< Previousa long time, so they know how we like to do things, and we have youth who will breathe in excitement and energy. We like to keep things energetic, upbeat, and positive, and younger people bring that,” says Sowell. “Ultimately, we employ a lot of excep-tional people who are goal-oriented. We have folks from the military, people who were athletes in college or worked their way through, folks with engineer-ing degrees or education in construc-tion management or people with MBAs – things that demonstrate commitment and show something about character, and that means performance is going to be way beyond average. We have those folks not only in managerial staff but in our field staff and throughout our entire organization,” says Sowell.“There are a lot of companies who want to emulate what we’ve done,” with regards to succession planning, he notes. “What I would tell them is it takes time. Eight to ten years to do it, as there is so much information that has to be transferred and development that has to take place, and they need to be ready and prepared. The new owners need to have not only the mindset of a project manager or other position they’ve held but also the mindset of a business owner.” Langston Construction Company has been recognized with a first-place con-struction safety excellence award from the Association of General Contractors of America which judged its safety culture as the best in the nation for companies of its size. It has also received the Carolina Association of General Contractors’ pres-idential award for safety excellence. Roberts and Sowell are determined to keep the culture safe. Emblazoned on the back of the yellow vests worn by onsite Langston workers is the slogan, “Zero Unsafe Behaviors,” as a constant reminder of the safety program. “We have a safety committee, and we look at training we need to implement, and every project has a site-specific safety plan and checklist associated with it that allows us to verify if certain processes and procedures need to be implement-ed. And this applies to our subcontrac-tors. We have a good list of prequalified subcontractors, and we provide training to make sure they perform to the safety standards we expect,” Sowell says.“Our previous record was more than 2,800 days, over seven years, without a lost-time accident,” Sowell says, “but then, three years ago, we had an incident and had to reset the clock.” It has not had a lost-time accident since. At the time of writing (January 30), that number is back up to 1,400 days. “We have a corporate safety manager, and we’ve got six onsite safety professionals, and we employ a fulltime onsite guy anytime we have a project over a certain manpower count.”This past year, the company implement-ed ‘Good Catch,’ a positive program in which employees are recognized for bringing attention to an unsafe condi-tion or hazard, “and that has really taken off. We’ve had great participation, and we recognize those folks who were able to mitigate an unsafe situation before starting to work, in our monthly newslet-ter and at our annual safety meetings.”Another program applied this year is a computer-based learning management system, which employees can take as long as they have access to a computer and the internet. “On weather delay days, they can do training to fill in some “Every project has a site-specific safety plan and checklist associated with it that allows us to verify if certain processes and procedures need to be implemented.”MARCH 201930 of the time, and we can track how much of the training they complete.” There is a range of topics from excavation to hazard communication.“We also do random drug tests on a quar-terly basis because we have a zero-tol-erance approach. I think if cannabis was legalized in our area, it would be a huge problem in our industry because every-thing we do is dangerous. Very rarely do we work with our feet on the ground. We’re below grade in a hole, or we’re up in the air, and a guy can’t be under the influence and work safely. Where it’s legal, it’s going to pose problems for employers. Where we’re working, it’s not legal, and I hope it stays that way.”Langston Construction Company uses design-bid-build, design-build, inte-grated project delivery, and construc-tion management at risk methods in an approach that sees the owner, designer, and contractor working as a team to ensure the success of the project, and this collaboration has encouraged repeat business. No project is too big or too small; it may be a one-day job to handle an emergency for an owner, or it may be a $30 million project. Sowell told us about one recent monu-mental project the company completed during a workplace shutdown at an operational industrial facility. The project involved the replacement of a saltwater air dryer. “We removed it and installed a new one, for a client we’d worked with for over twenty-five years. We had to remove and reinstall the existing roofing system and the structural steel in order to get the unit out, and we had a 400-ton crane on site to take out the accessories like the heat exchanger, steam valves, tanks, motors, and associ-ated ductwork. Then we had to set it all back in place, replace the existing floor grating, the structural steel, and roofing, and get it all back up and running during the three-week Christmas shutdown.” Because it was essential that the manu-facturing plant be operational again, Sowell says that Langston employees worked in twenty-four-hour shifts, with twenty-five to thirty workers and much heavy equipment in use at a time.“We’ve just completed a wastewater treatment facility – a six-to-eight-month project. The company was doing a plant expansion because the existing facility couldn’t take the demand they had and needed this to keep up with their manu-facturing, and they couldn’t start a new project line until the treatment facility was up and running,” says Sowell.“In terms of commercial projects, we’re doing a little bit all the time. In 2018, we renovated and finished a 68,000-square-foot renovation – a total remodel of an operations facility. We took the building down to its existing shell and built it back up with an all new mechanical and electrical systems. Our commercial work is not too glamorous; we don’t do retail. Our commercial work is for our industrial clients who need office refits or remod-eled warehouse spaces, so it’s consid-ered commercial construction for the industrial client,” says Sowell. “I think the future is bright, and I look forward to what’s coming down the road. We live in a great part of the country where the economy is doing well, and the unemployment rate is the lowest it’s been that I can remember. I’ve heard talk lately that a recession is right around the corner, and everyone’s worried. But if everyone just sat steady in their boat, I think it will all work out. People need to think positively.” 31CONSTRUCTION IN FOCUS MARCH 201932In April of 2018, the Indiana University School of Informatics, Computing and Engineering kicked off a week-long celebration of its new building, Luddy Hall. The gigantic, 124,000 square foot, $42.4 million facility is equipped with 15 classrooms and labs and a 1,360 square foot community center. The front entrance is sheared on an angle to offset the balance of the traditional, rectangular shaped building. Inside the building, glass frames jut out in various directions. The enclosed square shapes lend a sense of strength while simultaneously maintaining an open concept. For the aspiring engineers who will call this building home, it serves as an inspiration for the types of designs that are possible.Written by Jesse Doehler-KnoxConstructed by Weddle Bros. Construction, it is a modern mosaic of glass and concrete. “It’s quite striking when you walk in there,” says Kelly Abel, Vice President of Pre-Construction Services for Weddle Bros. Building Group. Abel was part of the team that saw the project through. He has been with the company for 33 years and has overseen many successful projects and established long-standing client relationships. 33CONSTRUCTION IN FOCUS “It has some of the most unique study areas in terms of the glass pods that hang over an atrium space,” says Abel. Weddle installed the 410 windows that provide natural light in every location in the building, as well as the 1,350 square foot skylight.The engineering building is one of numerous projects Weddle has completed in collaboration with Indiana University. Each project serves as a unique, standalone piece of art in its own right. For the past 72 years Weddle has been a leader in con-structing facilities for colleges and universities such as research labs, administrative centers, residential areas and sports facilities. Working primarily across the Midwest, Weddle Bros. Construction Co., Inc. is the parent company of a group of professionally managed construction services providers engaged in health care, bio and life science buildings, civil and earthworks, transportation, highway, and general contracting projects. Started in 1946, Weddle Bros. Construction Companies include Weddle Bros. Building Group, WB Koester Construction, Weddle Bros. Design & Build, Weddle Bros. Highway Group, and Weddle Bros. Transportation Services.In the civil construction field, Weddle innovated something people always see, but don’t necessarily notice. “25 to 30 years ago we were one of the first in Indiana to be approved to do slipform median barrier in the state,” explains Abel. The walls that divide the middle of the interstate used to be done by hand, but “we developed a way to do that by machine that was approved by the state. We were the first ones.” These walls are vitally important structures that have saved countless lives, and devising how to construct them using machines has led to faster and safer builds across the state.While the structures Weddle builds can be complicated, the business-to-business relationships are straightforward. “We’re relationship driven,” explains Abel. “We want you to feel like you’re being treated fairly. In any context that you work with us, we’re going to treat you fairly; we’re going to be your friend. We’re going to be your advocate and try to make it as good an experience as we can.” So, what’s behind the process? The company’s pre-construction team, led by Abel, works with designers to outline the budget and work schedule. An impec-cable attention to detail helps Abel’s team estimate a highly accurate price point. “We always try to have the numbers in focus before we start doing the work so there are no surprises. Nobody likes surprises,” he says. Zero surprises is why most of Weddle’s clients are repeat cus-tomers; in all of the team’s relationships, they focus on the long term. “We have a client here in Bloomington that we’ve worked with going on over 10 years now,” says Abel. “We travel with them and do projects from small to big. It’s our responsibility to take care of their needs in a client-driven relationship.” Once all the numbers have been agreed upon, a team is assembled that works with the client for the duration of the project. The team typically has a project manager, superinten-dent, project engineer and an administrative person. “We have a staff of about four people that are going to take you from the beginning of turning dirt to handing you the keys. That’s your team,” says Abel. “Those are the people you’re going to work with day-in and day-out. Their job is to communicate and get MARCH 201934To be sure, happy and safe employees are less likely to cut corners and are more likely to provide great buildings, part of the reason Weddle gets so much repeat work. “We recruit a lot from word of mouth with our current employees,” Abel shares.Keeping staff safe and happy has also meant that Weddle has consistently placed in the top 100 places to work in the state of Indiana. Awarded by the Indiana Chamber of Commerce, the prize is determined by employee surveys and measures their results against certain criteria. “For four years running we have been named one of the 100 best places to work in Indiana across all industries,” says Abel.Weddle’s success has been built on over 70 years of relation-ship building and straight-forward partnerships. “If I go into a presentation and say, ‘I’m going to be part of your project,’ then that’s who is going to be there. We’re big enough to give you high levels of expertise, but we’re still small enough that you get the benefit of the best people in the company. We want this to be a relationship that moves on in time, so we’re very conscious of that. We keep that in mind when we go into a project with our staff, with everybody.” Certainly, Weddle’s innovation is embedded in its work culture and is reflected in the hundreds of projects the team has com-pleted throughout the Midwest. Now, this reliable, award-win-ning company is moving into the future with confidence. “We already have a lot of work on the books for 2020,” says Abel. “I’m really optimistic about the future of Weddle.” you information that lets you know what’s happening… we don’t want it to be about just talking on the phone once in a while or sending an email; we do the personal thing that you can count on.”From there, the construction team is brought in to complete the build. A culture of teamwork and a client-first perspective runs through the entire staff. Field staff numbers vary between 75 and 100 and balloon to 300 during the high season. These workers are unionized and enjoy a full benefits package includ-ing healthcare, vision, and dental for the entire family. And as a certified safety contractor, Weddle is dedicated to ensuring employee safety on the job. “A few years back we had a stretch of a million hours without a lost-time incident,” shares Abel. “That was a great achievement that we’re proud of.” Since 2013, Weddle has been employee-owned, with a 100 percent Employee Stock Ownership Plan (ESOP). Ownership is shared among the executive team, middle management, project managers, engineers and administrative staff. The ESOP gives staff members a vested interest in completing each project to its fullest potential and working collaboratively to see it through. When one employee retires, they sell their shares back to the company. The ESOP is not only a retirement plan; it’s a revolutionary way of engaging in the workplace. “I think the ESOP was a proud moment,” explains Abel, because sharing in the direction of the company means profitability comes from a healthy work culture. Potential new hires for the company must interview with around five other staff at their level or above to see how they fit into the culture. “We’re not doing anybody any good if we bring in someone that doesn’t fit with our culture and with our ideals and our values,” explains Abel. “A lot of companies will tell you that they’re family-oriented and they care about the employee, but here it really means something.” The teamwork mentality comes from not only working together on projects, but from supporting each other to ensure there’s time for family and hobbies outside of work. “We want you to have a work-life balance. We want you to have the time you need if there’s something going on with your kids, your parents, whatever it is.” In order for that idea to actually work, everyone needs to buy into it. “If somebody is off, we need someone to cover for that,” says Abel. “Eventually we all have to pick up the ball and carry it for another person.”“The ESOP gives staff members a vested interest in completing each project to its fullest potential and working collaboratively to see it through.”35CONSTRUCTION IN FOCUS There are few Canadian families who can claim such a long and illustrious history in construction and property development as the Fuller family of Thomas Fuller Construction Company Ltd. and The Fuller Group, in Ottawa, Ontario…THOMAS FULLER CONSTRUCTION COMPANY36Written by Pauline MüllerIn fact, the company’s heritage is such that it runs parallel to that of the country, as the group claims to be the biggest and longest-standing business of its kind under Ottawan ownership. It has successfully completed over 860 projects in its tenure. Today, siblings Sam and Leigh Fuller are stepping up to the challenge of finding their way in the family business. Specializing in general construction, design-build projects, and consulting services, this industry legend understands the long haul when it comes to maintaining its strong reputation. In fact, the company’s history predates its arrival in Canada, starting in England around the middle of the nineteenth century. It all began when Thomas Fuller took up his position as architect after completing his studies in his birthplace of Bath, Somerset. The young Mr. Fuller completed multiple contracts there and in the city of London, after which he is said to have set sail for Antigua Island, West Indies in 1845. There, he designed the Anglican Cathedral of St. John’s in St. John’s Town on the same spot where two previous churches had been levelled by earth-quakes. Thomas eventually left the island for England where he continued his work, designing scores of public buildings. He left the United Kingdom for Canada in 1857, creating a base for himself in Toronto where he became a colleague and business associate of a local contractor, Chilion Jones. The team was contracted to design and build Toronto’s Anglican Church of St. Stephen-in-the-Fields, which was sadly ruined by fire in 1865 and subsequently redesigned. From there, they went on to make the big time in 1859, when Fuller’s neo-gothic design was accepted for the original Centre Block of Canada’s Houses of Parliament, which he and Chilion completed. In 1863, the by then-famous architect amended it with Charles Baillairgé. Fuller was appointed supervising architect at Parliament Hill and rose to become the Dominion of Canada’s Chief Architect between 1881 and 1897. The family would see one of its own honoured again with the same position when his son, Thomas W. Fuller, took up his appointment in 1927, putting his signature on many significant public buildings and institutions across the country. Thomas W. Fuller was followed by his son, Thomas G. Fuller, who was awarded his first contract in 1939. With a distinguished naval background, this decorated captain of the Royal Canadian Naval Volunteer Reserve made huge strides as a general contractor over five decades in the “The team was responsible for the restoration of the Parliament Library between 2002 and 2006 and collaborated on restoring the Centre Building’s Peace Tower.”37industry. He later welcomed his sons William, Mark, Antony, and Simon to the Fuller Group of Companies’ ranks. Under his leadership, the company built the Ottawa Police Service Headquarters, the city’s General Hospital, its Congress Centre and many more local landmarks. The team was also responsible for the restoration of the Parliament Library between 2002 and 2006 and collaborated on restoring the Centre Building’s Peace Tower. Thomas G. Fuller passed away in 1994 at the blessed age of 85, leaving a rich legacy behind. The four Fuller sons proudly continue building on the legacy of their ancestors together with the fifth generation of Fullers. “The company’s work is as sought-after as ever and includes everything from multi-storey office buildings to shopping malls, institutional buildings, and hospitals.”The company’s work is as sought-after as ever and includes everything from multi-storey office buildings to shopping malls, institutional buildings, and hospitals, to name only a few. One of its most famous projects, the Tall Ships Landing Coastal Resort in Brockville, Ontario, is a condominium-type MARCH 201938 development featuring Cottage-iniums™ on the St. Lawrence River amongst the Thousand Islands along the U.S.-Canadian border. This mammoth project is said to have reached the $114 million mark, offering a cornucopia of hotel rooms, activi-ties, shopping, restaurants and leisurely living. The project was completed in 2015, enjoying premium attention to detail with bespoke finishes and color palettes to suit owners’ tastes throughout – a challenging offering on a project of this size. The company was also responsible for the construction of the resort’s 33,000+ square foot Aquatarium and Discovery Centre, more than 80 moorings and a lot more. Naturally, Thomas Fuller Construction Company is always working on a number of projects. One of these, Ottawa’s Burnside Building on 151 Slater, comprises a complete makeover. The building was originally built by the company in 1966 and will once again make its contribution toward breathing fresh life into the city’s downtown.“Shining examples of the company’s work can be found throughout the province.”The team is also working on a number of renovations and is par-ticularly favoured for its wastewater systems. In the past, it has worked on many civil construction projects in Ontario such as Alfred-Lefaivre’s water treatment plant; the Campeau Drive pumping station for the City of Ottawa; and the Town of Renfrew’s water treatment plant as well as that of Smith’s Falls, the latter of which entailed entirely new waterworks consisting of a number of important systems such as pumps, wells, a purification facility and all the infrastructure needed to make the property function-al, such as a parking area and a road. Shining examples of the company’s work can be found throughout the province in places like Belleville, Peterborough, North Bay and elsewhere in Ontario.If there is one thing about Thomas Fuller Construction Company Ltd. that strikes one as such a part of its fabric that the two appear entirely inseparable, it is its love of modernity coupled with a deep sense of and respect for heritage. With architecture and construction running in this family business’ veins, one cannot help but appreciate why the Fullers and their fantastic team have become a household name in Ontario, Canada. With its eye squarely on the future, this industry legend prides itself on doing what it has done for generations – staying ahead of trends and technology, and delivering above and beyond its clients’ expectations. 39CONSTRUCTION IN FOCUS Next >