Tunnel Business Magazine

FEB 2018

TBM: Tunnel Business Magazine is the market leader for North America. TBM is written for leading professionals in all aspects of tunneling and covers project stories, design elements, contracting strategies, legal issues, new technology and more.

Issue link: http://digital.tunnelingonline.com/i/936573

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Page 12 of 43

TBM: TUNNEL BUSINESS MAGAZINE // FEBRUARY 2018 C O V E R S T O RY 1 3 2018 TUNNELING INDUSTRY OUTLOOK W H A T I S Y O U R O U T LO O K O N T H E N O R T H A M E R I - C A N T U N N E L I N G I N D U S T RY E N T E R I N G 2 0 1 8 ? B U L L I S H ? B E A R I S H ? W H Y ? Morrison – I am fairly bullish on the tunneling mark America for the foreseeable future. The infrastructure in the U.S. continues to age and will need to be repaired and/or replaced. The major population centers along the coasts continue to grow; and, because of this, the mass transit systems, as well as other ancillary infrastructure, in these areas will need to be improved and increased to support this growth. Due to the lack of available space above ground a lot of this growth will need to take place underground. Wilson – Bullish. The U.S. economy is robust, and the general viewpoint is that spending on infrastructure is good for the econo- my. However, most publicly funded projects are driven by politics, and politics in the U.S., at the Federal and many state levels, is un- focused right now. T H E R E C O U L D P O T E N T I A L LY B E A L A R G E N U M B E R O F M A J O R P R O J E C T S C O M I N G O U T I N T H E N E X T F E W Y E A R S – I N C L U D I N G T H E N E W H U D S O N R I V E R T U N N E L S , C A L I F O R N I A H I G H S P E E D R A I L , WA T E R F I X , A N D O T H E R S . H O W W E L L I S T H E I N D U S T RY E Q U I P P E D T O H A N D L E T H I S W O R K ? W H A T C A N W E D O T O H E L P E N S U R E W E H A V E Q U A L I F I E D P E R S O N N E L ? Bauer – Support of groups lik bers is key in recruiting talented professionals to the industry and encourag- ing continual professional development of those already within the industry. Morrison – I think that the tunneling industry is positioned nicely to manage and execute on these major projects. However, like the rest of the construction industry, we tend to be slow to innovate or to embrace the new innovations that are being used elsewhere in the world. By continuing to innovate, these major projects will become more manageable and affordable, which will lead owners to more often undertake projects of this type in the future. Attracting talent can be challenging and is certainly critical to ensuring the health of the industry. Focusing on marketing the tunneling industry to students who are considering their careers is important as the competition from other cutting-edge industries is strong. With that being said, I believe that the challenging nature of underground construction projects and the excitement of being involved in some of the largest infrastructure projects in the world gives tunneling a leg up on the rest of the construction industry when it comes to promoting the industry to potential personnel. Wilson – We need to become more efficient, in all parts of our business. • Owners: Because projects are larger in size, the velocity of the cash flow is much greater, and there is more need for better management skills, not only understanding how the owner agency works, but also a higher understanding of human behavior, leadership, and organizational skills at the project level. These organizational skills for a project are different from process skills, which are those required for an ongoing organization.

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