With nearly 40 years of experience in transportation infrastructure, Gord has established himself as a recognized industry leader in construction program management. His extensive expertise has contributed to the successful delivery of many large highway and civil engineering projects across Ontario, Canada. Throughout his career, Gord has overseen infrastructure construction valued at over $3.9 billion, comprising more than 20 major projects and five large-scale programs. His work spans public and private sectors, with a focus on operational readiness and contract compliance within various project delivery methods.

What are two key issues you focus on when managing construction on a major highway program?

1. Project controls and monitoring

According to Gord, project controls, monitoring and quick access to financial information, technical advances and program status are of utmost importance.

Other essentials for program success are:

• Detailed and up-to-date program schedules
• Formal scope change controls with traceable workflows and approvals
• Early warning systems to track and escalate issues
• Complete turnover checklist for program closeout

鈥淧eople will come and go over a 10-year assignment for any number of reasons,鈥� adds Gord. 鈥淎nd although individual knowledge and skill advance a project, a strong knowledge base established at the outset and maintained throughout will keep the program on schedule and on budget. This includes formal and informal mentoring along with effective knowledge sharing and transfer among program participants.鈥�

As program manager for the Metrolinx Georgetown South Program, Gord led a multidisciplinary team that delivered enabling infrastructure for the UP Express before the 2015 Pan Am Games in Toronto. This very public-facing and time-sensitive project involved 22 construction contracts 鈥� up to 15 delivered simultaneously 鈥� in a dense urban corridor. His responsibilities included program delivery, schedule and risk management, stakeholder engagement and project controls.

鈥淥n a typical rail project, track is built at the end,鈥� explains Gord. 鈥淥n Georgetown South we had 14 projects requiring new track, but only six teams available to build it.鈥� Due to the program鈥檚 strong culture of collaborative behaviour and transparent communication, this resource crunch was quickly raised by project staff and resolved by Gord, who had specific track segments built in advance, ensuring all tracks were available for the program and individual projects as needed.

2. Managing change and risk

Gord鈥檚 second priority on large CA assignments is a proactive approach to change management and risk. Even with the best planning, changes will occur during a long program. Procurement methods, technology and materials may become obsolete or outdated over time. Staying abreast of industry developments and construction innovation is critical. Gord recommends a regular assessment of new technologies and methods to minimize or eliminate potential risks and enhance overall program outcomes.

On the Ontario Ministry of Transportation鈥檚 (MTO) Highway 400 King Road to Highway 9 project, the schedule had fallen behind and the contractor was working hard to catch up. Gord and his team quickly reacted to schedule changes and avoided delay by having construction proceed during the winter shutdown. The team worked with MTO to increase staffing levels through the winter months to meet quality and delivery targets. This allowed the schedule to be recovered while also maintaining compliance with Ontario鈥檚 strict Construction Administration and Inspection Specifications.

What is your approach to major CA programs?

Health and safety come first

鈥淚 always approach projects with a people-first mentality where health and safety are at the forefront,鈥� says Gord. In Ontario, much of the responsibility for compliance with the Occupational Health and Safety (OHS) Act on a construction site lies with the contractor. On a major highway program with multiple ongoing 鈥� and possibly overlapping 鈥� construction projects, a program-wide OHS plan implemented at the outset is paramount. It defines expectations, establishes a formalized team process, and provides effective monitoring and reporting tools throughout the program鈥檚 duration. 鈥淎t one point during the construction of UP Express, we had well over 1,000 people on site,鈥� recalls Gord. 鈥淲e were confident that everyone knew about and adhered to the same OHS procedures, and that we were all working carefully to avoid injury and safely send workers home each day.鈥�

Celebrating victories

Gord also believes in celebrating project victories as they occur. 鈥淎ll too often when a project is complete, the companies and staff involved quickly move on to the next project,鈥� he says.

Celebrating milestones lets project teams know their efforts are appreciated and reminds everyone of what they鈥檙e working toward. 鈥淔or me, the best day on any project is its opening when you see people using new infrastructure that you had a hand in building. It鈥檚 about knowing our work will improve access to job opportunities, education, recreational activities and community resources, that鈥檚 why we do what we do,鈥� concludes Gord.

The post Where design meets delivery: strategic construction administration on major infrastructure programs appeared first on Blog.

In West Cumbria, we鈥檙e working with Nuclear Waste Services (NWS) to deliver social value commitments through its Integrated Design and Engineering Framework (IDEF). While the work is still at an early stage, the focus has been on setting strong foundations 鈥� shaping the plan collaboratively, targeting support where it can have the greatest impact and working closely with organisations across the programme.

Here, Tracy Badham, Social Responsibility Manager at NWS, and Nicola Gorrill, Social Value Lead at 91影视, discuss how that approach is taking shape.

Tell us about how you came up with the social value plan.

Nicola: 鈥淲e started by reviewing the tender commitments and ensuring they were clear. From there, the focus was on understanding what was already happening locally and where we could add the most value.”

“Certain communities in West Cumbria already have a lot of school engagement activity, so it was important that we complemented that rather than duplicating it. We looked at the data and local landscape to identify where to focus our efforts. For example, because of the work at the Low-Level Waste Repository (LLWR) at Drigg, in West Cumbria, we agreed to focus activity in the South Copeland area. Millom in particular is more remote, so focusing engagement here helps ensure support reaches communities closest to the LLWR site, including the Millom primary school cluster. This helped shape a targeted plan focused on where support could make the greatest difference.”

Tracy: “It began with strong collaboration. Yes, there was a tender document, but there was recognition that the plan needed flexibility. That collaborative approach has shaped the relationship from the outset.”

How does having someone embedded locally strengthen the partnership?

Tracy: “It makes a huge difference having someone with their boots on the ground in the area you鈥檙e working in. Nicola lives in West Cumbria and immediately understood what we were trying to achieve.”

“We never felt like we were pulling her to become part of the journey 鈥� she was front and centre. In some cases, she鈥檚 represented us in meetings when we couldn鈥檛 be there. That鈥檚 really powerful 鈥� to have that confidence in a supplier.”

How has collaboration shaped the way social value is delivered in practice?

Nicola: “A good example is how we鈥檝e worked alongside other suppliers and the Centre for Leadership Performance, which facilitates many of the workshops. Rather than approaching schools separately, we鈥檝e coordinated our activity and worked as one team. That way, schools have a clearer, more joined-up offer.”

“There are no egos. Ultimately, we鈥檙e here to give young people some inspiration and help support the curriculum. We don鈥檛 have elbows out 鈥� we have our arms open, so to speak.”

Tracy: “Social value is an area we shouldn鈥檛 be competitive about. It serves a much better purpose to work together 鈥� because ultimately the community will get the best from you.”

Nicola, how has your experience on other programmes influenced your approach here?

Nicola: “One key lesson from working on major programmes such as the Great Grid Partnership (GGP) is the importance of focus. Social value can cover a lot of ground, but real impact comes from understanding what matters locally and aligning activity around that.”

“That experience helps when stepping into frameworks like IDEF 鈥� making sure what we deliver is proportionate to the programme and focused where it can have the greatest impact for the community. And the learning works both ways 鈥� the delivery experience from IDEF also feeds into what we鈥檙e doing on other programmes.”

How are you setting the social value plan up for success going forward?

Tracy: “For us, it starts with building strong relationships in South Copeland, particularly with the primary school sector around Millom. We鈥檙e still at the early stages, but that local engagement is an important foundation for the work ahead.”

“We鈥檙e also using a social value measurement tool called Thrive, which allows us to track delivery against the commitments set out in the plan. Suppliers log activity against agreed metrics, helping us track progress and understand the value created. In the short time the contract has been live, 91影视 has already delivered 199 volunteering hours 鈥� equating to more than 拢7,500 in social value.”

The post Setting up for success: partnering to deliver social value in West Cumbria appeared first on Blog.

Environmental Business Journal Awards

Strategic undergrounding program
Won by: San Diego Gas & Electric
Award: EBJ Industry Leadership – Strategic Undergrounding Program

The team delivered industry-leading results on a Southern California utility鈥檚 Strategic Undergrounding Program, addressing escalating wildfire risks driven by drought, extreme heat and high winds. By placing the environmental team at the center of delivery alongside engineering and construction, 91影视 cut cost per mile, accelerated permitting and significantly increased the pace of undergrounding. The program managed 18 service categories, maintained strong safety and quality, and enabled 112 miles of powerline undergrounding 鈥� a 53 percent annual increase and 23 percent cost per mile reduction. Sustainability and equity were embedded throughout, achieving 38 percent Diverse Business Enterprise participation, minimizing environmental impacts, engaging nine Tribes through 37 meetings, and securing more than 500 permits and easements. This integrated model sets a new benchmark for wildfire mitigation and resilient infrastructure.

Realigning the Lower San Acacia Reach: A model for sustainable river management in the Rio Grande watershed
Won by: 91影视
Award: EBJ Project Merit – Sustainability Model for Rio Grande Watershed

The Rio Grande watershed is critical for water users, ecosystems, and recreation, but its highly dynamic channel has shifted significantly over the past century. To address challenges in the Lower San Acacia Reach 鈥� such as channel perching, conveyance losses, and declining habitat 鈥� the Bureau of Reclamation is planning a 20鈥憁ile river realignment south of Socorro, NM that works with natural geomorphic trends to improve water delivery, enhance ecosystem health, and reduce long鈥憈erm maintenance. 91影视 is supporting a four鈥憏ear environmental program with robust stakeholder engagement and regulatory compliance, producing key analyses including a 2024 geomorphology and alternatives report and a 2025 Draft Environmental Impact Statement. This forward鈥憀ooking effort integrates engineering, science, and collaboration to strengthen river resilience.

Closing the loop on PFAS: Advanced technology for ARFF vehicle decontamination
Won by: 91影视, TRS Group, Inc., Denver International Airport
Award: EBJ Technology Merit Awards – PFAS Decontamination

Airports face growing PFAS contamination challenges from decades of AFFF use, intensified by the EPA鈥檚 2024 designation of PFOA and PFOS as CERCLA hazardous substances. Denver International Airport, with 91影视 and TRS Group, implemented a groundbreaking closed-loop cleaning system to decontaminate ARFF vehicles, circulating heated water and cleaning agents through foam systems on each vehicle. After three to five cycles, PFAS levels dropped an average of 98.72 percent, enabling safe conversion to fluorine-free foam without replacing vehicles and saving millions in equipment costs. A total of 20 firefighting vehicles were cleaned, supported by SOP development, rigorous sampling, and validation of analytical results. This innovative, repeatable approach sets a national precedent for cost-effective PFAS remediation and regulatory compliance.

Leading the charge in post-wildfire environmental recovery
Won by: 91影视 and ECC for the U.S. Army Corps of Engineers
Award: EBJ Industry Leadership – Post-Wildfire Rapid Environmental Recovery

After the January 2025 Los Angeles wildfires, the U.S. Army Corps of Engineers led a six-month recovery effort that cleared more than 12,000 parcels, enabling communities to rebuild while safely managing hazards such as asbestos, lead and lithium batteries without harming wildlife or cultural resources. The team鈥檚 custom mobile and GIS-enabled apps streamlined more than 27,000 biological and archaeological monitoring forms, reducing errors and accelerating clearance through real-time digital reporting. Working long hours, crews recovered artifacts and documented historic structures, preserving cultural heritage, while the program also provided hands-on training for recent graduates through mentorship with senior experts. This effort set a national standard for innovative, coordinated and resilience-focused disaster recovery.

Klamath Dam removal project
Won by: RES
Award: EBJ Project Merit – Large-Scale River Restoration

When four hydroelectric dams on the Klamath River were deemed environmentally and economically unsustainable, a diverse coalition 鈥� led by Tribes 鈥� advanced the landmark 2016 Klamath Hydroelectric Settlement Agreement, creating the Klamath River Renewal Corporation to deliver the largest dam removal project in history. The final dam came down in October 2024, and by fall 2025 over 10,000 Chinook salmon had returned to the upper basin. The project restored habitat, reconnected floodplains, improved tribal subsistence resources, created public access to world鈥慶lass whitewater, and will return 2,000 acres to the Shasta Indian Nation. 91影视 facilitated federal cultural resource compliance, protected cultural sites, and supported listing part of Kikac茅ki on the National Register.

Climate Change Business Journal awards

Innovating energy and carbon management for the world鈥檚 largest chemical company
Won by: 91影视 and BASF
Award: CCBJ Consulting & Engineering – Sustainability Target Architecture Solution Implementation

91影视 partnered with BASF to deliver a global energy and carbon management solution that provides transparent, asset鈥憁anagement GHG estimation to support Product Carbon Footprints. Using BASF鈥檚 STArS architecture for data collection on Enablon, 91影视 created a scalable, assurance-ready approach to automize data collection for CO2 emissions that can be rapidly deployed plant by plant. Three proof-of鈥慶oncept sites validated the method, enabling expansion across 550 plants worldwide, including Ludwigshafen, Germany. The solution automates significant parts of the data collection for GHG reporting, supports sustainable product design, reduces energy use and lowers operating costs. By combining advanced technology with strategic consulting, 91影视 helped BASF to significantly increase efficiency in the processes and transform complex environmental data into actionable insights.

Building Brazil鈥檚 carbon future: A transformative national carbon certification program
Won by: 91影视, BNDES, Bradesco Bank and Ecogreen Fund
Award: CCBJ Consulting & Engineering – Carbon Certification Program for Brazil

ECORA is a national carbon credit certification program positioned to become a reference for Brazil and the Global South, strengthening trust and transparency while enabling market-wide growth. Structured through 91影视鈥檚 advisory program and formally launched in partnership with BNDES, Bradesco and the Ecogreen Fund at COP30, it enhances security and scalability in a sector that must grow 400 percent by 2030. Integrated with the Conservare Digital Platform, ECORA digitizes the full credit generation lifecycle 鈥� from feasibility to retirement 鈥� using geospatial analytics, predictive modeling and automated traceability. The solution reduces transaction costs, accelerates certification, and aligns methodologies and safeguards with Brazil鈥檚 diverse biomes, regulatory frameworks and socioenvironmental realities. By delivering high-integrity, locally tailored certification and expanding market access, ECORA attracts global investment and supports Brazil鈥檚 low carbon transition, demonstrating 91影视鈥檚 leadership in scaling climate solutions.

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Across the nation, our young professionals continue to showcase what it means to deliver a better world through innovative ideas and unparalleled leadership. Their sustainable focused work positively impacts our clients, communities and world for generations. We are excited to congratulate and introduce our ENR 2026 National and Regional Top Young professionals. Read more about each of our honorees.

Here is the full list of people who were recognized for ENR鈥檚 Region Top Young Professionals:

ENR East

Marlon Bess, Project Manager (New York, NY)

Marlon鈥檚 construction management career began with Hurricane Sandy recovery efforts in Rockaway, Queens, where he collaborated closely with 91影视 Tishman on critical, high-pressure projects. Following this, Marlon joined Leeding Builders Group, where he has experienced rapid professional growth, managing a broad range of trades from large scopes to specialized interior work. Currently, he oversees interior trades 鈥� including carpentry, millwork, flooring, tilework, specialties and finishes 鈥� on high-end, ground-up residential developments.

Dimitra Karachaliou, Associate Vice President (New York, NY)

Driven by a passion for infrastructure and innovation, Dimitra is Associate Vice President at 91影视 with over 13 years of experience, specializing in Program/Project Management and Controls, and Digital Transformation advisory. She provides advisory services to clients, leading digital transformation initiatives across programs that exceed $2 billion in value. Dimitra began her career as a cost estimator for luxury residential projects. In 2016, she joined 91影视 as Deputy Project Manager and quickly rose to leadership. In 2025, she launched 91影视鈥檚 Digital Transformation Advisory Champions to scale digital consulting capabilities internally.

Celine Sze, Project Manager (New York, NY)

With eight years in the water and wastewater industry, Celine has gained experience in planning, design and design services during construction. As the 91影视 deputy project manager of the New York City Department of Environmental Protection (NYCDEP) Ashokan Reservoir Reconstruction Project, which is part of the largest public works program in the area in more than 50 years, Celine is developing creative solutions to provide more flood-resilient water supply infrastructure in addition to minimizing environmental impacts and enhancing public recreational facilities. Celine is also helping NYCDEP develop a pathway toward energy neutrality at the in-city wastewater resource recovery facilities and carbon reduction across the agency.

Brigid Wright, DBIA, Project Manager (New York, NY)

Brigid began her career at Plaza Construction鈥檚 Washington, D.C. office in 2012, working on the historic Monticello Hotel renovation. Her experience expanded across diverse sectors, including schedule and construction oversight for a nationally recognized railcar manufacturing facility in Massachusetts, serving as full-charge Project Manager for the first Fisher Houses in New York City, and managing security and MEP trades for the expansion of Resorts World Casino in Queens. Her background in architecture strengthened her ability to translate design intent into buildable solutions, a skill she applied at Leeding Builders Group while overseeing amenity completion of an ENR award-winning luxury residential tower and tackling forensic construction challenges on The Brooklyn Tower.

ENR Midwest

Tim Prince, Director of SH&E (Indianapolis, IN)

Tim began at 91影视 Hunt as a safety intern on a project in southern Indiana, where he quickly developed a strong passion for the major construction industry. In 2022, he earned a promotion to Regional Manager, where he began shaping his territory in the Central Region of the company. After three years in this position, Tim was promoted to Director of Safety for the Central Region, encompassing over 30 states. Over the past 11 years, Tim has dedicated himself to transforming the safety culture in the construction industry and helping people.

ENR Mountain States and Southwest

Stephanie Tjan, Project Manager/ Environmental Engineer (Albuquerque, NM)

Stephanie has eight years of specialized experience as an environmental engineer and project manager, with a strong track record of leading complex environmental investigations and remediation projects. The focus of her work is on per- and polyfluoroalkyl substances (PFAS), an emerging contaminant of national and global priority. In her current role, she leads high-profile PFAS investigations and pilot studies to treat PFAS contamination at the Department of Defense (DoD) facilities across the country. Notably, she led the development and execution of the first and largest CERCLA Remedial Investigation for a DoD client in Michigan which included a complex and iterative rapid site characterization approach.

Michelle Hoysick, Greater West Transportation Business Development Director (Denver, CO)

Michelle has fifteen years of experience in the transportation industry, demonstrating consistent growth, leadership and impact across her career. She currently serves as Business Development Director at 91影视, leading strategic growth initiatives for alternative delivery transportation projects across the Great Lakes, Great Plains and Rocky Mountain states. She is also the Colorado business development lead, mentoring staff and contributing to long-term success. Earlier in her career, Michelle was Program Manager Oversight Consultant for several major Denver-area transit projects, including the $6.5 billion RTD FasTracks program, including Denver Union Station, and the West and R rail lines. Michelle was also selected for ENR鈥檚 2026 National Top 20 Under 40 this year.

ENR Texas & Southeast

Erik M. Alcantara, Client Service Manager/Senior Project Manager (Coral Gables, FL)

Erik is Client Service Manager and Senior Project Manager in 91影视鈥檚 Water business line based in Coral Gables, Florida. With over a decade of experience, he leads major municipal programs and projects across South Florida focused on stormwater and flood mitigation, water and wastewater infrastructure, and climate resilience 鈥� bringing together planning, design, permitting and delivery to help communities adapt and thrive. He is a licensed Professional Engineer in Florida, a Project Management Professional (PMP), and an Envision Sustainability Professional (ENV SP). He is also active in advancing the civil engineering profession through ASCE leadership and service, including as President of the ASCE Miami-Dade Branch (FY 2025).

Imtiaz Ali, Project Controls 鈥� Schedule & Cost Lead (Atlanta, GA)

Imtiaz currently serves as Schedule & Cost Lead at 91影视, contributing to one of America鈥檚 largest transportation programs 鈥� a $4.7 billon infrastructure project in Georgia 鈥� where he leads the review, analysis and maintenance of integrated project schedules with a strong focus on earned value management and schedule risk mitigation. Earlier in his career, Imtiaz worked on some of the most ambitious developments in the Middle East including the world鈥檚 largest indoor sports mall in Dubai.

Tanner Oetjen, Civil Engineer (Houston, TX)

Tanner is a civil engineer at 91影视 with over nine years of experience in transportation design. Tanner works in the Transportation Planning group, a multidisciplinary group that combines elements of traditional transportation engineering, feasibility and long-range planning. He is a key member on major projects across the state of Texas and is currently leading construction phasing for the Wheeler Station Transit Center in Houston. Tanner has also contributed to Fort Worth鈥檚 long-term transportation goals, serving as the lead roadway designer for the city鈥檚 Master Transportation Plan and the redevelopment of the historic Butler Place site.

The post Celebrating our 2026 top young professionals appeared first on Blog.

Rikona sees the world differently from how you probably do. He grew up in what he calls a 鈥淢膩ori world bubble鈥�.

This doesn鈥檛 just mean that he spoke the language. Rikona was fully immersed in the stories and cultures passed down through generations of his whakapapa (genealogy/lineage). For Rikona, it wasn鈥檛 until his early teens that he realised most people don鈥檛 see oceans, rivers and mountains as alive with the narratives of their ancestors鈥� experience. That they don鈥檛 see beneath the concrete built around them, built upon tribal boundaries more than 1,000 years old, and the obligation to uphold the stories that bind people to place.

91影视鈥檚 Te Ao M膩ori journey

Rikona provides a M膩ori worldview guiding our Te Ao M膩ori (a world through a M膩ori lens) journey at 91影视, as our people develop a genuine understanding of Te Ao M膩ori and how to embed its principles across the organisation, both internally and in work with our clients. His perspective is the thread that connects us to iwi and mana whenua, growing our partnerships in a culturally informed way.

This journey is grounded in the values, actions and measurable outcomes in our Mahere Rautaki M膩ori strategy, which keeps us accountable on progress. It documents our commitment to embed Te Ao M膩ori and acknowledges our obligations to Te Tiriti o Waitangi (the Treaty of Waitangi).

Making the commitment through our Mahere Rautaki M膩ori strategy was simply the beginning. Rikona joined our team in Aotearoa as M膩ori Communications Specialist to bring the strategy to life. Real progress and depth could only be achieved through knowledge sharing from someone like Rikona, who has both lived cultural experience shaped by Te Ao M膩ori, and a practical ability to uplift organisations without alienating people along the way.

Internal shifts: From symbolism to shared responsibility

When Rikona joined 91影视, his first question was 鈥渨hat鈥檚 our karakia?鈥� (a M膩ori chant often used in the workplace to set intention and acknowledge people and place, and create a sense of respect, safety and connection). He was given a booklet with more than 10 opening and closing karakia to choose from. Of course, it meant the practice was unfamiliar and daunting, and no non-M膩ori person knew any version by heart.

What came next for Rikona was small but focused: he stripped all the versions back to one opening and one closing karakia. He focuses on educating people about the depth and meaning of the message, working with them until they can recite, understand and confidently share it with others. For Rikona, there鈥檚 no point moving on until it becomes lived practice. The change was a small but powerful step that left people wanting to learn more. It has opened the space for richer conversations in which colleagues learn the layers of the meaning in the karakia, and the practice has become normalised as a shared responsibility.

He also led a major clean鈥憉p of language and communications and now encourages staff to check M膩ori phrasing with him to ensure accuracy across regional dialects and conventions. He empowers staff through his tailored cultural capability training and resources, and mentors a cohort of M膩ori champions.

External outcomes: The three-step engagement framework

While his earlier work at 91影视 was focused on building internal foundations, Rikona is now deeply focused on showing up genuinely with iwi on projects. Guided by Te Ao M膩ori, Rikona knows that genuine partnerships aren鈥檛 formed in meetings or through job titles, but through understanding iwi (M膩ori tribes) stories and their whakapapa. His three-step engagement framework is setting the benchmark for forming meaningful partnerships:

1. Pre鈥憁别别迟颈苍驳: Project teams meet internally first, sharing who they are, where they are from and who they represent, and deliberately shifting from purely professional identities to full human ones, where laughter and friendly conversation is encouraged.
2. Engagement: They enter hui with mana whenua as people first, professionals second, guided by prompts like 鈥渟peak as if you鈥檙e meeting your best friend鈥檚 grandmother鈥� to soften corporate armour and allow whanaungatanga to form.
3. Debrief: They debrief immediately after, before other tasks crowd in, capturing what went well, what felt off, and what needs to change so the next interaction honours iwi time and tikanga better.

As a descendant of chiefs who engaged with the Crown 鈥済ood, bad and ugly鈥�, he grew up acutely aware of both the promise and the pain bound up in partnership. He鈥檚 bringing his worldview and lived experience to create a new standard for iwi engagement on our infrastructure projects.

Penny-drop moments and looking ahead for 2026

For Rikona, the proudest moments in his role are the 鈥減enny-drop moments鈥� when colleagues truly realise that M膩ori connections to land are rooted not in aesthetics or nostalgia but in centuries鈥憃ld narratives that carry responsibility across generations, and guide decisions today.

The questions he receives have also deepened. Instead of last鈥憁inute requests for a karakia or a translation on a bid that is already locked in, project teams are involving him early, asking 鈥渨hy鈥�, 鈥渉ow鈥� and 鈥渨hen鈥� as they plan their approach.

In 2026, Rikona鈥檚 focus is on deepening what has begun. He wants more teams to embed Te Ao M膩ori perspectives from project inception rather than retrofitting them at the end.

He will prioritise relationship鈥慴uilding with iwi outside of live project cycles, aiming by year鈥檚 end to have strong, enduring relationships with at least two iwi who know 91影视 not just from tenders. Those relationships will sit alongside the measurable goals in Mahere Rautaki M膩ori, but for Rikona, they are the truest test of whether the journey is working.

The post Building a M膩ori worldview at 91影视 with Rikona Andrews appeared first on Blog.

By immersing participants in United States Coast Guard operations through hands-on demonstrations and focused discussions, the program creates an unmatched opportunity to understand the Service鈥檚 11 statutory missions and explore new ways to support them. For 91影视, participating is both an honor and a responsibility: a chance to listen, learn, and apply decades of expertise to help the Coast Guard execute its mission with agility and confidence.

Immersive learning: Experiencing the United States Coast Guard mission up close

The Coast Guard Industry Academy is designed to embed industry leaders with the Coast Guard across multiple missions and locations. Through interactive sessions and site visits, participants gain firsthand insight into the Coast Guard鈥檚 operational challenges and priorities. Now on its fourth cohort, we have participated in the Industry Academy since the program鈥檚 inception, sending one representative annually.

Beth Kalapos, 91影视 vice president and federal program leader, who has managed DHS鈥檚 Nationwide A/E Services IDIQ for 20 years and led numerous Coast Guard projects, shared her perspective:

Each cohort experiences a series of visits to Coast Guard facilities across the country. During his participation in the third cohort, Nathan Carte, environmental scientist, traveled to multiple locations, including Coast Guard Headquarters in Washington DC, TRACEN Cape May, Coast Guard Yard, Station South Padre Island, Base San Juan, Base Kodiak in Alaska and Base Seattle. These visits offered a firsthand look at the Coast Guard鈥檚 diverse missions 鈥� from drug interdiction and ports, waterways, and coastal security to search and rescue and protection of living marine resources.

Brendan Grady, project manager and a participant in the Industry Academy鈥檚 second cohort, experienced that same mission diversity firsthand. From donning a Gumby suit and jumping into the water at Base Seattle, to observing a helicopter-based search and rescue exercise in Miami, to tactical water training aboard an 87-foot patrol boat, the program offered immersive exposure to the breadth of Coast Guard operations.

A gathering of industry leaders

A hallmark of the Industry Academy is the diverse mix of participating organizations. Leaders from technology, engineering and security sectors work side by side, sharing perspectives and identifying ways to support the Coast Guard more effectively.

Beth reflected on the value of these interactions:

Brendan echoed this sentiment, noting the unusually broad range of industries and people represented 鈥� from A/E firms and wireless technology providers to retired military personnel and even public relations professionals.

Looking ahead: Shared commitment to mission readiness

The Coast Guard Industry Academy is more than a training program. It is a forum for shared commitment, where industry partners learn directly from the Coast Guard and identify new ways to contribute meaningful solutions.

For our participants, it deepens our understanding of Coast Guard operations, strengthens relationships and supports our mission to help federal partners operate with confidence.

We are proud to stand with the Coast Guard and fellow partners, bringing the curiosity to learn and the capability to integrate solutions that strengthen security, resilience and mission success.

Header image photo credit: Nathan Carte

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Pumped storage: Europe鈥檚 renewable battery

Europe increasingly relies on wind and solar power, but their intermittent nature brings significant challenges. A proven solution lies in pumped storage hydropower 鈥� a mature technology that effectively acts as a massive, rechargeable battery. PSH stores excess renewable energy by pumping water uphill, releasing it to generate electricity exactly when it鈥檚 needed, providing reliable, flexible power on demand.

Currently, Europe has around 55 gigawatts of pumped storage capacity. Yet, according to the Outlook, we must more than double this capacity by 2050 to reliably support the EU鈥檚 energy transition and achieve net zero

Tackling Europe鈥檚 ageing hydropower infrastructure

Europe faces an urgent infrastructure challenge: nearly 70 percent of our pumped storage facilities are over 40 years old. These ageing plants need significant modernisation to remain efficient and safe (). Upgrading existing facilities offers a practical, cost-effective, and rapid route to increasing renewable storage capacity compared to building entirely new plants.

This need for modernisation is also a chance to introduce digital technologies 鈥� such as artificial intelligence, more sophisticated predictive maintenance and improved remote monitoring 鈥� to boost operational efficiency and minimise down time.

Barriers to new pumped storage development

Despite strong support from developers and grid operators, Europe’s progress on new pumped storage hydropower projects remains slower than desired. High upfront investment 鈥� typically exceeding 拢1 billion per gigawatt of installed capacity 鈥� can discourage potential investors. Complex permitting processes, lengthy project timelines, construction risks, and limited availability of specialist contractors and equipment also hold back development.

The Outlook contrasts Europe’s slower pace with the rapid pumped storage growth seen in countries with centralised economies, such as China. However, positive policy changes are emerging. For instance, the UK’s introduction of a 鈥樷�� financial model seeks to strike a balance by giving investors greater certainty, while ensuring affordability for consumers and taxpayers.

Addressing these barriers will be crucial if Europe is to fully harness pumped storage鈥檚 potential for a secure, renewable energy future.

Sustainability is non-negotiable

The Outlook emphasises that Europe鈥檚 pumped storage expansion must prioritise sustainability. In a region where environmental regulations and public expectations are high, careful planning, rigorous environmental assessments, and meaningful engagement with local communities are crucial.

Digital innovation powering progress

Europe is uniquely placed to lead in hydropower digitalisation. The Outlook underscores the transformative impact of digital solutions on pumped storage facilities . Digitalisation doesn鈥檛 just make pumped storage operations more efficient 鈥� it significantly reduces environmental impacts and operational costs.

The question is pace

Across Europe, the need for grid-scale storage is widely recognised. The challenge isn鈥檛 awareness 鈥� it鈥檚 action. Governments and energy providers understand that without substantial investment in pumped storage, the transition to a low-carbon energy system won鈥檛 be achievable or reliable. The real question now is how quickly we can deliver the infrastructure needed to support it.

At 91影视, we鈥檙e committed to supporting this important transition. With our global expertise and local knowledge, combined with a focus on sustainability and innovation, we’re ready to help Europe accelerate the rollout of pumped storage.

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Whether it be adopting energy management technologies like smart grids or implementing innovative energy management systems and storage solutions, significant energy investments that drive operational, economic and environmental benefits will continue to shape Canada鈥檚 energy future. The challenge going forward however will be balancing environmental commitments with immediate economic priorities.

Shifting geopolitical landscapes

While looming U.S. tariffs are forcing Canada to rethink its export strategies with greater interest in traditional energy sectors like liquid natural gas, Prime Minister Mark Carney plans to implement numerous financial incentives to promote sustainable energy alternatives. This is good news for organizations working to achieve net-zero targets, but their success will ultimately hinge on effective implementation while also navigating economic and political uncertainty.

On the global stage, similar challenges exist. In this recent Utility Dive article by 91影视鈥檚 Adrian Del Maestro, , he cites a 2024 decrease in the growth rate of clean energy investment, particularly in emerging technologies like hydrogen and carbon capture and storage.  He also emphasizes the importance of grid modernization and the integration of renewable energy sources.

Embracing technology and innovative thinking

Even though today鈥檚 geopolitical landscape threatens collaboration and makes whole-systems thinking more difficult, we鈥檙e also experiencing incredible momentum for innovation. Organizations are embracing intrapreneurship to spark accelerated digitalization and a collective desire to create positive societal outcomes. What鈥檚 more, technologies that help store, transport and recover energy are transforming how we design, build, and operate today鈥檚 infrastructure and its supporting systems.

To align with these rapid technical advancements, we have reimagined how we work and lead in energy transition. Our Sustainable Legacies strategy not only defines the meaningful action needed within our organization, it outlines how we extend our deep technical expertise to best serve our clients.

Our global Water and Environment Advisory business led by Jill Hudkins is an example of where we bring together experts in digital water, asset transformation, strategic energy advisory, resilience planning, climate change mitigation, and ESG to solve our clients most pressing challenges. Their work supports high-growth needs in an increasingly resource-constrained world. Coupled with our world-class program management expertise, we鈥檝e further elevated the value of technical excellence to meet the rapidly growing size, scale and complexity of today鈥檚 critical infrastructure.

For over two decades, we鈥檝e helped evaluate and develop renewable energy systems 鈥� biomass, solar, wind, hydroelectric, geothermal 鈥� and continue to expand our capabilities in emerging areas like hydrogen, nuclear, and future fuels. Across Canada, we鈥檙e helping local partners upgrade aging grid systems, strengthen disaster resilience, and build new infrastructure to connect renewable sources to where power is needed most.

We also understand the significant role Indigenous communities play in energy transitions and are committed to implementing the Truth and Reconciliation Commission of Canada Call to Action #92. This includes building respectful, long-term relationships; supporting equitable access to employment, training, and procurement; and advancing economic participation for Indigenous Peoples.

Our work with Henvey Inlet First Nation to deliver a 300-megawatt wind farm on their traditional territory is one such example. With approximately 15 percent of project staff coming from the Anishinabek Nation, we worked closely with the community on environmental assessments and workforce planning to ensure knowledge transfer on local ecosystems and species-at-risk. This project now delivers clean power to 100,000 homes annually.

Looking ahead, Canada’s energy future will be shaped by more than technology 鈥� it will be influenced by economic shifts, social and environmental priorities, and evolving public policy. By engaging with clients early and holistically, we evaluate regional opportunities, mitigate organizational risk, and build tailored roadmaps that drive enduring positive outcomes. We are transforming how we deliver 鈥� investing in AI, knowledge management, and digital tools that enhance how we work and maximize impact.

Ultimately the success of sustainable energy requires participation from everyone 鈥� regulators, industry, transmission companies, large-scale energy users, and public entities. It also demands an all-encompassing, systems-based approach that champions innovation, equity and collaboration. By integrating advisory services that are deeply rooted in technical expertise and a commitment to our Sustainable Legacies strategy, we are supporting communities across Canada and throughout the world in building a clean, resilient and inclusive energy future.

The post What lies ahead for Canada鈥檚 green energy sector? appeared first on Blog.

In line with this year鈥檚 theme, #TogetherWeEngineer, we asked our women engineers how they collaborate 鈥� across teams, regions and with clients 鈥� to solve challenges and deliver a better world.

Lindsay Stafford, Senior Civil Engineer
Queensland, Australia

From the start of my career, I鈥檝e prioritized building a strong network of mentors. That foundation has grown into a broad internal network that鈥檚 essential to how I work 鈥� especially in a region where collaboration across business lines and geographies is key to delivering better engineering outcomes.

One of the most rewarding projects I鈥檝e worked on involved a small, remote community facing long-term water scarcity. Their pipeline had been failing for years. We partnered with them from the bid phase through to commissioning 鈥� securing funding, diagnosing the issue, and delivering a full design solution. The moment the new pipe was turned on and water flowed again was a powerful reminder of why we do what we do.

Whether virtually or in person, collaboration is at the heart of every successful project. It starts with trust, grows through shared goals, and results in solutions that truly make a difference.

Becky Wong, Technical Director, Water
Hong Kong

In engineering, sustainable outcomes often rely on cross-disciplinary collaboration. On a new town development, I worked with hydrology, ecology, landscape, and geotechnical teams to preserve a natural river course while meeting flood protection standards. The result was a resilient, ecologically rich corridor that balanced technical and environmental goals.

Client collaboration is just as vital. On a project for the Civil Engineering and Development Department (CEDD), we expanded our drainage solutions to support nearby rural villages. By co-developing upstream and downstream improvements, we delivered a more inclusive and climate-resilient outcome.

In another project, we designed a closed-loop water system to reduce reliance on external potable sources. Working with government departments, we integrated sewage collection, treatment, and reuse 鈥� cutting emissions and supporting long-term sustainability. These projects show how collaborative engineering can meet complex challenges and deliver lasting value.

Marcia Tobin, VP, Flood Risk Solutions
Knoxville, TN, U.S.

Leading a 250-person flood risk team across the U.S., I鈥檝e experienced firsthand how collaboration fuels better outcomes. Our multidisciplinary team 鈥� comprising planners, scientists, GIS specialists, and water resource engineers 鈥� delivers essential flood risk data that helps communities prepare for and respond to disasters. By working together and partnering with our clients, we provide data, analysis and most importantly, actionable insights that make a difference.

We take a 鈥渂est athlete鈥� approach, assembling talent from across our Water business as well as Transportation, Environment, and Buildings and Places. This approach means that every project benefits from the right mix of expertise. Whether it鈥檚 partnering with FEMA on risk mapping and disaster response or co-developing a flood resiliency tool in North Carolina using Agile methods, we tailor our teams to meet the unique demands of each challenge.

In Texas, we piloted a scalable flood risk analysis using LIDAR and aerial imagery, collaborating with state officials to create a tool that informs mitigation strategies and strengthens resilience. Across all our projects, it鈥檚 this spirit of collaboration 鈥� across disciplines, regions, and with our clients 鈥� that transforms data into action and engineering into lasting impact.

Harriet Ridler, Engineer
Basingstoke, U.K.

Coastal protection is a team effort. Our work focuses on shielding inland communities and infrastructure from flooding and erosion, requiring input from multiple engineering disciplines. In my role, I coordinate across internal and external teams 鈥� highways, drainage, geotechnical, landscape, and public engagement, environmental and heritage fields.

A great example is the Langstone FCERM scheme that we鈥檙e helping Coastal Partners, our client, to deliver. The client led on the environmental appraisal and stakeholder engagement, while we supported the process and co-developed the design. Joint workshops helped shape the final proposal, now submitted for planning. Public support has risen significantly since project inception, showing the value of collaboration.

I鈥檓 also working on the 拢150 million Havre des Pas scheme in Jersey, which balances new coastal defenses with community benefits. The site鈥檚 sensitive designations pose challenges, but through close work with the Government of Jersey and local officers 鈥� and aided by 3D modeling 鈥� we鈥檝e agreed on key design principles and are progressing positively.

Alice Custard, Wastewater Group Manager
Markham, Ontario, Canada

Collaboration is at the heart of how I work 鈥� across disciplines, regions, and project phases. One of the greatest strengths of working at 91影视 is the ability to draw on global expertise. Whether it鈥檚 a familiar challenge or something entirely new, I鈥檝e always been able to find the right expert. On a recent project involving a technology not yet used in Canada, I brought in a colleague with years of international experience. His insights helped us deliver a more informed and effective solution.

That same spirit of collaboration extends beyond internal teams. I鈥檝e worked closely with clients, operators, stakeholders, and rightsholders to shape better outcomes. At the Kitchener Wastewater Treatment Plant, I was on-site daily during commissioning 鈥� sometimes even on night shifts 鈥� working directly with Plant Operators to troubleshoot and get the headworks running. That hands-on teamwork was essential to delivering our shared vision.

My wastewater team continues to be one of my proudest achievements. Together, we protect the environment, mentor others, and grow as professionals. We collaborate not just as a process team or a project team 鈥� but as a team committed to building a better world.

Kelly Giesing, Civil Engineer
San Diego, CA, U.S.

Across dam design projects, I鈥檝e seen how collaboration drives better outcomes 鈥� especially with clear communication. I set expectations early on around schedule and budget and hold regular check-ins to keep teams aligned. With strong leadership, cross-disciplinary teamwork becomes a real asset.

A recent project with San Diego Gas & Electric showed this in action. We expanded our geotechnical scope to include civil design and worked with the contractor鈥檚 structural subconsultant. The client was highly engaged, and during construction, we served as their on-site representative 鈥� streamlining decisions, reducing costs, and ensuring success.

Environmental collaboration also matters. On one dam project, I worked with an environmental consultant to reroute access roads and staging areas away from sensitive habitats. The design impact was minimal, but the ecological benefit could be significant 鈥� proof that smart engineering can serve both people and the planet.

Jade Singleton, Group Lead, Resources + Industry
Western Australia

Effective collaboration starts with communication. By regularly connecting across teams and regions, we ensure the right skills are matched to the right projects 鈥� delivering better outcomes for clients and broader opportunities for our people.

A recent example involved a trip to Port Hedland for a project. Knowing another client also operates nearby, I reached out. That quick conversation led to a site visit and early input for a new proposal 鈥� maximizing value for both clients through simple, proactive collaboration.

In the mining and resources sector, this kind of thinking matters. These industries power everything from infrastructure to clean energy. Every project we deliver helps make resource extraction safer, more efficient, and more sustainable 鈥� contributing to a better world for everyone.

Meghan Cooke, Process Engineer (EIT)
Burnaby, British Columbia, Canada

For the French Creek Pollution Control Centre Stage IV Expansion Project, I work with colleagues across business lines within the Canada West region to coordinate efforts as both a Process Engineer in Training and Project Coordinator. Using tools like Autodesk Construction Cloud and Microsoft Teams, we ensure smooth communication across disciplines in this integrated project delivery (IPD) model.

The IPD model brings the contractor, client and consultant together under a poly-party agreement, encouraging collaboration and finding solutions that are best for project. Biweekly co-located meetings with all key participants 鈥� owner, design team and contractor 鈥� foster open dialogue and shared problem-solving. I help facilitate these sessions to ensure all voices are heard and aligned.

One major success has been addressing the facility鈥檚 odor control challenge 鈥� a key concern for the local community (the area is unofficially referred to as 鈥淪tench Creek鈥�!). Through close collaboration, we鈥檝e designed effective solutions that will improve air quality and enhance residents鈥� quality of life, demonstrating the power of teamwork in delivering meaningful community impact.

Ruby Yew, Executive Director, Water
Hong Kong

In infrastructure projects, collaboration is essential. I promote open communication across teams and regions, ensuring shared goals and respect for diverse perspectives. This approach helps us solve complex challenges efficiently and inclusively.

When unforeseen ground conditions threatened piling progress on a project, we worked closely with the client to identify a design review as the best mitigation strategy. We fast-tracked the revised design and submitted it within two days, enabling the client to secure approval from the Geotechnical Engineering Office within a week. This swift, coordinated effort helped us avoid costly delays and keep the project on track.

Another example is the Queen鈥檚 Hill public housing development in Fanling, where we faced the absence of a sewerage system. Collaborating with the Fanling North NDA and Queen鈥檚 Hill Development teams, we developed an interim sewerage scheme that cut installation time from 4.5 years to three. By integrating this with the permanent system, we not only saved time and costs but also improved energy efficiency.

Lorreta Agnew, Technical Director, Dams
New South Wales, Australia

In engineering, collaboration and communication go hand in hand. Having worked extensively in virtual environments, I鈥檝e learned that regular, effective communication 鈥� whether through chat, video, or calls 鈥� is essential to keeping teams aligned and projects on track. Trust is equally important. Whether working with clients or colleagues, transparency and honesty build the foundation for shared success. It鈥檚 about navigating challenges together and learning from one another along the way.

A standout example is the Upper Nepean Risk Review, part of our work on large dam safety projects. I led risk management efforts, collaborating with structural, geotechnical, and geology teams, as well as clients and expert reviewers. Together, we assessed dam safety and identified critical upgrades to protect downstream communities. This project is a reminder that when we communicate openly and collaborate effectively, we don鈥檛 just deliver technical solutions 鈥� we help create safer, more resilient communities.

Martha Newman, Principal Engineer, Water
Basingstoke, UK

Since COVID, remote working has made it easier than ever to collaborate across regions. Based in North Wales, I regularly work with colleagues from Basingstoke to Belfast, staying connected through Teams calls and site visits. I鈥檝e never felt more in sync with my colleagues across the country.

A great example was the Bedford to Milton Keynes Waterway Park. The client wanted a press release to announce the project, so I worked with Communications to deliver it. It was picked up by the BBC and New Civil Engineer, raising awareness of the project, the client and sparking new industry connections.

Another highlight was managing the Millmead Fish Pass with the Environment Agency. It brought together specialists from multiple disciplines and stakeholders. Hydraulic modelling helped us balance the needs of fish and eel migration with those of recreational river users. Construction is planned for this summer.

The post Together We Engineer: Celebrating Collaboration on INWED 2025 appeared first on Blog.

As New York City continues to invest in transportation infrastructure and reevaluate land use policy, the conversation around transit-oriented development (TOD) has never been more relevant.  The upcoming Bronx Metro-North stations provide an insightful case study of the power and promise of integrated land use, transportation and community advocacy.

The East Bronx has long been considered a transit desert with limited direct access to Manhattan’s West Side and major job centers.  MTA鈥檚 Penn Station Access project aims to rectify this with a new commuter rail service to Penn Station for New Yorkers living and working in the East Bronx as well as direct Metro-North connection from Manhattan鈥檚 West side to the Bronx, Westchester and Connecticut. The regional rail service is estimated to arrive in 2027 with four new ADA-accessible stations at Hunts Point, Morris Park, Co-op City, and Parkchester/Van Nest. And with the new stations will come access to jobs, housing, amenities and more.

Kristopher explains some of the anticipated outcomes of the project.

The impact of four new stations

As part of Metro-North Railroad’s extension of the New Haven Line, four new stations will be created in the East Bronx. Kimberly McNabb, Deputy Director of Planning and Development, Office of the Bronx Borough President, explains how the introduction of these stations contributes to the goals for the borough.

Achieving wider goals

Coupled with the recent City of Yes initiative, which re-zoned land use around the proposed stations from commercial and manufacturing to residential, the City Council anticipates the creation of 7,000 new housing units. Michael Kavalar, Senior Team Leader, New York City Department of City Planning, shares details of the goals of NYC planning work beyond land use actions.

The benefits of TOD

Jessica Wurwarg, Director of Planning, Policy and Economic Development, Transit Oriented Development, MTA Capital Construction and Development, explains why the MTA is interested in transit-oriented development at these four commuter rail stations.

The role of TOD within the wider NY Metro regional framework

Moses Gates, Vice President for Housing and Neighborhood Planning, Regional Plan Association explains:

To learn more about how we鈥檙e working with partners to deliver transformative transit-oriented developments, contact Kristopher Takacs.

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