Cover/Letter/TOC.qxd - Parsons Brinckerhoff

February 2003
PARSONS BRINCKERHOFF
C O R P O R A T E H E A D Q U A R T E R S
P ARSONS B RINCKERHOFF • ONE P ENN P LAZA • NEW Y ORK, NY 10119
1-212-465-5000
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AUSTRALIA SYDNEY 61-2-9743-0333
PB’s STAR RISES
DOWN UNDER
23M02/03P11

Letter
from the
President
Inside
©2002 DAVID SAILORS
A
s PB continues to evolve as a multidisciplinary, global infrastructure firm, our experience
Down Under serves in many ways as a model for the ongoing growth and development of
the firm worldwide.
PB’s acquisition in March 2000 of PPK Environment & Infrastructure, a well-known civil
engineering and environmental consulting firm, gave us instant visibility and credibility in the
Australian infrastructure market. The integration of PPK into PB coupled with the 1998 acquisition
of DesignPower New Zealand, a small power engineering company with recognized expertise in
renewable energy, gives PB a network of 11 offices and 650 employees in Australia and New
Zealand. This issue of NOTES reports on the successful integration of those companies into the
larger PB organization and profiles many of PB’s most successful projects Down Under.
The acquisition of PPK, which formally changed its name to Parsons Brinckerhoff on
September 16, 2002, created many opportunities for synergy between PPK (now known
informally as PB Australia) and the larger PB organization. PB Australia is able to draw on PB’s
worldwide resources and widely recognized preeminence in tunneling and program management
to win ambitious assignments such as the Parramatta Rail Link. PB, in turn, has access to the
former PPK’s clients and is able to call on the Australian subsidiary to provide critical expertise,
particularly in transportation planning and environmental services, to supplement PB’s resources
on projects outside Australia.
PB’s acquisition of DesignPower took place as part of the creation, in 1998, of PB Power, our global
power company. The former DesignPower’s enviable expertise in wind, hydro, geothermal and
other “green” technologies added a critical component to PB’s skill base. The New Zealand power
operation, in turn, was able to tap into PB’s worldwide network and more than a century of
experience. Now fully integrated into the global power organization and known as PB Power
Asia-Pacific, the New Zealand operation is part of a power engineering company that can offer
clients a broad range of services for almost any type of power project on six continents.
As this issue of NOTES makes clear, PB has a broad portfolio of projects Down Under and is widely
recognized for its role in the planning, design and management of transportation, environmental,
urban development and energy projects for Australia and New Zealand. Our experience serving
clients Down Under will be enlightening as we seek to enter new markets and expand our reach
in other parts of the world.
Page 2
2
PB’S STAR RISES
DOWN UNDER
What’s up in this special part
of the world.
3
NAME CHANGE SIGNALS
NEW ERA FOR
PB DOWN UNDER
During a recent visit to Australia,
Bob Prieto found synergy,
commitment and potential.
4
COLLABORATION BOOSTS
INNOVATION
PB Australia thrives in an
international network. The proof
is in its projects, whether design
of a new rail line or a wastewater
management program.
7
PROFILES IN POWER
A diverse portfolio of projects
for PB Power Asia-Pacific—
some offering energy through
renewable sources such as wind
and water.
10
NOTES ON PROJECTS
14
NOTES ON THE FIRM
ON THE COVER
PB is developing wind power projects, such as the
Toora Wind Farm in Victoria, Australia.
© 2002 Dave Bispham
NOTES is published three times a year by
Parsons Brinckerhoff Inc. for the employees,
affiliates and friends of the Parsons
Brinckerhoff group of companies. Please
contact the Executive Editor in the New York
office for permission to reprint articles.
© 2003 Parsons Brinckerhoff Inc. All rights
reserved.
Printed on recycled paper
Editorial Board
James L. Lammie
Thomas J. O’Neill
Robert Prieto
Executive Editor
Tom Malcolm
Editor
Muriel Adams
Contributors
Muriel Adams
Anne Edelson
David Elvin
Charlotte Forbes
Greg Goodfellow
Julie Johnson
Tom Malcolm
Kathy Montvidas
Graphics Services Manager
Richard Mangini
Graphic Design
Jamie Dugan
Amy Geller
Gary Hessberger
Page 7
Parsons Brinckerhoff Inc.
One Penn Plaza
New York, NY 10119
1-212-465-5000
www.pbworld.com
pbinfo@pbworld.com
Founded in 1885, Parsons Brinckerhoff is
experienced in multidisciplinary planning;
design; program and construction
management; and operations and
maintenance. PB is employee-owned and
has more than 9,400 professional,
technical, management and administrative
personnel in over 200 corporate and
project offices worldwide.
Thomas J. O’Neill
President and CEO
Parsons Brinckerhoff Inc.
Page 4
Notes • 1

PB’s Star Rises
Down Under
Name Change Signals New Era for PB Down Under
© 2002 DAVE BISPHAM
I
t’s a special part of the world.
A country that fills an entire continent and, to the east,
two isles gracefully anchored in the ocean and endowed
with abundant natural riches. It has wildlife seen
nowhere else—koalas, kangaroos and kiwis. Australia’s
cities, where 85 percent of its population of nearly 20
million live, are prosperous, fast-moving and determined
to build new infrastructure to keep pace with development
while ensuring quality of life. Below New Zealand’s
verdant landscape are hot springs that can be channeled
into geothermal power; and, above, high in the mountains,
are some of the windiest spots on earth, where brisk air
currents can be harnessed for power for some of its nearly
four million people.
So it’s no wonder Parsons Brinckerhoff has gone Down
Under. In its 118-year tradition, PB has always looked to
new frontiers. PB first began working in Australasia in the
1970s, primarily on road and rail projects. In 1998, when
the firm sought to expand its global reach in the power
market, PB acquired DesignPower New Zealand, a
respected power engineering organization with special
expertise in renewable energy sources, now known as
PB Power Asia-Pacific. To expand its reach Down Under
both geographically and with regard to disciplines and
markets, in 2000, PB acquired PPK Environment &
Infrastructure Pty Ltd, a leading civil and environmental
engineering consulting firm now known as Parsons
Brinckerhoff or PB Australia.
The power company is fully integrated into the global
PB Power organization, with an exchange of expertise
on many projects. After a smooth integration into the PB
corporate culture, the former PPK is capitalizing on new
opportunities and expanding its scope by tapping
resources throughout PB at large. There has been a broad
exchange of talent as people Down Under emigrate to
offices in the Northern Hemisphere—and vice versa.
PB’s corporate culture has caught on Down Under as
a growing number of staff in Australia and New Zealand
become certified project managers or professional
associates and participate in—and win—various career
development competitions at PB. Emerging professionals
in the two countries have formed their own branch of the
Professional Growth Network—the Southern Cross PGN.
There’s a lot up Down Under. ■
PB
Australia is poised to begin capturing “the next
level of synergies” between the global PB
organization and the former PPK Environment &
Infrastructure Pty Ltd, according to PB Chairman Bob
Prieto, who visited PB offices in five Australian cities
in September 2002. Prieto found that, 30 months after
its acquisition by PB, the former PPK has successfully
integrated into the larger PB organization, grown in
size, and is now aggressively pursuing new growth
through opportunities in program and project
management, tunneling and rail systems.
Prieto visited Australia in connection with the name
change from PPK to Parsons Brinckerhoff, which
formally occurred on September 16, 2002. He visited
the company headquarters in Sydney as well as PB
offices in Melbourne, Adelaide, Brisbane and Perth,
meeting with PB’s Australian staff and clients.
COMBINING SKILLS
Prieto found that PB Australia is successfully marrying
PPK’s traditional strengths in civil and transportation
engineering and environmental consulting with PB’s
globally recognized expertise in tunneling, rail systems
engineering and program management. This has
resulted in assignments such as the Parramatta Rail
Link on which PB is serving as joint designer for
a 13-kilometer (8-mile) tunnel from Chatswood to
Epping. And, says Prieto, “PPK brought to us perspective
and know-how in sustainable development, which has
been a practiced philosophy in Australia for more than
10 years.”
A PROMISING MARKET
The Australian market is promising, according to Prieto.
The nation’s economy grew at a rate of 3.8 percent in
2002, and Australia is considered among the world’s
10 most desirable markets for foreign direct investment.
The demand for new transportation infrastructure,
particularly underground systems in Australia’s densely
populated urban centers, is strong. Other promising
markets are water resources, urban development,
mining and wind power.
Bob Prieto finds synergy, commitment and
potential in visit to Australia
COMMITTED STAFF
Prieto was impressed with PB Australia’s 560-person staff,
which he characterized as “focused on growth and
profitability” with a strong interest in professional development
and corporate citizenship. He was particularly
impressed with the staff assigned to the National Aboriginal
Health Strategy project, which received the South Australia
Project of the Year Award from the Australia Institute
of Project Management. Prieto found PB employees’
commitment to that project “a passion that went well
beyond contract requirements.”
During his visits to PB’s offices, Prieto presided
at all-hands staff meetings as well as smaller
meetings with senior managers and members of
PB’s Southern Cross Professional Growth Network
(a group of young professionals with fewer than
10 years of experience). He said the quality of the
PB Australia staff “is best demonstrated by the
vigor of the Southern Cross PGN,” and pointed to
the strong showing by Australian employees in
PB’s 2002 Emerging Professionals Paper
Competitions. (Carlos Amaya of the Melbourne
office was the Technical Paper winner.)
In Sydney, Prieto joined with Denis White,
Managing Director of the Australian operation;
Keith Hawksworth, President of PB’s Asia-Pacific
company; and Chris Reseigh, a native Australian who
is President of the U.S.-based Construction Services
company, to conduct an “entrepreneurial workshop”
intended to “instill a growth focus in the company.”
GLOBAL REACH
Prieto’s last stop in Australia was PB’s office in Perth,
which, at 18,695 kilometers (11,616 miles) from New
York, is the most remote of PB’s offices and well
deserving of its sobriquet, “The Outpost.” Prieto got a
vivid sense of just how far PB’s reach extends on his
journey back to his home in Princeton, New Jersey,
which took “29 hours from hotel to house.”
Did his return trip prompt any regrets about just
how global PB has become? “Not a bit,” he said.
“I’d go back tomorrow.” ■
© 2002 DAVID SAILORS
2 • Notes
Notes • 3

Collaboration Boosts Innovation
PB Australia thrives in an international network
© 2001 MICHAEL GOODMAN
W
ith its history of continual expansion, present involvement in
numerous award-wining projects and a solid plan for future
innovation, PB Australia fits lock-and-key into the PB group of
companies.
Established over 30 years ago as PG Pak Poy and Associates,
the small transportation consultancy blossomed over time into
a national leader in the field. By 1999, the group, then called
PPK Environment & Infrastructure Pty Ltd, had become a top 10
provider of front-end consulting work for environmental,
transportation, water and sustainable urban development projects
Down Under. With well-defined professional strengths, eight
corporate offices and projects from Australia’s urban centers to its
remote Aboriginal communities, the firm lacked only the valuable
support network of a global infrastructure firm.
Merging into the PB family on March 31, 2000, provided this.
From its initial acquisition by PB to its official name change to
Parsons Brinckerhoff in September 2002, the process proved
seamless. Without compromising its own priorities or professional
strengths, PB Australia has, according to PB Chairman Bob Prieto,
“adopted our global mission, adapted to our corporate culture and
tapped into the resources of our international community.”
PB Australia Managing Director Denis White is also confident
in the union. “We will maintain a presence in our key sectors,”
he says, “while offering a more complete range of services.
Opportunities have presented themselves as we market PB’s
myriad skills.”
A look at four PB Australia projects indicates how the
PB family and its clients benefit from PB Australia just as the
subsidiary benefits from the support of PB’s international network.
Sydney Cross City Tunnel
‘A New Benchmark in Environmental Assessment’
PB Australia provided management, design development and
specialized environmental and communication services for the
environmental impact statement (EIS) for the $400 million Sydney
Cross City Tunnel, a 2-kilometer (1.2-mile), twin two-lane toll road
running under the city’s central business district. The EIS solidified
the firm’s reputation as the premier provider of environmental
impact assessment for major infrastructure projects in Australia
and showcased the group’s management, community consultation
and permit facilitation prowess.
Engaged by the New South Wales Roads and Traffic Authority
in 1999, the project team produced a seven-volume document
completed in 2000. It used innovative assessment techniques and
community feedback to address issues ranging from sustainable
development to impacts on respiratory health. Since completion,
PB has assisted the Roads and Traffic Authority in assessing
ongoing design improvements to the project. Construction
commenced in January 2003.
“We are now regularly fielding inquiries from the
government, private sector and contractors to examine ways
in which PB can help them resolve tunneling issues,” says
Project Manager Greg Milford. “The ability to combine
front-end environmental planning services with the proven
tunnel engineering capability of the PB family has given
the Australia operation a significant leg up.”
In addition to winning PB’s 2001 Project of the Year
Award in the Studies and Special Projects Category, the
EIS received awards from Australia’s Institute of Engineers
and the Royal Australian Institute of Planning.
Howard Penn, Project Manager for the Roads and Traffic
Authority, is not surprised. “This is the most complex project
we have undertaken and the EIS prepared by PB set a new
benchmark in environmental assessment in New South Wales.”
For the Sydney Cross City Tunnel, PB developed an environmental
impact statement to address such issues as sustainable development.
Parramatta Rail Link
International Collaboration on Transit Design
PB’s selection as the contractor’s joint designer for civil design
of the Parramatta Rail Link highlights PB Australia’s design
capability in the burgeoning tunnel market Down Under.
At $500 million total value, this heavy railway underneath
the northern Sydney suburbs is one of the largest construction
contracts let by the New South Wales government.
It is critical to Sydney’s metropolitan rail network, providing
a strategic link between the three lines that serve north and
northwestern Sydney. PB is engaged in the Chatswood to
Epping section, which includes 13 kilometers (8 miles) of
twin heavy rail tunnel, four underground stations and an
underground service facility.
The scope of the team’s efforts covers rail alignment
design, tunnel and cavern excavation and support design,
station structures design, technical overview of ventilation
design and modeling of all temporary access works. The
incorporation of worldwide PB expertise was vital. The
contributions of Los Angeles-based Tim Smirnoff to tender
designs of the tunneling work proved critical to developing
a winning bid; New York-based Bill Kennedy’s high-level
ventilation design assistance further strengthened the effort.
PB Project Manager Jim McNamara stresses the value
of such readily available global expertise. “With continuing
contributions during detailed design
from New York and Los Angeles,
international support from within
PB has been a critical factor to
the success of this project.”
Design is scheduled for
completion in late 2003,
construction in 2007.
Islington Railway Workshops
Remediation Project
New Standards for
Risk Management
In 1997, PPK was commissioned by
the Land Management Corporation to
clean up a 12-hectare (30-acre) former industrial waste
dump site near the Islington Railway Workshops in South
Australia. Large quantities of asbestos waste at the site posed
unacceptable long-term health risks to local communities.
The solution integrated engineering, environmental controls
and risk management in an unprecedented open-air
relocation of 70,000 cubic meters (2.5 million cubic feet)
of asbestos-contaminated fill.
Following site assessment and full site-use planning,
an aboveground repository for the contaminated material
was constructed. The repository is encapsulated by an
engineered geomembrane cap to prevent future exposure
Before: A former
industrial
waste dump at the
Islington Railway
Workshops in
South Australia.
After: A bucolic
public park.
4 • Notes
Notes • 5

“It was essential that we take a proactive and cooperative approach. This project demonstrates
that communities are not considered an afterthought to what we do.”
—James Prothero
PB’s Project Manager
Illawarra Wastewater Strategy
and minimize water infiltration. In addition, PB developed
drainage systems to retain and manage all site stormwater.
“Minimum demands were made on natural resources
during construction,” explains final close-out phase Project
Manager James Corbett. “Materials were reused on site and,
whenever possible, discarded material was imported from
off site.”
The project was completed under budget in March 2002.
It even included development of the repository and the
surrounding area into a public park with walking trails and
low-maintenance landscaping.
“PB provided a sound technical basis for completing
each aspect of the required works, excelling in the areas
of characterizing fill materials and risk communication,”
explains Jason Rollison, Project Manager—Environment
of the Land Management Corporation.
The project won the South Australian Project
Management Achievement Award from the Australia Institute
of Project Management in 2000 and was a runner-up for the
national award. It was also the winner of an Institute of
Engineers Engineering Excellence Award in 2001.
Illawarra Wastewater Strategy
Delivering Dramatic Water Improvement
In November 2001, PB Australia was engaged by the Walter
Vivendi Joint Venture to provide all civil and structural
design for the $117 million Illawarra Wastewater Strategy.
This project is a key element of state-owned Sydney Water’s
long-term strategy for sustainable wastewater management,
which incorporates cleaning up local waterways and
improving water quality at beaches.
The project will transfer wastewater from the Bellambi
and Port Kembla sewage treatment plants to the Wollongong
sewage treatment plant. The latter will be upgraded to a
tertiary quality standard and enhanced by a water
reclamation plant that will provide high-quality recycled
water for industrial reuse. The strategy will result in a
40 percent reduction in dry weather discharge of wastewater
into the ocean and a significantly improved quality of water
discharged.
PB was responsible for concept and detailed design for
Port Kembla and Bellambi sewage pumping stations and
accompanying transfer mains, a reclaimed water pumping
station and transfer main, a 1-kilometer (0.6-mile) ocean
outfall and associated pumping station, as well as all civil
and structural works for the Wollongong plant. According to
James Prothero, PB’s Project Manager, “One of this project’s
major engineering accomplishments is the 1,900-meter
[6,200-foot] horizontal directional drill under the center of
Wollongong. It is the longest undertaken in the Southern
Hemisphere.”
The team’s campaign was highlighted by community
consultation and reference groups, newspaper updates and
information events.
“The project had the potential to have an enormous
impact on the community,” says Prothero. “It was essential
that we take a proactive and cooperative approach. This
project demonstrates that communities are not considered
an afterthought to what we do.”
Craig Nichelson, Design Manager, Walter Vivendi Joint
Venture for Illawarra Wastewater Strategy, expressed
satisfaction with PB’s efforts. “The project will deliver
dramatic improvements. As providers of all civil and
structural design, the PB team has been committed to
meeting deadlines and facilitating client focus.”
The project is scheduled for completion in February 2005.
■
The Illawarra
Wastewater Strategy
project will transfer
wastewater from the
surrounding areas to
the upgraded
Wollongong Sewage
Treatment Plant,
significantly
improving the
quality of local
waterways and
beaches.
6 • Notes

Profiles in Power
A diverse portfolio of projects for
PB Power Asia-Pacific
PB
Power Asia-Pacific is a major force behind the firm’s
ascending trajectory on the global power scene.
Under Managing Director Stuart Wallace, the high-energy
New Zealand- and Australian-based group is bringing the full
gamut of power generation and transmission and distribution
capabilities to projects large and small, traditional and
renewable, throughout Australia, New Zealand and the entire
Asia-Pacific region.
Manapouri Hydropower Station
Boosting Hydroelectric Capacity
Imagine a scene so pristine that it has never been visited by a
human being. Such is the case with some parts of New
Zealand’s spectacular Fiordland National Park, a World Heritage
Park in South Island, and the site of the Second Manapouri
Tailrace Tunnel, on which PB Power played a supporting role
for Meridian Energy Limited.
The country’s largest energy efficiency project to date, this
tailrace, or outfall, tunnel enables the Manapouri Hydropower
Station to achieve its full potential—and provide electricity for
an additional 64,000 homes—without using additional water
from Lake Manapouri. PB Power provided civil, electrical and
mechanical engineering design for ancillary works associated
with the 10-meter (33-foot) tunnel, such as headworks,
maintenance works, outlet works, dewatering facilities and
all permanent electrical systems. PB Power also acted as a
consultant during construction.
Built in the 1960s, the Manapouri station generates power
by diverting water from Lake Manapouri via intake pipes to
seven underground turbine generators below lake level.
However, the original tailrace tunnel allowed the station to
generate only 590 MW of its 700-MW capacity. The new partially
concrete-lined tunnel, built parallel to the original by one of the
world’s largest tunnel boring machines, increases the power
station’s capacity by 30 percent. The outfall was operational in
May 2002.
“The plant has already been run up to 710 MW, almost
to its current theoretical peak output,” says PB Power Project
Manager Bryan Scott.
Notes • 7

© 2002 BRITISH PETROLEUM
The Phu My 3 combined-cycle
gas turbine plant is part of a
multi-power station complex
that will ultimately supply
nearly 40 percent of Vietnam’s
energy output.
PLANT PHOTOS © 2002 DAVE BISPHAM
The coal-fired Playford Power
Station in South Australia is
being refurbished. At the helm:
John Doutty, NRG-Flinders
Project Director, and Alex Low,
PB Power Construction Manager.
Phu My 3
On the BOT Team
Faced with soaring electricity demand, Vietnam is adding
urgently needed power plants. A key effort in
this program is the Phu My complex, a set of power
plants located 70 kilometers (43 miles) southeast of
Ho Chi Minh City in southern Vietnam. The complex
is slated to generate 4,000 MW, or nearly 40 percent
of the country’s output.
PB Power is serving as owner’s engineer on the
716-MW Phu My 3 Plant, which is being delivered under
Vietnam’s first build-operate-transfer (BOT) contract and
is the country’s largest privately owned power project.
“Everything is going like clockwork,” says Project
Director Roger Hudson, who notes that PB Power’s
global resources were key in winning the job. The client,
the Phu My BOT Company, composed of British
Petroleum, Sembcorp and Kyushu Electric, “appreciated
the fact that PB Power could supply services wherever
they were needed,” says Hudson. Design review for the
main engineer-procure-construct (EPC) contract was
completed in the EPC contractor’s office in Offenbach,
Germany, supported principally from PB Power’s
Manchester and Newcastle upon Tyne, U.K., offices,
with design review for interface contracts undertaken
from the Auckland and Wellington, New Zealand,
offices. Factory inspection in Europe is being handled
from PB’s Baden, Germany, office and in Asia from
Auckland, New Zealand.
PB Power engineers on site keep progress rolling
as part of an integrated client/consultant project team
to meet the plant’s mid-2003 completion date. Says
Bill Smith, Phu My BOT Company Project Manager,
“That's the reason we pushed for PB Power from the
outset—depth and expertise covering the globe and a
professional and efficient response with a successful
outcome. What more can one ask?”
© 2002 DAVE BISPHAM
Wairakei and Ohaaki
Upgrading Geothermal Station Controls
PB Power is nearing the 50 percent completion mark
on an 18-month controls retrofit project for two
New Zealand geothermal stations. The Wairakei Power
Station, built in the 1950s, and the Ohaaki Power Station,
built in the 1980s, were equipped with the same
microprocessor-based controls. When the original
manufacturer discontinued its support for the controls
equipment, PB Power stepped in.
Led by Project Manager Dave Moore, the firm
recommended a new generic platform for the replacement
equipment, specified the actual equipment, and
determined the control algorithms within the existing
equipment in order to program the new controllers to
do the same job as the old ones. According to Moore,
the top challenge was to come to grips with the older
programming technologies, with which no one in the
company had direct experience.
“This project will allow the power stations to keep
up their generation capacity with little down time during
the changeover,” says Moore. “It also keeps PB Power
in the forefront of controls technology and adds to our
credentials in power station controls.”
Playford Power Station
Powering a Plant Refurbishment
With refurbishment an increasingly popular option for
plants with aging but potentially efficient generation
components, PB Power has a top team to respond to the
market. One of its key assignments is owner’s engineer
for refurbishment of the coal-fired Playford Power Station
in Port Augusta, South Australia. The 30-month project,
which began in March 2002, will restore the 40-year-old
plant to its original 240-MW capacity and help it conform
to new environmental standards.
On the refurbishment list: reconditioning of six boilers;
installation of new bag filters; and retrofit of low nitrogen
oxide burners. And, in a move toward efficiency and
convenience, a newly installed modern control system will
feature remote single-button operation, enabling just two
shift engineers to operate the entire facility. Having hit
every milestone of this ambitious project since the outset,
the program is on schedule for returning the last two of
four refurbished turbines to service in mid-2004.
“Refurbishment is an area where we’ve always
excelled,” says Alastair Moffat, PB Power Project Director
for Playford and Manager of Projects for PB Power
Asia-Pacific, who notes that Playford is the firm’s
first coal-fired plant project in the Asia-Pacific
region in many years. “The owner receives a
plant that operates as well as a new one with
far less capital outlay.”
Plant owner, NRG-Flinders, a South Australian
electricity generator and energy trader, is satisfied.
“The owner/owner’s engineer team is working
well together to ensure we meet an on-time
and on-budget completion,” says John Doutty,
NRG-Flinders Project Director of the Playford
Refurbishment Project. “In particular, PB Power
has gone that extra mile when needed to help
us during the current implementation phase.
We look forward to the timely recommissioning
of the refurbished plant.”
© 2002 DAVE BISPHAM
Toora Wind Farm
Harnessing a Renewable Resource
On Silcock’s Hill near the hamlet of Toora in the Australian
state of Victoria, 12 turbines generate up to 21 MW of
electricity. During its long development phase, PB Power
provided engineering and advisory services for the Toora
Wind Farm, which started operation in August 2002 and
is the second largest wind farm in Australia.
PB Power consulted on engineering issues such as
wind monitoring program design and implementation, wind
resource analysis, wind farm design, and detailed electrical
interconnection studies. The firm also undertook machinery
shipment inspections.
According to Project Manager Achim Hoehne, a top
challenge was determining the layout of the wind turbines
to optimize energy generation within the site’s tight
physical constraints while maintaining strict planning
requirements. “Through PB Power-developed tools, we
were able to quantify and minimize uncertainties associated
with the wind flow over the site’s complex terrain,” says
Hoehne. “As a result, the owner had higher confidence
in the project’s economic viability.” ■
Toora Wind Farm,
which opened in
August 2002 in
Victoria, Australia, is
the country’s second
largest wind farm.
Steam wafts up from the geothermal Wairakei
Power Station in New Zealand, where
PB is managing the high-tech retrofit of controls.
8 • Notes
Notes • 9

Notes
on
Projects
Rebirth: Work proceeded swiftly to
reconstruct the 1/9 subway. It reopened
just one year and four days after the
tragic events of September 11, 2001.
PB BUILDS ANEW
AT GROUND ZERO
PB continues to lend a hand in
the recovery of Lower Manhattan.
The firm’s planning and
design services prior to and during
construction contributed significantly
to MTA New York City
Transit (NYC Transit) putting the
1/9 subway—a portion of which
was destroyed in the attacks on
the World Trade Center—back on
track to Manhattan’s southern tip.
A fast track. Service on the damaged
section of the line resumed
on September 15, 2002.
NYC Transit completed
design in January 2002. In
© 2002 AXEL POLLAK
February, contractors received
notice-to-proceed—on a 24/7
basis—on the reconstruction of
400 meters (1,400 feet) of tunnel
and two stations. PB’s Project
Manager Dave Donatelli recalls
staff worked long days and weekends
to expedite shop drawings.
“Anything we could do to assist
NYC Transit and the contractor in
the rebuild, we would do.”
Mysore Nagaraja, Senior Vice
President/Chief Engineer, NYC
Transit, says, “Resumption of 1/9
service just a year after this overwhelming
tragedy is a tribute to
cooperative efforts of the MTA
and private contractors and
consultants.”
Meanwhile, work progresses
on a PATH (Port Authority
Trans-Hudson) station to replace
the station crushed beneath the
towers. Under Project Manager
Rama Kanthan, PB provides structural
and mechanical support to
the Port Authority of New York
and New Jersey. By September 11,
2002, design was complete. By
year-end, structural framing was
in place for the station, 20 meters
(70 feet) below street level.
“There is a sense of great loss,”
says Kanthan. “Then I remember
this station will serve 65,000 commuters
daily.” In December 2003,
rapid transit is scheduled to
resume between Lower Manhattan
and New Jersey.
Company 39, PB’s e-media
subsidiary, created a Web site
(www.lowermanhattan.info) that
is interactive and presents up-tothe-minute
information on the
recovery of Lower Manhattan.
“Practical information—on transit,
security, rebuilding plans, community
involvement, cultural facilities—is
crucial to residents, businesses
and tourists who live,
work and play downtown,” says
Company 39 President Janette
Sadik-Khan.
PB is also providing consulting
services on an ongoing basis
for transportation planning in
Lower Manhattan. Greg Kelly,
New York Area Manager for the
Americas Infrastructure company,
coordinates this effort and the
others related to 9/11.
TRANSPORT FOR LONDON
REVITALIZING THE ‘TUBE’
In London, PB is helping transform
the city’s transportation network.
Under the leadership of
Project Manager Bob Janowski,
PB is working to integrate the
London Underground subway system
into Transport for London
(TfL), the regional transportation
agency created by Mayor Ken
Livingston in July 2002.
Directed by Commissioner
Robert Kiley, former Chairman of
New York City’s Metropolitan
Transportation Authority, TfL will
become the parent organization
of the London Underground in
April. PB is providing program
and budget controls services to
TfL for upgrades and maintenance
to the Underground’s track and
station facilities; these will be performed
by three private consortia
over the next 30 years. Decades
of lagging public investment have
left London’s beloved “Tube” in
need of basic safety and operational
upgrades; a new publicprivate
partnership is geared to
deliver those improvements
through aggressive private contractor
performance incentives.
© 2002 DAVID SAILORS
Revitalization: PB is working to integrate the London Underground into the
jurisdiction of Transport for London.
PB is focusing on enhancing
the organization and management
practices of the London Underground
to allow the agency to
concentrate on improving system
performance, maintenance and
capital planning. “We’ve worked
to build bridges and establish
good relationships between TfL
and London Underground, which
are essential for the successful
consolidation of transport under
the TfL umbrella,” says Janowski.
He joins the TfL team after serving
two and a half years as PB’s
Project Manager on Network Rail’s
West Coast Route Modernisation.
Dave McAlister, Managing
Director of Parsons Brinckerhoff
Limited, PB’s European Infrastructure
company, says, “This is a
classic case of PB’s ability to work
closely with a client to understand
its needs and come up with
the right plan and personnel to
move the project ahead.”
HISTORY IN MOTION
AT NEWARK AIRPORT
On the 99th anniversary of the
Wright Brothers’ first flight,
December 17, 2002, another piece
of aviation history was the center
of attention at Newark Liberty
International Airport in New
Jersey. The airport’s first terminal,
dedicated by Amelia Earhart in
1935, was restored, reopened and
rededicated as an administrative
and emergency services center.
Before restoration, PB provided
structural engineering services to
the Port Authority of New York
and New Jersey to move the twostory
concrete structure 1,130
meters (3,700 feet).
When it first opened, the
3,160-square-meter (34,000-
square-foot) Art Deco terminal,
then called Building 51, represented
a turning point in air travel
toward the passenger-oriented
industry of today. The terminal is
known to have housed the first
airport restaurant, hotel, weather
bureau, and air traffic control center,
and hosted the first night
flights. Its grand interior boasted
terrazzo floors, marble walls and
an ornamental plaster ceiling.
After Newark’s North Terminal
opened in 1950, Building 51
faded into disuse. As part of a
recent $780 million airport redevelopment
program, Building 51
was moved—amid runway expansions—to
preserve it and adapt it
for new uses. The five-month
move project began in October
2000.
“We cut the building into
three structurally independent
sections along the expansion
joints before the move,” explains
Project Manager Medhat Okelly.
The main section was 66 meters
(217 feet) long and weighed
4,536 metric tons (5,000 tons).
Building 51 is believed to be the
largest and heaviest structure ever
moved on rubber-tired dollies.
“We used lasers, sensors, strain
gauges and seismographs to monitor
the building stresses and displacement
during the move,” says
Okelly.
After the successful move,
the structure, now known as
Building 1, was carefully restored
and expanded in preparation for
its new role.
Relocated: In a moving experience (above), PB managed transporting a terminal
at Newark Liberty International Airport. It was then restored and reopened as an
administrative and emergency services center (above, top).
© 2002 DAVID SAILORS
© 2001 DAVID SAILORS
10 • Notes
Notes • 11

© 2002 KENNETH TAM
© 2002 DAVID SAILORS
© 2002 INTERFACE MULTIMEDIA
Notes
on
Projects
New line: Outram Park Station is one of
the stops along Singapore’s North-East
Line, slated to open in April.
TRANSIT PROJECTS
ON TRACK IN ASIA
Two projects for longstanding PB
clients present new transit options
to Hong Kong and Singapore.
In August 2002, the Hong
Kong Mass Transit Railway
(MTR) Corporation’s Tseung
Kwan O Extension opened. For
this client of more than 30 years,
PB was involved in planning the
five-station, 12.5-kilometer (7.8-
mile) extension to fast-developing
southeast Kowloon.
“Since we commenced construction
in late 1998, residents in
Tseung Kwan O have been eagerly
looking forward to the completion
of this work,” said MTR
Corporation Chairman Jack So at
the opening ceremony. “Today
we are delivering, four months
ahead of schedule, the fastest and
most reliable choice of transportation
to Tseung Kwan O residents.”
PB was selected in 1997 to
direct an international consortium
in providing project management,
detailed design and construction
services for Po Lam and Hang
Hau stations. PB also provided
mechanical and electrical design
on two additional stations.
Led by Project Manager Rick
Mayes, PB’s redesign of the Po
Lam Station reduced construction
costs 30 percent—an achievement
that earned the project team the
Branching out: PB supplied design services for Tiu Keng Leng, part of the fivestation
Tseung Kwan O Extension in Hong Kong, on which PB had diverse roles.
MTR Chairman’s Award for outstanding
performance. Costeffective
and quality design services
on the Tseung Kwan O and
Tiu Keng Leng stations, managed
by Alex Leung, garnered a 1998
MTR Project Quality Award.
And in Singapore, the North-
East Mass Rapid Transit (MRT)
Line, forming a key component
of the Singapore MRT network, is
slated to open this April. Involved
in Singapore MRT projects since
1967, PB played key roles on the
underground 20-kilometer (12-
mile) extension, Singapore’s second
major MRT line and its most
complex mass transit project during
the past decade.
“The North-East MRT Line is a
vital addition to the Singapore
transport network and will bring
to Singaporeans an efficient system
at affordable fares. Expansion
of the MRT network is also
important to Singapore’s growth
and economic development in the
long term,” says T.S. Low, Deputy
Chief Executive Officer, Singapore
Land Transport Authority.
PB was lead design consultant
on five of 12 design/build
contracts awarded to five international
design/build contractors
participating in construction. PB’s
other assignments included design
consultant for commercial development
at the flagship Dhoby
Ghaut Station and mechanical
and electrical services for the
environmental control system.
Despite Singapore’s late-1990s
economic slowdown, the project
stayed on track, with PB helping
maintain momentum. “Our project
managers were able to overcome
problems associated with fasttrack
schedules, low budgets and
tight resources, while still being
able to deliver quality work,” says
K.S. Chan, Managing Director of
PB’s Singapore operation.
NEW AGREEMENT UNLOCKS
OPPORTUNITIES IN O&M
PB has entered a unique five-year
agreement to provide engineering
support to the UNICCO Service
Company, one of North America’s
leading building services providers,
for the headquarters of the U.S.
General Accounting Office (GAO)
in Washington, D.C.
“Because PB has such a substantial
range of engineering
capabilities, we decided to explore
a rather novel twist and focus on
being a provider of engineering
services to operations and maintenance
[O&M] firms, rather than
competing head-to-head with
firms that already do that,” says
Principal-in-Charge Dick Earl.
Under the leadership of
Project Manager Rick Wagner,
PB’s services for the 204,000-
square-meter (2.2-million-squarefoot)
GAO building began with a
baseline assessment of the 51-
year-old facility’s mechanical,
architectural and structural systems.
Follow-on task orders for
engineering and design support
have involved studies, analysis,
preparation of plans and specifi-
Building business: PB is supporting the UNICCO Service Company on a project
at the U.S. General Accounting Office headquarters in Washington, D.C.
cations, construction management
and contract acceptance.
“Our arrangement with
UNICCO plays to PB’s traditional
engineering strengths and builds
on the facility assessment assignments
we have been doing for
federal agencies, including the
Federal Emergency Management
Agency, and for private insurance
companies,” says PB Facilities
President Bill Roman.
Earl reports that PB’s relationship
with UNICCO is growing; PB
has begun facility assessments for
several of UNICCO’s other federal
and institutional clients in the U.S.
PROJECT MONITORS
NATURE’S BALANCE
Extending five years of successful
work for the California
Department of Transportation
(Caltrans) on one of its most
high-profile projects, PB is monitoring
around the clock the biological
impact of construction—
which began in January 2002—of
the new East Span of the San
Francisco-Oakland Bay Bridge.
“Protecting an animal such as
the American peregrine falcon
adds a new perspective on the
significance of what we do,” says
Project Manager Susan Killen.
From various species of
salmon to a small number of
California sea lions, both fish and
marine mammals will be adversely
affected by the sound pressure
caused by driving 259 largediameter
piles into a rich estuary
and marine environment.
Dredging will disrupt sand flats
and eelgrass beds. Nesting patterns
of endangered bird species
will be disturbed. To minimize
such effects, Caltrans, in accordance
with local, state and federal
permits, has implemented environmental
mitigation measures.
From air bubble curtains that
control sound signals to ecosystem
restoration techniques such
as transplanting eelgrass, the complexity
of the work demands a
range of technical expertise.
“PB provides project oversight
and ensures that permit requirements
are met,” explains Deputy
Project Manager Ivy Edmonds-
Hess. “We oversee the subconsultants
conducting the work.”
Monitoring the scope of mitigation
efforts or resolving logistical
issues, the PB team provides a
vital cohesiveness to the $10.9
million bio-monitoring project.
NEW TECHNOLOGY DRIVES
L.A. SEWER TUNNELS
The sense of urgency in replacing
the 75-year-old North Outfall
Sewer in Los Angeles, California,
was heightened after a heavy
rainfall in 1998. Stormwater infiltrated
cracked sewer pipes,
forcing sewage into city streets
and the Los Angeles River.
Due to the overflow, the city
must complete four major sewer
projects under strict schedules set
by the California Regional Water
Control Board. PB’s Americas
Infrastructure company provided
design support for the first project,
the East Central Interceptor
Sewer. PB’s Construction Services
company, in joint venture, is providing
construction management.
The $240 million construction
contract is the largest ever awarded
by the City of Los Angeles
Department of Public Works.
Construction on the 18.5-
kilometer (11.5-mile) sewer line
began in February 2001, and
involves boring a 5-meter- (16-
foot-) diameter tunnel from L.A.’s
Baldwin Hills to just east of the
Los Angeles River. To meet the
November 2003 deadline, the
contractor is using four tunnel
boring machines simultaneously
on different segments.
“In addition to the usual challenges
of urban tunneling,” says
Construction Services Project
Manager John Critchfield, “we’re
driving tunnel through soft ‘running’
ground, where the soil
behaves like grains of sugar. It
requires substantial permeation
grouting, which ‘glues’ the grains
together similar to a sugar cube.”
To minimize surface settlement,
the contractor is using earth pressure
balance tunnel boring
machines—new technology
designed for soft ground.
Furthermore, much of the soil is
contaminated, requiring special
ventilation and disposal systems.
PB is also providing construction
management services on the
Northeast Interceptor Sewer,
which will extend the East Central
line 8.5 kilometers (5.3 miles)
north to Glendale. Construction of
this project began in July 2002
and must be completed by
November 2004. ■
Waterworks: Innovative methods are
used on L.A.’s East Central Interceptor
Sewer, where PB, in joint venture, is
engaged in construction management.
© 2003 DAVID SAILORS
12 • Notes
Notes • 13

© 2002 DAVID HEALD
© 2002 DAVID SAILORS
© 2002 DAVID SAILORS
Notes
on the
Firm
SUNGHOON CHOI NAMED
PB FELLOW FOR 2003
How to make tunnels safer in the
event of a terrorist attack? That is
the focus of research by Sunghoon
Choi, PB’s William Barclay
Parsons Fellow for 2003.
A Senior Geotechnical
Engineer in the Geotechnical and
Tunneling Service Center in PB’s
New York office, Choi was cited
for his proposal, “Tunnel Stability
Under Explosion—A Simple
Design Guideline.” He will concentrate
on the three main types
of tunnels: first bored, then
immersed tube and open-cut,
and present his findings to tunnel
owners—who are well aware of
the need to address the vulnerability
of underground facilities.
Fine Fellow: Sunghoon Choi, William Barclay Parsons Fellow for 2003,
receives the honor from Tom O’Neill, PB President and CEO.
In addition to Choi, two
finalists were honored at the
Annual William Barclay Parsons
Awards Dinner in New York City
in October. Finalists and their
research proposals are: Raymond
Golzar, a Senior Transport
Engineer in Sydney, Australia, for
“Guidelines for Optimum Road
Pricing Based on Environmental
Capacity—An Air Quality Oriented
Approach as a Tool for Promoting
Environmental Sustainable
Development” and Christopher
Poe, Regional Manager for PB
Farradyne in Dallas, Texas, for
“Highway Geometric Design
Guidelines for ITS [Intelligent
Transportation Systems].”
This year, 12 professionals
competed, each proposal pursuing
pioneering studies that will help
PB maintain its leadership in the
industry. Sponsored by the Career
Development Committee (CDC)
under the direction of Michael
Schneider, the annual Fellowship
was established in 1985 to commemorate
the firm’s centennial
and the pioneering spirit of its
founder.
“Proposals came from around
the world and across disciplines.
They were timely, mirroring concerns
such as security and sustainable
growth,” says Greg Benz,
Chair of the CDC Fellowship subcommittee
and PB’s first Fellow.
“It’s also interesting that the winning
proposal harkens back to
PB’s core capabilities and origins.
Like William Barclay Parsons,
Sunghoon Choi is a New Yorkbased
engineer with a groundbreaking
tunneling proposal having
far-reaching implications for
the future of New York City’s subway
and for tunnels everywhere.”
Peak performance: Tucson Electric
Power Plant is PB Project of the Year in
the Constructed Project Category.
TUCSON PEAKING PLANT
AMONG PB HONOREES
The Tucson Electric Power
Plant has been named PB’s
Project of the Year for 2001 in the
Constructed Project Category. The
award is part of PB’s internal
program to recognize excellence
in project management.
PB, in joint venture with TIC-
The Industrial Company, provided
engineer-procure-construct
services to the Tucson Electric
Power Company for a 75-MW
peaking power plant in Tucson,
Arizona. The plant went on line
nearly one month early, earning a
substantial bonus. The naturalgas-fired
plant is helping the
utility meet peak electricity
demand and minimize nitrogen
oxide emissions with advanced
“dry low” combustion.
“This project broke some new
ground in terms of project delivery,”
says Project Manager Jay
Johnson. “And it led to a similar
project with a new client.”
PB provided technical assistance
for the utility’s procurement
of the plant’s massive gas turbine,
engineering for component interfaces,
and support for construction
and start-up.
Honorable Mention went to
the I-15 Reconstruction Project
in Salt Lake County, Utah. PB
served as preliminary design
consultant and program manager
for a 27-kilometer (17-mile)
stretch of heavily traveled I-15,
Super: Los Alamos National Laboratory’s Strategic Computing Complex is PB
Project of the Year for Construction Engineering and Inspection.
wrapping up work ahead of time
for the 2002 Winter Olympics—
and $32 million under budget.
In the Studies and Special
Projects Category, the Sydney
Cross City Tunnel Environmental
Impact Statement (EIS),
prepared by PB Australia, captured
first place. The extensive study
assesses the issues and impacts of
a 2-kilometer (1.2-mile) four-lane
dual-bore highway tunnel beneath
downtown Sydney.
Completed in just seven
months, the EIS incorporates
many sustainable urban design
concepts and substantial community
input. It earned several
awards, including top honors
from the Royal Australian Institute
of Planning. Leading PB’s team
was Project Manager Greg Milford.
In the Construction Engineering
and Inspection Category, PB’s
oversight of design and construction
of Los Alamos National
Laboratory’s Strategic Computing
Complex in New Mexico was
the winner. PB managed design/
build construction of a 28,000-
square-meter (303,000-square-foot)
facility that now houses the
world’s most capable computer
and other advanced technology for
scientific collaboration. Myron
Koop was PB’s Project Manager.
PUBLICATION WINNERS
STUDIED VITAL TOPICS
Municipal water agencies must
make complex decisions on cleaning
stormwater runoff. In developing
an easy-to-use guide to the
structural techniques commonly
used to clean runoff, David Dee
provided practical assistance to
PB’s clients—and won the firm’s
Professional Publication of the
Year Award.
Dee’s Guide for Best Management
Practice (BMP) Selection in
Urban Developed Areas was published
by the Environmental Water
Resources Institute, a specialty
organization of the American
Society of Civil Engineers. Dee,
Operations Manager of PB’s
Fairmont, West Virginia, office,
wrote the handbook with two
other members of the institute’s
urban water infrastructure management
committee.
“The handbook provides basic
information on eight structural
retrofitting techniques,” Dee says,
“and includes a matrix to help
weigh design factors.” It is the
bestseller of the Environmental
Water Resources Institute.
Harvey Berliner, Chair of the
Professional Publication of the
Year selection committee, notes,
“This year’s competition was
extremely close, with 55 excellent
entries. David Dee’s publication
best represented the readable,
practical, problem-solving qualities
we seek in a winning paper.”
Seven other papers presented
at a conference or published
received honorable mentions:
• Alp Caner (New York) for
“Seismic Performance of
Multisimple-Span Bridges
Retrofitted with Link Slabs”;
• Wilson Chan (Hong Kong),
Dicken Wu (Hong Kong) and
Richard Man (Hong Kong) for
“The Application of Pressurization
Code of Practice,
Evacuation Modeling, Smoke
and Heat Modeling to the
Design of Egress in a Single
Tube Bi-Directionally Operated
Road Tunnel”;
• Vijay Chandra (New York),
Keith Donington (Boston),
Jennifer Hill (New York),
Ruchu Hsu (New York), Peter
Mainville (Boston) and Paul
Towell (Boston) for “Central
Artery/Tunnel Project”;
• Steve Denton (Bristol, U.K.)
and Jon Shave (Bristol, U.K.)
for “Applications of FRP
[Fiber-Reinforced Polymer] in
Bridge Column and Deck
Strengthening”;
• Stephen Luke (Brisbane) for
“Urban Road Pricing/
Congestion Charging:
Overcoming the Barriers to
Implementation”;
• Guido Schattanek (New
York) for “Implementation of
Retrofit/Clean Fuel Programs
for Diesel Equipment During
the Construction Phase of Two
Large Transportation Projects”;
and
• Chris Wellander (Seattle) and
Kathy Leotta (Seattle) for
“Gauging the Effectiveness of
High-Occupancy Vehicle Lanes:
Applying Three Criteria to
Available Data Reveals
Benefits, Viability.”
This competition is one of
several internal programs
designed to encourage and recognize
outstanding contributions to
the profession.
Cleaning up: David Dee won the
firm’s Professional Publication of the
Year Award for his guide on cleaning
stormwater runoff, published by the
Environmental Water Resources
Institute.
© 2002 DAVID HEALD
14 • Notes Notes • 15

© 2002 DAVID HEALD
Notes
on the
Firm
© 2002 DAVID HEALD
On corporate citizenship: Stephanie
(Tesse) Roberts won the World
Paper Competition for Emerging
Professionals, a program co-sponsored
by PB’s Professional Growth Network
and Career Development Committee.
RISING PROFESSIONALS
EMERGE WITH HONORS
Stephanie (Tesse) Roberts and
Carlos Amaya are the winners of
PB’s Emerging Professionals Paper
Competitions. The program, in its
second year, is open to employees
having 10 years or less of
professional experience.
Roberts, a Civil Engineer in
PB’s Los Angeles office, won the
World Paper Competition for her
entry on the topic of corporate
citizenship, which was posed by
Chairman Bob Prieto. Titled
“Communication: The Key to a
Successful Corporate Citizenship
Program,” her paper looked at
selected PB initiatives, provided
an overview of successful corporate
citizenship programs at other
large companies and outlined key
components for creating a winning
strategy. “Communication
seems to be the overarching
important aspect of truly successful
corporate citizenship programs,”
writes Roberts. “Keeping
employees, upper management,
stakeholders, shareholders and
the community in the loop is
vital.”
Top honors in the Technical
Paper Competition went to Carlos
Amaya, an Environmental
Engineer in the Melbourne,
Australia, office. His work,
“Modelling Engineering Options—
The Regional Outfall System, a
On regional outfall systems: Carlos Amaya won the Technical Paper
Competition for Emerging Professionals and received the award in New York
from Theresa Dau, Administrator for the program.
Case Study,” outlined how an
innovative pipe flow model,
incorporating hydraulic, water
quality and financial analysis, can
be used as a tool to aid decisionmaking
for undertaking major
engineering infrastructure projects.
He demonstrated the merits
JIM LAMMIE
INDUCTEE IN APTA
HALL OF FAME
Peerless Jim Lammie: Honored by
his peers for his career spanning
nearly 50 years.
© 2002 DAVID SAILORS
of this approach through application
of the model to the Regional
Outfall System in the LaTrobe
Valley in southeast Victoria,
Australia.
According to Amaya, in addition
to taking into account current
circumstances of a particular proj-
Jim Lammie, former President and
Chief Executive Officer of Parsons
Brinckeroff Inc., is the newest
member of the American Public
Transportation Association (APTA)
Hall of Fame. Lammie was recognized
for his “significant role in
transportation development
throughout the United States.”
In a career spanning nearly 50
years (27 with PB), Lammie made
extraordinary contributions to
some of the most successful transit
projects in the U.S.—and led PB,
one of the nation’s top transportation
engineering firms. During his
tenure as President and CEO, from
1990 to 1996, PB expanded its
capabilities, doubled in size and
established a global reach.
Lammie served the
Metropolitan Atlanta Rapid Transit
Authority (MARTA) as Project
ect, simulation models must analyze
potential scenarios to ensure
that the most sustainable and
cost-effective solution is
chosen.
Co-sponsored by PB’s Career
Development Committee (CDC)
and Professional Growth
Network, the competitions recognize
PB’s emerging professionals
and provide them with career
enhancement opportunities. “They
also encourage the exchange of
information among PB employees,
not only during the research,
writing and review process, but
subsequently for implementation
of their ideas and publication
opportunities,” says Michael
Schneider, Director of Professional
Practice and Chair of the CDC.
Manager of the joint venture
general engineering consultant
for design and construction management
of MARTA’s rapid transit
system in the late 1970s.
Among other projects with
which he was associated, as project
manager, principal-in-charge or
member of the board of control,
are the Pittsburgh light rail system,
San Francisco’s BART (Bay Area
Rapid Transit) Extensions, the
Los Angeles Metro Blue Line
and Red Line, Boston’s Central
Artery/Tunnel project and the
Philadelphia Frankford El
Rehabilitation. He has consulted
on projects internationally, most
recently the Taiwan High Speed
Rail.
A graduate of the U.S. Military
Academy at West Point, Lammie
served 21 years in the U.S. Army
MAKING A DIFFERENCE
BY MEETING THE
CHALLENGE
Committed to improving the communities
in which we live and
work, PB takes great pride in
employee efforts to “make a difference.”
To build on PB’s mission
of demonstrating good corporate
citizenship, the
Professional Growth Network
(PGN), in coordination with
Human Resources, organized the
Community Involvement
Challenge. This latest step in winwin
initiatives for communities
and PB employees involved U.S.
offices over a four-and-one-halfmonth
period.
The PGN is dedicated to
empowering the firm’s emerging
Corps of Engineers, commanding
a construction company in Korea,
a combat battalion in Vietnam,
and the Corps’ Engineer District
in San Francisco.
In 1993, Lammie was elected
to the National Academy of
Engineering. He is an Honorary
Member of the American Society
of Civil Engineers (ASCE) and
winner of its Parcel & Sverdrup
Civil Engineering Management
Award and the ASCE Outstanding
Projects and Leaders (OPAL)
Award for Lifetime Achievement in
Management. Purdue University
granted him an honorary degree
of Doctor of Engineering in 1997.
Lammie follows in the footsteps
of PB’s Walter S. Douglas,
who also holds a place in APTA’s
Hall of Fame.
professionals, formally defined as
having 10 years or less of professional
experience. Debbi
McDonald and Isabella Bejarano,
Co-chairs of the U.S. PGN
Welcoming and Community
Involvement Committee, developed
the Community Involvement
Challenge. “We wanted to
acknowledge and support ongoing
employee community outreach
activities and encourage other
employees to reach out and participate
within their communities,”
says Bejarano.
Teams were created from
the nearly 150 U.S. project and
area offices. Individual points,
weighted relative to office size,
were awarded for volunteer time,
blood drives and monetary donations.
PB’s Intranet was used for
reporting activities.
Employees demonstrated a
high level of participation, enthusiasm
and a willingness to give.
“PB’s most important resource—
our employees—proved to be
quite resourceful in meeting this
challenge,” says John Ryan,
Director of Human Resources.
“Employee efforts ranged from
mentoring and fundraising to
working at local food banks and
animal shelters, from painting
homes to donating hair for wigs
for children with cancer.” The
challenge elicited donations of
$85,697 worth of cash or goods;
11,579 hours of volunteer time;
and 203 pints of blood.
In PB’s continuing effort to
“make a difference,” the PGN
plans to expand its corporate citizenship
program to offices in the
U.K., Australia and New Zealand
in 2003 and to offices in Asia the
following year. ■
16 • Notes