the psycho-social consequences of social distancing and sheltering in place as well as the perceptions of risk under fear of contagion. While many of us struggle with adapting and living with uncertainty during this pandemic, the design adaptations of shared and public spaces can also help communicate a sense of joint action toward the conditions and behaviors which can be managed and controlled to promote safety and health during the COVID 19 pandemic.”

“As the leading tool for advancing health and well-being globally, the WELL Building Standard helps people to work, live, perform and feel their best.”

These recent developments may indeed have come as a result of COVID 19 and the emotional effects the virus has had on the population. The desire and need for healthy indoor spaces is not brand new, however. The U.S. Green Building Council’s LEED program has been identifying key indicators of healthy buildings for many years. Additionally, the WELL foundation has recently launched the WELL Building Standard version 2. This standard incorporates design features in areas such as air, water, light, sound and innovation. According to IWBI President Rachel Gutter, “As the leading tool for advancing health and well-being globally, the WELL Building Standard helps people to work, live, perform and feel their best. With WELL as our vehicle, IWBI helps to translate what we know into what we practice. We’ve channeled all that we have learned into a more accessible, adaptable and equitable rating system, which continues to be anchored by the latest scientific research and industry best practices. WELL v2 has demonstrated it is dynamic, resilient, validated and ready to change the world.” Interestingly, this was devised in consultation with almost 600 professional leaders throughout the industry as part of the IWBI Task Force on COVID 19. This led to the new version being revised and assessed to discover “ways in which WELL v2 could be further strengthened to better support prevention and preparedness, resiliency and recovery.”

Evidently, remote interaction and hybrid working conditions are a stop gap. While traditional office spaces may never return to the way they once were, the world will eventually realign and settle to something sustainable yet new. Architects and project design teams are already factoring in the shape of indoor spaces and the materials being used which can maximize the environment’s hygiene potential. Given that we spend, on average, 90% of our time indoors, the quality of the air we breathe, the materials we are surrounded by and the quality of virus mitigation are of high importance in a post COVID world. The view amongst experts is that, long term, it is unfeasible to rely on filtration and distancing. It seems as though smart buildings that utilize a combination of innovative technology and natural ventilation will be key drivers in the construction of buildings that are safe yet practical. Catriona Brady, head of Better Places for People at the World Green Building Council acknowledges that pandemic-time mitigation is unsustainable and will require a long-term solution. “During coronavirus, nobody wants recirculated air in offices, gyms and schools. We’re doing the best we can right now to improve our indoor air quality and keep our air moving about, but the risk is insanely high uses of energy. In the current climate it is much more challenging to meet our criteria for healthy levels of ventilation [while] working towards net zero carbon energy use.”

So what does all this mean for the construction industry? Clearly, balancing the demand for fresh air ventilation during the pandemic with the need to conserve energy is a difficult task. Similar to historical health crises, the answer to this may only be clear far into the future when we can look back at choices made and changes that developed throughout the industry. However, for now, the rise of smart and green buildings are paving the way to alleviate the stress that many are experiencing as we return to indoor work and social environments. “A green building is like a giant face mask,” says Dr Ho Nyok Yong, president of the Singapore Green Building Council. Given that many commercial buildings in Singapore are already using smart sensors to track the number of people present and adjust the amount of fresh air entering the building accordingly, these thoughts may indicate the direction that design and construction will develop into in North America also.

The electric vehicle (EV) market is, despite the fanfare and encouragement, still very much in its infancy. While early adopters of the vehicles are eager and vocal in their support, car manufacturers continue to struggle to grow their market share. World leaders, with one close eye on emissions targets, adapt historical legislation, deliver tax incentives and broker new regulations in efforts to encourage a far greater use of these as the primary option for those trading in their cars. Indeed, with a mere 350,000 EVs on North American roads, it seems that those in power have greatly over-estimated the speed with which the public is making the switch. Barring a full-scale demand that the industry prioritizes EVs ahead of petrol and diesel consuming vehicles, the groups behind this growing need to lower transport related emissions have a considerable body of work to be done.

Despite the sustained effort to encourage the sale and use of EVs in the region, take up has not been an unequivocal success. At 350,000 vehicles, its market share is currently far below where it needs to be to make a genuine contribution with carbon emissions. The reasons for this are, as tends to be the case in any emotive issue, resolutely unclear. Decisions such as these speak directly to the heart of those living and driving in North America. It is a huge piece of land and one that is not necessarily easy to navigate. Doubts have always plagued the EV market, such as the vehicle’s reliability, particularly over long distances. While evidence, and technological advancements, are showing a growing body of positive evidence, the jury remains out. The issue goes beyond this, however. For right or wrong, transportation is something that is embedded in the psyche of North Americans. It speaks to a lifestyle, a tradition; it carries with it a sense of pride. These, it is fair to say, are not things that are easily relinquished. 

However, notwithstanding this, positive gains can be made. The car manufacturing market is a large one and, given the sheer numbers involved, even a small percentage increase can lead to an enormous number of cars potentially being sold. According to LMC Automotive, the “leading independent and exclusively automotive focused global forecasting and market intelligence service,” the projected number of EVs sold annually in the U.S. will jump to one million by 2025. While this is clearly encouraging news for sustainability and environmental groups, it does, conversely, bring a problem of its own. This problem, and one which is proving to be a difficult one to currently navigate, is the short shelf life of the vehicles battery and what options, if any are there to repurpose the technology.

According to McKinsey Sustainability, “The rapid rise of EVs could supply a storage application market with a global value exceeding $30 billion by 2030, since the second-life batteries coming out of EVs will be suitable to meet several storage applications.” However, given the size of the batteries and the labor-intensive methods required to do this, there are barriers. In order to alleviate these particular problems, Andreas Bittner of Fraunhofer Institute for Silicate Research has put together a collaborative group in Germany which pairs a number of vested interests such as recyclers, battery manufacturers, scientists and carmakers to develop a viable alternative to the EV battery materials as the end of their life. According to Bittner, “It is imperative that these [critical raw materials] are recovered and recycled.” Encouraging, by harnessing the most cutting-edge technology, around 90% of the battery materials are now potentially recyclable.

One potential solution comes by adopting an interconnected approach to things. While the science driven innovation that allows EV batteries to be reused, and possibly recycled, is certainly a ground-breaking development, these methods and processes need to be brought to the wider open market if the desired level of growth is to be achieved. In this instance, innovation needs to meet big business. Encouragingly, it seems as though this is already taking place. Tesla, one of the world’s leading proponents of electric vehicles, is ahead of the curve in this regard. Materials in the company’s lithium-ion battery are both recoverable and recyclable. According to the company, extending the life of their batteries is the optimum choice and this will always be the first option when faced with a failing battery. However, when the time comes, they make the bold claim that “none of (their) lithium-ion batteries are landfilled and 100% of (their) EV batteries are recycled.”

Over at Ford motors, a similar venture is currently taking place. Jim Farley, Ford president and CEO states that a newly announced partnership which aims to build out battery recycling and a domestic battery supply chain will help the overall goal to increase EV usage in the region. “Our partnership with Redwood Materials will be critical to our plan to build electric vehicles at scale in America, at the lowest possible cost and with a zero-waste approach.” This project will see the car giant reuse the raw materials from battery packs, thus ensuring a national based supply chain. Further to this exciting prospect, Lisa Drake, Ford’s COO, explains the partnership further, adding that this ability to reuse the raw materials from EV battery packs, “will help us reduce the reliance on importing a lot of the materials that we use today when we build the batteries, and then it’ll reduce the mining of raw materials, which is going to be incredibly important in the future as we start to scale. Creating this domestic supply chain is really a major step towards making electric vehicles more affordable and more accessible to everyone.”

One aspect of this plan that may yet prove to be a barrier to its success is how it will play out in real time. Granted, the desire and appeal of having the option of recycling at the end of a battery’s life cycle is a positive one, the question of how this battery is monitored and tracked is an interesting one. Given that vehicles may change owners any number of times, the likelihood of Ford, or any other car company for that matter, tracking the battery across its lifespan is, at best, tricky. One possibility is to incentivize the recycling process and provide simpler access to recycling plants. In Europe, there is a legal obligation on car manufacturers to recycle its batteries which has resulted in the process gathering pace and interest. Sam Jaffe, managing director of Cairn Energy Research Advisors feels that this model may well offer a solution to one of the many conundrums facing the EV market. “It’s definitely possible for the automaker to shepherd that battery through its lifetime, and get it to the recycling center. The batteries get to the scrap yards, the automaker will pick them up and bring them in to centralize them and then send them to recycling.”

So what will all of this mean to the future of the EV market? Surely, given the precarious nature of the environment, the move to electric needs to be quick and effectively managed. However, the simple truth is that this is not the only consideration. It needs to be a sound decision, both environmentally and financially. While it is evident that we are not completely there yet with either of these requirements, steps forward are being made. The EV market is a new one and exciting developments are taking place around every corner. If this market grows to the size that is expected, it will offer a genuine alternative to fossil fuel reliant transport. This might not be the mode of transport for everyone, but it might yet make for an interesting choice for the consumer.

The Buildings Show 2021 took place at the Metro Toronto Convention Centre from December 1^st – 3^rd. The event was billed as an opportunity to showcase The Power of Together and, given that it was the first in-person event to take place in 21 months, it offered the industry a much needed return to community, support and connection. We attended the event as Media Partners, and were greatly encouraged by the number of impressive and interesting topics of discussion, from innovation and sustainability to inclusion and diversity within construction, the presentations were wide-ranging and vital. Here, we take a look at just some of the key points we took away from the event… 

High Quality Engagement 

The need to migrate trade shows to an online platform due to the pandemic was a necessary but unfortunate one. While organizers and contributors alike made their best efforts to engage with partners and observers over the past two years, a purely online presence inevitably lacked the camaraderie and connection that only in-person events can provide. As we all know, the excitement and connection from any event such as this is almost impossible to replicate in a virtual setting. With this in mind, Informa made the brave decision to venture back out into the world and offer a hybrid experience that reintroduced some face-to-face events. From speaking to various attendees, it seemed to have paid off. While, understandably, the number of attendees was lower than historical shows, the quality was rich and varied. What we noticed were high class presentations, innovative products and genuine opportunities to make meaningful connections across the industry. We have all had to be quick on our feet throughout the pandemic, pivoting and weaving through wave after wave of fresh challenges. However, the event felt like an opportunity to celebrate. Our industry had returned to something close to normality and it felt good to be back.

Sustainability at Top of the Agenda

It is an impossible topic to ignore and every aspect of our industry is tasked with implementing sustainable practices to the best of its abilities. Nonetheless, it was apparent from even a cursory reading of the listed events that Sustainability has become much more than a byword in the industry. From Net Zero Renovation tips and discussions on Low Carbon Concrete to Passive House designs and using AI to enhance sustainability in the design process, it is clear that a huge focus throughout the industry is on the topic of sustainable practices.

What is interesting about this is that clearly, this is a topic that our industry wants to learn about. The vast majority of high profile presentations and events centred around the topic of sustainability in some form. Every aspect of the industry was covered, from design and architecture to materials and tools. Each subsection of construction has the opportunity to buy into sustainable practices in a very real way. Additionally, and most importantly, these discussions, round-tables and presentations were some of the most highly anticipated and well attended of the entire show.

The Industry is Future-proofed

The construction industry relies on its many diverse fields all working in a co-dependent synchronicity. Without being too dramatic about it all; it all works together to complete the project. However, as our world develops at a rapid pace and there is an ever growing reliance on all things ‘Smart’, we are starting to see certain aspects of the industry become obsolete. Technological advancements are creating compatibility issues with certain products and pieces of hardware. The awareness of this from within the industry was evident throughout the Buildings Show. In response to this, a noticeable shift away from hardware is happening within the area of smart technologies, and in particular smart buildings. Software is now taking centre stage, providing platforms for advancements and development to be applied in real time with very little retrofitting or intrusion required. According to 1Valet, a provider of smart building operating systems, this is an inevitable development in the market. “This shift towards software-based solutions was evident at this year’s event, with many exhibitors tailoring their solutions to be less hardware-focused. This demonstrates that the best way to future-proof buildings is through software-based platforms with hardware integrations that consistently receive updates.”

When it comes to sustainability, construction can occasionally get a bad rep. As a result of the ever-growing knowledge base around carbon emissions, coupled with the environmental footprint that construction and building can leave on the planet, this might not be surprising. Unfortunately for those within the industry however, it may also not be entirely accurate. While yes, it may be fair to say that elements of the construction process do come with sustainability concerns, this belies the fact that there are many aspects that are actively countering these effects within the industry. The problem, according to those working in the area, is not necessarily a lack of engagement and enthusiasm, it is one of education.

The Construction & Demolition Recycling Association (CDRA) represents members across a diverse selection of sectors in Construction and Demolition. While its main task is to support and represent the needs of members by “promoting and defending the environmentally sound recycling of the more than 500 million tons of recoverable construction and demolition (C&D) materials that are generated in the United States annually,” an ongoing goal is to increase awareness of the work its members do on a daily basis. Furthermore, when the figures around recycling are analyzed, it becomes apparent why promotion and communication across the industry and beyond is such a necessary task. Current President of the CDRA, Jason Haus, explains how, despite having a less than glowing reputation, the construction industry is indeed punching above its weight with regards to recycling. “Our industry tries to recover the 544 million tonnes of construction waste that is generated every year in the United States and when you take into account all construction, renovation, road and bridge debris, we have a relatively high recycling rate, around 70%. The reality is that this is a higher amount than regular municipal solid waste. While the construction, demolition and road building industries actually generate more waste material than all the households in the US, we also recycle more as a percentage of those tonnes than the other side of the recycling industry.”

Given that the industry is recycling to a higher degree than residential sectors, questions need to now be asked around communication. Clearly the PR departments of construction businesses are working tirelessly, and it must be said, effectively, at promoting the greener elements of their processes and output, the recycling piece seems to get lost somewhere in the haze of opinions and concerns around sustainable practices. It is within this context that I put it to both Jason and Bill Turley, Executive Director and founding member, that recycling within construction industry is a relatively new thing. For Jason, this assumption lies at the heart of the association’s challenges. “I think the misconception of our industry is that this is new. People have been doing this for a long time. The road builders, the bridge builders, they’ve been recycling for years now. Recycling of the construction debris, whether it’s from new home building, new home remodelling or commercial renovations; that’s been around for close to three decades. It has become more sophisticated and more automated in recent years but this process has been going on for a long time.” Additionally, those within the association are well aware that the profile of recycling within construction and demolition needs to be raised significantly. “One of the struggles we have as an association is letting people know about the work we are doing and getting more members to be a part of it. I think there is a lack of information about what we actually do and how much we actually process. Bill and I have been involved in panels with the EPA and sometimes they don’t even understand all the work that that we are doing on a daily basis. There is a lot more work we can do, but it is a under recognized field. Recycling has been around for quite some time, just not very well known.”

This point, that recycling within the construction and demolition industries is taking place on a widescale basis, is one worth re-emphasizing. According to research from the CDRA, the area of landfill avoided by recycling in one year is equivalent to over 4,300 acres (at a waste depth of 50 ft). Additionally, the positive impact that recycling has on emissions is staggering. While the research contained results from a number of years ago, the figures speak for themselves. According to the report, “energy savings and greenhouse gas (GHG) emissions avoidance as a result of recycling C&D components instead of landfilling them was assessed using emission and energy factors developed by the US Environmental Protection Agency. In 2012, the estimated magnitude of GHG emissions offset corresponded to taking 4.7 million passenger cars off the road for an entire year. The energy savings resulting from C&D recycling was equivalent to over 85 million barrels of oil.” The association, through its advocacy work, also takes every opportunity available to showcase the innovation that generates these impressive figures. There is no better place to see this than the C&D World Conference 2022, taking place in Atlanta, GA, where a diverse program has been put together in order to showcase the diversity throughout the industry.

“The energy savings resulting from C&D recycling was equivalent to over 85 million barrels of oil.”

While recycling may have been taking place quietly and efficiently within the industry for many years, this does not mean that the association and its members have had an easy time of things on their journey. Standards and processes have undoubtedly improved over this time and, as a result, the CDRA is now celebrating its 25^th year which is a remarkable achievement under any circumstances. This longevity and consistency has been hard earned, however. As Bill is quick to point out, the early meetings that signaled the beginning of the association lacked the sophistication it now enjoys. “At that time, things were very fragmented, and it was only really starting to develop. It was not very centralized and these participants had nowhere to meet and exchange information so originally the CDRA, which I am the founder of, was set up just to provide information exchanges, simple things like that. This is interesting because, within our industry everything is heavy. None of it moves very far. Because of this, we are very generous with our information; the guy from Seattle will talk to the guy in Topeka, because they don’t compete. Since then we have expanded into research, advocacy and other aspects of recycling, but in the beginning it was set up for information exchange.“

In an industry, and a world, where sustainability and environmentally minded businesses are vital aspects of everyday life, how does the CDRA spread its message? While this is not a question that has a simple answer, Bill is quick to reference the journey its members have been on and, in particular, the advancements that have revolutionized their work. “When I first met Jason, it was a case of, throw the stuff on the ground and grab what you can. Now his company has a highly mechanized facility. Jason too acknowledges that things are markedly different to when many of the associations members were starting out. “I call it the swarm method where you would just dump everything on the floor and have a bunch of people swarm on the pile and pick all the things out that you had an end market for. You couldn’t process any sort of volume doing it that way so then things evolved into systems of equipment that were engineered and put together to mechanically recycle these materials. You still have people involved, but it’s much more mechanized and automated today than it was 15 years ago. Some of the systems are very technical. We have things from robotics to optical sorters. We are starting to see some of the equipment that would be in a single stream recycling facility on the construction, demolition side also.” It is clear that the work being done by the CDRA is important. Sharing the successes of its members is an invaluable thing, given that this knowledge sharing will only result in more companies with construction and demolition coming on board. Twenty-five years may seem like a lifetime to some, but those within the CDRA see things differently. Its mission is just to continue doing what it does, celebrating every win and ensuring that its members recycle every tonne that they can. “Our goal is to get this stuff out of the landfill. Every action we take is toward that. It’s research, it’s advocacy, it’s all of that and you know, the more the support we get, the more that we can do.”

An industry is only ever as good as its workforce and construction is no different in this regard. Going right back to the formation of the state, construction and the building trade in general has been one of the most reliable, trustworthy and innovative groups of workers that can be found. Quite literally, this is a workforce that has built the country from the ground up. Construction has quite rightly earned a reputation second to none and, as evidenced by the continued growth and development of techniques, scale and projects, it continues apace on an upward trajectory. Despite these positives however, there are challenges. Alongside the pandemic-induced supply chain shortages and resulting price increases, there is the omnipresent issue of an ever-growing shortfall in skilled workers. To those outside the industry it may seem a trivial concern but the reality on the ground is far from that. Since 2007, the industry has seen a pinch become much more than that and currently, the inability to fill roles across the construction industry is the main threat to the livelihood of companies and their projects.

In order to get a clear picture of how this crisis began, we need to look back almost twenty years. When the financial industry brough global economies to the point of collapse, the effect was colossal. Countries became bankrupt overnight and investment, both public and private, disappeared. Within the construction industry, the resulting devastation led to the evaporation of jobs from every conceivable angle. The Bureau of Labor reported that, between December 2007 and June 2009, around 1.5 million construction jobs were lost. This is not just a number. This loss of skills and experience in a single industry is staggering. Furthermore, due to the length and depth of the recession, these jobs and more importantly, the workers involved, did not bounce back and return to construction related employment. Instead, these citizens retrained or retired which has left an enormous chunk in the construction landscape; one which has proved impossible to fill ever since.

“The construction industry needs more than 61,000 new hires every month.”

The effects of this worker shortage spreads across many areas of the industry. From minor home renovations to large scale building developments, projects are all being slowed down and costs are rising due to the difficulty in filling positions. With a growing crisis in the residential housing market, this is becoming a perfect storm. Ed Brady, CEO of Home Builders Institute, is understandably concerned when we drill down into the figures. “The construction industry needs more than 61,000 new hires every month, if we are to keep up with both industry growth and the loss of workers either through retirement or simply leaving the sector for good. From 2022 through 2024, this total represents a need for an additional 2.2 million new hires for construction. That’s a staggering number.” With around 300,000 open construction positions currently unfilled, it seems the industry is heading towards a catastrophe which will only be exacerbated further when more competitive industries use financial leverage to attract the most talented workers this year. “The construction worker shortage has reached crisis level. The situation will only become more challenged in the coming year when other industries rebound and offer competitive wages and benefits to prospective employees.”

Far from being a singular issue however, these pressures heaped upon the construction industry due to these shortages are far reaching and complex. The much-heralded Infrastructure Bill is set to rejuvenate on many fronts. With the Infrastructure Bill, not only will an aging network benefit, but a flagging industry which has suffered hugely due to the pandemic will also receive a welcome boost. The difficulty now, however, is whether the construction world meet the increased demands that will be placed upon it. With huge amounts of investment ahead, is the industry at risk of missing a huge opportunity by failing to capitalize on the benefits of the bill. The dilemma now facing those within the industry is how do they now, after almost twenty years of declining numbers, turn the tide into the required growth. According to Ed Brady, education is key. “We need to build the next generation of skilled tradespeople in construction. One of our most important tasks as an industry is to work with parents, educators and students, as early as the middle school years, to demonstrate that young people can have the promise of great jobs and careers in the trades.” Given that recent studies have found that 43% of college students would rather be an entrepreneur than an employee, it seems as though a complete dynamic shift may be necessary.

On a macro level, the picture within construction is an encouraging one. With growth of around 6% in 2021, increasing to almost 10% in 2022, the industry is on course to respond positively to recent global challenges. However, the Associated Builders & Contractors (ABS) reports that even with a conservative estimate, an additional 191,000 workers will be required to meet the demands of this growth. The key question is how new talent can be attracted into the industry. Research and reports into this area are essential and what data there is already makes for interesting reading. The mindset of Gen-Z young adults (ages 18-25) differs greatly from previous generations. These are workers who, research shows, value meaningful work that can offer a level of excitement and are not solely driven by money. Further studies have shown that only 3% of people in this age category have an interest in construction; the view being that this work is physically demanding.

By promoting and highlighting the innovation that is currently being developed and is making its way through the construction world, there may yet be an opportunity. The goal should now be to harness the exciting tech being used, thereby drawing in a young, skilled workforce which can assist the industry to reach its potential. For example, the use of both Mixed Reality (MR) and Augmented Reality (AR) may come as a surprise given there are people out there that view construction as purely hard labor. Furthermore, innovative use of 3d printers and robotics might go some way to dispelling the myths surrounding the industry. It seems as though this strategy is being used across many universities and colleges. UMass Amherst and Vancouver Community College being just two examples of institutes that are training their students on technologies such as 3D visualization, 3D laser scanners and Building Information Modelling (BIM) software.

Construction is one of the oldest industries for good reason. Regardless of the near future, it will continue indefinitely. That is not up for debate. The current problem however, is how the industry responds to changes facing a modern workforce that seek innovation and excitement as standard. As always, the answer lies in education. Alex Schreyer, Senior Lecturer at UMass Amherst, highlights the fact that the scarcity of workers may have come because technology had not yet caught up with the needs of the industry. However, he sees that this is changing and, according to Schreyer, this change may lead to the fulfilment of the potential that is there for the industry this year and beyond. “Construction is changing and some of the industry inefficiencies are going to go away. We couldn’t get to a lot of these inefficiencies before, we didn’t have the right technology. But now we do and the more our students get into leadership positions, the more accelerated the change will become.”

Change takes time. Not only that, it needs a delicate balance of innovation, hard work and luck. However, the unfortunate truth is that with matters related to the climate, time is in very short supply. As global leaders try to adapt and manage the increasing effects of climate change, problems are continuing to grow. As a planet, our responses are much too slow and because of this, it seems as though innovation is almost obsolete before it has reached the market. Targets are repeatedly being set at meetings of the global elite and, disappointingly, they continue to be missed. When well-meaning ideas are not capable of making the required levels of change, we find ourselves back to square one. Despite this, and rather encouragingly, people have not yet given up hope. Ideas are being formed, both big and small. While we are reaching the point where a magic bullet may be required, each small step is an essential rung on the ladder nonetheless.  

These tiny victories come in all shapes and sizes; from bioconstruction to smart homes, recycling construction material to green roofs. While the Bureau of Street Services in Los Angeles may not stop climate change all by itself, it has developed a strikingly innovative method for cooling the local area, thus lowering the power needs in one of the hottest areas in North America. While it has been a well-known strategy, and something that both New York City and Greek islands have in common, to paint walls and roofs white as a means of cooling a heavily built up area, the LA Bureau has developed a novel method. By painting a specially designed, reflective coating on the pavement, the area has seen a noticeable heat reduction that has even been visible on thermal cameras from the International Space Station. Given that Los Angeles is one of the hottest areas in the U.S., coupled with the fact that built up, urban areas can be, on average, 20 degrees Fahrenheit hotter, this is a genuine health project with real world benefits. A recent UCLA study has shown that high temperatures already cause about 15,000 injuries per year in California. By reflecting the heat, thus cooling the neighbourhood, summer might just be a little bit safer for L.A. residents.

This innovative idea, while beneficial to an extent, is costly and will do very little in the fight against climate change. What is needed, in addition to bespoke projects, are headline events; game changers. One such thing may just have arrived in time. As far back as 2005, the Intergovernmental Panel on Climate Change (IPCC) conducted research into the possibility and potential of capturing carbon from the atmosphere. According to the IPCC, “the potential of CO₂ capture and storage is considerable, and the costs for mitigating climate change can be decreased compared to strategies where only other climate change mitigation options are considered. The importance of future capture and storage of CO₂ for mitigating climate change will depend on a number of factors, including financial incentives provided for deployment, and whether the risks of storage can be successfully managed.” Following on from the report, it seems as though the financial implications and storage issues may have been answered.

Klaus Lackner is the director of the Center of Negative Carbon Emissions (CNCE) and a professor in the School of Sustainable Emissions at Arizona State University. For decades, Lackner has been building up a body of work that seeks to reverse carbon emissions and give the environment a fighting chance against climate change. Along with much of his work to date, Lackner has teamed up with a Dublin based company, Carbon Collect Ltd, as their scientific advisor. The work that the two are currently putting together is truly ground-breaking and may yet be a genuine solution to addressing the ever-growing challenges. “The situation has gotten to the point where we need to stop talking about it and start doing something about it,” said Lackner. “Carbon dioxide is a waste product we produce every time we drive our cars or turn on the lights in our homes. Our device can recycle it, bringing it out of the atmosphere and either bury it or use it as an industrial gas.” The device he is referring to are called Mechanical Trees.

“The situation has gotten to the point where we need to stop talking about it and start doing something about it,” said Lackner.

Mechanical Trees are, as the name suggests, a passive structure designed to remove carbon from the atmosphere. Unlike other carbon removal technologies, Mechanical Trees are completely passive, meaning that they do not rely on energy intensive devices to suck the carbon from the air. Instead, these trees use natural wind to blow air through the system. According to Carbon Collect “This makes it a passive, relatively low-cost and scalable solution that is commercially viable. If deployed at scale, the technology could lead to significant reductions in the levels of CO₂ in Earth’s atmosphere, helping to combat global warming.” What is truly astounding about this technology is that, while it works in a similar manner to real trees, it is a thousand times more efficient at removing CO₂ from the air. Additionally, the captured gas is sequestered or sold for re-use across a range of industries, from fuel to agriculture.

The technology behind Mechanical Trees is equally fascinating. According to the company, “It is a novel geometry which is agnostic to the wind direction. Each one contains a stack of sorbent filled disks. When the tree-like column is fully extended and the disks spread apart, air flow makes contact with the surfaces and the CO₂ gets bound up. During regeneration, the disks are lowered inside the bottom container. Inside the chamber, the CO₂is released from the sorbent. The released gas is then collected, purified, processed and put to other uses, while the disks are redeployed to capture more CO₂.” The benefits of these trees is equally impressive, with one cluster of 12 trees able to remove 1 metric ton of CO₂ per day. As the echoes of the COP26 climate change conference ripple through the industry and companies attempt to align themselves with the latest targets, the pressure must surely now be on to ramp up production of this exciting technology and put this innovation to good use.

Experts agree that there is no single solution to reversing the effects of climate change. In fact, the opposite is true; success hinges on the world’s ability to act collectively. Despite this, it is still essential that technology capable of removing potentially enormous amounts of carbon is welcomed and distributed as widely as possible. For Klaus Lackner and those at Carbon Collect, the mission is both simple and extraordinarily complex; use their product to reverse climate change. “Our goal is to accelerate the global climate effort set out in the Paris Agreement to contribute to reversing global carbon emissions in the next 10 to 15 years,” said Pól Ó Móráin, CEO of Carbon Collect. “Our passive process is the evolution of carbon capture technology.”

Recent history, both economic and environmental, has been dramatic to say the least. As external pressures are crushing the fragile recovery being experienced across every industry, politics are becoming ever more divisive. However, some things remain as they have always been. Same as it ever was, so to speak. While it may seem a glib and dismissive comment; the world does indeed continue to turn. Along with it, industry and business continue across every stretch of land. As always, enterprise will develop and grow. Despite the many challenges that businesses currently face, innovation and progress are reassuringly omnipresent. However, there is another side to growth which, until recently, has not been fully acknowledged and is yet to be successfully addressed. Inequality is a concept which threatens every aspect of human existence. Farming and education, banking and construction; no area of life is free from the prospect of an unbalanced distribution of resources, access and wealth. Around the world, this too is a constant. While we are lucky enough to live in an age where innovation and development is at a barely conceivable level, the gap in education, opportunity and basic health care is widening at a worrying pace.

It goes without saying that the COVID-19 Pandemic has stretched the resources of every nation around the world. Even for those nations that would be considered wealthy, enormous amounts of additional funding and supports have needed to be found in tight and carefully considered budgets. Health care is not cheap, regardless of the context. For almost two years, governments, health care workers and communities have reached the point of exhaustion as they try to manage and cope with spiraling levels of infection and death. Similarly, scientists have been racing to produce vaccinations while the world watches expectedly over their shoulders. It is almost impossible however, to try to balance these pressures within the context of a health care system that simply does not work; to expect positive outcomes when a country is bankrupt. The plight of low resource countries in dealing with COVID must surely be exponentially more difficult than ourselves. In these countries, resources, sanitation and access to healthcare infrastructure are all compromised. This has led to devastation.

It is encouraging that, in times such as these, there are organizations working towards a more equitable response. Construction for Change has partnered with Adaptiv Architecture and HDR’s Design 4 Others to develop an “open-source COVID-19 Response Unit Resource Guide.” The guide acts as a roadmap for organizations to assist with the retrofitting or construction of COVID 19 clinics. According to CfC, “The focus of the guide is to provide layout of spaces as well as patient and staff flows to provide optimal care and safety in the reduction of the spread of the virus.” While this is a considered and effective project, it is reactive, rather than proactive. Unfortunately, it can sometimes take a global emergency to ensure that those most at risk are brought in from the cold and given the tools to redress the balance of equity, albeit marginally.

For an organization such as Construction for Change however, this is not simply a performative, short-term endeavor. The organization, a Seattle based nonprofit construction management organization that “partner with NGOs and government ministries to build quality spaces where people thrive” has identified a key aspect of the imbalance that can be found throughout the poorest countries. According to CfC, “Global NGOs and government ministries provide critical services in low resource settings. Construction for Change comes alongside our partners to build new facilities in the health, education and economic mobility sectors. From design to project close out, we serve as the owner’s representative at every step.” Quite simply, the organization brings an equity in skills, knowledge and expertise to assist in the design and building of vital structures such as schools, hospitals and workspaces. “We help build spaces where people can become healthier, better educated, and increase economic mobility.”

This forward-thinking model involves using the knowledge base it has already developed, coupled with an ability to access working relationships with construction leaders to bring much needed value to community partners and clients. Additionally, local communities benefit from the resulting employment and training opportunities. “Our unique model of service provides the highest possible value to our Project Partners. We leverage the expertise of world class design firms and construction professionals who make our work possible. This model allows us to streamline costs without compromising quality. We work for and with the communities we serve. We recruit local labor and offer these talented workers the opportunity to expand their skills in the construction trades. We build sustainably, leverage existing supply chains and use energy-efficient technologies like solar power.”

The company was set up in 2009 with the goal of providing well-built spaces where communities can thrive. Since then, they have fundraised and built numerous life-changing buildings for local communities in countries such as Kenya, Uganda and Nepal. The impact that these projects can have on the people using them simply cannot be underestimated. Take for example the Nepal Safe House. In 2015, the previous Safe House used by The Women’s Protection Centre (WPC) Nepal was destroyed by an earthquake. WPC is a group that “works to eradicate human trafficking through high quality education and vocational training, so women have the opportunity to move beyond the caste they were born into, breaking the cycle of poverty.” Unfortunately, WPC Nepal did not have the skills or wealth to rebuild the house. Thankfully, the project, led by CfC, has been a resounding success which has benefitted over 600 women and children since its completion. The 13,000 sq ft building, which comprises of office spaces, bedrooms, kitchen living area and a rooftop terrace allows safe, outdoor recreation along with a space to facilitate vocational training, counseling, and computer literacy training. This building, while vital and uplifting, is only one of many similar projects from preschools to operating theatres.

While the work being done by CfC is cause for optimism, the reality is not as idyllic. Equality can often be a missed target. What it can come down to, unfortunately, is priorities. When faced with tight budgets and sink-or-swim decisions, companies all too often choose the route that will benefit itself first; anything else is a bonus. The simple fact is that, in general, selfishness is a pillar of success. However, it seems as though there are some, like Executive Director of CfC Kevin Hunter, that think otherwise. For Hunter, and those at Construction for Change, redressing the imbalance of power and the resulting inequalities are an important and necessary change. “As an organization, it is embedded in our project management approach, to listen, work with, and for the communities we serve. We honor the dignity of all people and strive to understand the multiple layers and stories within a person or location, respecting and always learning from the local communities where we build. As a team, we have worked hard to build programs internally and externally that promote equity, diversity and inclusion.”

As construction continues to rebound from the wider economic damage caused by the pandemic, challenges remain. Resulting from the ongoing supply issues, postponements and omnipresent skilled worker shortages, growth within the industry is tentative and precarious. However, these challenges are not new to those within construction and the industry will, as it always does, cope with these setbacks. In fact, many of these are symptoms of an industry that rarely has a free run at things and in which every victory is hard fought. While industry leaders do their utmost to wade through these issues, other, more hidden challenges are emerging. The construction industry is indeed a hot bed of talent, innovation and hard work. It is also, unfortunately, one of the more homogenous industries. In comparison to most other areas of work, construction is still largely dominated by white males. This is even more prevalent when looking at management and executive positions. All this now begs the question; is the industry doing enough, if anything, to change this.

When looking at things on a deeper level, there is a clear hierarchy based on race. This is not compatible with the modern world and, furthermore, it exacerbates the already difficult task of filling skilled positions. According to an economic analysis conducted by ABC, this year alone, construction companies will have needed to hire 430,000 more workers than they employed in 2020. In order to meet these demands, companies are required, now more than ever, to attract and retain diverse talent. If half the population are not being considered for roles, is it any wonder that companies are struggling to attract talent. On an even more troubling note, stories are commonplace from construction sites throughout North America of racist or hate speech being used both on the jobsite and graffitied in bathrooms and changing areas. These, albeit anecdotal, reports have encouraged a number of high profile businesses to demand change within the industry, leading to encouraging signs of growth and inclusion. As is typical for the construction industry, it seems as though the answer may well come from the inside. Companies such as Turner and Townsend are noticing that, rather than diversity mandates coming from public funding streams, it is private clients that are driving things forward. Many of these companies have specifics goals of 20% participation from underrepresented firms.

The Hudson Yards mega-project is a recent example of how this plays out to a positive outcome. The $3 billion project in Manhattan resulted in 49% participation from minority and women-owned companies. Linda Foggie at Turner and Townsend identified one major factors in driving this change; engagement and partnership. “We’ll actually hire a firm to reach out to groups like the Women’s Business Enterprise National Council, the National Hispanic Business Group and other organizations to publicize that this project is happening. You’ve got to create that awareness, because a lot of times, these deals get done on the golf course. But not everybody plays golf.”

While this aspect of business is an useful model of growth for inclusion within the construction world, it is not a silver bullet for the industry. What will ultimately be required is a commitment from each individual business to change the working conditions and participation goals within their own organizations. What is interesting, and will hopefully act as an encouraging factor, is the benefit to a company that employs a more inclusive and welcoming environment. As always, finances are involved. While exact figures would be subjective and difficult to prove, analysis conducted by McKinsey & Co. in 2019, which encompassed 15 countries and more than 1,000 large companies, found that diverse companies are more likely to be more productive and profitable than less diverse peers. More specifically, “Our 2019 analysis finds that companies in the top quartile for gender diversity on executive teams were 25 percent more likely to have above-average profitability than companies in the fourth quartile—up from 21 percent in 2017 and 15 percent in 2014.”

“The $3 billion project in Manhattan resulted in 49% participation from minority and women-owned companies.”

These motivators, amongst a general acceptance and desire to be a more inclusive industry, has resulted in six large general contractors forming a consortium called Time For Change. This group, consisting of Gilbane Building Company, DPR Construction, Turner Construction Company, Mortenson, McCarthy, and Clark Construction Group, have worked together to host the inaugural Construction Inclusion Week. The plan is simple; by inviting participants from all areas of construction, Construction Inclusion Week will encourage positive change within the industry by “learning from one another, and being consistent in commitments and actions towards maintaining a safe and inclusive work environment – free of harassment, hate, or bigotry of any kind.” The event, which took place from October 18^th, hosted discussion panels, workshops and guest speakers on many facets of inclusion from leadership commitment and accountability, unconscious bias, supplier diversity, jobsite culture right through to community engagement. The event was attended by over 1,100 companies across North and Central America. Encouragingly, according to Time For Change, “Over 70% of registered companies are non-MWBE/SBE/LGBTQ+ certified firms interested in enhancing and improving inclusion efforts,” which demonstrates a huge willingness amongst companies to improve and listen to under-represented voices.

These attempts to promote diversity and inclusion are well intended and, given the large number of participants, a welcome change of direction. However, it is long overdue. This is a small light in an industry that has, unfortunately, gained a reputation for being cold, unwelcoming, and occasionally hostile to minorities. Over the past 18 months, there have been over 20 reported hate acts on jobsites across North America, including noose placed in work areas and racist graffiti. This is why individual companies are finally taking a stand. Dan Johnson, CEO of Mortenson said, “Everybody has a choice. We’ve made a choice that we’re going to be diverse and inclusive and to embrace equity. If you don’t want to do that, you don’t have to work here.”

Meanwhile, another giant of the contracting world, Turner, has followed suit and is leading by its actions, shutting down two large Ohio projects in order to conduct anti-bias training. This move, which also resulted in a subcontractor being fired for refusing to participate, showed a resilience and dedication to fight against discriminatory graffiti it found on the jobsite. In a recently posted training video, the company also stressed its commitment to prosecute anyone who commits a hate crime at its sites, to break contracts with firms that violate these standards and introduced an anonymous tip line to report any incidents. “We need everyone to be anti-racist and take a stance against hate so that we can change our industry.”

So, this all begs the question; can an industry that has, correctly or not, gathered an undesirable reputation for a lack of inclusion turn things around? Well yes, of course it can. Having said that, the road will not be an easy one and events such as Construction Inclusion Week are merely the beginning. However, the clear picture emerging from the industry is that the will, both morally and financially, is there to create a new Construction, one that is welcoming and diverse and is representative of the communities that work within it. Having celebrated its inaugural event, it will be exciting to watch how Time For Change grows over the next 12 months and the knock-on effect that the event will have on workplace environments.

The United States is approaching its tenth month of the Biden Administration and, given the fanfare that surrounded the mission to Build Back Better under the extensive and ambitious Infrastructure Bill, it is somewhat disappointing that the finer details of this bill are yet to be agreed. In fact, the cornerstone of the presidency hinges on the ability of government to push through a suite of funding measures that would rejuvenate and modernize the American landscape in more ways than one. As negotiations have continued apace throughout the corridors of Capitol Hill for a number of weeks, the need for balance is ever more present. In order to appease both progressives and centrists, a necessary element of the bill given the administrations inability to achieve bipartisan support, figures of somewhere in the region of $1.5 and $3.5 Trillion are being discussed. Regardless of the amount that is eventually reached, it will be a hugely important lifeline for many across the construction industry and, given the seismic changes that have impacted businesses and workers over the past two years, it cannot come quick enough.

The precarious nature of this bill is not to be downplayed. Negotiations and voting have been postponed while vested interests look to push and pull the final investment figures to align with their own political agendas. This piece of legislation, however, has a lot riding on it and high placed voices are claiming that it will pass the house nonetheless. This will be very welcome news to those within the construction world, with many making their voices heard loud and clear. The word from those within construction is categorical, this bill is a welcome and necessary relief from the effects of the pandemic. One of these voices speaking out on the importance of funding for infrastructure is Thomas Smith, executive director of the American Society of Civil Engineers. Smith said “This comprehensive bill would bring relief to communities facing strained power grids, aging bridges, leaking water pipes, and spotty broadband. We urge the House to pass this bipartisan, commonsense legislation today to create jobs, make goods and services move more quickly and reliably, and make American communities more climate-resilient. Our infrastructure bill has come due, and now is the time to act.”

Given that the ASCE has recently given the nation’s infrastructure a lowly C+ rating, it seems as though the time for waiting around has indeed long since passed. According to Smith, the report and rating are evidence of serious concerns. “This not a report card anyone would be proud to take home. We have not made significant enough investments to maintain infrastructure that in some cases was built more than 50 years ago. As this study shows, we risk significant economic losses and higher costs to consumers, businesses and manufacturers – and our quality of life – if we don’t act urgently.”

Given the level of importance surrounding this bill, it is worth determining the extent to which the construction industry will benefit from such large-scale funding and investment. As referenced by Mr. Smith, the infrastructure network in the United States is, in many places, creaking. Unfortunately, this is not limited to any one aspect. Indeed, every conceivable strand of infrastructure, from roads to electricity, is in need of repair and rejuvenation. By allowing the existing web of interlinked structures to crumble, the U.S. is running the very real risk of falling behind its competitors on the international markets. Without a continued and focused investment in the lifeblood of a nation, how it works and contributes to the successful and fluid accessibility of an economy, the United States will be second best. The construction industry, therefore, will play a crucial role in the development and modernization of these networks; once more creating opportunity for all other aspects of industry to flourish.

“Indeed, every conceivable strand of infrastructure, from roads to electricity, is in need of repair and rejuvenation.”

An additional aspect of this investment, and one that is at risk of being overlooked, is the need to drag the aging power grids throughout the nation up to a much higher standard. Every industry is, quite correctly, transitioning away from fossil fuels. Renewable energy is at the forefront of many industries and, as is the case within construction, innovative new methods of generating power are coming to the fore. However, many of these energy sources, such as wind and solar power, cannot yet be relied upon 365 days a year. Even by stock piling energy from these sources, fears remain that power grids are susceptible to failure. It goes without saying that recent events in Texas have only contributed to these worries. Utility-scale battery energy storage systems (BESS) are growing in number but this technology is in its infancy and grids across the nation are at various stages of modernization.

Additionally, due to the geolocation of these grids, each has its own specifications in terms of risk factors and barriers to repair. From rising sea levels and freezing winter storms to flooding and earthquakes, there is not one specific fix that will suit each region. It is comforting, however, to note that currently, around $70 billion has been allocated towards the modernization of the electricity grid so that it can produce and carry more renewable energy. The hope is that, with this level of funding, the construction world can get on with doing with what it does best and make sustainable, lasting changes to the way energy is produced and stored.

So, what does all this mean for the future of our industry? Can we provide meaningful support and expertise when it is so clearly needed across the country? Unfortunately, while the need is there in abundance, the full story is yet to be played out in political circles. One consideration is the link that this bipartisan bill is too closely linked with a secondary, partisan funding bill which is part of the “reconciliation package.” This is one element that is cause for concern amongst some within the industry. While supporting the infrastructure bill, in general, the Associated Builders and Contractors (ABC) have expressed concern. Kristen Swearingen, ABC vice president of legislative and political affairs said, “ABC continues to monitor any new developments on the bipartisan infrastructure deal and update members accordingly, and we do remain concerned with the president’s insistence on tying the bipartisan negotiated bill to the partisan reconciliation package.” While this may not be either the ringing endorsement or the political pressure needed to ensure the bill is passed safely, it is interesting that some within the industry are a little more reserved around the potential investment. This view, however, is not one shared across the board. The American Road & Transportation Builders Association (ARTBA) believes that the potential investment within construction is enough to allay any fears and misconceptions. “ARTBA and allies are working to reinforce support with Republican offices by highlighting the economic benefits each state would see through the IIJA’s enactment and dispelling falsehoods about the bill’s contents and process.”

Regardless of the pressure being exerted on politicians from vested interest groups, two things are clear. There is an ever-growing need for the modernization and development of renewable energy supplies and fit-for-purpose infrastructure networks throughout the country. Secondly, the construction industry, which successfully weathered the worst of the pandemic to emerge as a strong and skilled voice, is best placed to complete these tasks with skill and precision in the national interest. As days tick on and negotiations continue, the full picture remains blurred. Time will tell if this proves to be a landmark moment for the Biden Administration or yet another missed opportunity.

“An overwhelmingly huge part of our successes comes from our employees, and the day to day, hard work that they do and also our clients, they have an unwavering trust in us to get the job done.” The words of U.S. Army Staff Sergeant John LaGiglia, President of Chicago Fire Protection, shine a light on what it means to work for, and with, this company. Chicago Fire Protection is a family and service-disabled veteran-owned business specializing in fire suppression & alarm systems. With LaGiglia, himself a multiple tour veteran in both Iraq and Afghanistan, and his brother-in-law Joseph Regan, an extremely experienced and qualified Local 281 Sprinkler Fitter at the helm, they have created a company with an outstanding safety record and more than 50 years of combined experience. For LaGiglia, the company is so much more than a money making enterprise; however, it is an opportunity to build something valuable and worthwhile for the people of Chicago.

In terms of product offerings, this is a company that does the whole lot. Given the vast wealth of experience within Chicago Fire Protection, this comes as no surprise. The company owners pride themselves on their ability to work with a client and meet their fire protection needs, regardless of the complexities or scale of the project. For LaGiglia, it can be explained succinctly. “Basically, anything and everything involved in fire safety systems, we do it.” A better way to describe the experience of working with this company is the old ‘one-stop-shop’ adage. However, as worn as that phrase is, it seems as though it is one that can genuinely be attributed to Chicago Fire Protection. “We do everything from retrofits, where there’s an existing building in place, new construction and design builds, testing, inspections, and preventive maintenance. For example, we recently finished a nine-story new construction building a couple of months ago. They came to us with their architectural plans and project intent. We provided the overall MEP design of the life safety systems, the budget or cost, and the guidance of what would be required to install an operational fire sprinkler and fire alarms system per NFPA and local code.”

Given the difficulty in finding skilled workers throughout the construction industry and beyond, it is remarkable that Chicago Fire Protection can offer its clients such a wide array of skilled work and knowledge. This established staff –all of whom are Local Union 281 Sprinkler Fitters or IBEW Local 134 Electricians —are equipped with an unrivalled level of experience. Each team member, as LaGiglia points out, has undergone both a five-year apprenticeship and qualifying test in order to reach this level. These qualifications are not only a desirable quality in its staff, they are a necessity. Given the vital nature of its work, it is reassuring to know that this is a company that prides itself on a meticulous eye for detail and a strict adherence to codes and “doing things the right way.”

This dedication to creating a company that works to a clear and recognizable vision undoubtedly sets Chicago Fire Protection apart from its competitors. There is a tangible feeling of community and collective progression when speaking to John. Likely born from his experiences serving in the military, a sense of camaraderie permeates his words when he speaks about the staff within the company. “My partner Joe Regan and I are both still Local 281 Sprinkler Fitter cardholders by trade, our careers actually started in the field. We both completed apprenticeship programs, we both still participate, contribute, and pay into the Union as active members. We have always felt that it was extremely important to treat each of our employees like family. We understand, and respect, the day-to-day grind that the workers go through in order to make each project a success.”

“As LaGiglia puts it, he and his partner are willing to ‘be there in the trenches, working with our staff.’”

It is telling that the company has, even from its earliest days, been able to carve out a healthy share of a crowded market and experience substantial growth over a period of years. This dedication and commitment to working as a cohesive unit has reaped huge rewards for the business. As LaGiglia puts it, he and his partner are willing to “be there in the trenches, working with our staff.” This, he explains, is much more than an offhand comment. His staff are fully aware of that, should the need ever arise, he is more than happy to get his hands dirty. “We’re not just going to be there, pointing our finger and telling our employees what to do. We often say, you know what, if it comes down to it Joe and I will put our work boots back on, go out there and pull on wrenches ourselves.” With an ethos that eschews a more typical ‘Management vs employee’ model, it is clear to see why LaGiglia proudly talks about the company having an environment where everyone pulls together in the same direction. “Our team works in an atmosphere and culture that supports them. I think once they see that, they give 110% because they enjoy where they work, they enjoy the leadership of the company, and as I said, everybody’s in the trenches together.”

To better understand the context of Chicago Fire Protection and how it has reached this point, it is worth recognizing that both John and Joe have extensive experience in the field. Both men worked for what are now their company’s main rivals. This learning curve has been extremely beneficial for them, learning as they have, what needs to be done to excel in their field. “We identified the things that the companies did well, we identified the strengths of those companies and then we also identified the things that they did not do well, that needed improvement. We took that experience in the field and, from it, put together the standard operating procedure for our company.” Despite this, early success did not come easily. “The first couple years was the most challenging. We had to prove ourselves to the industry and say, ‘We understand you guys have relationships in place, and we respect those relationships that you have in place. All we are asking for is the opportunity to prove ourselves and show you that Chicago Fire Protection could provide you a better service than what you are used to.”’

Despite those early challenges, companies did indeed give Chicago Fire Protection the opportunity to prove themselves. The company, according to John, is now operating at a level where they can comfortably maintain the projects they are tasked with; building up a large portfolio of highly successful jobs in the process. While the company is now in the luxurious position of being able to expand rapidly due to the “a qualified labor force that have heard of the company climate and culture and they want to be a part of it,” John knows that this would not be in keeping with the ethos that has gotten them to where they are. “If you grow too fast, you potentially overstep your boundaries. You start to lose the very things that got you there in the first place. For us right now it is all about sustainable growth. It is all about maintaining our current relationships, servicing our clients to the best of our ability, and then, little by little, building more clientele and taking on more projects.” At the end of the day, as John says, the company needs to keep “doing things the right way.” By continuing to work with a focus on quality, commitment and community, Chicago Fire Protection is sure to meet whatever targets it sets itself.