Expanding the Footprint - Skanska

Diversity NetworkWith more than 7,000 employees in the U.S. and hundreds ofactive projects, maintaining a focus on diversity, compliance andinclusion can be a huge task. To meet this demand, several newteam members have been added to the diversity team. While someare new to Skanska, others are longtime employees in new roles.Audra Tiemann was working as a project engineer in Texas when anopportunity became available to work with USA Civil West’s CaliforniaDistrict’s diversity and inclusion team.“The move to this role was a great decision,” she explains. “My team issupportive, the office embraces the Skanska culture and I love being partof making such instrumental changes.”Mari Comer was working as a project administrative assistant on theGun Lake Casino project in Wayland, Mich., when a new diversity andoutreach coordinator position for the Detroit and Kalamazoo officesopened up.“I loved working with the subcontractor community on the projectlevel,” Mari says, “but to be able to develop ongoing relationships with localDisadvantaged Business Enterprise (DBE) subcontractors and be able toreally affect their business for years to come is a very rewarding experience.”"Developing ongoingrelationships with localDisadvantaged BusinessEnterprise (DBE) subcontractorsand be able to really affect theirbusiness for years to come is a veryrewarding experience.”Rodney Renix joined USA Civil Southeast earlier this year as regionalDBE compliance officer to help the office comply with all relevantfederal, state and local laws, rules and regulations pertaining to small,women and minority-owned businesses.“It’s been great to be a part of a company that practices what theypreach on the job, and in the community. Skanska is really committed tonot just saying it, but doing it,” he says.“The growth of Skanska’s diversity network has been a catalyst forincreased efforts in developing a significant presence in the communityand among diverse contractors,” says James Threalkill, senior nationaldirector of diversity. “This demonstrates our commitment to embracingdiversity as a key business strategy and priority in our cultural growth.” ◆The Skanska USA Diversity NetworkShelby AdamsCommunications Manager, Skanska USA, U.S.Nyime BrownDiversity and Outreach Coordinator, USA Civil, VirginiaMaritza BurgosDiversity Manager, USA Building, TexasMari ComerDiversity Coordinator, USA Building, MichiganGeorge CuckieDBE Compliance Manager, USA Civil, ColoradoFred FoxDBE Coordinator, USA Civil, NorthwestAndre GuenoDBE Coordinator, USA Civil, CaliforniaGeorge HanibleRegional DBE Compliance Officer, USA Civil, West CoastRachel HendrixDiversity Manager, Skanska USA, GeorgiaWaiel HusseinCompliance Officer, USA Civil, U.S.Mel JonesDiversity Manager, USA Building, Oregon/WashingtonRenee JonesDiversity Manager, USA Building, CarolinasMichelle MasonDBE Coordinator, USA Civil, ArizonaSherry NacciDiversity Coordinator, USA Building, PennsylvaniaRodney RenixRegional DBE Compliance Officer, USA Civil, VirginiaRoi SmithContract Manager, USA Civil, New YorkVan ThompsonDiversity Manager, Skanska USA Building, New York/New JerseyJames ThrealkillSenior National Director, Diversity, Skanska USA, U.S.Audra TiemannSenior DBE Compliance Manager, USA Civil, CaliforniaHorrace TobinEqual Employment Opportunity Compliance, Skanska USA, VirginiaCommunityTimelineHouston, Texas:Helping local studentsEmployees in Houstonand College Station,Texas, collected schoolsupplies for Communitiesin Schools and delivereditems to Pine ShadowsElementary School.Oakland, Calif.: Giving away goodsThe office donated remaining office suppliesfrom the Central Utility Plant jobsite, withan estimated worth of $4,012, to two localchildren’s organizations.Boston, Mass.:Cradles to crayonsEmployees participated inthe fifth annual Ready forSchool campaign, helpingto fill more than 15,000backpacks with crayons,pencils, notebooks and othersupplies for disadvantagedschool-aged children.Alexandria, Va.:Getting physicalID Americas spearheadeda drive with the D.C.-areabusiness units to collectexercise equipment fordisabled and disadvantagedchildren enrolled in KidsEnjoy Exercise Now.Washington, D.C.:Carrying the torchMore than 25 employees fromthe Rockville and Arlingtonoffices teamed up to sponsorand participate in the 2011Juvenile Diabetes ResearchFoundation’s Real Estate Games.JUNE JULYAUGUSTPortland, Ore.: Tools for schoolsTeam members helped pack backpacks for a KnowledgeUniverse Tools for Schools event at Schoolhouse Suppliesand then dropped off the backpacks at a high-need school.Orlando, Fla.:School supplies driveThe George C. Young FederalBuilding and Courthouse teamworked with the NemoursChildren’s Hospital teamto hold a school suppliesdrive for the children of theOrlando Union Rescue Mission,contributing $635 in Target,Wal-Mart and Old Navy giftcards, more than 70 backpacksand two trucks of supplies.Philadelphia, Pa.:Responding to the callHosting its ninth blooddrive, the office collected20 donations, some ofwhich were double redblood cell donations.Raleigh, N.C.:Successful food driveFollowing the tornadoes thatstruck North Carolina, the WakeCounty Detention Center projectteam donated 990 pounds offood to the Food Bank of Central& Eastern North Carolina.Seattle, Wash.: Playing it safeThe office donated 125 pairs of safety glasses and75 pairs of gloves to a Boy Scouts of America CubScout Day Camp so that the 250 attendees couldparticipate safely in the event’s activities.New York, N.Y.: Helpingtornado victimsUSA Civil Northeast employeesin New York and New Jerseydonated more than 1,500pounds of necessities toChristian Service Missionto help tornado victims inAlabama and Missouri.6 coast to coastcoast to coast7

» Mission Critical's work on two facilities in Canada is underway.Expanding the FootprintProfitable growth remains the objective of the 2011-2015 U.S. Business Plan, and one approach toachieving profitability is geographic expansion. Coast to Coast examines how Skanska USA is takingaction to expand by way of organic growth and strategic acquisitions.» The Cincinnati office opened for business in April.North of the borderPrimarily made up of employees from the Michigan and New YorkMetro offices, the project teams hard at work in Southern Ontario,Canada, are quietly building giants for the Mission Critical Centerof Excellence.For starters, in Guelph, about an hour west of Toronto, the teamis working on a 226,000-square-foot facility expansion currentlyaveraging about 250 craft workers.“There have been some adjustments working up here, but manyhave been good,” says Senior Project Manager Bill Laurain. “TheCanadian subcontractors want to be safe out-of-the-box, so our culturemeshes perfectly. It’s a collaborative team that respects one another.”In Stratford, roughly in between Toronto and Detroit, anotherteam is working on a new 400,000-square-foot facility. This projectwill peak at about 800 craft workers in coming months.“It’s a gigantic job,” says Senior Project Manager FrankScandariato, “and there’s definitely been a blend of the fast-pacedAmerican culture with the more relaxed approach of the Canadians.The results, though, have been fantastic.”The jobs total $390 million and will wrap in early 2012. Bothare joint ventures with Toronto-based Giffels, which has been asignificant help with subcontractors.“Giffels has been a tremendous partner,” Bill says. “They know thesubcontractor community and they know how system works here.”Planting deeper roots in the heartlandWhile working in Ohio isn’t new to Skanska, its first officialoffice opened in Cincinnati in April – just in time to coincidewith opening day for the Cincinnati Reds.Skanska began working in Ohio almost 10 years ago ona master agreement account for a large telecommunicationscompany. Six years ago the company won a $140 million hospitalproject just outside of Cincinnati. The project was a success andled to two more large healthcare projects in the area. The teamis also currently completing an office headquarters project inCincinnati.“We see Cincinnati as a market with a lot of potential,” saysAccount Manager Craig Eckert. “Having a strong, ongoingrelationship with clients, designers and subcontractors gives usa good foundation for growth and success in the market.”“When we looked at expanding into Cincinnati, we knew itwould be important to have an address but knew we neededto start small and grow as work increased,” adds Co-ChiefOperating Officer Joey Hatch. “We were able to find a smalloffice space in the heart of downtown Cincinnati that’s the rightsize for our support staff and in close proximity to many designand engineering firms. Success in this market will play a key partin enabling us to reach our 2015 business plan goals for theMidwest region.”8 coast to coastcoast to coast9

» The Aviation Center of Excellence established a home base in Chicago.Chicago office takes flightSkanska also has a new Chicago address. The Aviation Center ofExcellence has established a home base here and is finding successnot only at Chicago’s O’Hare International Airport, but across thecountry too.In the past four months, the team has won three key aviationprojects: a baggage inspections system project at O’Hare, a terminalimprovement project at Greenville-Spartanburg Airport in Greer,S.C., and a new regional jet terminal project at George BushInternational Airport in Houston.» Lance Charriere and Eric Bunner at the Dallas office.The office will also look at opportunities in the healthcare, highereducation and public markets collaborating with groups like theHealthcare Center of Excellence and other offices in the Midwest.“By 2015 our goal is to have 70 percent of USA Building’s workcome from the COEs. And a large part of our ability to achievethat is through internal collaboration,” says General Manager JimClemens. “In the short time the Aviation COE and Chicago officehave been in existence we’ve worked with 12 offices around thecountry, which has been a huge contributor to our success thus far.”Setting up shop in the Big DAs one of the country’s fastest growing markets, Texas is a perfectplace to expand the company’s footprint. And with a 10-yearhistory of working in the state’s second largest city, it was an easydecision to plant Skanska’s flag in Dallas.“When we were ready to expand in the state this yearto support the 2015 business plan, Dallas was the naturalchoice,” explains General Manager Brian Freeman. “It’s a globalcity with a lot of opportunity and a strong, diverse economy.”Skanska first made a name for itself in Texas eight years agowith the completion of Reliant Stadium. Since then, the Texasteam has been gaining the trust of key clients such as TexasA&M University, HCA and Harris County Hospital District.But it takes more than local experience to create success; italso takes the right people. Two local construction veterans wereidentified as key hires for the new Dallas team. Lance Charriere,vice president of business development, has worked in themarket for international construction firms for many years andbrings with him strong contacts with owners and design firms.Shannon Arnold, Skanska’s newest account manager, will jointhe Dallas team November 1. Shannon has a wealth of Dallasconstruction leadership experience. Project Executive EricBunner also moved from San Antonio to Dallas to help supportthe new office’s efforts.» The project team ventured deep into the desert for the SR111 bypass project.The California desertUSA Civil’s Rocky Mountain and California Districts are no strangersto working in far-flung areas. Few sites are as remote as two sites in theSouthern California desert, though.The two districts are collaborating on a major project for a confidentialclient near Mountain Pass, Calif., a mere 15 miles from the Nevada border.It’s a contrast to a recently-completed highway job by the CaliforniaDistrict in Brawley, Calif., which is about 25 miles from the Mexicanborder. While Mountain Pass sits at nearly 4,800 feet of elevation, Brawleysits 112 feet below sea level.In Brawley, challenges abounded on the recently completed $70 millionphase of the SR111 bypass, which helps ease traffic heading to and from theinternational border."We understand the importance of creatingdiverse partnerships by hiringlocal and minority- and women-ownedsubcontractors who know thecommunity…"“Our hottest day on-site was in 2009 when it hit 124 degrees,” saysProject Manager Jerry Iniguez.Proper preparation helped ensure zero heat-related incidents. Muchmore was needed to avoid issues while building two bridges spanning ahazardous river.The New River flows out of Mexico and through Brawley. Often calledthe most polluted river in America, it’s been spoiled by agricultural andchemical runoff from both the United States and Mexico, as well as by» Skanska will make its mark in New Orleans on the University Medical Center project.sewage from the Mexican city of Mexicali. The result is a stew that includesvolatile organic compounds, heavy metals and pathogens includingtuberculosis, polio, cholera, typhoid and hepatitis.“A lot of planning went into how to build the bridges without cominginto contact with the river,” Jerry says. “We had to take steps to makesure workers wouldn’t touch the water and we held daily safety meetingsspecific to the river. Before work started, a lot of workers had to bevaccinated for a number of diseases as another protective step.”Making moves in the Crescent CityNew Orleans is still recovering from Hurricane Katrina six years afterthe storm tore through the Gulf Coast, and Skanska has venturedinto this new market to aid in the city’s recovery and support thecommunity’s healthcare needs.A team made up of the Healthcare Center of Excellence, the Florida,Atlanta and Durham offices and joint-venture partner MAPP Construction,a Louisiana-based contractor, have joined forces to construct the UniversityMedical Center – a state-of-the-art, 1 million-square-foot hospital campus.The team has begun Phase 1 of the project, which is valued at $522 millionand includes a 424-bed hospital, an adjoining diagnostic and treatmentcenter, utility/infrastructure installation, lighting, roadways and parking. Theteam will soon be enlisted for Phase 2 as well, which is valued at $150 million.The team isn’t carrying out the job alone either. Skanska MAPP heldseveral networking events, attracting nearly 100 local subcontractors andminority- and women-owned businesses interested in the project.“Skanska MAPP understands the importance of creating diversepartnerships by hiring local and minority- and women-ownedsubcontractors who know the community and want to make it betterthrough the construction of new facilities such as the UniversityMedical Center,” says Senior Vice President Fred Hames. “It’s importantthat we reinvest in the community through our hiring practices.” ◆10 coast to coast coast to coast11

On theRoad AgainCalifornia’s Big Bear Lake has a populationof about 5,000. Since it offers year-roundrecreation though, weekends can see morethan 100,000 southern Californians makingthe trip “up the hill” for fun in the outdoors.When record-breaking rainfall last December washed out hugesections of state route 330 – a primary road to Big Bear from SanBernardino and the Inland Empire – drivers faced a tough choice.“Drivers could take a long detour that could add hours to their tripor stay home,” says Senior Project Executive Dennis Cox. “As you canimagine, businesses that depend on tourists were especially interestedin restoring highway 330 to service quickly.”When record-breaking rainfalllast December washed outhuge sections of stateroute 330 – a primary roadto Big Bear from San Bernardinoand the Inland Empire – driversfaced a tough choice… addhours to their trip,or stay home.When Three Heads are Better than OneLocated on Fort Sam Houston in San Antonio, Texas, the Tri-Service Research Laboratory wasconstructed by Skanska to provide a space for three branches of the U.S. Armed Forces to worktogether as one joint force.USA Civil West’s California District was awarded two contractstotaling $16 million to rebuild SR330. Initially, Caltrans estimated thatthe project would take a year to complete. However, favorable weather,strong coordination by the project team with Caltrans and the UnitedStates Forest Service had work well ahead of schedule by Memorial Day.“It was the perfect mix of good conditions and a great team,”Dennis says.It was a proud moment on June 17 when the highway reopened forfull use. Praise came in the form of positive press and a happy client.“Without the dedicated perseverance of the contractors, localelected officials and agencies, as well as Caltrans' staff, the successof the project would never have been possible,” Caltrans District 8Director Dr. Raymond Wolfe told the Mountain News. ◆The design-build facility will house Navy, Air Force and Armyresearch programs designed to evaluate the health and safetyeffects of exposure to energy devices. The 181,000-square-footbuilding houses various laser and biological research labs andecho-free chambers, which allows each military branch tosimultaneously conduct research on the biological effects ofdirected-energy devices.The scope of the project included the design and constructionof the $70 million facility within a 24-month time frame. Skanskapartnered with Jacobs Engineering to provide design services andutilized a pre-engineered metal building system for the structureto both accelerate the schedule and minimize cost. On-timecompletion of the project was critical, as the dates for relocationof personnel and equipment were already identified.The project required Skanska’s team to become familiar withthe standards, policies and procedures of the federal government.This resulted in extensive coordination with the numerousagencies representing the U.S. Army Corps of Engineers, FortSam Houston, each branch of the military, the end user groupsand other civilian contractors. The project team ensuredadherence to government standards such as the Buy AmericanAct, which stipulates that all construction materials must be fromdomestic sources or approved trading partners, and the DCID6/9, which provides guidelines on construction of secure spaces.The project, which is seeking LEED® Silver certification, wascompleted on time and Skanska plans to use lessons learnedat the Tri-Services Research Laboratory on future federalgovernment projects. ◆12 coast to coast coast to coast13

Placing Milepoststoward Deep GreenAny journey takes a good map. Many of Skanska’s green leadersknow that as much as “Journey to Deep Green” is discussed, thecompany won’t get anywhere without a plan. Fortunately, leadersfrom across the business are helping shape the strategy that willguide the final destination on its path towards zero environmentalimpacts in delivering high performance, future-proof projects.In place is a plan to recyclemore than 98 percentof all construction wasteby 2015, with annual benchmarksleading up to that goal.What does Deep Green look like?Deep Green is defined by attributes thatrelate to the four priority areas for reductionof the environmental impact of our projects– water, materials, energy and carbon.The attributes are:and zero potable water forconstruction in civil/infrastructure“We have to be able to drive market change,” says Senior VicePresident Beth Heider, who will soon assume the role of chair ofthe United States Green Building Council. “We’re leading throughthe green solutions we recommend to clients, illustrating bottomlinebenefit. And we have to show we believe in the benefits bywhat we choose to develop and how we build in the field.”In doing so, Skanska will have to refocus the ways projects areapproached and the ways the company’s green goals are perceived.Without measurements, a reputation as the leading greenconstruction company will only mean so much.“We shouldn’t aim to be the best in our industry. We shouldaim to be the best company in terms of sustainability, period,” saysEnvironmental Manager Courtney Lorenz. “What we want to do isbe better at managing waste within our company, while deliveringprojects using fewer materials, water and energy.”To get there, each business unit will assign Green StrategicIndicators that will measure actual performance. These indicatorswill align with overall 2011-2015 U.S. Business Plan goals and willbe monitored at a high level.Already in place is a plan to recycle more than 98 percent of allconstruction waste by 2015, with annual benchmarks leading up tothat goal. By the end of 2012, the target is more than 92 percent.“If we’re going to get to Deep Green, it’s going to take settingbaselines, examining areas where we do well and being honestabout places where we need to step up,” Courtney says. “The rightbenchmarks will help us get better, instead of touting the samesuccesses over and over again.”A major part of the effort is “investing” in new green methods.Skanska was a key member of a team, for example, that built theBertschi School Science Classroom Addition in Seattle, whichis tracking to be a Living Building SM . Pioneering work like that,done at cost, has opened the door for Skanska to take a leadershipposition on the proposed Oregon Sustainability Center, whichcould be the world’s first urban mid-rise Living Building.But achieving a true leadership position will take more thana visionary project here and there. Helping move the market todemand that a majority of projects surpass basic LEED levels willdo more. Skanska, however, can once again lead by example. Forinstance, USA Commercial Development (CD) has set LEED Goldas a minimum requirement for its projects.“We see Gold as the start of the journey,” says DevelopmentManager Catherine Dannenbring. “On each project, we’re tryingto incorporate one new green element that hasn’t been tried in CDprojects. Ideally, each project builds on lessons learned from the last.That allows us to set a structured way to continually move forward.”CD must work within the bounds of whatever future tenantswill desire. By pushing the envelope and linking the results to» The Bertschi School Science Classroom Addition in Seattle is on track to be a Living Building.tenant business goals, though, it’s possible to move the needle a bitcloser to net-zero structures.“We need to focus on low life cycle costs rather than initialinvestment,” Catherine says. “It’s vital that we show howmeasuring energy consumption and reducing carbon footprintshave tangible bottom line and social benefits.”“We’ve always been at the front of the pack with green ideasand execution,” Beth says. “This is a moment where we cancombine the green-thinking culture of Skanska with tangible,business-focused measurement to drive us to a new way toconduct our business.” ◆14 coast to coast coast to coast15

The project does not run on rails“PPPs have a long-term development process in whichexternal and internal factors can change and develop. Theteam is constantly engaged in an evaluative process to notjust process information, but to determine its strategicimpact,” says Frederick Burman, ID Americas projectdevelopment director, commercial.For example, midway through development, theclient wanted to specify a toll range for users - atremendous challenge from a financing perspective.“In simple terms, the toll is an output of the costsof the project over the length of the contract,” explainsAndy Southerland, ID Americas project development,finance. “A pre-determined rate requires inputting tothe financial model, then working backwards throughan iterative process of matching up the project’scommercial terms and optimal financing so thateverything hangs together in equilibrium.”Fortunately the project team reached an acceptablepath to delivering the client’s affordable toll rate.» The Skanska-Kiewit-Weeks Marine team works closely with Virginia Department of Transportation (VDOT) Civil Rights: Wade Watson, VDOT’s Shay Ponquinette, Peter Jonna, Mark Apaliski and Rodney Renix.Collaboration LivedThe Skanska team pursuing Virginia’s Downtown Tunnel Project is gaining valuable experiencefor future competitive advantage on U.S. public-private partnerships (PPPs).Thirty states havelegislation enabling PPPs, and Virginia has one of the longest-standing programs. However,even with an established procurement process, project development for PPPs is neither linear,nor predictable.“You can’t just ask customers what they want and then try to give that tothem. By the time you get it built, they’ll want something new,” says Apple’sChairman and Founder Steve Jobs, according to the Financial Times.That challenge exists when developing hand-held devices, as it does withdeveloping projects larger than the eye can see - like the Downtown Tunnel/Midtown Tunnel/MLK Extension Project. The approximately $1.8 billionproject to design, build, finance, operate and maintain a new Midtown Tunnel,existing Downtown and Midtown Tunnels and a new roadway extension is aSkanska-led project that involves ID Americas and USA Civil Southeast.So how is this PPP project being effectively co-developed?“The U.S. is such a dynamic, emerging PPP market, where timelines,objectives, scopes, budgets - and certainly people - are stretched andchallenged in the course of developing a project,” explains ID AmericasProject Director Chris Guthkelch.“This project has presented us with tremendous design/buildopportunities - like the ability to design from scratch a solution thatminimizes right-of-way and environmental impacts, while achievingthe client’s goal of a regionally connective roadway network,” adds WadeWatson, vice president of operations for USA Civil Southeast and leadrepresentative for Elizabeth River Crossing’s construction joint ventureSkanska-Kiewit-Weeks Marine. “It’s been challenging given limitedfunding for the project, but the entire team has demonstrated the abilityand willpower to make this project a reality.”Coast to Coast asked Skanska team members for some top lessons learned.» Top: VDOT’s Tammy Mancinelli collaborates with Mary Humphreys on workforce development. Middle: LincolnSmith and Stephen VanEssendelft with Chris Guthkelch. Above: Horrace Tobin with VDOT’s Shay Ponquinette.Did you know?Collaboration is criticalA PPP development team structure may includeanother equity partner, plus working groups for finance,commercial/legal and technical development. Specialistsfrom partner companies, the construction joint ventureand the client focus on design-build, traffic and revenue,cost modeling, government affairs and communications,and operations and maintenance, among others.“The complexity of this project necessitates anextensive volume of activities and work productsacross multiple disciplines,” says Peter Jonna, projectdevelopment engineer for USA Civil’s Large ProjectsGroup. “The activities impact each other, so we’vealigned the team using all-hands conference calls, inpersonmeetings and even co-locating when needed.”Client relationships are paramountIn Virginia, both the central office of the VirginiaDepartment of Transportation and its district office areinvolved in development.“It’s important to respect their chain of commandand ingrained knowledge, and to find ways to add valueand accelerate development,” says Mary Humphreys, IDAmericas communications manager.Currently, the majority of issues contained in thecomprehensive agreement draft have been resolved, and theteam continues work to bring the project to a commercialand financial close, scheduled for year end. In parallel, atransition team has begun work related to establishing andoperating the special purpose company. ◆Tolling facilities today implement all electronic tolling, with no cash option, stopping, slowing or toll booths. Drivers pay via an electronicdevice like E-ZPass®, or by an invoice mailed to them. Safety and efficiency are greatly improved. More information can be found atwww.ERC-info.com and www.MidtownTunnel.org.16 coast to coast coast to coast17

coast tocoastThe Employee Magazine for Skanska in the U.S.The Skanska Top 10Skanska USA hostedthis year’s annual globalManagement Meetingin San Antonio, Texas.For the second year in a row,Skanska ID won Skanska’sBusiness Unit of the Year inthe Development category. IDAmericas’ team members workacross borders on ID projects.Alongside Railworks, USA CivilNortheast was awarded a $386million contract to furnish andinstall finishes and systems at theNo. 7 Line Extension projectin New York.733 10th Street in Washington, D.C.,Skanska’s first commercialdevelopment in the country,is 90 percent leased prior toconstruction completion this fall.Coast to Coast is nowavailable to read anddownload in digitalformat online at:usa.skanska.com/coasttocoast.USA CommercialDevelopment acquiredThe Houston ClubBuilding site, locatedat 811 Rusk Street, indowntown Houston, Texas.MetLife Stadium receivedSkanska’s Building Projectof the Year for beingcompleted on-budgetand five months aheadof schedule.USA Civil NortheastProject Executive JohnCrecco received Skanska’sGolden Hard Hat awardfor production managerfor demonstrating acommitment to safety,financial focus andleadership ability.Skanska is gearing up tolaunch its new talentmanagement system– Skanska Talent –with training sessionsthat began last month.In a joint venture withTraylor Bros., Inc., USACivil Northeast signed a$210 million contractto build the SecondAvenue Subway line’s86th Street stationin New York.