THE TURNAROUND TEAM - Skanska

coast tocoast
An Employee Magazine for Skanska in the U.S. 2007 / Issue 03
Second Avenue Subway
Taking a Big Bite out of the Big Apple… Again
Working in
the Heat
Advice on Staying Safe
THE TURNAROUND TEAM
The Future Looks Bright for USA Civil West in California

THE GROWTH OF SKANSKA’S EXPERTISE
Dear Colleagues,
In this issue of Coast to Coast, you’ll notice that
we moved safety up to the front of the magazine.
Th is is to show how important it is to our people,
our company and the industry.
But if there is a common theme to this issue, it
is growth: young people growing in the company,
the changes at our civil operations in California,
and the growth of our expertise in healthcare. In
a way, it’s also about maturity and the value of
investments that we take care of over time – the
Second Avenue Subway in New York is a great
case-in-point. Th ese are inspiring stories – the
kind that make me proud to work for a company
like Skanska. I hope you’ll feel the same.
Johan Karlström
Executive Vice President, Skanska USA
CONTENTS 2007 • ISSUE 03
04 SAFETY
Main Story: Tips for working in the heat and
how Daimon Perez at Skanska USA Building
manages to keep his team cool
06 OUR PEOPLE
Main Story: Th e fi rst class of Skanska’s new
Executive-to-Leader program is about to go
back to school
page 07
10 FOCUS
18 NOTES
Main Story: How one Skanska company
made a dramatic comeback
Main Story: Th e future looks healthy for one
of the nation’s − and the world’s − largest
builders of hospitals
coasttocoast
Publisher
Johan Karlström
Editor
Cole Ruth
Contributing Editors/Writers
Anneli Andersson
Tom Crane
Caroline Bucquet
Karen Diemer
Allyson Orfan
Terry Kufl ik
Shana Bitterman
Printer
Dolan Wohlers
COAST TO COAST is the quarterly employee
magazine from Skanska USA. Subscribe
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Feel free to copy from the magazine or quote us, but
please name the source.
No responsibility is taken for unsolicited material,
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CONTRIBUTE TO COAST TO COAST!
If you have a story you’d like to see covered in COAST
TO COAST, or one that you’ve written and want to see
published, contact the editor at: cole.ruth@skanska.com
Working in the Heat 04
Symptoms & Precautions 04
The Ladder to Leadership 06
Great Boss Initiative 07
Larry Martocci 08
Peter Roche 09
The Turnaround Team 10
Wave of the Future 14
Second Avenue Subway 16
A Healthy Future 18
Skanska Healthcare Facts 19
Front Cover: Tim Boyer (left ) and Don Reiter of Skanska USA Civil West California District
“Does a strong health and safety program
make a difference?
Ask your family.”
Darin Ferguson, Health and Safety Manager
Two years ago, Skanska set a new goal for safety: zero accidents. It’s an ambitious
target, but Darin Ferguson is dedicated to achieving it. “Safety and productivity go
hand in hand,” he explains. “So do safety and quality. But the most important thing
is protecting our people.” To do this, Darin and his colleagues use a combination of
anticipation, communication and preparation. “We anticipate potential safety issues
and deal with them before they become accidents,” he says. “We also instill this
philosophy from day one.” It’s a way of working that’s attracted clients who share
our values and made Skanska an employer of choice nationwide.
www.skanska.com

SAFETY
SAFETY TIPS FOR
WORKING IN THE HEAT
There are many factors that lead to heat stress and exhaustion. Over-exposure to sunlight can cause
premature aging of the skin, wrinkles, cataracts and skin cancer. But heat-related illness and death can
be prevented by taking the necessary precautions. With an excellent track record for heat safety we
spoke to Daimon Perez, , Skanska Caribbean’s EH&S Director, Director and found out his hot tips for staying cool.
What are some techniques you have used in order to
mitigate the heat on Skanska’s construction sites in
Puerto Rico?
We have canopy-covered oasis spots available throughout
the project sites where the workers can get away from the
sun and hydrate themselves. In addition to water we have
Gatorade, since replacing electrolytes is very important
to keeping the body hydrated. We encourage the use of
sunscreen and wearing long-sleeve shirts to protect the skin.
Daimon Perez
What advice would you give a fi eld supervisor to proactively identify
potential heat-induced crises?
Communication is key. Ask workers how they are feeling and do not just
listen to their words. You can pick up a lot from body language, tone and
whether or not what they are saying makes sense. It’s vital to be aware of who
is at greatest risk and what actions can be taken to prevent an incident from
happening. Encourage them to take fi ve minutes every hour to hydrate and
get out of the sun, and remind them to reapply sunscreen. Many people have
never seen what sun-poisoned skin and dehydrated bodies look like. It can be
useful to carry a picture around to show people.
Can you recall in your experience any particular heat-related scenario
that was unexpected or extreme?
I was working at a site where there was sand on the ground, and the refl ection
from the sun was so intense that we had to wear special sunglasses and make
sure everyone was covered up from head to toe. We all expect the sun to shine
down on us, but this particular time it was coming from all angles which
required us to use extreme care not to be critically aff ected. ◆
For more information on heat safety, contact Daimon Perez at
Daimon.Perez@skanskausa.com
KNOW THE SYMPTOMS PROTECT PROTECT YOURSELF YOURSELF
HEAT EXHAUSTION
Headaches, dizziness, light-headedness or fainting
Weakness and moist skin
Mood changes such as irritability or confusion
Upset stomach or vomiting
HEAT STROKE
Seizures or convulsions
Dry, hot skin with no sweating
Mental confusion or losing consciousness
BLOCK OUT HARMFUL RAYS
Cover up — wear light and breathable clothing,
even long sleeves
Always use sunscreen and make sure to reapply
it often
Wear a hat — a wide brim hat that covers your
ears, eyes, forehead, nose and scalp
Wear UV-absorbent sun glasses
Limit your exposure to the sun
TAKE PRECAUTIONS
Drink plenty of water before you get thirsty
Take T frequent, short breaks in a cool spot
Eat smaller meals before work activity
Avoid caffeine, alcohol and large amounts
of sugar
Sometimes medication and heat do not mix.
Check with your healthcare provider before
working in warm conditions
4 coast to coast coast to coast
5
SAFETY

OUR PEOPLE
THE LADDER TO LEADERSHIP
New Program Launched to Develop Top Managers
As school resumes this fall, a new class of
students will begin their fi rst term in the
Executive-to-Leader program – Skanska’s
new leadership development training for
senior management in the U.S.
For several years, Skanska has off ered a leadership
training program based in Lausanne, Switzerland. Th e
program, called STEP, has trained the ranks of some
of Skanska’s top global managers. With continued
expectations for the outperformance of the U.S. market,
a new program has been designed especially for senior
management in the U.S. Th e program is called “Executiveto-Leader”
(or, E2L), and is aimed at 250 managers
within the three U.S. business units (Building, Civil and
Infrastructure Development).
Th e E2L leadership development program focuses
on four primary areas: 1) People Leadership –including
Teamwork, Great Boss and Connect-the-Dots; 2) Business
Landscape; 3) Innovation; and 4) Change Management.
“E2L will be an intense learning
journey and we hope that it will set
the stage for the direction of future
management and development for
Skanska in the U.S.”
Th ough the program is designed to help our top
management grow into industry leaders, E2L is also
designed to foster networking, encourage the sharing of
best practices and provide innovative ideas across the
three U.S. business units.
Th e program, which consists of 10 days, spread over
two separate weeks, will be run with the help of Th e
Ken Blanchard Companies along with professors from
IMD (a top-notch international business school). E2L
will provide participants with an opportunity to put key
learning into practice by working in teams on actionlearning
projects. Th e results of these real businessrelated
issues will then be presented to the Business Unit
Management Teams and U.S. EVP, Johan Karlstrom. Th e fi rst session of the
“Executive-to-Leader” program begins in November of 2007 and will conclude
the 2nd week of February.
Program Director Jagoda Palider is excited that Skanska is offering this
top-caliber educational program: “We anticipate that E2L will be an intense
learning journey,” she says, “and we hope that it will set the stage for the
direction of future management development for Skanska in the U.S.” ◆
For more information on the E2L program, contact Jagoda Palider at
jagoda.palider@skanska.com or by calling 718-746-2278
GREAT BOSSES AT SKANSKA
Making Skanska a Better Place to Work
LINDA MONTGOMERY Group Director of Project Accounting
Skanska USA Building, Atlanta, GA
“ Having Linda as a boss means having someone who believes in hard work and
dedication, yet understands that people have lives outside of their jobs too. Linda
is someone who never stops encouraging improvement and who rewards even
the smallest success. She is knowledgeable and confi dent, but open to change and
leads by example. Her guidance and encouragement is appreciated from all who
work under her. Linda takes time to help, to listen and to mentor, which makes
Skanska a better place to work.
”
LARRY GREENE Senior Project Manager
Federal Law Enforcement Training Center Dormitory, Artesia, NM
“ In my 36 years in the industry I have never seen anyone as focused and
dedicated as Larry Greene. I’m constantly amazed at his level of commitment and
his impeccable work ethic. Since the beginning of his tenure he has set the standard
for his team, by being the fi rst to arrive at the work site and for the most part,
the last to leave. Larry is never too busy for the team and is prepared to give his
undivided attention at a moment’s notice. When decisions are made by the team,
he’ll stand fi rm behind them. Our team is stronger and can approach every task
with confi dence, largely due to the strength and leadership exuded by Larry.
”
KEVIN LYONS Superintendent
Triborough Bridge TB-64B Project, New York, NY
“ Th e teamsters Local 282 site drivers of Skanska Koch commend Kevin Lyons
for informing us and helping us on a day-to-day basis with our job duties. Kevin
is always open to any suggestions that might expedite or improve a specifi c job in
GEORGE E. PATAKI VISITS SKANSKA
Left to Right: Doug Fried, Amando Madan, Governor Pataki, Karl Reichelt, William Allen and Peter Lundstrom
OUR PEOPLE
which we are involved. He is quick to make safety our number
one priority and will go above and beyond to make sure the
equipment we operate is not only working properly, but is also
safe. It is a pleasure working for Kevin and Skanska Koch and
we all hope to have a long career with them both.
”
DO YOU HAVE A GREAT BOSS?
Not all bosses are this bad. Do you have a story about
your good boss? Tell us what makes your boss great!
Email: coast2coast@skanska.com
Th e Skanska ID offi ce in Alexandria, VA, hosted a
prominent guest when former New York State Governor
George E. Pataki paid a visit on May 24. Governor Pataki,
who recently completed 12 years of service in New York and
holds presidential aspirations, is a champion of the Public-
Private Partnership approach to funding infrastructure. He
now works for an international law fi rm that specializes in
infrastructure project fi nance, and he is traveling the globe
advocating PPPs. Pataki is highly familiar with, and very
complimentary of, Skanska given our record of project
delivery in the New York Metropolitan Region. ◆
6 coast to coast coast to coast
7

OUR PEOPLE Employee Focus Employee Focus OUR PEOPLE
A BRIGHT NEW HIRE AT
SKANSKA’S NORTHEAST DIVISION
Larry Martocci, Future Graduate of the Core Competency Training Program
Manhattan College has turned out some of New York City’s brightest engineers
and Skanska makes every eff ort to recruit them. One such all-star is Larry
Martocci, who graduated from the college in 2004 with a degree in civil
engineering. Larry already knew the ropes at Skanska because he was an intern
for the Northeast Division for more than a year prior to graduation.
Two years aft er Larry was hired on a full-time basis, Skanska started the
Core Competency Training Program (CCTP). Th e program takes young,
bright, new hires and places them in six diff erent rotations of six months each
with the aim of teaching them as much as possible about the construction
industry. Larry was part of the fi rst group to be involved in the program. His
fi rst rotation took him to the FDR Drive Rehabilitation project as assistant
superintendent under John Crecco, where he was responsible for concrete and
coordination of subcontractors.
At his second stop, Larry worked with Mo Azeem as an engineer on the precast
alternative for the enfl uent channels at the Paerdegat Basin CSO.
From there, Larry was assigned to estimating where he worked with Pat
Ward. “Pat could have given me a lot of grunt work to do, but he gave me work
that was just as important as what everyone else was doing,” said Larry. For
instance, Larry got to work on diff erent bids, which he gave him the chance
to meet people outside the northeast, “Meeting people like Wade Watson and
Tony Taddeo was a great experience and gave me a good idea of the diff erent
career paths at Skanska.”
Getting exposure to various jobs has also confi rmed Larry’s desire to be
a superintendent. “I enjoy working outside, I like working with the clients
and being involved in the decision making process. Civil
engineering is practical and you can see the results of your
work, and you’re building something that’s useful to the
community. Not many people get to experience what that’s like.”
“Not many people my age in
this industry can say they’ve
had the experiences I have.”
Larry’s three-year stint in the program ends in October
on the Dey Street project, where he is currently doing safety
rotation. Looking back, he recognizes the unique advantage
of participating in the Core Competency Training Program
– especially how he’s been able to learn so much in such a
short time span, but for that he gives most of the credit to his
fellow employees. ◆
For more information on the Core Competency
Training Program, contact Larry Martocci at
Lawrence.Martocci@skanska.com, or call 212-233-9301
SETTING THE COURSE FOR YOUNG PROFESSIONALS
Peter Roche, Project Manager and Skanska Young Professionals Co-Founder
Peter Roche began his tenure at USA Building long before he was hired as a
full-time employee. As an intern in the estimating department and on project
sites, he developed a great rapport with his colleagues and was keen to seek
employment within the company aft er obtaining his degree in construction
management. “I had the opportunity to work with great people during my
internships, so it was an easy decision to accept a full-time position,” he says.
“We have great people in leading roles
who could serve as a tremendous resource
and support for our young professionals…”
As a Project Engineer in the Boston offi ce, Peter was required to attend a
series of management meetings. It was in these meetings that he was inspired to
create an offi cial program that would enhance the involvement of young people
like himself in the company. Aft er submitting a mission statement with fellow
engineers, Andy Felix and Susan Burgard, the Skanska Young Professionals
(SYP) was brought to fruition.
Now, several years later, the program is still going strong. At bi-monthly
meetings, members tour Skanska job sites or a guest speaker is invited to
Peter Roche (far right) and a team of Skanska Young Professionals
discuss engineering-related subject matters. Peter feels that
these activities are a great way to increase communication.
“Most of our young professionals are dispersed amongst
diff erent project sites, so they don’t have many opportunities
to interact with their peers in the company,” he states. “Being
a part of SYP is a great way to enhance the work environment,
develop a strong network of employees and maintain our
professional development.”
While Peter and the other founding members have
resigned to let a new group of volunteers take the reigns, his
participation in the program is far from complete. “Even
though I stepped down from my role as a leader, I remain a
mentor to the three who currently run the group and act as
their liaison to Skanska’s upper management,” he says.
As for the future of the Skanska Young Professionals, Peter
would like to see the concept utilized throughout the U.S.
business units as well as internationally. “We have great people
in leading roles who could serve as a tremendous resource and
support for our young professionals,” Peter adds. “As I see it, the
opportunities for young employees at Skanska are endless.” ◆
For more information on the Skanska Young Professionals,
contact Peter Roche at Peter.Roche@skanskausa.com or
by calling 617-574-1530
8 coast to coast coast to coast
9

THE TURNAROUND TEAM
How one Skanska Company Made a Dramatic Comeback
Chad Mathes, VP/Estimating Engineer; Joe Nogues, CFO; Eric Taylor, Senior VP; Jock Yeager, VP of Plants; Tony Bagheri, VP/Operations Manager
In December of 2005, Yeager Skanska was
losing $1 million a month in equipment costs.
The company, which had once been a family
business with a strong local reputation,
had been struggling under the combined
leadership of seven different owners. Morale
was low and even long-time employees
were ready to quit. Then in January 2007,
the company started reporting a profi t – and
those numbers show no sign of changing.
Johan Karlström recounts how, in early 2006, his belief in the
Riverside team led him to boldly tell a group of stockholders
that Yeager Skanska would break even for the year. At the
time it seemed like a long-shot. Later, at the 2007 USA Civil
management meeting, Johan thanked the team for not only
proving him right, but for exceeding all expectations.
At USA Civil West’s California District, they unanimously
recall the day that Stu Graham positioned David Eastwood at
the helm. Although it would be easy to attribute the turnaround
to one man, it took everyone to bring about the change. As
Senior VP Eric Taylor, who is now leading the division, says
“Who’s the most valuable player on the team? Th e team.”
COAST TO COAST EXAMINES FIVE DIFFERENT BUSINESS
DECISIONS THAT WERE KEY IN THE TURNAROUND
CHOOSE YOUR PROJECTS CAREFULLY
One of Eric’s mottos is: “Not having a job is better than
having a bad job.” It’s a lesson his team learned the hard
way. In 2004, Yeager Skanska bid on 140 projects. As VP/
Estimating Engineer Chad Mathes recalls, “We were bidding
on anything and everything – with an average contract value
of 3.6 million.” Th ey were bidding on projects outside their
geographical area, outside of their core expertise, and for
which they did not have the right staff .
Changing the way the company approached future bids
was critical. In 2005, the company bid on only 40 jobs with
an average contract value of 9 million. “It takes the same
amount of staff to build a 3.6-million-dollar project as it does
a 9-million-dollar project,” says Chad. “With a limited number
of qualifi ed project personnel, we get a better bang for our
buck. We’ve become smarter in the way we look at our jobs.
We are more organized and have processes and procedures
for estimating and bid reviewing. We also joined the rest
of USA Civil in using the estimating program from Heavy
Construction Systems Specialists (HCSS).”

FOCUS FOCUS
KNOW YOUR EQUIPMENT
Despite the cost of maintaining old equipment, the company continued to
do what it had always done: they took old equipment back to the shop for
repairs. Th is procedure made sense on the surface, especially when the cost of
new equipment is formidable. However, with the endorsement and monetary
support from USA Civil’s senior management, they implemented a system called
Total Process Reliability (TPR).
According to Equipment Manager, Jeff Buckmaster, when they started the
program, there was a lot of disbelief that the system would be worth its cost.
“It required a suspension of disbelief,” says Jeff . “But aft er a year and a half, we
could see that it was paying off .”
Jeff explains how TPR helped them revamp the maintenance plan by
managing costs, setting up repair processes, upgrading the tools, and
revamping and cleaning the shops. Th e TPR system allowed them to track
maintenance costs by the week – instead of by the month. Suddenly, it was
obvious where they were fi ghting a losing battle. As diffi cult as this decision
was, they scaled back the maintenance facility staff and ramped up on new
equipment. Today, with this valuable program intact, they are actually making
money on equipment.
MANAGE YOUR ASSETS
Th e California District owns asphalt and concrete plants, and rock-crushing
plants capable of turning four-foot boulders into sand. Most of these plants
are mobile, and are set up alongside job sites in order to furnish the jobs with
David Eastwood, second from left , confers with members of the estimating team
material. But the company also owns two stationary asphalt
plants in Coachella and Barstow. Before the turnaround,
some of the plants were under the leadership of 39-year
veteran Kenneth “Butch” Dahlke. However, the largest of the
commercial plants, Coachella, located in the desert, was not
benefi ting from Butch’s watchful eye. Left unattended, the
Coachella asphalt plant was fl oundering.
During the turnaround period, there was talk of selling
the stationary plants. Fortunately, both Jock Yeager (VP of
Plants) and Butch, recognized the value of these assets and
asked the new management to give them a chance. Once David
Eastwood gave the green light, the Plants Division’s newly
hired crew refocused their energies on tending to needed
repairs. Additionally, Jock put business practices in place which
led to the fi nancial outperformance of the Coachella Plant.
Th e Barstow asphalt concrete plant is a vintage plant from
1959. “Th ey still build plants this way, but there are a lot of
upgrades you can make to bring a plant into the 21st century,”
says Butch. In addition, government policy requires that
the plants be able to handle a new asphalt substance called
Superpave. Until the turnaround period, the company had not
been willing to spend money on upgrades. But now the plants
meet the standards of future legislation and are prepared to
make even better asphalt with a low environmental impact.
Butch is quick to give credit to his boss, Jock. According to Butch, “Under
the old management, we weren’t watching the numbers. No one noticed that we
were selling our rock for much less than competitors down the road.” Driven to
see change, Jock reevaluated the numbers for their bids and today those plants
are making money.
Th e team also realized that setting up older equipment was taking them three
weeks, while at the San Sevaine project, they were able to pull self-contained
plants directly off a trailer. “With the new portable plants, there are no wires,
no generator, and within 2-4 hours you’re up and running,” says Butch. Th e
company now has two of these timesaving rock-crushing plants and may invest
in another.
GET SAFETY AND COSTS UNDER CONTROL
VP/Operations Manager Tony Bagheri points to another key aspect of the
turnaround: “Cost management was not a priority,” he says, “Some jobs
were managing their costs, while others were not.” Today the jobs send their
quantities in on a weekly and sometimes daily basis in preparation for quarterly
forecasting. At their recent Temple Avenue project, improved cost management
led to thinking outside the box, better working relationships with the owner, and
getting paid for change orders. Tony feels that with pre-planning, knowing the
risks and good cost management, the company will continue to prosper.
Everyone in Riverside agrees that being a profi table company goes hand
in hand with being a safe company. “When a project is going well,” says
Tony, “morale is up and people look out for one another. Th ere’s a natural
correlation.” A good safety record, in turn, can save you money. Just ask Wendy
Harris who spends most of her time investigating claims – yet another way to
get on top of your costs. As of this year, the team has experienced only one lost
time incident and workers compensation claims are down from 940,000 in
2006 to 75,000 in 2007.
BELIEVE IN YOUR TEAM
Although they have a new executive team, the Riverside players of today are by
and large the same as those you would have found there a few years ago. Th e
obvious diff erence is that now they are united behind the common goal – that of
going “from worst to fi rst.”
To introduce the new executive team, the offi ce held an open house and
invited the competition. As anyone who enters the newly remodeled offi ces can
vouch, from the moment you enter the door, you know that you are at Skanska.
“As an international company, we need to set the standard,” says Eric. “With
Above: Tony Bagheri and Eric Taylor; USA Civil West equipment yard; San Sevaine Project; Prado Dam Project
STAT SHOT
USA CIVIL WEST — CALIFORNIA DISTRICT
Location
Contact
Personnel
Riverside, California
Tel: 951-684-5360
130 on Staff / 570 in the Field
our no-nonsense approach and candid honesty, we know we’ll
continue to attract and cultivate the best employees and the
best clients.”
Just a few short years ago, Tim Boyer, Chief of Structures,
gave his two-week notice. In spite of Tim’s positive demeanor
it was hard for him to overcome the negative atmosphere that
prevailed aft er Yeager had been purchased. “In the old days, to
work at Yeager, you had to work your butt off ,” says Tim. “Th at
work ethic attracted the best people in the industry. Th ere was
a saying when I was growing up that if you were going to take
on a task and do it well, you had to Yeager-it. ‘Son, you gotta
Yeager-it,’ my dad would say.”
Th e same week Tim handed in his two-week notice, Sal
Mancini and Johan Karlström came to Riverside. Th ey came to
tell the Riverside team that they were listening and supporting
them 100%. It was enough to make Tim decide to give Skanska
a chance. Now he says that the teamwork that went into the
turnaround has made the company better than ever. “Today I
tell my team that we were going to Skanska-it – and everyone
understands exactly what that means.” ◆
12 coast to coast coast to coast
13

FOCUS FOCUS
WAVE OF THE FUTURE
The Next Generation of Leaders Takes the Stage
A combination of declining enrollment in engineering schools
and an even fewer number of engineers entering construction
has the company’s leaders wondering: what will the next
generation of Skanska’s leaders look like? Coast to Coast spoke
with some of these up-and-comers at Stu Graham’s Connect the
Dots Roadshow in New York and here is what we learned.
POSITIVE FEEDBACK
Nichol Luzardo, an Estimating Engineer at USA Building,
says, “Skanska is doing an amazing job tying all of our
branches into one entity. Putting everyone’s experience
together will give us a great opportunity to grow.”
“I hold the Skanska brand in high esteem,” adds USA
Building Project Engineer, Manny Cruz. “Our company is
fi lled with knowledgeable people who go the extra mile to
Joseph Belgrave
do things the right way.” As a contributor to the construction management
process, Manny is tuned in to Skanska’s ability to meet the demands of the evercompetitive
industry.
With design-build ventures like the Meadowlands stadium, Manny is
confi dent that the company is headed in the right direction. “Th ese ambitious
projects will give us more exposure to the general public,” he says.
PROPOSED RECRUITMENT INITIATIVES
In today’s market, young individuals in search of employment are attracted by
unique incentives.
Fostering recruitment initiatives is an important matter to many of our
young employees. Robert Reid, a USA Building Estimating Engineer, suggests
instituting a company-wide rotational training program, in which young
engineers spend a few months in each business unit learning about design,
development, safety, etc. “Th is will expose young people to the diff erent aspects
of construction,” states Robert. “It also provides inexperienced engineers with
an opportunity to hone their skills in their desired fi eld.”
At present, internships are an essential off ering among industry leaders.
When asked about recruitment tactics, Skanska Koch Assistant Project
Manager Rebecca Clark feels that the intern program is the most eff ective.
“Th e nature of the work is so specifi c that it’s a good way for students to get a
good idea of what we do. It provides great exposure and a great opportunity
to mold younger individuals.” Others throughout the company are supportive
of providing internships that encourage college students as prospective
Skanska employees. Hiring interns is a recruitment initiative that promotes the
involvement of undergraduates who are pursuing a career in construction.
PLANNING FOR THE FUTURE
As young engineers gain experience in the fi eld, the company will need to pay
heed to their know-how in order to continue its momentum. Many employees
have valuable suggestions that can sustain advances that have been previously
established. With the construction of environmentally friendly projects like
Colonial High School, Providence-Newberg Hospital and others, Assistant Safety
Director at USA Civil Northeast Claire Hyde believes that Skanska could push
the green angle because the market is more aware and involved in this now.
In the next fi ve years, Skanska
will need to hire 16,000
employees just to maintain our
current size. As baby boomers
retire, the company and indeed
the whole industry have high
hopes for the next generation.
“Promoting our involvement in the innovative engineering concept of going
green could set Skanska apart from the competition in the eyes of the American
public,” says Claire.
In an industry that is just beginning to see change in terms of women in
the workplace, Skanska is taking the initiative. Rebecca has already noticed
a signifi cant change as far as diversity in the workplace. To advance this
development, she thinks establishing “an Internet-based female network would
be eff ective. It would help female employees easily contact and communicate
with one another.” Jessica Miller, a USA Civil Engineer in CCTP, believes
another key to keeping women in the workforce is to off er a daycare program
for women with young children. “Th en there wouldn’t be such a fi nancial
burden placed on them to fi nd a babysitter,” she adds.
During the coming years, this new generation will have an impact on the
direction of the company. And while Jessica’s input might seem radical for the
construction industry, one thing is clear: in order to attract and retain the next
generation of employees, the company will need to change with the times. ◆
Dan Murphy and Sharvil Patel
14 coast to coast coast to coast
15
Maria Bootsma
Rebecca Clark

FOCUS FOCUS
SECOND AVENUE SUBWAY
USA Civil Prepares to Take a Big Bite out of the Big Apple… Again
New York City’s fi scal crisis may have halted progress
on the Second Avenue Subway in the early 1970s, but
this time around our team is determined not to let their
involvement be derailed.
In 1973, Slattery Skanska (now Skanska USA Civil Northeast) took on one
of the largest construction projects in New York City – the Second Avenue
Subway. At that time, Business Unit President Sal Mancini served as a
superintendent on the job site, “I was in charge of the installation of the
retaining structure for the enclosed coff erdam for the subway structure,” he
says. “I was also responsible for the underpinning of nearby buildings that
were aff ected by the excavation.”
Sal’s team had just begun construction on the lower Manhattan portion
of the subway line when the city ran out of funding. “At the time, I had no
idea that the next leg of the system wouldn’t be built,” states Sal. Th e massive
relocation of city residents to the suburbs further impaired the sluggish
economy, leading to New York City’s insolvency. Consequently, building
of the Second Avenue subway was suspended with only three segments of
tunnel completed.
Th e project was put on the back burner until the Metropolitan
Peter Mesbah, Mike Attardo, Rob O’Neill, Vinny Evola, Del Razmjou, Rory Neubauer and Alaeden Jlelaty
Transportation Authority (MTA) initiated a new set of design
work. With the gears in motion, Skanska and its joint-venture
partners J.F. Shea and Schiavone Construction were awarded
the contract this spring. Th e 337 million fi rst phase tunneling
contract comes more than 30 years aft er the fi rst team worked
on the job. Sal is confi dent that fi nancial support will not be a
concern again. “A good portion of the Second Avenue Subway
already has funding and the next section will come out for bid
this summer.”
Th e project is set to be constructed in four phases, with
the fi rst stage expected to take three years to fi nalize. Upon
completion, the Second Avenue Subway will include a twotrack,
8.5-mile line with 16 stations along Second Avenue from
125th Street to the Financial District in lower Manhattan.
Stations will have a combination of escalators, stairs and in
compliance with the Americans with Disabilities Act, elevator
connections from street-level to station mezzanine and from
mezzanine to platforms.
From the get-go, Rory Neubauer was the perfect fi t for
Project Director. Coming to New York from the New York
Avenue Project in Washington D.C., he is no stranger to
working in challenging environments while under the watchful
eye of a demanding client and public. “We’ve barely begun
work and there have already been a lot of media inquiries
about the project,” he says. “I’m sure it will only intensify as we
really move into full swing.”
He has worked in other major cities before, like Los
Angeles, San Francisco and Boston, for their public
transportation providers, but concedes that residents in New
York City are far more reliant on their mass transit system
than anywhere else. “It’s really exciting. Th is is the fi rst major
subway project here in a long time and it will have a dramatic
eff ect on residents,” Rory comments. In fact, the line is slated to
carry 200,000 weekday riders, which will considerably reduce
congestion and delays on the Lexington Avenue Line, and more
importantly, it will spur economic development in the form of
housing and retail.
“It gives us all a feeling of
pride to know that we’re a
part of building history.”
With the budget crisis behind them, the team is focused on
constructing New York City’s fi rst major subway since the Sixth
Avenue Line, which opened to the public in 1936. “It gives us all
a feeling of pride to know that we’re a part of building history,”
Rory says proudly. “I expect to be here for a long time.” With
the 7 Line Extension, East Side Access and Fulton Street Transit
Center in New York City’s pipeline, Rory and his team just may
be sticking around. ◆
For more information on the Second Avenue Subway project,
contact Rory Neubauer at Rory.Neubauer@skanska.com or by
calling 212-792-8010
Eliot Spitzer at the 2007 Second Avenue Subway Groundbreaking Ceremony
KEEPING TRACK
Second Avenue Subway Timeline
NYC BOT proposes to build the Second Avenue line
from Houston Street to the Harlem River for a cost of
86M. Lines are expected to be in service 1938-1941.
In October, the Wall Street stock market crashes.
Construction falls behind. Th e Depression is hurting
the city. Cost estimates for Phase I were too low by as
much as 100%. New proposed opening date: 1948.
Second Avenue Subway now estimated at 504M.
Th e new R11 “million dollar train” is unveiled as the
prototype train for the Second Avenue subway.
Th e Korean War starts, driving up material costs.
Th e Metropolitan Commuter Transportation
Authority is founded.
MCTA changed to MTA. Second Avenue subway
will cost 220 million for a two-track line from 34th
Street to the Bronx.
On October 27, groundbreaking held at East 103rd
Street and Second Avenue, 68 years to the day aft er
the opening of the IRT.
Construction activity begins on three intact sections
of the subway. A fourth section has utility relocation
work performed, but all excavation is fi lled in.
Skanska USA Civil step in to fi nally fi nish the job.
16 coast to coast coast to coast
17

A HEALTHY FUTURE
Skanska Healthcare Center of Excellence
“Healthcare construction spending in the
U.S. has been increasing at a double-digit
rate in recent years and will continue to
grow at that pace until at least 2010,” says
Joey Hatch, Chief Operating Offi cer, Skanska
Healthcare Center of Excellence (COE), based
in Nashville, TN.
Skanska has had a major presence in this sector for more than 20 years and was
ranked for the fi rst time this year as the number one construction manager in
the U.S. by Modern Healthcare magazine. With nearly 1 billion in revenues
in 2006, healthcare now accounts for one-fourth of Skanska USA Building’s
revenue − making it the company’s largest market sector.
“Skanska’s success is attributed to many factors,” says Steve Gressel,
Senior Vice President of Skanska’s COE. “We have over 500 specialists in this
sector with superior technical competency, a hard work ethic, and a great
understanding of healthcare clients. We have experienced leaders in preconstruction
services. We are also in the right geographic markets, with 22 of
our 26 U.S. offi ces working in healthcare.” Joey adds that “Skanska’s timing has
been ideal with regard to the unprecedented demand for these facilities, with
43 billion in planned construction starts for 2007. And our momentum was
solidifi ed by the creation of the Healthcare Center of Excellence.”
Formed in 2002 and based in Atlanta, the COE allowed Skanska to create a
central focus for its nationwide healthcare expertise. “Th e COE has aggressively
marketed the Skanska brand to key decision-makers. It provides assistance to
offi ces on business development, marketing and staffi ng, oversight of major
projects, pre-construction, cost benchmarking, training and peer review, and
assures that lessons learned and best practices are shared company-wide,”
says USA Building, Andrew Quirk. Th e top-notch training program, which
Above and Opposite Page: Homestead Homest Hospital, FL
began this year, was created by Mariya Stimson, the Skanska
Healthcare COE’s Training and Recruiting Manager, with
the assistance of a team of 50 professionals from various
healthcare disciplines.
Skanska has recently completed a number of showcase
projects, including Providence Newberg Medical Center in
Newberg, Ore., the fi rst LEED® gold-certifi ed hospital in
the U.S., and Homestead Hospital in Homestead, Fla., one
of the fi rst Category 5 hurricane-resistant buildings in the
U.S. Facilities on the horizon for Skanska include specialty
hospitals, outpatient centers and medical offi ce buildings.
Skanska executives have been tapped to speak at industry
events, such as the ASHE conference, which took place
in February in San Antonio and the Healthcare Design
conference, which occurs in November in Dallas. Skanska’s
own national healthcare conference will take place in Tampa
this October, with a focus on lessons learned and best practices
relating to the fi rm’s work at Tampa General Hospital. ◆
FAST FACTS
SKANSKA HEALTHCARE
Last year, year Skanska completed
$2 billion
worth of healthcare work globally.
Skanska moved from #3 to #1 this year in
Modern Healthcare’s ranking of top 20
construction management companies.
Since 2000, Skanska has managed the
construction of at least 140 of the nation’s
healthcare facilities.
ACROSS THE SPECTRUM
Northeast Methodist Hospital, TX
Duke University, NC
Tampa General Hospital, FL Providence Newberg, OR
18 coast to coast coast to coast
19
NOTES
Skanska performs healthcare work for a variety of clients and
purposes, public and private, on a nationwide basis. Below is a list
of some of our clients.
Academic Medical Centers
At Duke University, University of Massachusetts Medical School of
Research, Shands Healthcare at the University of Florida, Hospital of
the University of Pennsylvania, University of Washington and others.
Hospital Systems
Catholic Health Initiatives (CHI), Carilion Health System, HCA,
Kaiser Permanente, Sutter Health System and WellStar Health
System to name a few.
Community Hospitals
In Florida, New York, Massachusetts, Connecticut, California,
Ohio, Kentucky, Oregon, Michigan and many other states.
Medical Research
For the Centers for Disease Control and Prevention, the National
Institutes of Health (NIH) and St. Jude Children’s Research Hospital.

“When you consider what
these soldiers faced, this project’s
tight timeframe was no challenge—
it was an honor.”
The new Center for the Intrepid in San Antonio was built as a monument to honor
our soldiers and to provide advanced rehabilitation for those who sustained
catastrophic wounds. As a Marine Corps veteran, Skanska Project Manager Mike
Shaw understood how important the facility was to the service men and women
returning from the Middle East and their families. Funded by more than 600,000
Americans, the center needed to be completed within budget and on time, in just
14 months. So Mike and the Skanska team created a strategic plan to get it done.
www.skanska.com
Mike Shaw, Project Manager, Skanska in San Antonio