page 1
page 2
page 3
page 4
page 5
page 6
page 7
page 8
page 9
page 10
page 11
page 12
page 13
page 14
page 15
page 16
page 17
page 18
page 19
page 20
page 21
page 22
page 23
page 24
page 25
page 26
page 27
page 28
page 29
page 30
page 31
page 32
page 33
page 34
page 35
page 36
page 37
page 38
page 39
page 40
page 41
page 42
page 43
page 44
page 45
page 46
page 47
page 48
page 49
page 50
page 51
page 52
page 53
page 54
page 55
page 56
page 57
page 58
page 59
page 60
page 61
page 62
page 63
page 64
page 65
page 66
page 67
page 68
page 69
page 70
page 71
page 72
page 73
page 74
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84
page 85
page 86
page 87
page 88
page 89
page 90
page 91
page 92
page 93
page 94
page 95
page 96
page 97
page 98
page 99
page 100

Businessexcellence July 07 94 he says; “the client is trying to break ground on the fi rst building this fall. It’s one of the largest offi ce development projects going on in the Pittsburgh market.” Meanwhile, the Chicago offi ce is engaged in waste transfer stations, assisting the waste management companies by doing land fi ll permitting, siting, expansions and methane gas recovery systems. They recently completed a unique project to site and construct a rail transfer facility that can take waste from garbage trucks and transfer it to rail cars, to ship to distant locations. The fi rst waste transfer facility CEC did was in Newark, NJ. “The schedule was aggressive, and we concluded it could only be achieved using a design-build method of delivery, where we designed and built it concurrently. CEC led the design-build effort, we hired the contractors and directed the work, and that was the only way a project like that could be built so quickly.” CEC has just added a fi fth core practice, water resources, a spin-off of its other disciplines, but with a greater emphasis on the quality of surface and groundwater resources, and waste water treatment. Its Nashville offi ce is leading that initiative with watershed modeling and wastewater treatment design and construction services. One of CEC’s biggest challenges is the recruitment and retention of new people, with so few grads with engineering or science degrees coming out of US colleges these days. Senior management created a career path—Do-Manage- Market-Lead; it’s a key element of the strategic plan, tied into the management and leadership transition plans for the fi rm. New recruits are indoctrinated into management roles with clients as soon as they prove capable, and are encouraged to develop leadership qualities, which soon makes them an intrinsic fi rm member with corporate responsibilities. “We have a tremendous pool of young people who like the incentives we offer, such as stock ownership, and it enables us to attract career-minded people who like what we do, and want to play a larger role in the fi rm.” “We found during our early years that we were growing strictly from repeat business with existing clients”

July 07 Businessexcellence 95 McCarran International Airport is the sixth-busiest passenger airport in the US, currently serving over 45 million passengers a year in a metropolitan area of just under two million people. This writer has been there once (twice if you count the return journey) and found it an amazing place. It’s the only airport I’ve been to where the first things you see after leaving the airplane are gaming machines. You know where you are immediately, unlike many other airports I could mention. As the city of Las Vegas has evolved from an exclusively gaming venue to a more diverse offering which includes entertainment, dining, shopping and conventions, however, the airport has had to grow to meet the increase in traffic. McCarran enjoys a broad revenue spectrum, with over $100 million in annual sales generated from revenues on the airport campus. This reduces the airport’s dependency on landing fees from the airlines, resulting in McCarran having some of the lowest landing fees in terms of cost per passenger in the US. In the 2006 fiscal year (which ended June 30), the Clark County Department of Aviation, which owns and operates McCarran and four smaller general aviation airports, reported more than $323.3 million in total revenues. Building and land rentals composed the largest operating revenue segment ($101.6 million), followed by concessions ($45 million), slot machines ($39.6 million), landing/aircraft fees ($29.4 million), rental cars ($28.6 million), and parking ($26.2 million). The Department of Aviation has almost 1,400 direct employees, with approximately 18,500 workers on site, taking into account airlines, concessionaires and other tenants. McCarran’s mission is to provide excellence in customer service, airport facilities and airport security. It handled more than 46 million arriving and departing passengers in 2006, and nearly half of the Las Vegas Valley’s visitors last year traveled by air. Given this community’s reliance on travel to power its economic growth, McCarran is a key component in the financial well-being of nearly two million southern Nevada residents. McCarran has developed a customer-friendly culture, ranked first in overall passenger satisfaction among large airports in the JD Power and Associates 2006 North America Airport Satisfaction Study. Eight factors were examined to determine overall customer satisfaction: airport accessibility, check-in/baggage check, security check, terminal facilities, food and beverage, retail services, baggage claim and immigration/ customs control. In addition to ranking first overall, survey respondents ranked McCarran No. 1 in the check-in/baggage check, security check and terminal facilities categories. Results of the survey were based on responses from more than 9,800 travelers who took a flight between January and May of 2006. The airport is currently undergoing a $4 billion capital improvement plan that will add a new stand-alone terminal (Terminal 3) and other needed improvements over the next four years. A consolidated rental car facility has recently been constructed, and airport signage has been revamped. It has implemented several IT McCarran International Airport Growth is no gamble for McCarran International Airport. It’s biggest challenge is keeping up with the increasing number of people who want to visit Las Vegas Asafe gamble