Worldwide - Skanska

Explore theopportunitiesin projectdevelopmentand constructionWorldwide#2 . 12Fiftyshadesof greenPage 28Determinedto winPage 7Homeworkfor successPage 20All eyes on riskand opportunityPage 24Worldwide N°2 2012 1

Contents WorldwidePart of Skanska GlobalExpert GroupsPhoto Anders PetterssonLetter from the EditorAlf Lindström7 Determined to winAfter years of excellent performance, SkanskaSweden was named the Skanska Business Unitof the Year 2011. However, being the best atSkanska is not enough. Skanska Sweden is alsodetermined to secure the No. 1 position in theSwedish construction market.10 Winning waysProfits and people development are the keysto reaching our goals. Some 45 experiencedSkanska colleagues shared their success storiesand best practices for outperformance.Keep calm and carry onStepping app the digital eraSmartphone technology is entering the construction scene. Recently developed apps can help savetime, paper and a lot of footwork.A new Leak Prevention app won this year’s Skanska USA Building Award for best-implementedInnovation Grant Program. Leaks are a major issue and quality inspections are time- and paper-intensive.The app contains a standardized checklist, and building drawings are marked with yellow pinsthat represent inspection points. Once the user has completed the inspection, taken notes and photosand obtained sign-offs, the pin turns green – or red if there is a problem.The app offers considerable time savings for builders and clients. More importantly, the protocol itfollows takes advantage of Skanska’s collective knowledge and puts it in the hands of every superintendent.The original idea was developed by Randy Pitre, a construction superintendent at Skanska USABuilding in Texas, and realized by the infrastructure implemented by the USA IT Team.“Ideas for apps come from our line people. For each app, we connect people and champions acrossthe United States and build a team to develop the app and share it across all regions. We support thisfinancially, and Skanska AB provides part of the funding through the Innovation Grant Program,” saysAnthony Colonna, National Director, Innovation, Skanska USA Building.Randy PitreWhile the climate is warming, the economy is cooling. Unemploymentis rising and, the money supply is shrinking. What is the worldcoming to? Four years of recession and financial turmoil and it’sstill dark on the horizon. Maybe we need to adjust and look at thebrighter side of life, as in the words of Oscar Wilde: “We are all in thegutter, but some of us are looking at the stars.”Every day, we are fed bad news by the media. With just one exception– Worldwide – possibly the only magazine in the world withgood news. Of course, a flourishing world economy would be betterfor Skanska. But my colleagues in this company are phenomenal atidentifying and grasping new opportunities. They are heirs to WinstonChurchill, he who once said, “A pessimist sees the difficulty in every opportunity;an optimist sees the opportunity in every difficulty.”That’s why we can fill yet another issue with good news.It is a question of mindset: if we just look for evidence, good newsis in abundance. Global poverty is on the decline and a higher proportionof children survive today than just a few decades ago.If in doubt, please check out Mindgap at www.gapminder.org –for a fact-based world view created by the medical professor HansRosling. “I am a serious possibilist!” he said when he recently visitedSkanska in Solna. He lays full responsibility on all of our shoulders.We are part of the problem – but we are also the solution.Keep calm and carry on!WorldwidePublisher Katarina Grönwallkatarina.gronwall@skanska.seEditor-in-chief Alf Lindströmalf.lindstrom@skanska.seProduced by LocomotionProject management Jan EdénDesign Elias Awada28 Fifty shades of greenThe Skanska flags are waving over the firstDeep Green office in Sweden. The Väla Gårdoffice in southern Sweden is Skanska’s greenestoffice building to date. The building isdesigned to achieve LEED Platinum and DeepGreen building through net zero energy andby being constructed with zerohazardous materials and with zero wastesent to landfill.Worldwide Magazine is produced and printedwith care for the environment.It is printed by KST InfoService Sweden and byFLM Graphics in the United States, with ISO14001, FSC and PEFC certification and the NordicEcolabel. Worldwide is printed on ProfiSilk paper,which is totally chlorine free and has FSC andNordic Ecolabel certifications. Worldwide is producedto inspire. After reading, please share withothers or ensure the magazine is recycled.Worldwide is the group magazine of Skanska ABand is intended for employees, customers andother Skanska associates.20 Homework for successThe residential development businessin the Nordic countries has been restructuredand integrated with the Nordic constructionunits. Residential development is and willcontinue to be an important part of Skanska’score business, and homebuyers will still beable to get a Skanska home.The magazine is published three times annually.Feel free to copy pages from the magazine or toquote us, but please name the source.No responsibility is taken for unsolicited material.Subscribe free of charge by sending an e-mail toworldwide@strd.seFor more information on obtaining additionalcopies of Worldwide in the United States, pleasecontact U.S. Publications Manager Alimou Diallo atAlimou.Diallo@skanska.com2 Worldwide N°2 2012 Worldwide N°2 2012 3

Worldwide NewsbreakNewsbreak WorldwideLucie Nováková, Head of Communications, and DanŤok, President of Skanska in the Czech and Slovakrepublics rejoice over international recognition.Royal praise formentorship workIn the United States, Skanska works with The MentorFoundation, a nongovernmental organization thatfocuses on preventing drug abuse among childrenand young people through mentorships. Last monththere was a career meeting for students and mentorsat Skanska’s 11th Street bridge project in Washington,D.C. The students and our American colleagues werealso visited by HRH Queen Silvia of Sweden.Read more about The Mentor Foundation atwww.mentorfoundation.orgSeeking opportunities in new marketsEntering new geographies is one way to grow Skanska’sbusiness. Already on the ground in Colombia,Romania and the Middle East, Skanska is now consideringCanada. About the Middle East, Mats Williamson,Executive Vice President, Skanska AB, says, “We arestarting with a low-risk approach, concentrating oncomplex big projects in partnership with local playersand ensuring our operations are in line with our Codeof Conduct.”A coopted to co-chairMike Putnam, President Skanska UK, (right), takeshis place on the UK government’s Green ConstructionBoard (GCB). The GCB has members fromgovernment and industry and is jointly chairedby Putnam and Rt Hon Michael Fallon MP, theMinister of State. A number of key UK governmentministries are represented on the Board. GCB wasestablished by the government as a response tothe Low Carbon Construction report issued by theInnovation and Growth Team.Czech, Czechand Czech againSkanska Czech Republic was recognized three times recentlyfor exceptional values and principles. First, Dan Ťok, Presidentof Skanska in the Czech and Slovak republics, was honoredwith the AmCham Wings Award for his efforts to improvebusiness ethics. The AmCham Wings Award is presented bythe American Chamber of Commerce in the Czech Republicto a member who has contributed significantly to AmChamactivities and benefited the business community as a whole.Second, Business for Society awarded Skanska CzechRepublic the Top Responsible Company 2012 Award. Theprize honors companies that embody social responsibility andsustainability, the key factors being quality of strategy, innovationand a systematic approach.Third, Skanska in the Czech Republic won the Global PRAward for best Crisis Communication in connection with theBarta affair. Vit Barta, the former Minister of Transport in theCzech Republic, publicly accused Skanska of poor roadworkquality. He was later forced to resign after allegations of unethicalbehavior and was subsequently convicted of briberyand given a suspended prison sentence.Double Green AwardsSweden Green Building Council has honored two Skanskaprojects with awards for best LEED projects. The winnerswere Gårda Green Office center, Skanska’s regionaloffice in Gothenburg, in the category for new developmentsand Österport, the regional office in Malmö, forbest LEED renovation project. “This is proof of our leadershipin the development of green offices,” saysJan Odelstam, President, Skanska CommercialDevelopment Nordic.Hans Wallström, Madeleine Liljekvist and Larissa Kaplan.A very special visitIn June, children from the Astrid Lindgren Children’sHospital were invited to visit the New KarolinskaSolna (NKS) construction site.The Hospital Play Therapy area at KarolinskaUniversity Hospital is a place where children can goduring their hospital visit, to demystify their sojournand help make it more fun.“It’s not common for the children to go on excursionslike this,” says Lena Ulander, who works withtherapeutic play. “It means a lot to these children.”On one summer day, Martin Thorin, LinusWesterlund, Jesper Cedervall and their parents visitedthe NKS site. They tried out hand tools and satin a tractor with the supervision of Janne Sedvall.“It was an extremely positive experience for meto get these children’s perspectives on the constructionsite. It was also emotionally moving and gratifyingto meet them,” Sedvall says afterwards.“Skanska means ‘professional constructor,’” saysMartin, seven years old. His mother Malin Thorinsays that the visit meant a lot to him and that hekept talking about it and explained it to absolutelyeveryone. “I will never forget this day,” Martin says.The fee for guided tours at the NKS Showroomgoes to support Play Therapy at the Astrid LindgrenChildren’s Hospital.OneSkanska honored for contentThe OneSkanska intranet was honored at IntranetInnovation 2012. The awards celebrate new ideasand innovative approaches to the enhancement anddelivery of intranets. In addition to presenting the goldaward winners, the Intranet Innovation report providescase studies of outstanding practices, in whichOneSkanska was commended for “local and globalcontent integration.” The commended companiesincluded Heineken, Coca-Cola, Arup and others.Maria Lomholt, Jonas Enghage, Creative Director F&B,Josefine Nyberg, Producer Edit House, Katarina Grönwall,Niclas Bergman, Director Edit House.Filmservice International / Blaise TassouGold Awardin CannesAt the annual Corporate Media & TV festival inCannes, “We are Skanska” won the Gold Award forbest internal film. “We are Skanska” provides a walkthroughof some of the company’s greatest projectsaround the world, including the Öresund Bridge inSweden, the No. 7 subway line in New York and theAntofagasta highway in Chile.Professor Kyösti Tuutti“This is a fantastic achievement and confirms thestrength of the film concept, relating the story ofSkanska through our projects,” says Maria Lomholt,Head of Brand Communications, Skanska. “Mostpeople recognize us as a construction company andnot for our projects or what these contribute tosociety.”“We are Skanska” was one of the winners of theGold Award in competition with 700 entries from 35countries. Please enjoy the film at www.skanska.com/en/Media/Films/Gold medalin concreteThe Swedish Concrete Association’s gold medal hasbeen awarded to Professor Kyösti Tuutti of Skanska.The commendation reads: “For his great work in thefield of concrete as a scientist, leader of an industrialresearch and development operation in Cementaand Skanska and the initiator of a number of majorresearch programs. As a scientist, he conductedpioneering studies of the corrosion process affectingembedded steel reinforcement. His work resulted in aclassic thesis entitled ‘Corrosion of Steel in Concrete’(1982).”4 Worldwide N°2 2012 Worldwide N°2 2012 5

Determinedto winAfter years of excellent performance, Skanska Sweden was named the Skanska Business Unitof the Year 2011. However, being the best at Skanska is not enough. Skanska Sweden is alsodetermined to secure the No. 1 position in the Swedish construction market.Text Jonas Fogde Photo Holger StaffanssonPierre Olofsson, Business Unit President forSkanska Sweden, is on the winning track.Pierre Olofsson, Business Unit President for SkanskaSweden, explains how to profitably outgrow thecompetition.“Winning the Business Unit of the Year is a great honor.With so many outperforming sister companies in theGroup, the competition is intense.”Skanska was number one in the Swedish constructionmarket for many years. However, competitors have gainedmarket shares of late. How do you react to this?“It think it’s important to point out that there’s moreto market leadership than just volume. We are outstandingin the Swedish market in terms of results and cash flow,but I am determined to take back lost market shares. It wasnecessary for us to focus on margins, reduce loss-makingprojects and so forth for a period, and we have been verysuccessful in delivering on this strategy.“We are now ready to start growing again. Our newbusiness plan focuses on profitable growth. We will defendour margins but also endeavor to capture market shares. Byhaving an ongoing dialogue with our customers, togetherwe can identify project opportunities that address theirneeds and foster our growth.”“Bundled construction (an arrangement in which wealso organize financing) has proven to be an effective way ofexpanding our market and delivering strong margins. Anotherway of achieving success is to collaborate with otherbusiness streams and act as a One Skanska team.”If it is not just about size and volume, in which areas doyou want Skanska to lead?“Everything we do should support our goal of being theleader in ethics, afety and green, and I can see how ourtarget-oriented work in these areas has paid off. In the pastfive years, we have reduced our accident rate by 50 percent.“I’m also proud that the Swedish Construction Federationhas adopted afety as a key area going forward, thankslargely to pressure from us. We need to involve the entireindustry if we are to achieve our own goals.“By having an ongoingdialogue with ourcustomers, togetherwe can identifyproject opportunitiesthat address their needsand foster our growth.”“In September, there was a fatal accident involving oneof our subcontractors. I immediately went to the site tosupport our staff. It was the most difficult day of my careerand a reminder that we still have some way to go. We willnever abandon our long-term goal of zero accidents in theworkplace. Anything else would be wrong.“Much progress is being made in green construction.Many staff members have been trained in environmentalcertification systems such as LEED, BREEAM and CEEQUAL.We always endeavor to include a greener alternative bid whenresponding to customer requests and we support leadingedgeprojects conducted in cooperation with clients usingfunds from our Green concept lab.”What are your main strengths and which areas have potentialfor improvement? What has top priority?“Our dedicated staff is our single most important asset.There is a winning culture in our unit, and we have proventime and time again that we can deliver on tough financialtargets. Financial outperformance seven years in a row6 Worldwide N°2 2012 Worldwide N°2 2012 7

Pierre Olofssonspeaks for itself, in my opinion. Skanska Sweden is also agreat talent developer with a steady flow of individuals takingon new challenges.“Another strength is that we operate in all businessstreams and throughout the country. Our decentralizedorganization creates a strong local presence and enables usto maintain proximity to our customers, thus providing uswith stability.“Working as one team gives us the greatest opportunityto take the next step. No single aspect is more importantthan collaborating closely at the early stages. If we combineall of our knowledge and strengths, we will be unbeatable.Our mix of competence and strong finances is unique.”Skanska is listed on the Nasdaq OMX Stockholm exchange,and your company is naturally regarded as the flagship.What does that entail?“It means that we feel the pressure to perform from theSenior Executive Team and the Skanska Board, but it alsoenables us to leverage the strong Skanska brand and use thehigh expectations placed on us as motivation to perform.“Without a doubt, I have the best job in the Swedishconstruction industry. To lead Skanska’s construction unitin Sweden, where it all began 125 years ago, is a great sourceof pride and a privilege.”Looking at Skanska from a global perspective, what experiences,initiatives or lessons learned do you want to bring toSweden from your global colleagues?“There are so many things we can learn from other businessunits in Skanska.“The most obvious example is our cooperation withSkanska UK. It has been our main source of inspiration inefforts to take afety to the next level. Skanska UK is alsoone of our key partners in the construction of the NewKarolinska Solna university hospital. We could not haveperformed this project without Skanska UK’s experience ofsimilar projects in its home market.“Looking ahead, I hope we can utilize the experiencesgained by other units from infrastructure projects to increaseour market share in that segment.”How can we maximize Skanska’s know-how?“I think that real business cases, in which we assemble across-business-stream and cross-market team, are the bestway to leverage the vast knowledge base within Skanska. Iam a true believer in the One Skanska approach. The combinationof our unique talents is the main factor that sets usapart from the competition.”What is Skanska’s best-kept secret?“There is no secret that I am aware of. In fact, if we wereable to tell the external audience more about all of the greatvalues that Skanska represents, they would realize what isso exceptional about our company. We provide people withunrivaled development opportunities and the chance towork with others at the very pinnacle of the industry. AlthoughSkanska is already well known in Sweden, I’m surewe could further strengthen the Skanska brand by beingmore active externally. There are stories to tell: we are at theforefront of afety and green and are financially strong.”“ I am a true believerin the One Skanskaapproach. Thecombination of ourunique talents is themain factor that setsus apart from thecompetition.”If it was up to you, what social issues would you likeSkanska to play a part in and help solve? What stands inour way?“Public infrastructure is critical for the developmentof society. I hope that the New Karolinska Solna hospitalproject will serve as an eye-opener for both politicians andthe public, showing how public-private partnerships (PPPs)can be an efficient way of solving long-standing public sectorneeds.“Compared with the UK, for example, Sweden haslimited experience of PPPs. We need to demonstrate the advantagesof the PPP model to encourage politicians to startusing this way of sourcing critical public infrastructure.”Skanska has a long tradition of residential development.Having started as part of construction operations, residentialdevelopment is once again incorporated into SkanskaSweden. What will this involve for the business?“Residential development has always been and willremain the core business of Skanska in Sweden. Theturnaround of the residential development business is a toppriority. Efforts are ongoing, and I am receiving positivefeedback from our regional construction and developmentunits. It’s a real team effort requiring us to focus on costefficiency and standardization throughout the process,to bring the right product at the right price to the localmarket. Our long-term goal is to become the leader in theresidential development market.”And for homebuyers?“A more effectively managed project development processwill enable us to achieve zero defects. It will also meanthat we will be in sync with homebuyers’ needs in terms ofthe right product at the right place at the right time.”In Sweden, Skanska is currently active in all areas, includingCommercial Development (CD) and PPP via InfrastructureDevelopment (ID). What synergies and opportunitiesdoes this offer? How do you cooperate?“The possibilities are immense. We already have a greattrack record of working as One Skanska together with CD.Its focus on green and afety aspects helps us boost ourcompetitiveness in the external market. We can also use ourcontacts in city administrations to generate new opportunitiesfor each other.“One such example is Malmö Live, our bundledconstruction project in Malmö. We are constructing a combinedconcert, congress and hotel facility in close cooperationwith the City of Malmö. The project includes buildingrights for commercial and residential buildings.“While our cooperation with ID began at a later stage,it accounts for a significant portion of our business. Just togive you an indication, the New Karolinska Solna projectaccounts for about 10 percent of our annual revenue. IfSkanska ID is successful in marketing the PPP conceptin Sweden, Skanska Sweden could take home numerousprojects.“Last year, we also worked together when we began constructionon wind farms in northern Sweden. The first project,Sjisjka, recently went on-stream. We have now startedconstruction on a second project, Mullberg wind farm. Ourcooperation with ID has enabled us to build competence ina new and growing market segment.”In 2015, what will the significance of Skanska Sweden befor society, clients, employees and shareholders?“By then, our stakeholders will have a better understandingof Skanska’s unique capabilities. Also we will havestrengthened our profile as a caring community builder.One way of achieving this is to increase the volume of renovationwork that we do in Sweden’s Million Programmehousing areas. Built during the 1960s, many of thesestructures are now dilapidated, but we have the know-howto make the buildings more attractive and involve the localcitizens in the renovation work.“Skanska should be the company of choice in the constructionindustry for prospective employees. I also hopethat we will have been able to increase diversity among ourstaff in terms of education, gender and ethnicity.“My main goal for 2015 is that we be perceived as theundisputed leader in the Swedish construction sector. Everystep we take should support this goal.”Know more about Pierre OlofssonJoined Skanska after graduation via a two-yeartrainee program. Took up a position in the constructionbusiness. Remained there until 2008,when he was selected as a member of SkanskaSweden’s management team with responsibilityfor a major reorganization project targeting thesupport functions of the business units. He thenbecame head of the main support functions until2011, when he was appointed Vice PresidentBuilding. Has held the position of Business UnitPresident of Skanska Sweden since March 2012.Born: 1966 in MalmöEducational background: M.Sc. in Constructionfrom the Faculty of Engineering at LundUniversity (LTH), SwedenBegan working at Skanska: 1993Family: Wife and two sonsFavorite leisure activities: Sports, music andoutdoor activities8 Worldwide N°2 2012 Worldwide N°2 2012 9

How to fulfill the ProfitableGrowth plan was the focusof attention at this year'sManagement Meeting.Text Alf Lindström Photo Holger Staffansson Illustration Thomas PalmbäckR.F. Berg (1846–1907)founder of SkanskaUnderstanding the needs and demands of a changing society was andmust continue to be the way forward. Your innovative spirit is neededmore than ever. I trust you to carry our legacy into the future.Stuart Graham, Chairman,Skanska Board of DirectorsThis is a great, great company. We should be No. 1 – the best. Andwe will be if we get out there, meet the clients and secure the businessahead of the competition. That’s the challenge. We have theright leaders, a supportive and committed Board of Directors, aneffective risk management procedure and the Five Zeroes. If wecapitalize on this and avoid becoming complacent, we will continueto be a shining example.Peter’s WalletPeter Wallin, Executive VicePresident and CFOWhat’s in it?“About USD 350 million in assets.”One year ago, the figure was closer to USD 1,250 million.What happened?“We are investing in acquisitions and in project development. Weare now active in commercial property development in 20 cities.This is double the amount of a few years ago. We have establisheda presence in four cities in the United States and we have won ourfirst U.S. PPP project, Elizabeth River Tunnels in Virginia. Our U.S.footprint has been expanded through the acquisition of IC Skanska.”What does this mean?“We have put our cash to work. Our investment projects accountfor about 15 percent of construction revenue. Commercial Developmentprojects have typically accounted for an average profit ofroughly USD 150 million annually for the past five years. Moreover,divested PPP projects also contributed to Group profits.”Will Skanska continue to invest in all business streams?“Yes, we will, but the principal focus of the Nordic residential businessis to get back on track in terms of profitability. We have initiateda process to reduce the land bank for residential projects.”Does Skanska have sufficient capital for all potential investments?“Naturally, we have to prioritize. The internal competition for capitalis increasing. The units that report the best return will of coursebe allocated the largest amount to invest.”Pia Sundhage, former Head Coach for theU.S. Women’s National Soccer Team and nowHead Coach of the Swedish National TeamGo for gold! Last year, Pia Sundhage and her U.S. soccer team won the silver medal at the world championship.Afterwards, Sundhage commented: “We will go for gold next time.” A year later, the U.S.team won the Olympic Gold medal at the 2012 London Olympic Games. “We did it, we won the gold,”she says and asks the Management Meeting, “Can you do it?”Johan Karlström,President and CEOProfit and cash flow should be the focus of our attentioneach and every day. Profit is like oxygen – it is the necessitythat makes us thrive and survive – and cash fuels the Skanskaengine, enabling it to achieve our ambitious targets.We stand strong. Thanks to our spread – with four businessstreams in a number of home markets, our brand andpeople – I believe that we are unbeatable provided that weuse our strengths in the right way, plan for profit, generatecash funds and put these funds to work. Combined with developingour personnel, these are the keys to success.The 2011–2015 Profitable Growth Business Plan is workingand remains unchanged. There is no doubt that it providesus with the way forward.To get there we need two things: First, we need oxygen - aprofitable business. Second, develop yourself and your people.We need exceptional leaders to achieve our targets.10 Worldwide N°2 2012 Worldwide N°2 2012 11

Turning customers into fans“When we listen to theclient and fulfill theirneeds, we gain intimacywith that client andmove closer to establishingtrust and credibilitywith them. It’s the beginningof a relationship.Only then can our customersbecome fans.”Katy Dowding, SkanskaUK, and Larry Casey,Skanska USA Building,advise their colleaguesto use time with clientswisely. Spend 80–90 percent of the timelistening and asking open-ended questions,and spend no more than 10–20percent of your time giving information orsolutions.Taking a lead in transparency“The Czech Republicis lagging in transparency,”says Dan Ťok,Skanska Czech Republicand Slovakia. “When Igot the task to clean upour business, I had tostart with our own management. Then were-launched the code of conduct.” Sincethen, Skanska has continued to do rightand challenge the industry and society.Earlier this year, Ťok was honored withthe AmCham Wings Award, from theAmerican Chamber of Commerce, for hisefforts to improve business ethics in theCzech Republic.Pro-activity doubles opportunityAt a major future bypassproject in Stockholm,Skanska units in Swedencan double their potentialproject opportunitiesby joining forces andacting pro-actively. PatrikLarsson, Skanska Sweden, demonstratedthe business rationale and potential of OneSkanska.Branding before buildingNever seen, never heardand not built yet – butsoon a reality. The launchof Stockholm New earlierthis year generatedheadlines in all media.The buzz about a tailormade,green and flexible office developmentwith a top floor bar gave CarolineArehult at Skanska Commercial DevelopmentNordic a head start in marketing theproject. Stockholm New is now on themap and on everybody’s mind – and thisachieved at a very limited cost.Introducing Design/Buildin SlovakiaMiroslav Potoč, SkanskaCzech and Slovakia Republics,felt deep frustrationat losing contractbids. A new way to winbusiness was needed. Sothe Slovak unit teamedup with Skanska Poland to bring in Design/Build and new technical solutions thatcan cut costs by 20 percent compared tothe client's original design. Such clustercooperation has been used to advantagein Poland and the Czech Republic before.BoKlok: making, breakingand shaking the marketBoKlok (live smart) is a housing conceptco-owned with IKEA: developing qualityhomes for people with limited purchasingpower. “To make money on affordablehomes, you must be fast and extremelycost-efficient. We only look for landwhere our projects fit, and not the otherway around, thereby becoming market makers and marketbreakers. Our internal business model even makes us marketshakers,” says Jonas Spangenberg. In Sweden, a BoKlokhome typically costs about a third as much as an averagenewly built home.Making Marketsthrough acquisitionExpanding its footprintand advancing into theenergy market are onthe Skanska USA Civilagenda. A major stepwas taken through thepurchase of IC Skanskain Indiana. The bolt-on acquisition is nowa fact. “The integration process has gonevery well,” says Denny Quinn, Presidentof the new unit IC Skanska. “Skanska'sgreat story made the communicationeasy. No one has left the company.” Theircommitment is illustrated by the fact that60 percent of the new Skanska colleaguessigned up for SEOP, the employee stockparticipation program.Winning waysProfits and people development are the keys to reaching our goals. Some 45 experiencedSkanska colleagues shared their success stories and best practices for outperformance.Text Alf Lindström Photo Holger Staffansson12 Worldwide N°2 2012Worldwide N°2 2012 13

Leaders make the difference“We know that peopledevelopment is thedivider between goodand poor performance,”says Veronica Rörsgård,Executive Vice PresidentSkanska AB. The newLeadership Profile is the tool that willhelp us drive performance. It contains thecompetencies we need to realize the ProfitableGrowth plan and to make Skanskathe greatest company in its markets. Thefour competency groups are: Living ourvalues, Managing operations, Developingthe business and Leading ourselves andothers. “We have units in which decadesof focus on identifying and developingtalent have led to outperformance yearafter year.”Profit Scorecards– an active way to outperformKenneth Nilsson,the Skanska FinlandPresident, tells aboutProfit Scorecards, a tooldesigned to enrich the resultsof an awarded contract.“It is a structuredway of working to drive performance tooutperformance by setting, steering andfollowing up aggressive profit targets.”Identifying clients’ needsSpotting the opportunitycan add value for theclient and make one contractinto two. As a spinoffof the 320-kilometer(200-mile) Antofagastaroad project in Chile,Skanska Latin America’sDiego Pini and SkanskaInfrastructure Development’sMagnus Erikssondeveloped a solution toprovide water for themining industry in thearea. A pipeline along the road will be ableto supply seawater to the mining process,thus saving scarce drinking water.Root causes for successWhen performanceis good, it is reallygood – and somethingeveryone should learnfrom. There is a lot tolearn from colleaguesacross the company.To learn from the bestis to work smarter. Butwhat makes a project asuccess?Magnus Persson,Skanska Sweden, pointsout the success factorsbehind Malmö Police Building in Sweden: Choose the rightproject, get into the project as early as possible and involveyour tradespeople.Piotr Janiszewski of Skanska Poland says the A1 success inPoland was based on composing the right team and ensuringthat leaders got the right support.Ståle Rød, Skanska Norway, stressed the importance ofbeing a visible leader. Janiszewski and Rød proved thebenefits of cross-business-unit collaboration, exemplified inthe Gulli bridge.Don Fusco’s long list of advice includes identifying a “champion”on the client’s side, a partner who can guide you tounderstand what’s important for the client’s business.Changing afety behaviorsBased on his 25 years of experience inthe business, Larry Gillman, Skanska USACivil, can tell the difference between thenand today, between a risky and a safebehavior. “We used to put ourselves atrisk every day,” he says. “A great changein mindset has happened in the past fewyears. But to reach an injury free environment(IFE), we need to work with people,educate them and make it personal tochange behavior.”Per Hanson, of the risk managementteam, emphasized the customer’s role.“The afety awareness we achievedby working with Pfizer has been veryvaluable in other projects.” Introducinga non-blaming culture, safety inspectionstogether with the client, commoncleaning breaks and safety rewards aresome routines that Hanson introduced toimprove safety on the CD projects he hasworked on. “Make up your mind. You can’t change anyoneelse until you have changed yourself.”Skanska UK has a leading position in safety work. For thepast few years, Steve Iddon has shared his extensive experiencewith colleagues in Poland and the Czech Republic.He emphasizes the importance of a non-blaming cultureand the idea that safety is not something that someoneelse does to you. “Safety is something we do together forthe benefit of each other.”3 other P’s that make PPPElizabeth River Tunnelsproject in Virginia isSkanska’s first PPPcontract in the UnitedStates and the largestdesign/build project inthe history of SkanskaUSA Civil. Karl Reichelt,Skanska InfrastructureDevelopment, and SalTaddeo, Skanska USACivil, identified three P’sof Market Making in theElizabeth River Tunnelsproject process. Patience: Skanska trackedthe project for 10 years. Positioning: theyformed a world-class team. Partnership:they built a strong customer relationship.“De-risked” CD modelBundled Constructionwith a proven trackrecord in Sweden isentering new markets.John Dingle of SkanskaFinancial Services explainsthe de-risked CDmodel run by construction units. It opensup opportunities for substantial constructioncontracts with low risks and goodmargins. Skanska UK is developing its firstde-risked project in London.14 Worldwide N°2 2012 Worldwide N°2 2012 15

Golden RockWinners 2012Project of the Year, Building, Intel,Skanska USA BuildingGary Weyant and Tim Johnson,Skanska USA BuildingWe had a perfect combination of teamscoming together from Skanska on thisproject. Our knowledge and experience ofworking with this demanding client in anotherpart of the country made it possiblefor us to succeed in the southwest as well.Project of the Year, ProjectDevelopment, St Bartholomews &The Royal London hospitalUlf Norehn, Keith Winton, HarryWinstanley, Martine Gagnon, IanDodds and Paul BamfieldSkanska Infrastructure DevelopmentSkanska ID, Skanska UK, Skanska FacilitiesServices all coming together is whatmakes this project the success that it is.We partner well with our client, andfor them we are One Skanska and notseparate divisions or business units.Project of the Year, Civil, Partihallsförbindelsen,Skanska SwedenP-O Svahn, Claes Svanström,Roger Johansson and Christian Werner,Skanska SwedenA big key to success on this project wasthat we made a plan together with ourclient of what was important for themand what was important for us based onour common goals. We have that planon the wall, we have signed it, we havecommunicated it and we have lived by it.Be Market MakersFred Hames ,Executive Vice President,Skanska USA BuildingOne of the things that I’ve learned in thisbusiness is that relationships are morethan just business types of relationships.To be a good Market Maker, you haveto get beyond people’s barriers. Peoplewho I work with know my family, andI know their families, and that level ofconnectivity builds a lot of trust.Work SmarterMike Viggiano, Executive Vice President,Skanska USA CivilWorking Smarter means doing somethinga little different. Keep an openmind when it comes to learning. Whenyou are first to get into a new market,you usually have about five years to beout in front. We’re trying to get in a positionto be the first to bring something tofruition and set the trend.Scot on the rocksLearn and Lead in SafetyPaul Haining, Vice President Enviroment Health and afety, Skanska USA CivilI don’t think there’s any big secret to safety in general. If there’s one thing thatI could say that’s going to make a difference and make a change in safety it is,Genuinely care for your people. Genuinely show them that you care and takethat message right down through the company. Take it from the top, right downthrough management, right out to the guys on the front line.Build Winning TeamsPiotr Janiszewski, Vice President,Skanska PolandTo build a winning team, it’s important tohave the right targets. Motivated peoplein the right place with the right goals willwork together as a team. I think you needto listen to your people, talk to them andlove them.Explore New HorizonsChris James, Development Director,Skanska Infrastructure DevelopmentWhen we go into New Horizon projects,it’s important to understand the risksand address what the important onesare for the client. We have to listen and tryto understand where to focus our attention.We also have to work closely withconstruction and investment partners.Living Our ValuesEric Milne, Senior Works Manager,Skanska UKPeople talk about our Code of Conduct.I think we are extremely advanced in theindustry, and that’s a differentiator forus to our clients. Living Our values is justdoing the right thing – for myself, for thecompany and for our clients.Dirty Boots for 30 yearsIn 1908, Karl Koch founded and gave his name to the Steel Erecting Company. Hissons and grandsons carried on the legacy with a number of landmark projects in theU.S. More than a century after the company’s founding, Karl’s grandson Bob Kochwas presented with the Stuart Graham Lifetime Achievement Award, also known asThe Dirty Boots Award.Values winner was taken by surprise as the spotlight picked him out of the crowd.“I’ve been fortunate to have 30 great years at Skanska. The fantastic people I workwith are the reason for our success,” Bob said after receiving his trophy.Karl Koch Steel Erecting Company was acquired by Skanska in 1982, opening thegates for Skanska’s expansion in the U.S. market. Bob Koch has an impressive trackrecord: Brooklyn Bridge, George Washington Bridge, Manhattan Bridge and QueensboroBridge – all have received a Skanska Koch facelift. The Oculus building is thenext iconic project, now in the making.Business Unit of the Year, Construction,Skanska SwedenPierre Olofsson, PresidentOur goal is to take the clear No. 1 positionin the Swedish market. There is awinning culture in our business unit.Skanska Sweden is filled with peoplewho outperform over and over again.Business Unit of the Year, ProjectDevelopment, Skanska USA CommercialDevelopmentMats Johansson, PresidentTiming is everything when you enter anew market. We’ve had great timing enteringthe U.S. market. We have a greatteam of people, filled with passion andenergy, and we had a bit of luck as well.16 Worldwide N°2 2012Worldwide N°2 2012 17

Roman Wieczorek visits site in Poland.Safety Week leads changeSkanska Safety Week took place in October for the eighth consecutiveyear. Hundreds of thousands of people were engaged in activities focusedon workplace safety at more than 10,000 worksites in 18 countries.Text Alf Lindström Photo Holger StaffanssonThe theme for Skanska Safety Week2012, “Our journey to zero accidentsis only possible with you and metaking responsibility,” put us all in focus.Safety is everyone’s responsibility.“We know that achieving our goal ofzero accidents is going to be tough. We arenot going to get there by doing more of thesame,” says Neil Moore, Senior Vice PresidentSafety, Skanska AB.“We have to do things differently. Howwe behave, the decisions we make and whatwe expect of others. We have to take responsibilityfor the afety of ourselves and howwe work with our colleagues.”To encourage knowledge sharingbetween colleagues across Skanska, theSafety Discussion Forums on OneSkanskawas launched this fall.“We want everyone to participate – notjust afety specialists. This is our way oftrying to spread the knowledge. “If onlySkanska knew what Skanska knows”, as StuGraham used to put it,” says Eva-LenaCarlén- Johansson of the Safety team.Go to the Safety section of OneSkanskaand join a discussion thread on the SkanskaSafety Road Map. Search for solutions orask Skanska colleagues for advice at http://groups.one.skanska/EN/safetydiscussionforums/default.aspxSkanska Poland promotes Safety Week.22-28 październikaNasza drogado zera wypadkówBezpieczeństwo pracy zależy od nas samych – ode mnie i od Ciebie.Każdy powinien aktywnie wspierać działania, które spowodują, że pracana projektach będzie bardziej bezpieczna. W osiągnięciu celu „zero wypadków”stanowimy jeden zespół, niezależnie od zajmowanego stanowiska i pełnionejfunkcji. Jesteśmy partnerami w tej odpowiedzialnej drodze. Dołącz do nas!www.skanska.com/safetyweekScandinavianliving in WarsawText Alf Lindström Photo Holger StaffanssonWhat you see is what you get. Polish homebuyerscan now get the feel of a new home from Skanskabefore signing. The sales office has taken theform of a fully equipped flat featuring a kitchen and twobedrooms.“The showroom is decorated in a light Scandinavianstyle, which is new here. We also offer a darker finish forthose who prefer a more traditional style,” says KatarzynaMirecka, Customer Relations Manager at the sales office.Just 10 minutes from Warsaw city center, constructionwork is under way on Skanska’s first residential area inPoland: Park Ostrobramska. Two 13-story towers will contain298 apartments. Residents will have access to a greenpatio area featuring a playground and plants.The apartments range in size from 27 to 126 sq m (291–1,356 sq ft). In October, about 30 units had been sold, withsales expected to reach 120 by year-end. The first homes willbe ready for occupancy in early 2014. The price will be EUR2,000/sq m (USD 240/sq ft), which is extremely competitivein the Polish market.18 Worldwide N°2 2012 Worldwide N°2 2012 19

Homeworkfor successThe residential development (RD)business in the Nordic countries hasbeen restructured and integrated withthe Nordic construction units. Residentialdevelopment is and will continue to be animportant part of Skanska’s core business,and homebuyers will still be able to get aSkanska home.Text Alf Lindström Photo Holger Staffansson“In the long term, we see strong demand for homes inthe Nordics. Residential development is an importantpart of Skanska’s core business and our strategicaim is to strengthen our market position in the Nordics,”says Johan Karlström, President and CEO of Skanska.The restructuring is based on enhancing the One Skanskaapproach by bringing together the construction expertisewith the customer focus from developers. Combiningthese forces will improve cooperation, cut costs and capturesynergies, consequently increasing profitability.Other tasks include fine-tuning the machine for the future.As a result of the reorganization, the number of employees isbeing reduced by about 150, of which 110 are in Sweden.Selling is top priority“Having the right product, right location and right price arestill key to success,” says Pia Sjöberg, Customer & DevelopmentManager, Skanska Sweden.“We bring the best from each side. We’ll maintain ourclose customer relations and knowledge about potentialhomebuyers’ preferences. And we’ll continue to monitortrends and needs. We have a panel of about 2,000 people aswell as focus groups that help us keep track.“We are also aiming at improving our Customer SatisfactionIndex. The automaker BMW which scores 85 out of100 points is our benchmark. We are aiming to get a higherscore and close in on them.”Novelties for Skanska homebuyers include the “Ur ochSkur” all-weather preschools and design lines with optionsthat facilitate the process for buyers.“It should be pleasant and easy to buy a home from us,”Sjöberg says.Having the rightproduct, rightlocation and rightprice are still keyto success.Customer care and all-around efficiency through SkanskaXchange top priorities“In Norway, demand is high. Our two latest sale starts inOslo had people queuing overnight. At the same time,construction costs are increasing, and there is a lively debateabout how to provide homes at reasonable prices. We mustenhance our focus on cost efficiency. In parallel, we’reimproving Skanska Xchange platforms and the design process,”says Synnøve Lyssand Sandberg, Regional Director,Residential Development Skanska Norway.“The collaboration with Construction Services is crucial,especially in the early development phase. We emphasizeestablishing well-functioning teams. We have to learn fromthe teams that excel,” Lyssand says.“We are merging the two streams into one businessmodel,” says Håkan Stenström, Executive Vice President,Skanska Sweden. “We have set common goals, clarifiedareas of responsibility and are working to minimize risk. Toimprove profitability, we encourage the construction sideto cut costs and the development side to boost revenues. Ofcourse, the ultimate goal is to become No. 1 in the residentialmarket.”Jukka Hörkkö, Executive Vice President for ResidentialDevelopment, Skanska Finland, explains, “First, we haveto coordinate and streamline our processes and methodsbased on the new structure consolidating forces withinSkanska Finland. Then we have to focus on both customersand projects. We’ll aim at making good business deals basedon our customer understanding, being efficient and profitablewhile taking care of our customers.”Synnøve Lyssand SandbergHåkan Stenström20 Worldwide N°2 2012 Worldwide N°2 2012 21Pia SjöbergJukka Hörkkö

on sustainability. Triple glazing and renewablematerials, such as wood, mechanicalventilation with heat recovery and floorheating throughout add both comfortand environmental qualities. Solar andphotovoltaic panels help to qualify thehomes for Level Four – one level above thelegal requirements - of the British Code forSustainable Homes.This is not a one-off for Skanska. Thereare two new sites for future development inCambridge.“Cambridge is one of Skanska’s selectedmarkets due to its strong economy, highemployment rate and closeness to London.Living in Cambridge is appreciated bypeople who value modern living with highquality, functional design and green solutions,”says Magnus Andersson, President ofSkanska Residential Development UK.The Seven Acres development willinclude a total of 41 town houses and 36apartments for private sale and 51 affordablehomes for BPHA, a Registered SocialLandlord (government-funded not-forprofitorganizations that provide affordablehousing). Skanska Residential DevelomentUK is also planning projects in Cheltenhamand Bath.Modern livingin Cambridge“Britons tend to prefer a very modern or a very traditional style,” said one visitorto Skanska’s first UK residential project, Seven Acres, in Cambridge.“And this is very nice and modern.”Text Alf Lindström Photo Holger StaffanssonWorldwide did not stay in Cambridge long enoughto know if this visitor decided to buy at SevenAcres. But 31 properties had been reserved byNovember this year.The ambition was to create a living area with homesin a typically light Scandinavian style with a modern,sustainable and functional design. The buyers confirm thatSkanska is spot on target. The brick façade speaks of anunmistakably British exterior.The first phase comprises 31 town houses and 15 apartmentswhich are slated for completion early next year.Seven Acres is a new development area in Great Kneighton,Trumpington just outside the historical city centerof Cambridge. Seven Acres is arranged around a villagegreen fringed by meadows and with a small creek runningthrough the center.The location is perfect for both outdoor recreation, closeto nature and for city life with the historic center just tenminutes away by bus. And bicycle paths go all the way therefrom Seven Acres.Cambridge has become increasingly attractive and rankshighly as a place to live. There are a number of schools inthe area and both the hospital and supermarket are justaround the corner. London is just one hour away by train orthe M11 motorway.The new homes have been designed with a strong focusCambridge is a historical cityand the first town charters weregranted in the 12th century.The population today is about130,000. The University ofCambridge, founded in 1209, isone of the top five universities inthe world.World's largest green expoMany of the world’s leading green expertsgathered in November for the 2012 GreenbuildInternational Conference and Expo inSan Francisco, California, USA.Among the group were Skanska's ElizabethHeider, Senior Vice President , Business Development,Skanska USA Building; Noel Morrin,Senior Vice President, Skanska AB, GroupStaff Unit Sustainability and Green Supportand Steve Clem, Vice President Preconstruction,Skanska USA Building, Oregon, whoeach took part in panel discussions at theconference. Also the Skanska Green BusinessOfficer Staffan Haglind attended.Beth, Chair of the US Green Building Councilthis year, was on the plenary panel at theInternational Day. Meanwhile, Noel wasspeaker and moderator at the Codes Summit.Steve Clem shared his expertise in meetingsregarding Living Building Challenge.Skanska USA unit's booth in the MosconeCenter Expo highlighted the company'sgreen expertise and more than 30 Skanskaemployees from around the world took partin the conference. 2012 Greenbuild InternationalConference and Expo attracted morethan 30,000 attendees.22 Worldwide N°2 2012 Worldwide N°2 2012 23

We want risk managementto go from a “bolt-on” to a“built-in” necessityThe teamA team with 160 years of experience in Skanska.The risk team has vast international experiencefrom both construction and project development.The team members are based in Solna unlessotherwise stated.Christel Åkerman, SVP, 18 years inSkanska, based in Solna/MalmöPer Hanson, VP, 25 years in Skanska,based in GothenburgUlf Håkansson, VP, 13 years in Skanska, holds aprofessorship at Royal Institute of Technology,StockholmMark Mugglestone, VP, five years in Skanska,based in Solna/LondonInger Olsson, VP, 30 years in SkanskaEva Johnsson, Coordinator, four yearsin SkanskaGunni Bjärkeson Johansson, VP, 19 yearsin SkanskaJohn Cammack, VP, nine years in Skanska,based in Tampa, FloridaR&D is also integrated in the risk team:Kyösti Tuutti, Director R&D, 18 years inSkanska, holds a professorship at the Facultyof Engineering at Lund University (LTH)Mariella Frostell, R&D Manager, 18 yearsin SkanskaIn the back Mark Mugglestone, Per Hanson, Eva Johnsson, Inger Olsson and Ulf Håkansson.In the front Christel Åkerman, Mariella Frostell and Gunni Bjärkeson Johansson. Inserted John Cammack.All eyes on riskand opportunityOne bad apple can spoil the whole basket. A few loss-making projects canruin the company. Risk and opportunity management is there to preventthis and, of course, to lay a solid platform for good earnings, to supportthe units to make the most out of the projects that they have taken on.Text Alf Lindström Photo Holger StaffanssonThe Skanska Risk Management team reviewsabout 500 project opportunities every year.In addition, the new enhanced team isaiming at strengthening the risk culture across thecompany. A top priority is to look deeper into thebasket and pick up and share lessons learned fromsmaller projects, too.“Yes, that’s right. We used to be mainly a supportto the Senior Executive Team (SET) Tender Board,but now we’re extending our efforts. To be successful,we must become really effective at managingrisks and opportunities throughout the project lifecycle,”says Christel Åkerman, Senior Vice President,Skanska Risk Management, since 2011. “And wewant to strengthen the risk culture at all levels. Theprocesses we have elaborated for big projects shouldbe applicable, in most parts, for projects of all sizes.“Skanska has a strong culture in many respects.And we want the risk awareness to be at the centerof it. We want risk management to go from a‘bolt-on’ to a ‘built-in’ necessity. It should be anintegrated part of our daily job. Doing the rightthings right without thinking about it – like riding abicycle, once you master it.”Risk culture should permeate all levels, all theway into the projects.“We are driving risk awareness deeper into theorganization. We encourage and support the units.And we want to have closer cooperation and dialoguewith the projects. That’s where we make themoney – or lose it if we don’t do the job.”What is the rationale?“We take on many unique projects and are growingin new and existing markets. We are expanding intonew areas and meeting new clients. This means newopportunities and new risks.”Senior people are retiring at the same time as manyyounger colleagues are entering the scene. Wherecan they find support?“We are building a network of risk experts acrossthe company. There is always someone who has theexperience needed, and we should make use of ourglobal expertise and best practices.”Work and play on the road ahead“Risk people from the units are invited to attendthe SET Tender Board meetings for the purpose oflearning and understanding the process so they canbring it back and implement it in their local units.”As well as through this work, risk awareness willbe spread through play: a learning and traininggame originally developed in Skanska Sweden someyears ago has been upgraded to become a risk managementgame by Skanska UK. The risk managementgame is a full-day activity where your moveseventually show up in the financial results. You winor lose, but only virtual money. Risk managers fromacross the company played the game at a recent riskseminar in London where the Polish Pit Stop modelwas also presented.24 Worldwide N°2 2012 Worldwide N°2 2012 25Thanks to See By Us for glasses

Fifty shades of greenThe Skanska flags are waving over the first Deep Green office in Sweden.The Väla Gård office in southern Sweden is Skanska’s greenest office buildingto date. The building is designed to achieve LEED Platinum and Deep Greenbuilding by achieving net zero energy and by being constructed with zerohazardous materials and with zero waste sent to landfill.Text Alf Lindström Photo Torben ÅndahlColor Palettecomes aliveWill an initial extra buck make your projectgreener? Color Palette Mapping will helpyou find the answer. With the new tool,any change in data is reflected immediatelyin the Color Palette. If your currentdesign proposal positions you in Green,you can evaluate the upgrade route toDeep Green.Text Alf Lindström Photo Holger StaffanssonSkanska Color PaletteGreg Chant-Hall, Head of Sustainability, Skanska IDComplianceVanillaBeyond ComplianceGreenFuture ProofDeep GreenEnergyCarbonMaterialsWaterRGB 249/249/201CMYK 3/0/25/0RGB 206/214/0CMYK 24/3/100/0RGB 62/155/53 RGB 0/101/44CMYK 77/15/100/2 CMYK 90/34/100/28The tool was developed by the lifecycle and sustainabilityteam at Skanska Infrastructure Development (ID).“Yes, Color Palette Mapping makes the green journeyless abstract,” says Greg Chant-Hall, Head of Sustainability,Skanska ID. “If we make a design change that impacts on energy,carbon, materials or water, the mapping immediately shows themove on the Color Palette. Color Palette Mapping is based onhard facts – project data – and illustrates where your project ispositioned along the Vanilla to Deep Green palette and providesindicative costs, too.”“The tool reveals the indicative costs and relative costs of attainingDeep Green across the fields of energy, carbon, materialsand water,” says Rob Patrick, Life Cycle Manager, Skanska ID.“The key is to make early project decisions based on informationfrom the whole life cycle. This tool enables us to predict thesecosts and budget accordingly.“Naturally, you can see both the initial cost and the life-cyclecost and how the data interact. This information is transformedinto graphs enabling different design options to be compared.Life-cycle assessment is complex, but this tool provides a quickand quite accurate method.”Chant-Hall and Patrick have so far mapped the existing SkanskaID portfolio. This data will be used as a foundation for futuredevelopment. Now their Skanska ID colleagues will be trainedto use it in client talks on new projects. Chant-Hall believes thatColor Palette Mapping will be most useful in helping to showclients the value of making greener choices.“It will enable us and the clients to talk the same languageand think the same way. Hopefully, we will be able to convinceclients to raise their green ambitions. We will be able to showhow a project can be Deep Green and how long the payback timewill be for an increased initial investment.”For more about Color Palette Mapping, please contactgreg.chant-hall@skanska.seSkanska has introduced a setof 10 Color Palette GreenSegment Cards that summarizetrends and drivers andthe key benefits of a greenfocus with examples of greensolutions and green projects.The set of cards is a tool tohelp facilitate the journey toDeep Green. A set of fourGreen Business Snapshotshas been produced to providedetailed evidence from differenthome markets that greenequals good business.“This puts us ahead of our competition,” says StaffanHaglind, Skanska’s Green Business Officer. “Väla Gårddemonstrates that we walk the talk. It proves that DeepGreen is achievable and the building will be a true showcaseof our capability. This is certain to further sparkcustomer interest in Deep Green offices.”The Väla Gård office was constructed on the site ofan old farm and is located just northeast of Helsingborg.The 1,777 sq m (19,127 sq ft) office building was completedin October 2012. The building now houses Skanska’sregional offices in Helsingborg under one roof and enablesyearly cost savings of about USD 300,000.According to Skanska’s Color Palette, a Deep Greenproject must achieve at least three of the following sixobjectives: net zero primary energy, zero waste, zerounsustainable materials, zero hazardous materials, nearzero carbon construction and net zero water. Väla Gårdachieved net zero primary energy, zero waste and zerohazardous materials. The project is aiming to earn theworld’s second highest LEED score ever.A former Swedish MP and former spokesperson forthe Swedish Green Party, Maria Wetterstrand, recentlyvisited Väla Gård. “If we can build sustainable andenergy-efficient offices like Väla Gård, why don’t we doit all the time, everywhere?” she asked.Solar racein ChileThe solar race is on. In November, there was a racefor solar powered vehicles through the AtacamaDesert in Chile. Some amazing creations participatedin this green, clean-tech competition, held in SouthAmerica for the first time. Skanska is one of thesponsors and most of the race took place along theAntofagasta – the Skanska highway project in the area.Read more here (in Spanish) www.carrerasolar.com28 Worldwide N°2 2012 Worldwide N°2 2012 29

Cooling andpatent pendingThe Green Corner office complexA Skanska innovation is cooling Malmö’snew police station when the heat is on.Text Alf Lindström Photo Holger Staffansson Illustration Thomas PalmbäckThe police station in the Rosengård district ofMalmö, Sweden, is cooled by geothermal exchange.The newly completed building is one ofthe first to enjoy Skanska Deep Green Cooling – Skanska’spatent-pending solution.Cool water in boreholes 200 meters (656 feet) deep,where the temperature is about 11 degrees centigrade(52 fahrenheit), is circulated in a closed system. On a daywhen the outside air temperature is 24C (75F) and thebuilding is flooded with warm, bright sunshine, the indoorclimate remains a comfortable 21C (70F).The technology behind the cooling system is similarto that used in a geothermal heat pump but on a largerscale and without the heat pump. A number of boreholesare connected to form a Borehole Thermal EnergyStorage (BTES) system that utilizes the bedrock’s naturaltemperature. In the summer, the system has the capacityto satisfy the building’s entire cooling requirements,while in the winter the warmth in the bedrock contributesto heating the building.The system used to cool the 3,000-sq-m (32,292-sqft)office comprises 12 holes drilled to a depth of 200meters, a pump and a heat exchanger. Deep GreenCooling operates at optimal efficiency when the groundtemperature is equivalent to the average air temperatureat the location.Skanska has applied for patents in Sweden, theEuropean Union and the United States. The Deep GreenCooling system uses very little energy, because only asmall circulation pump is needed. Experts talk about thecoefficient of performance (COP) as a measure of howmany units of heating or cooling are delivered for a givenelectrical input. In this case, the COP is 25, meaning that aninput of 1-kilowatt generates a 25-k cooling effect.Jonas Gräslund, Technical Director of Skanska CommercialDevelopment Nordic, is the brain behind thisinnovation.“The patent application we have submitted relates tothe system combination,” he says. “The innovation hasbeen supported by special funding for construction innovationfrom the Swedish research fund Vinnova. Thesystem is now being evaluated by Chalmers University ofTechnology in Gothenburg, Sweden.”The initial cost for Skanska Deep Green Cooling ishigher than for conventional systems.“This is primarily a green solution, not an economicalone,” Gräslund emphasizes. “But the higher energyprices climb, the greater the benefits it will yield. Andcosts can be predicted using this system.”Skanska’s patent-pending Deep Green Coolingsystem will also cool the Company’s largest-ever officedevelopment project, Entré Lindhagen, the new SkanskaHeadquarters in Stockholm 2013, and the Atrium officeproject in Warsaw. At the Atrium, however, it is not possibleto supply 100 percent of the cooling requirementsdue to site restrictions on the number of boreholes. Thenext project to enjoy the benefits of the system will bethe new Skanska office in Hyllie, Malmö.DeepGreenCoolingBore HoleChilled BeamsHeat ExchangerJonas Gräslund, has been namedAdjunct Professor in BuildingServices Engineering at ChalmersUniversity ofTechnology,Gothenburg, Sweden.Air Handling UnitU.N. task force for agreener supply chainThe Sustainable Buildings and Climate Initiativeof the United Nations EnvironmentProgram (UNEP) has asked Skanska’s NoelMorrin, Senior Vice President Sustainabilityand Green Support, to chair its workinggroup on greening the supply chain.The construction industry is one ofthe largest consumers of naturalresources in the world. An alarming 2percent of revenue is lost in the formof self-generated waste, according togovernment research. This issue is nowbeing addressed as part of a new U.N.initiative. The elimination of waste, ora significant reduction, would preventover-consumption of natural resourcesand boost profits.“Smart procurement will clearlybe critical to the success of this policyeffort,” Noel Morrin says. “There’s considerablescope for improvement. Oneexample is ready-mix concrete. Typically,1–5 percent of order quantitiesare returned to manufacturers eachyear due to over-ordering. In globalterms, this generates up to 75 millioncu m [98 million cu yds] of unnecessarywaste annually!“It’s an honor to chair this taskforce on behalf of Skanska, a testimonyto the great green brand we have builtover the years and, more importantly,the world-class green projects that wehave delivered for ourselves and othersacross our home markets.The UNEP green supply chain taskforce includes:Royal Institution of Chartered Surveyors(RICS)European Federation of NationalEngineering Associations (FEANI)International Federation ofConsulting Engineers (FIDIC)Chartered Institute of Purchasing& Supply (CIPS)“We now have the opportunityto work with major organizations,both globally and regionally, from theprivate and public sectors to acceleratethe transition to green and make ourJourney to Deep Green a reality.”The task force’s six-month missionwill result in globally significant recommendationsfor making the constructionsector’s supply chain greener interms of its policies and practices.St Gobain, one of the world’s largestsuppliers of materials to the constructionsectorSiemensVarious United Nations agenciesThe World Business Council for SustainableDevelopmentThe World Green Building CouncilGovernment bodies at global, nationaland local levelsA greener cityaround the cornerPoland is ranked the second-bestinvestment destination in Europe,behind Germany, according to a newreport from Ernst & Young. Skanska’sGreen Corner office complex will be amajor boost to the country’s capital cityWarsaw in terms of the quality it offers.The Green Corner office project isalready LEED Platinum pre-certifiedbased on a number of green featuresthat not only help conserve the planet’sresources but also contribute to a healthyindoor working environment.A combination of on-site renewableenergy, high-efficiency mechanicalequipment, heat recovery and reducedpower for lighting cuts the energyrequired by 30 percent.Certified wood and low-VOCmaterials, combined with more naturaldaylight and fresh air, create a healthyindoor climate. A patio area withplants and a spacious terrace six floorsabove street level provide peacefulenvironments for inspirational breaksfor tenants on upper floors. Innovativetechnologies and the use of gray waterwill yield cost savings for tenants.The Green Corner office complexis actually on two corners, Wroniaand Chłodna streets and Wronia andOgrodowa streets in central Warsaw.The seven-story office building comprisesa total area of 27,000 sq m(290,626 sq ft). 95 percent of thebuilding is leased, including anchortenants: the Nordic bank Nordea, occupying7,000 sq m (75,347 sq ft), anda state institution, taking 12,000 sq m(129,167 sq ft).Green Corner, which will be completedby year-end, will offer good accessto public transportation, including a newsubway line.30 Worldwide N°2 2012 Worldwide N°2 2012 31Noel Morrin

Win yourkey ringIn this issue one particular wordis highlighted with the capital S logo.What word is it?How many times does it appear in this issue?Then...Smooth like marble – but affordable. Concrete floor tiles mimicking marblemosaic were an early Skanska product. These tiles, along with concrete pipesand decorative features for churches, were among the first Skanska successes.100 winners with the correct answers willreceive the new Skanska S key ring in heavy steel.Send your answer to:helena.jarnbrink@skanska.seGood luck!The white building at Norra Vallgatan 98 in Malmö isthe birth place of Skanska. It was here the company’sfounder R.F. Berg lived and in the basement experimentedwith reinforced concrete products such as floortiles. Two rooms in the very same building were the firstSkanska headquarters from 1887 through 1906.34 Worldwide N°2 2012 Worldwide N°2 2012 35

The next big coolPatented cooling technology uses 180 times less energy than traditional data center coolingequipment and reduces water usage by as much as 97 percent, compared with conventionalsystems. Skanska Mission Critical has teamed with Inertech, a U.S. green cooling company,to deploy its new mechanical technology.Text Alf Lindström Photo SkanskaOne of the first large commercial customers to implementthe unique technology was Canadian telecommunicationsgiant TELUS, at its Intelligent InternetData Center designed and constructed by Skanska inRimouski, Quebec. The center has been operationalsince September 2012.Data centers consume notoriously large amounts ofenergy and water. Traditional systems take 90 kilowattsto cool a typical 300 watt server. By contrast, the chillerequivalent in the cooling platform uses a mere 500 watts.The Inertech/Skanska partnership has developed aplatform that also cuts water usage in standard buildingand power-production cooling by 80–97 percent.“The system has the potential to make a real impacton resource use across the globe,” says Jakob Carnemark,Senior Vice President, Skanska USA Building.The technology, called eOPTI-TRAX, was recognizedby the U.S. Patent & Trademark Office as a “green”energy technology.The TELUS Intelligent InternetData Center in Quebec, Canada,is 180 times more energyefficient than conventionaldata centers. It was designedand built by Skanska.