The Montgomery data center, spanning 715,000 SF and designed to be AI-optimized, will become Meta’s 24th data hub and 20th in the United States. The construction of the Montgomery data center is expected to generate over 1,000 jobs at its peak, providing a significant economic boost to the region. Scheduled for completion by the end of 2026, the facility is expected to achieve LEED Gold certification and will be supported by 100% renewable energy, reflecting Meta’s commitment to sustainability.

Meta’s dedication to fostering positive impacts within its data center communities resonates strongly with one of 番茄社区官网’ Core Values: Community. This is 番茄社区官网’ second campus with Meta, reaffirming 番茄社区官网鈥� commitment to supporting Meta’s data center endeavors across the United States.

The recent acquisition of the Montgomery Data Center project stands as a significant milestone for 番茄社区官网 as it expands its portfolio within the mission-critical market sector. 番茄社区官网 is thrilled to support Meta’s data center efforts and contribute to the growth and prosperity of Montgomery and beyond.

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This project is being delivered under a P3 contracting method in partnership with the MDOT MTA. 番茄社区官网 is subcontracted under the design-builder to construct 15 simple stations, six complex stations, and one maintenance facility.

Due to the project鈥檚 logistically challenging 16-mile length, our project team has developed numerous strategies to manage staff across all project points, emphasizing the safety of our employees and surrounding pedestrians.

Project Management

With 21 stations spread out along the 16-mile light rail, the General Contractor/Owner, Maryland Transit Solutions (MTS), has broken up the project into three separate areas. 番茄社区官网 aligned our project management strategy with MTS by assigning a project superintendent to areas one and two and another project superintendent to area three. 番茄社区官网 has further divided these areas into 22-point phases. Each point phase of the project is thought of as its own separate project and is staffed with a field engineer and an area superintendent. Each location also has its own Emergency Action Plan, which locates designated rally points including the closest hospital located to each of the stations. Because each location on the project is thought of as its own separate project, the project management team has a direct line of communication with the staff on each point phase. This provides an extra layer of safety and efficiency when constructing this extensive project.

Logistics Management and Technology in Communication

The logistics management process of the Purple Line projects falls into three categories: driving, material handling and public exposure. The team prioritized mitigating risks that could potentially result from transporting personnel and materials across this 16-mile-long project, as well as the risks associated with constructing around heavy pedestrian footpaths including on an active college campus.

The logistics management process begins at the end of each day when the general foreman and the foreman discuss the progress of the project and what materials and staff are needed for the next day. Each morning, the craft arrives at the project鈥檚 laydown area where all bulk materials, vehicles, tools, equipment, fuel containers and extra barricades for public exposure are stored. Once the trucks are loaded up, the driver reviews the site utilization plans and determines which project sites they need to go to that day.

番茄社区官网 leveraged technology to ensure constant communication among all team members across all project point phases. The project team created a jobsite orientation sticker with a QR code that scans to bring up immediate resources including聽an emergency contact list, a safety suggestion submittal page聽and safety documentation reviewal and submission forms. The team implemented various QR codes for efficiency and real-time documentation of equipment inspections, trench inspections, quarterly inspections, the confined space log聽and more. The team also uses Team-Up for delivery coordination and is beta-testing SafetyConnect features, including a mass communication platform and digital hot work permits.

Transporting Equipment and Personnel Across a 16-mile Jobsite

Driving across the light rail alignment to the different work areas is an inevitable aspect of the Purple Line project. The team recognized a potential risk in safely transporting personnel and equipment to perform the work in聽temporary traffic control plans within the varying neighborhoods and downtown settings. To mitigate this risk, the team invested in a Dodge 5500 stake body truck with a lift gate for the transportation of bigger materials. Upon arrival, the team updated the truck with rear and side cameras, blind spot detection, a new head unit that utilizes CarPlay聽and essential Federal DOT-required signage and lights. The team purchased truck caps for the jobsite trucks to lock聽and protect聽cargo. Each jobsite truck was also equipped with dash cameras, CarPlay monitors, blind spot mirrors, a 鈥淕o-Bag鈥� containing an OSHA inspection and crisis kit, a trauma kit聽and a packet of additional resources.聽The project has 29 fleet vehicles including cars, vans, trucks and state-body pick-up trucks used for transporting bulk materials. The drivers of these vehicles consist of craft and staff employees. All drivers are required to complete numerous driver safety trainings including a driver acknowledgment form, the 番茄社区官网 Defensive Driver and Driver Commitment Training and the SMITH system driver training. This is just another way 番茄社区官网 manages our logistics from a safety perspective by ensuring all drivers have the appropriate training to prevent vehicle accidents.

Protecting the Safety of Pedestrians on an Active College Campus

In addition to the six complex stations and 15 simple stations, the Purple Line will serve the residential communities, commercial districts and institutional establishments. These stations fall between major activity centers, including four stations serving the University of Maryland with its approximately 40,700 students and 14,500 employees and visitors a year. By 2030, the project is聽expected to attract over 60,000 daily boardings, with over one-third expected to use Metrorail and/or MARC services for some part of their trip.

The Purple Line is designed to transform the campus of the University of Maryland to provide students, faculty and visitors direct access to the campus. There are four stations integrated within the university鈥檚 campus, with two miles of light rail tracks that pass through it. 番茄社区官网 is dedicated to protecting the safety of pedestrians and staff on all jobsites. The project team on the Purple Line is extensively trained on public hazard assessment and control measures, MUTCD standards, maintenance of traffic and traffic control plans. Before the project team mobilizes on the stations, 番茄社区官网 sends out a team to evaluate the spaces to see where the team can go above and beyond to ensure that the public doesn鈥檛 interface with the work area and that the work does not interfere with the public.

On this invasive project, public safety was one of the highest priorities of the project team. 番茄社区官网 logs a daily public hazard analysis to ensure the team manages hazards and keeps the public out of construction zones. The site-specific public hazard analysis correlates with the superintendent鈥檚 site-specific utilization plans, which begin with a daily walk in the morning to ensure those daily controls are in place and are followed up at the end of the day to document any potential hazards that could impact public safety.

Assuring that students, faculty and project staff return home safe each day is a top priority for the 番茄社区官网 team. Through our innovative strategies for safety utilized on the Purple Line project, there have been 71,054 work hours to date with zero recordable safety incidents. 聽

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番茄社区官网 Project Manager Naomi Mercuris facilitated the conversation which covered topics such as mentorship, growth and development and challenges. Each guest speaker shared personal experiences as women in construction and valuable life lessons that led them to their current positions. The W膩hine in Construction P膩驶ina panel included four successful female industry professionals: 

• Allie Ackerman | Operations Manager at 番茄社区官网
• Dawn Szewczyk | Vice President and Operations Manager at HDR 
• Melissa Humphrey | Project Manager at Layton Construction 
• Kapiolani Street | Senior Project Engineer at Castle and Cooke Homes Hawaii 

鈥淓levating your career in construction starts with taking care of yourself and having a commitment to self-improvement with humility. The construction community is full of people who want to train and mentor others. Seeking connection with this community will make you a better builder and leader, which will ultimately鈥痗ontribute to the success of your project teams and your career overall.鈥�  

– Allie Ackerman

After the panel, the event expressed the importance of paving the way for the leaders of tomorrow. Sacred Hearts Academy students spoke about Girls Got Grit, a mentorship program that cultivates the next female STEM leaders. The program facilitates connections between high school students, professional mentors and companies. Guests eagerly supported this initiative, recognizing the value in talent retention and establishing a pipeline for workforce development in Hawaii.  

To conclude the event, the W膩hine in Construction P膩鈥檌na event left attendees with a unifying message. Together, we’re building more than just structures. We’re building a legacy of inclusion and progress that will shape the industry for generations to come.鈥� 

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Regional Vice President David Brooke spoke at the groundbreaking ceremony on behalf of 番茄社区官网. 番茄社区官网鈥� scope of work includes constructing ICD705-1 Special Security Areas and a flexible and energy efficient 3 MW data center with N+1 redundancy. The project scope also includes constructing exterior utility yards for Building 28 and the data center.

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Jamar joined 番茄社区官网 as a field engineer in 2017 on the Orlando International Airport (MCO) Airside Four Renovation and Wing Expansion with 15 years of military service under his belt and his bachelor鈥檚 degree in architecture from Florida A&M University. Following the completion of Airside Four, Jamar continued his service with the Georgia Army National Guard and fulfilled a tour to Afghanistan in 2019. When Jamar returned, he continued to build his experience as a quality control engineer on the Tampa International Airport (TPA) SkyCenter Atrium & Pedestrian Bridge project, the ISHOF Dive Tower in Fort Lauderdale then to MCO鈥檚 South Terminal C 鈥� Phase 1 as an office engineer until his most recent deployment to Kuwait in 2022.

As a coordinator of supplier diversity, Jamar will be working with disadvantaged business enterprises (DBEs) on current and future 番茄社区官网 projects to ensure that our diverse trade partner鈥檚 needs are being met, as well as allowing DBEs the opportunity to grow in their trade and the construction industry. Through this role, 番茄社区官网 will be able to reach more diverse trade partners in our region including projects in multiple states and utilize them in our construction efforts; in turn, this will help support the local economy.

鈥淭he new role is something that鈥檚 needed as it鈥檚 better for the community, and it gets us more involved with our small business trade partners. It鈥檚 something I have a lot of passion for and I鈥檓 excited to see where this journey takes me,鈥� shared Jamar.

For Jamar, being involved in the community goes beyond his day-to-day role. After his tour in 2019, Jamar donated his time to help build a 3,748 SF home for a disabled U.S. veteran and their family in Central Florida through the Home at Last charity, where he served as the 番茄社区官网 onsite superintendent. Helping fellow servicemen is a value that Jamar holds near and dear to his heart, which is why Jamar is working to increase 番茄社区官网鈥� veteran recruiting efforts across the southeast.

If you don鈥檛 recognize Jamar from his work on the jobsites, you may recognize him from the viral video of Jamar surprising his son on graduation day. When asked about that moment and the lead-up, Jamar said, 鈥淚t was a great feeling being back for that. He鈥檚 my only son and it was everything to me. I was grateful for that moment and so was my son.鈥�

Operations Manager Matt Krstolic shared, 鈥淲e are grateful for Jamar’s service to our country and his contribution to our team. His military experience has given him valuable skills in managing risks and solving problems. Jamar’s perspective and knowledge help us deliver high-quality results to our clients.鈥�

Many people at 番茄社区官网 have impacted Jamar鈥檚 career thus far. While reflecting on his tenure, Jamar shared a few names that have helped him along the way. 鈥淪tarting with my first Project Manager and Project Superintendent, John Smalley and Don Shoop. They helped me a lot with learning my role and getting into the business. Coming back from my deployment, Jarid Richardson was an influential project superintendent for me, as he took me under his wing and helped me learn a variety of things. I would have to say I think I鈥檝e learned the most from my last project at MCO with Matt Krstolic and Timothy Queely. Timothy, a fellow Rattler, has helped me out through many things. And of course, Heath Williams. He鈥檚 a big military guy and seeing how he operates and is so poised has had a big impact on me.鈥�

Jamar will use the MCO 鈥� South Terminal C Phase 1 Expansion project as his regional office for Supplier Diversity and continue to serve our country as a Major in the Georgia National Guard. In the little free time that he has, you can find Jamar doing projects around his house, playing basketball and cheering on the Florida A&M Rattlers and the Florida State Seminoles.

Interested in learning more about Jamar? Check out his video spotlight below!

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Creating a Company-Wide Safety Culture

Throughout the day鈥檚 discussions, the attendees engaged in skits, open dialogue and brainstorming sessions to share experiences about safety on jobsites. One breakout session focused on incorporating safety into a company鈥檚 culture, which prompted recognition of what success in safety looks like on a project. Below are some findings:

• Jobsite orientations should be personal, interactive, available in multiple languages and integrated into the field with a walk when possible.
• Stair towers instead of ladders are appreciated by the trades.
• Lighting on jobsites makes a huge impact.
• Logistics planning and hoists are money well spent.
• Ensure there are enough restrooms and that they are well placed.
• Well thought out traffic flow for deliveries can make or break a project.
• Communication between 番茄社区官网 and trades needs to be concise and frequent. Knowing one’s audience and reach as many people as possible to keep the message flowing to the field.
• Appreciation events should be personalized and more frequent.
• Tiered trades often fly under the radar and require management effort from all levels.
• Be realistic about safety professional requirements instead of basing them off an arbitrary number of people on-site.

Information Sharing and 2023 Safety Trends

Trade partner experts also shared their insights and research findings on emerging safety trends, accident prevention methodologies and innovative safety technologies. These discussions surrounded the top three trends for all 番茄社区官网 Mid Atlantic Region projects as well as the leading cause of potentially catastrophic or significant incidents or fatalities (SIF), which were incidents during rigging operations.

The safety trend breakout session focused on what 番茄社区官网 is doing as leaders in the industry to help curb the trends and send their people home safely. After showcasing the above trends, industry partners discussed some additional areas of focus that included:

• Owner furnished, contractor installed scopes of work.
• The management of tiered trade partners for all contractors on-site.

To close the breakout session, 番茄社区官网 challenged all companies and their executive teams to look at how they can take their employees out of harm鈥檚 way by eliminating unsafe choices and minimizing risk.

360 Review of 番茄社区官网’ Safety Program

To end the day, 番茄社区官网 held a 360 review of their safety program to discuss innovations, pain points and ways to explore potential improvements to the program. Below are some of the suggestions:

1. Share more applicable lessons learned with trade partners across projects.
2. Compare apples to apples when selecting bids.
3. Site setup and logistics plans make all the difference to the trades.
4. Consider adding a double triggered bandsaw mandate on 番茄社区官网 projects.
5. Try not to change site policy because of an injury, but instead:
   • Discuss safety professional numbers based on risk, not just employees on-site.
   • Site lighting vs. task lighting requirements (west coast vs east coast approach).
   • Discuss weekly look-a-heads and HRA鈥檚 that may impact multiple trades weekly.
   • Eliminate redundancy in paperwork and systems where applicable.

With continuous efforts and a proactive approach, organizations can create safe environments for their employees and set new standards for safety excellence in their respective companies. 番茄社区官网 and their trade partners look forward to implementing some outstanding ideas presented during this charrette on both current and future projects.

“In the dynamic world of construction, safety isn鈥檛 just a priority 鈥� it鈥檚 a shared responsibility that unites tradespeople, managers and stakeholders alike in a common goal: Ensuring that every worker returns home safety at the end of the day. Safety is not proprietary and there should not be any trade secrets.”

_{Mark Revesz, Director of Safety & Health, 番茄社区官网}

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Judges commented specifically on 番茄社区官网鈥� Culture of Care, stating, 鈥淚 love how this company has its own Culture of Care. Some companies participate in this just to check a box. It is clear this is not the case with this company. The intentional actions taken to weed out unconscious biases is something that we as an industry can learn from.鈥�

In 2022 番茄社区官网 launched Building Together and their Diversity, Equity, Inclusion and Community (DEIc) forum. Together, these initiatives embrace the stories, unique ideas and backgrounds that every individual within the industry brings to the table. In addition to these programs, 番茄社区官网 dedicates every month of the year to a different awareness topic. From Women鈥檚 History in March to Mental Health and Wellness Awareness in August, every month includes internal educational resources and external highlights that support each topic.

鈥淲e have successfully won this award three consecutive times and I am extremely proud because the judges are from our industry. That says to me that our program and our efforts are the best in the industry. I am extremely proud of our project teams, our leadership and every department within our organization because everyone contributes to our success.鈥�

_{Brad Lewis, Corporate Director of Supplier Diversity, 番茄社区官网}

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On March 14^th, Associated Builders and Contractors (ABC) recognized 番茄社区官网 with the National Safety Pinnacle Award during their 34th annual Excellence in Construction庐 Awards in Orlando, FL. A top-level recognition available through ABC, this award signifies both the organization’s and its people’s unwavering dedication to safety and health at all levels of construction.

The recipients of the 2023 National Safety Excellence Award were chosen from ABC member firms attaining Diamond, Platinum, or Gold status in ABC鈥檚 STEP Safety Management System, based safety performance data. Contractors underwent a rigorous selection process, evaluated on a program assessment, incident rates, utilization of leading indicators, innovation in processes and programs, and interviews conducted by members of ABC鈥檚 National Health and Safety Committee.

One week later, on March 22^nd, Associated General Contractors (AGC) of America awarded 番茄社区官网 first place in the Building Division Over 2.5 Million Work Hours at their Construction Safety Excellence Award (CSEA) Ceremony in San Diego, CA. Award recipients were recognized for their commitment to safety, health management, and risk control.

Organizations are evaluated on management commitment, active employee participation, safety training, work site hazard identification and control and their safety program innovation. Members of the National AGC Safety & Health Committee review and judge the submittals, and each finalist must give an oral presentation in front of five judges.

Congratulations to all the recipients of these awards, whose dedication continues to advance safety standards in the AEC industry. A heartfelt commendation goes out to our Trade Partners and every member of 番茄社区官网 for their outstanding contributions, both individually and as a team, to foster a culture of excellence in safety.

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Our core values of diversity and community are the heart of our DEIc initiatives, with equity and inclusion underlying all our core values. Ownership, Integrity, Builder, Diversity and Community aren’t just words on paper; they guide our actions and decisions, shaping how we interact with one another and approach our work.

鈥淓very day I walk into 番茄社区官网, I feel the community and I feel welcomed. I feel like my career can grow and blossom in a place like that because of my community and who I鈥檓 surrounded by. If I went to work every day and didn鈥檛 feel that I don鈥檛 think I鈥檇 be as driven or motivated to do what I do.鈥�

_{Brian Gonzales, Instructional Designer, 番茄社区官网}

Embracing our core value of Diversity is essential not only in our workforce but also in our partnerships and projects. Our teams are enriched by the unique perspectives, skills and backgrounds of our people and partners. We believe that fostering an inclusive environment that values differences can create stronger, more resilient teams that contribute to the success and innovation of our company.

鈥淲hat I鈥檝e seen with our diversity and inclusion鈥攊t鈥檚 about understanding and it鈥檚 about that knowledge of who someone else is and what their background is. It helps in your relationship with them to know their perspective and where they鈥檙e coming from.鈥� -Brian Fish, General Superintendent

Creating an equitable work environment is a top priority at our company. We believe in fostering a supportive work environment where everyone has equal opportunities to succeed. Whether it’s through fair hiring practices, promoting diversity in our workforce or providing equitable access to training and advancement opportunities, we are committed to ensuring that every member of our team feels they are an equal part of it.

When we include everyone’s ideas and opinions, we can come up with better solutions. When everyone feels included, they’re happier and more motivated to succeed. By creating an inclusive workplace, we’re not just building structures; we’re building a stronger team.

We prioritize the well-being of everyone around us, extending beyond just our workplaces. We embrace our core value of Community by investing in various community projects that strengthen our connections and leave a positive impact in our neighborhoods. Our care for employees, colleagues and neighbors fosters a sense of shared responsibility for the community’s welfare.

鈥淚t鈥檚 important for us to give back to our communities so people understand that we鈥檙e here for a reason, not only to build this wonderful building, but to offer help and make the community better.鈥�

_{Latoya Hargrove, Talent Acquisition Manager, 番茄社区官网}

At 番茄社区官网, our goal is to create a workplace where everyone feels respected, valued and empowered to do their best work. By adhering to our core values and embracing Diversity, Equity, Inclusion and community, we not only strengthen our teams but also drive our collective success forward.

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The University of Washington Interdisciplinary Engineering Building (UW IEB) project is located in the center of the Seattle campus. It sits on a high-profile site across from the student union building and adjacent to central campus facilities operations. To ensure project team and public safety and to build trust with campus operations, the project team needed an unrestricted information-sharing solution for both personnel on the jobsite and to meet neighbors’ demands.

To achieve this, the project team identified their main obstacle of getting project-specific safety documentation into the hands of the craft workforce while proactively informing the curious public.

The team needed a technology solution that didn鈥檛 require log-in permissions, could push real-time notifications whenever site conditions change all while maintaining compliance with 番茄社区官网’ cybersecurity requirements. They desired a solution that established the expectation for a supportive and safe jobsite environment while prioritizing client-customer service. Additionally, the solution needed to be highly efficient, requiring a minimal time commitment to create and maintain in consideration of the small project staff.

Piloting and Developing the Solution

In addition to testing other cutting-edge industry solutions, the team piloted webpage development using Microsoft SWAY. SWAY is a software program that is part of the Microsoft suite, which is available to all 番茄社区官网 employees. The SWAY webpage can be easily created and modified by anyone on the 番茄社区官网 project team. Additionally, the content can be customized to the project鈥檚 needs and can be shared widely via a common web link that is formatted for mobile devices.

Refining the Communication Process

To build consistent communication around jobsite safety expectations and emphasize the team’s commitment to information sharing and productivity, the UW IEB team added a QR code to their jobsite safety orientation sticker. The QR code brings viewers to the Jobsite Resources SWAY website that gives all craft and field personnel real-time access to the latest safety and project documentation, including:

• Activity Hazard Analyses (AHAs)
• Client-Specific Utility Access Protocols
• 番茄社区官网 and Trade Partner Competent Personnel Certifications
• Site Utilization Plans
• Campus Haul Routes
• Shortcuts to the Project鈥檚 Virtual Delivery Boards and Daily Reporting Applications
• Key Project and Emergency Contact Information
• Project-Specific CARES Feedback Form

Resulting in Project Success

The UW IEB鈥檚 project site is located among a constant flow of more than 40,000 students, neighboring research facilities and shared staging areas with campus facilities operations. Due to the complexity of the project and location, the UW IEB project needed a single location for the facilities group and the campus members to learn about potential campus impacts and have visibility into the project鈥檚 progress. The team鈥檚聽Public Information聽web page was also created on the SWAY platform and supports their need to quickly update project details or changing conditions to address local concerns. It is an essential part of the project team鈥檚 voluntary, neighborhood outreach efforts. Posters with the public webpage鈥檚 QR code are distributed throughout campus and reside on the project鈥檚 site fence.

The University rewarded the project team for this outreach effort with contract bonuses and has referenced the weekly public impact bulletins as a communication standard for other construction projects on campus. The project’s聽Jobsite Resources聽web page has been acknowledged as being innovative and highly effective during Zurich audits. It has also been announced at 番茄社区官网’ corporate safety and superintendents鈥� meetings as a unique way to influence project and jobsite safety culture and promote real-time access to safety documentation. According to SWAY platform analytics, the IEB web pages have been accessed more than 1,400 times in the last year of use.

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