General Contractor (Over $33 Million) Entry Form › Portals › 1 › Documents › Diversity ›...

General Contractor (Over $33 Million) Entry Form

4437 Brookfield Corporate Drive, Suite 207 Chantilly, VA 20151 703.828.3200

GENERAL CONTRACTOR (OVER $33 MILLION) ENTRY FORM

November 15, 2013

Table of Contents

TAB A. Company Diversity & Training

1. Diversity Officer Appointment Letter and Organizational Chart

2. Formal, Written Diversity Strategy

3. Company Diversity Training

4. Employee Resource Groups

TAB B. Company Diversity Hiring, Training & Retention

5. Hiring, Retention and Promotion Rates

6. Training Rates and Participation Percentages 7. Contractor Recruiting Metrics

TAB C. Company Diversity Composition

8. Management and Overall Workforce Composition

9. Diversity Accountability Measures 10. Diversity in Requests for Proposals

TAB D. Contractor/Vendor Relationships & Measurable Results

11. Formal Mentoring Programs 12. Percentage of Tier I and Tier II MWBE Participation

Testimonials from Minority- And Women-Owned Business


November 15, 2013

P a g e | 2

A. Company Diversity & Training (30 points) 1. Does the company have a diversity off icer or department; does this off icer or department supervisor

report to the CEO/executive management or to someone in HR?

Yes. Hensel Phelps’ diversity officer is Mr. Charles Eaton and he reports to Mr. Jeff Wenaas, President and CEO of Hensel Phelps.

a. I f available, please provide a copy of the diversity off icer or department supervisor appointment

letter.

Below is a copy of Hensel Phelps’ MWBE Policy Statement that includes language describing the appointment of Charles as diversity officer, followed by Hensel Phelps’ diversity structured organizational chart.

HENSEL PHELPS CONSTRUCTION CO.

M/WBE OPPORTUNITY POLICY STATEMENT Hensel Phelps Construction Co. is dedicated to the utilization of minority and women-owned businesses to the highest level practicable on all of the construction projects the company undertakes. Hensel Phelps is firmly committed to providing the maximum level practicable opportunity for Minority and Women Owned Business Enterprises (“MBE” and “WBE” respectively, and “M/WBE” collectively) to be awarded subcontracts and purchase agreements through the competitive bid and selection processes utilized for such procurements, and to assist such companies where feasible through programs and relationships that support their long-term growth. Hensel Phelps employees responsible on all projects for the procurement of materials, labor, and equipment, either through subcontracts or purchase agreements, will dedicate their efforts to offer any qualified M/WBE full opportunity to bid or propose on such procurements. Hensel Phelps will implement the program outlined herein to implement this policy and to meet or exceed the fixed or negotiated utilization goals on its projects with fixed goals. The company has incorporated numerous monitoring activities to measure and track compliance with these policies and procedures. Charles Eaton, Director of Corporate Diversity, shall be the Corporate Minority and Woman Owned Business Liaison Officer (MBO) responsible for full implementation of and adherence to the Hensel Phelps Construction Co. M/WBE Opportunity Policy Statement and Procedures. The Chief Estimator in each district shall be the District MBO responsible for implementation of and adherence to the Hensel Phelps M/WBE Policy Statement and Procedures within the District. Charles Eaton will report directly to me regarding the implementation of this program. Please report any apparent violation of the above stated policy to your District MBO or the Corporate MBO, PO Box 0, Greeley, Colorado 80632, telephone 970.352.6565. Collect calls will be accepted.

Jeffrey K. Wenaas, President and CEO Hensel Phelps Construction Co.


November 15, 2013

P a g e | 3

Corporate Diversity & Small Business Organizational Chart


November 15, 2013

P a g e | 4

2. Does the company have a formal, writ ten diversity strategy; is that strategy effectively communicated to the public ( i.e., would we know it exists i f we did not ask)?

Yes, Hensel Phelps has a formal written diversity strategy. Our diversity strategy is published on our website under Small Business. Please scan the QR Code below to view that site.

We also keep the community informed through the distribution of our Renderings newsletter, which describes our project workforce participation, as well as our overall project progress. A copy of the Fall 2013 issue is provided below, a special edition which highlights strengthening the local workforce:

Filling the gaps to build a stronger future School-to-Work Program – Round 2 Exceeding Expectations Fun Facts on spotlighted project


November 15, 2013

P a g e | 5


November 15, 2013

P a g e | 6


November 15, 2013

P a g e | 7


November 15, 2013

P a g e | 8


November 15, 2013

P a g e | 9


November 15, 2013

P a g e | 10


November 15, 2013

P a g e | 11

Hensel Phelps’ Diversity Strategy Cultivating a diverse workforce is an important part of Hensel Phelps’ culture, an effort backed by the Diversity Advisory Team, a standing advisory group made up of employees from a variety of ethnic and racial backgrounds, as well as the W-Net, a leadership network of women within the company. These teams provide direction and vitality to Hensel Phelps’ mission of developing a diverse workforce, by strengthening the company’s recruitment, employee retention, mentoring, and advancement objectives. Above all, diversity elevates human value and productivity by respecting and utilizing the differences people bring to the workplace. Our workforce diversity also allows Hensel Phelps to be a better reflection of the communities in which we live and work, and to ensure that our employees are the best and brightest in the industry. As a further extension of these values, the company also has a long-standing SMWBE subcontractor and joint venture partner development and participation program. Through this program, Hensel Phelps develops productive business relationships with minority and woman-owned business partners in the industry, which fosters community business development in the markets where the company works.

3. Does the company offer any diversity training to ensure cultural competence across the

organization? Yes. Hensel Phelps conducts extensive training courses for personnel at all levels of responsibility. These courses provide a means of orienting and aligning employees, subcontractors, and suppliers with Hensel Phelps’ policies and procedures. The training courses cover basic requirements and theory. Subcontracting policy and past experience in this area are critical components of Hensel Phelps’ management training courses. Specific in-house, documented training programs include: Annual supplier diversity/small business program training for project

managers and supervisors. Small and small disadvantaged goals are covered in these training sessions.

Monthly manager and estimator training, which includes discussions on the status of project subcontracting goals, subcontractor training, and the small business subcontractor program in general.

Introductory 3-day “Field Office Guide,” presented to all new hires, includes instruction on the small business subcontracting program.

Monthly webinar training provided to our subcontractors and suppliers on Federal Acquisition Regulations (FAR) for utilizing and reporting second-tier small business participation. Hensel Phelps then monitors the subcontractors to insure that they are adhering to said regulations.

In addition to internal courses, Hensel Phelps’ managers aggressively seek out and participate in the learning opportunities provided through professional associations and symposia.

Hensel Phelps takes pride in having a richly diverse culture and has created effective communication through our Best Practices workshop across various cultures and experience levels. The Best Practices workshop was developed by our Diversity Advisory Team in response to the comprehensive workforce evaluation conducted by our Board of Directors, who felt that hiring, retention and promotion of diverse employees was not just the right thing to do, but the smart thing to do.

2012 Office & Project Engineer Diversity Training


November 15, 2013

P a g e | 12

Employee Workforce Diversity In order to have an inclusive environment, people have to understand what diversity means. Our diversity awareness program is founded on principles of inclusion and respect. Our leadership selection process and talent discussions focus on those who demonstrate openly diverse behaviors. Each year, in an environment of visible leadership support for the process, employees gather and engage in diversity dialogues within work groups based upon realistic scenarios to further their understanding. New Employee Orientation One of the first steps toward inclusion is feeling welcomed. An improved process for new employee orientation has been developed to do just that. The orientation is used at all business locations to welcome new employees and inform them of what to expect in their first few weeks and months at Hensel Phelps. It also provides supportive resources to help employees navigate through their initial experiences on the job. Work-Life Balance Part of an inclusive environment is encouraging work/life balance with policies and programs that accommodate employees’ professional and personal needs. To reward employees for giving their time, energy and full commitment to the company, Hensel Phelps provides employees and their families with incentives that enhance their well-being and support their personal commitments. To better address any specific concerns by employees, Hensel Phelps hired a 3rd party consultant to performance an unbiased survey on company employees to gauge positives and negatives of working for Hensel Phelps. Concerns of employees were discussed at the highest level and were reconciled through employee focus groups that developed an action plan to bring concerns to a resolution. A solution to employee happiness was providing them an opportunity to develop their quality of life plan through a democratic process on a project-by-project basis. In lieu of management dictating what their quality of life should resemble, employees provided their own quality of life roadmap. These incentives include: Flex/Comp Time – Our employees have a “get it done” attitude that often results in extended work hours due

to critical path project schedules. Hensel Phelps has created innovative alternate work schedules to allow those individuals to take compensation time for excessive hours worked. Examples include four-day work weeks and flex schedules.

Timely end of work day exit – Many times employees feel guilty if they don’t work10-12 hours a day. Staff members at all levels are now accountable for one another and consistently question one another on why they need to work late and strongly encourage they leave at a reasonable time.

Telecommuting - Hensel Phelps understands that family issues require an employee to occasionally stay home, so the company offers management employees the option of telecommuting, providing a direct link to the company network so they can work from home.

Leave (e.g. paternity, family illness, etc.) – Planned or unplanned, employees sometimes require a leave of absence from the work place to attend to personal business. Hensel Phelps has a liberal leave policy that allows employees to take off the necessary time needed to care for themselves or their loved ones.

Employee Assistance Program – Hensel Phelps has several in-place employee assistance programs that offer much needed support to employees that include: relocation assistance, tuition/education assistance, scholarship program for the children of employees, and personal development training assistance.

Entertainment – To enhance the quality of life for employees, Hensel Phelps purchases season tickets to various events at local venues and then donates them to employees and their families. Events include: college and professional level football and baseball games and performing artist events such as concerts and theater.


November 15, 2013

P a g e | 13

4. Does the company have “employee resource groups,” also known as aff inity groups or employee networks, to ensure cultural competence across the organization? These groups are used for diversity recruit ing, diversity retention, employee engagement and increasing cultural competence, as well as to reach customers/clients/suppliers.

Diversity Advisory Team Yes. Hensel Phelps has a corporate Diversity Advisory Team (DAT). Established in October 2001, this team is overseen by a corporate board member and includes a diverse group of respected employees from across the company. DAT's mission is to advise and recommend strategic direction and policy to executive leadership to achieve Hensel Phelps' diversity mission. The Diversity Advisory Team is one of several tools in a long-term strategy that shows our commitment to an inclusive environment as a business imperative. The top leadership in the company is linking diversity to business objectives and ensuring the company values each individual's contribution brings is integral to the bottom line. DAT hosts yearly employee diversity training sessions as well as the training of recruiters for recruiting best practices. DAT creates a culture of mentoring and networking within each Hensel Phelps district DAT provides a platform to communicate Corporate DAT initiatives and progress updates to project staffs DAT facilitates training of recruiters on Best Practices DAT organizes and participate in Networking Events such as

Saturday Breakfast Meetings, where employees participate in diversity training and networking with upper management

DAT organizes intern events such as dinners, sporting events and collaborative challenges to promote interaction and communication between the interns and Hensel Phelps personnel

DAT has hosted award ceremony events for local small business contractors in recognition of their contributions to the construction community

DAT organizes and participates in subcontractor networking events to include roundtable discussions in an effort to understand the challenges they face in the subcontracting marketplace

DAT tracks district diversity statistics on recruiting, retention, and promotion for inclusion in the monthly Diversity Workforce reports presented to the Board of Directors

DAT maintains contact lists for the National Society of Black Engineers (NSBE), the Society of Hispanic Professional Engineers (SHPE), and the Society of Women Engineers (SWE) to assist company recruiters in identifying qualified, diverse college/university candidates

DAT assists in reviewing diversity training curriculums for Hensel Phelps employees

Charles Eaton presents (l) Psaha Mustaf and her Mother, Joey Richards, of Charm City Signs with the Hensel Phelps’ Emerging Contractor of Year Award.


November 15, 2013

P a g e | 14

WNET and AANET Women Network (WNET) and African American Network (AANET) are additional support/resource groups under the DAT umbrella. WNET and the AANET were established to provide individuals a networking platform to assist them in adjusting to the challenges that exist in a construction work environment. WNET and AANET provide training, support, and networking opportunities with other women and African-American peers in the construction industry. The hallmark event for both WNET and AANET are the semi-annual corporate meetings where each member of WNET and AANET is brought together with board members and senior executives for a multi-day session. There is a variety of leadership topics discussed that help shape the corporate strategic plan for recruiting, hiring and retaining the best people this industry has to offer. All initiatives are brought forth and folded under the DAT umbrella for corporate implementation. This process has been extremely successful for the past decade.


November 15, 2013

P a g e | 15

B. Company Diversity Hiring, Training & Retention (20 points) 5. Hiring, retention and promotion rates:

a. What percentage of employees hired within the last year were within your diversity demographic (e.g., racial and ethnic minorities, women, veteran status, people with disabilities, etc.)? Hensel Phelps hired a total of 805 new employees within the past 12 months. The total percentage of employees hired that meet the diversity demographics described above is 71.7%, which is 310 more in diverse hires compared to 2012. Hensel Phelps is comprised of seven geographic districts and a regional office in Guam as depicted on the map below with each office percentage of diverse hires indicated. We have also included a matrix that breaks out by diverse type the number of hires in each district.

64.3%

70.6%

78.4%

73.6%

67.6%

78.8%

54.5%

81.9%


November 15, 2013

P a g e | 16

b. What is the average employment tenure of minority (diverse) vs. majority employees? The average tenure for a diverse employee is approximately 8.82 years; and the average tenure for non-diverse employees is approximately 9.02 years.

c. What are the management promotion rates for both groups, as well as a comparison of those employees receiving their first promotion into management? The management promotion rate for diverse employees is 42.8% and the management promotion rate for non-diverse employees is 57.2%. The management promotion rate for diverse employees receiving their first promotion in 2012 is 60% and the management promotion rate for non-diverse employees is 40%. Hensel Phelps has a uniformed set of promotion criteria that each employee, regardless of ethnicity and gender, is required to accomplish prior to promotion to assure competency at each level of their career. On average, a new employee receives his/her first promotion within the first two years of employment, with follow-on promotions occurring as proficiency criteria are met, but typically every two years subsequent. The following matrix illustrates promotion rates for both diverse and non-diverse employees over the last 4 years.

Hensel Phelps 2012 – 2013 Diversity Demographics

District Total Hired

Total Diverse Hired

2012 % Overall Diverse Hired

2013 % Overall Diverse Hired

Mid Atlantic 154 99 74.1 64.3%

Plains 68 48 55.6 70.6%

No California 111 87 83.3 78.4%

So California 110 81 80.7 73.6%

Western 136 92 48.8 67.6%

Southwest 99 78 77.3 78.8%

Southeast 44 24 53.6 54.5%

Pacific 83 68 96% 81.9%

TOTAL 805 577 74.8% 71.7%


November 15, 2013

P a g e | 17

Title Average Total

Employees

Average Non-

Diverse

Average Diverse

Average % Non-

Diverse

Average % Diverse

Total Employees 2,133 1,203 930 56.4% 43.6%

Total Hourly Employees 480 48 432 10.0% 90.0%

Total Salary Employees 1,505 877 628 58.3% 41.7%

Salary Promotions 2008-2013 335 163 172 48.7% 51.3%

Hensel Phelps is proud of its diversity inclusion achievement rate. 6. Training Rates: Does the company have talent development programs to help employees realize

their career potential (e.g., apprenticeship, management)? If so, what are the participation percentages and incentives/efforts to encourage participation? Yes. The participation percentage is 100% for all employees. Hensel Phelps incorporates a training program that is tailored for the employee’s position and experience level. Our training regimen begins immediately after hiring and continues throughout all stages of employment. Employees who enjoy their jobs are less likely to become disillusioned and resign. Hensel Phelps has learned over the past 75 years that retention at all levels (craft to management) is maximized when a sincere appreciation for superior performance is demonstrated. One of the most important ways appreciation is demonstrated is through the investment that Hensel Phelps makes in every employee by providing training to facilitate an individual’s success and advancement within the organization. These investments lead to individuals becoming assets with specific cultural attributes that complement Hensel Phelps’ motto of PERFORMANCE! This conduct is not only embedded on the jobsites, but it permeates in the communities in which we work. Several ways Hensel Phelps develops these assets/employees are: Fostering employees’ needs for growth and development by conducting valuable training sessions that focus

on the latest industry tools and standards. Hensel Phelps encourages and rewards employees when they participate in the Continuous Improvement

Process, or CIP, where each employee provides ideas on improvements on everything from administrative functions to how to improve performance in quality, safety or schedule on a project. As a result of this unique program, our employees not only save owner’s money, but they are publicly recognized for their contributions to the program in the presence of their peers.

Top-to-bottom personalized preparation for longevity and career advancement by continually offering formalized in-house training sessions on over 150 career-related topics. Over 650 contact hours of instruction are made available throughout an individual’s career with Hensel Phelps.


November 15, 2013

P a g e | 18

7. Contractor recruit ing metrics: What percentage of referrals are diverse candidates; what percentage of referrals comes from diverse employees; i f the company offers internships or hires students to work during the summer, what percentage is diverse?

In 2013, Hensel Phelps received 45.7% diverse referral candidates; 65.7% of diverse referrals from diverse employees; and 48.5% of all companywide summer interns were diverse.

a. List any involvement in support of minority institutions (high school and/or college) promoting the construction industry. Minority Institutions are often untapped resources where mutual interests can produce valued partnerships for Hensel Phelps and the community it serves. It strengthens the infrastructure of participating institutions and provides opportunities for underrepresented minorities studying and graduating from both high school and college/university to pursue careers in the construction industry. Some of Hensel Phelps’ programs in support of these institutions are described below: Baltimore ABC Jumpstart Pre-Apprentice Program Hensel Phelps collaborated with the Baltimore Chapter of ABC to facilitate a pre-apprenticeship training program designed to attract inner-city youth to the construction trades. Hensel Phelps setup the training facility, interviewed candidates for the program and arranged for prospective trade contractors to interview, hire, then sponsor these individuals in the State-approved Baltimore ABC Apprenticeship Program. Since its inception in 2006, over 350 have benefited from this program.

2012 Referrals from Diverse Employees 2012 Summer Internships

District Total Referrals

Diverse Referrals

% Diverse Referrals

% Diverse Referrals

from Diverse Employees

Total Interns

Total Diverse Interns

% Diverse Interns

Industry Hires 198 84 75.0% 70.0%

University/College recruiting

42 27 68.0% 54.8% 116 38 32.7%

National Society of Black Engineers (NSBE)

3 3 100% 100% 11 11 100%

Society of Hispanic Professional Engineers (SHPE)

2 2 100% 100% 9

9

100%

TOTAL 245 112 68.0% 54% 136 58 42.6%

“From every aspect of this project, from running interference with City agencies to secure permitting, to set up of our modular training building; to working with the grantors and the City’s MBE community, to hiring the graduates, Hensel Phelps has taken an active leadership role.

In fact, it is no exaggeration to say that had Hensel Phelps not gotten involved, this program would not have gotten off the ground. But because they did get involved, Project JumpStart has been enthusiastically embraced by not only our funders who are extremely pleased with our progress, but the contracting community as well.”

‐Mike Henderson, President ABC Baltimore


November 15, 2013

P a g e | 19


November 15, 2013

P a g e | 20


November 15, 2013

P a g e | 21


November 15, 2013

P a g e | 22


November 15, 2013

P a g e | 23

Professional Shadowing One of the most notable components of Hensel Phelps’ outreach program is the internship program established to encourage youth to pursue professional service careers in architecture, engineering, and construction. Investment in inclusive programs creates a direct link with the “real working world” and the youth preparing to enter it.


November 15, 2013

P a g e | 24

Hensel Phelps provides job-shadowing opportunities to numerous university students who are interested in the construction industry. During this shadowing process, the participants meet staff members from various divisions within the company and are introduced to the construction process: how a building is initially designed, translated into readable documents, and finally constructed. Hensel Phelps’ professional shadowing approach focuses on developing skills in the construction technology arena to prepare interns for the rapidly changing technologies in the construction industry. Historically Black Colleges and Universities Since 2000, Hensel Phelps has provided many levels of support to Historically Black Colleges and Universities (HBCU) including: Estimating, scheduling and project management seminars at various HBCUs with civil engineering,

architectural or construction management programs Serving on Construction Advisory Boards for North Carolina A&T University, Tuskegee University, Prairie

View A&M University, Morgan State University, Tennessee State University, and Florida A&M University Providing internships and permanent hire opportunities Providing an annual scholarship at Florida A&M University Hensel Phelps employee lectures at HBCUs to educate students Personal experiences are shared that provide students with insight on how to succeed Providing HBCUs construction management faculty advisors with Professor Internships Support for student professional organizations including Society of Women in Engineering (SWE), Society of Hispanic Professional Engineers (SHPE) and The National Society of Black Engineers (NSBE). Each year since 2005, Hensel Phelps has activity supported the student run organization of SWE, SHPE and NSBE through financial commitment, training program and intern opportunities. Each year, 8-12 students from each organization are recruited, provided internships and COOPs and given tuition assistance. Recruiting at these student run organizations has become Hensel Phelps primary source of finding the most qualified new hires in the industry and the number one source for diverse hiring. ACE Mentor Program Hensel Phelps supports and participates in the independent non-profit ACE Mentor Program. This program was founded in 1994 to attract high school and college students, particularly minorities, women, and the less fortunate, into the architecture, construction, and engineering industry. What started as one team of 30 students in one city being mentored by volunteers from four industry firms has grown to teams in over 200 cities nationwide, with annual participation of more than 10,000 students and over 4,000 mentors.


November 15, 2013

P a g e | 25

Students are recruited from both public and private high schools. Those selected are divided into teams of 20 to 30 and work under the guidance of mentors from firms representing owners, architects, construction managers and engineers (civil and

mechanical). Teams try to meet 15 times during the school year in an

after-school program. Meetings can involve visits to mentoring firms’ offices where scopes of activities are discussed and office tours are conducted. Each team then selects a design project that may require a site acquisition, the drawing of plans, the building of

models, and other related tasks. Students go through the complete design process modeled after the real-life activities and tasks of their mentoring firms. They learn valuable skills, such as drawing to scale and estimating the cost of a project. In addition to the yearly meetings, the mentoring firms sponsor field trips to construction sites and colleges. There is even a “How to Go to College” night where involved colleges explain their admission procedures and answer student questions. ACE also offers a Mentor Program college scholarship that helps graduating seniors defray some of their tuition costs. Hensel Phelps’ Eastern District executive vice president, Mike Choutka, is an ACE board member. Brad Miller, with our preconstruction services group in the Mid Atlantic District office, is currently working with 20 students from Hayfield High School in Fairfax, Virginia. In October, as detailed below, Brad and the students took a field trip to Hensel Phelps’ Marriot Marquis Convention Center Hotel project in Washington, DC to continue their education in learning how construction drawings translate into an actual steel and concrete building.

ACE Mentor


November 15, 2013

P a g e | 26

ACE Mentorship for MADO

This fall, members of the Mid Atlantic District’s estimating and business development departments became ACE-Mentors for Hayfield High School students interested in careers in Architecture, Engineering and Construction (ACE). Hayfield High School is located in Alexandria, Virginia. Students enrolled in the National Program to gain exposure to the industry though a series of work sessions spanning the school year. Most of the fall and winter sessions involve exposure to contracting principles; the roles of the architect, engineer, and contractor; and basic scheduling, estimating, planning and design. In addition to bi-monthly work sessions,

Hensel Phelps facilitates / conducts site tours of our local projects. On December 10th 2011, Chris Woodling and Brad Miller hosted a site tour of the DC Marriott Marquis Hotel. Six ACE students in addition to Mr. Dereck Turner, the Hayfield Secondary School representative and Mr. Jason Spencer of Weidlinger Associates, attended. The DC Marriott Marquis Hotel is a very unique project with many new work elements being executed for the first time. The visit consisted of a job orientation and plan reading exercise conducted by Office Engineers Andrew Cameron and Nate Rosenker, followed by a lengthy exploration of the project.

Immediately following winter break, students select a mock project to adopt as a CAPSTONE, and the ACE-Mentors will guide them through the design process from concept to final model. Near the end of the school year, each school will present their CAPSTONE project to a local panel of industry judges for a full evaluation.


November 15, 2013

P a g e | 27

b. List any projects where the promotion of hiring minorities and women were established; l ist the results of those project goals.

Hensel Phelps has over 50 federal and 35 non-federal projects In lieu of listing all 85 projects, Hensel Phelps provides a representative sampling below and has gathered all the required information for all projects and listed the total average goals against actual achievements on these projects.

Hensel Phelps’ Current Federal Project List SOF Aviation Hangar Fort Campbell, KY

Mariposa Land Port of Entry (Phase 2-4) Nogales, AZ

Defense Information Systems Agency Ft. Meade, MD

Regional Operations Base Guam Naval Base

MILDEP Quantico, VA

Tinker AFB Medical/Dental Clinic Tinker AFB, OK

Mountainview Operations Center Aurora, Colorado

LANL Nuclear Materials SSU Utilities Los Alamos, NM

Defense Media Activity Ft. Meade, MD

Cannon AFB Cannon AFB, NM

Hazelton FCI Hazelton, WV

North Mainside 29 Palms, CA

JT Task Force Civil Support Ft. Eustis, VA

Unaccompanied Enlisted Personnel Housing Ft. Bliss, TX

Office Chief of the Army Reserves (OCAR) Ft. Belvoir, VA

U.S. Army Corps of Engineers Ft. Sam Houston

Camp Pendleton BEQ -B Camp Pendleton, CA

METC Dormitories Ft. Sam Houston, TX

Coronado Naval Base BEQ San Diego, CA

U.S. Southern Command Project Southern Command HQs, FL

San Diego Federal Courthouse San Diego, CA

O&C Retrofit Kennedy Space Center, FL

San Ysidro LPOE San Diego, CA

7TH Special Forces Command Elgin AFB, FL

MCONG P-469 BEQ Guam Naval Base

7TH Special Forces Command Phase 3 Elgin AFB, FL

MCONG P-469 BEQ Guam Naval Base

Ft Benning Dining – 26 & 27 Ft Benning, GA

SMBE WBE FAR Goals: 25.0% 7.0% Hensel Phelps Actuals 43.3% 9.7%


November 15, 2013

P a g e | 28

On non-federal work, Hensel Phelps has implemented some of the most aggressive workforce goals in the nation. The matrix below illustrates those aggressive goals on three recent projects. Following are descriptions of our workforce programs on these projects.

The Marriot Marquis Convention Center Hotel in Washington, DC had a pilot workforce program through which Hensel Phelps helped established aggressive workforce goals via the Convention Center Workforce Act of 2009. This Act required hiring a minimum of 60% unskilled labor, 60% of apprentices, and 51% of all new hires from District of Columbia residents. Hensel Phelps exceeded those workforce goals by achieving 83% for unskilled labor, 89% apprentices, and 69% new hires. Knowing that finding qualified local individuals would be a challenge, Hensel Phelps collaborated with the District of Columbia Department of Employment Services (DOES) to provide and staff an on-site hiring office. Hensel Phelps provided a skilled employment counselor, who had extensive knowledge of the construction industry, to work alongside the DOES employee. Because of aggressive steps taken early in the project to find and screen qualified candidates, all hiring goals have been vastly exceeded. Hensel Phelps set the new hiring pattern for a municipality that now incorporates these same hiring goals into all city-sponsored projects. The John G. Rangos Building in Baltimore, Maryland began in 2006 as the first building in the revitalization plan for East Baltimore. Unemployment on the east side of Baltimore was at a historic high of almost 40%, when at the State level, Maryland was experiencing an unemployment rate of only 2.5%. Hensel Phelps realized that the project hiring goal of 15% would not be sufficient for the economically depressed community, so the team required each trade contractor to commit to hiring all new employees through the newly developed East Baltimore Workforce Pipeline. With the support of the local subcontracting community, the results of the initiative on this project achieved a historic new hire participation of 54% from the local population. Through the vision of Hensel Phelps and the Baltimore ABC, the Jumpstart Pre-Apprenticeship Program was established and continues to flourish as the area leader in recruiting members into a state apprenticeship program.

Non-Federal Projects Workforce Goals % Achieved Actual %

Marriott Marquis Hotel Washington, DC 51 69

John G. Rangos Building Baltimore, MD

15 54

Alameda County Juvenile Justice Center Oakland, CA

0 52

Marriot Marquis Convention Center and Hotel, Washington, DC


November 15, 2013

P a g e | 29

Hensel Phelps helped established a new hiring benchmark for the City of Baltimore and was commended by the Mayor for establishing Baltimore’s First Source hiring agreement. The Alameda County Juvenile Justice Center (ACJJC) in Oakland, California was a major project of considerable magnitude in an urbanized inner city area. Though there were no mandated workforce goals, Hensel Phelps took a proactive approach to assisting the Alameda County residents who were underserved and unemployed. Because of this proactive approach, the project achieved 52% local craft and 45% local apprenticeship workforce employment of Alameda County residents. Strategies implemented as a result of the efforts of Hensel Phelps included: The teaching of Life Skills conducive to professional behavior Punctuality Good grooming Ability to work well with others Use of acceptable choices of language and conversation Good personal habits, no illegal substances Limited absences

Peer mentorship was provided by seasoned field personnel Hensel Phelps provided counseling on finances and personal development An employment hotline was established for the local workforce seeking employment opportunities A project website was designed that provided updated training and employment information


November 15, 2013

P a g e | 30

C. Company Diversity Composition (20 points) 8. Management and overall workforce composit ion: Describe the composition of your management

and overall workforce by including your total number of management personnel, as well as the number of managers who satisfy the following criteria: racial and ethnic minorit ies, women, veteran status, people with disabili t ies, other; provide the same information for your remaining workforce.

There are a total of 1194 managers/supervisors in a project engineer role or above across the seven districts that make up Hensel Phelps nationwide. Out of that 1194, approximately 460 or 38.5% satisfy the criteria listed above. The remaining workforce, administrative support, craft workers and laborers total 526; 442 or 84% of which are diverse. The organizational chart below illustrates the management and workforce structure and the percentages of diverse personnel in individual positions.

Operations Manager 15.6% Diverse

Project Superintendent 14% Diverse

Area Superintendent 23% Diverse

Field Engineer 40.0% Diverse

Craft Worker 75.0% Diverse

Quality Control 42.5% Diverse

Safety 41.7% Diverse

Project Manager 25.4% Diverse

SMWBE Manager 100% Diverse

Project Engineer 38.9% Diverse

Admin Support 94% Diverse

Office Engineer 41.0% Diverse

Managers 36.0% Diverse

On Management Path 42.6% Diverse

Non‐Management 67.5% Diverse

Labor Force 89.5% Diverse

Legend


November 15, 2013

P a g e | 31

9. Has the company established diversity “accountabili ty measures” for its leadership? For example, does the company t ie executive (or anyone’s) compensation to satisfaction of diversity goals?

Yes. Hensel Phelps looks at diversity as it relates to talent, reputation and markets. When it comes to accountability, leaders are evaluated annually on performance and results. Hensel Phelps has established a Corporate Workforce Diverse Commitment goal of 35% at all levels of its workforce. Hensel Phelps’ Board of Directors reviews workforce data monthly to confirm that diversity objectives are accomplished. All levels of managers are held accountable for diversity through the organizational success factors, which is part of their annual performance review that determines compensation. To be considered for compensation, the manager must meet or exceed projected performance goals. The graphic below is a snapshot of a manager’s annual evaluation form showing the company rating system and employee performance goals.


November 15, 2013

P a g e | 32

10. Does the company include diversity in their requests for proposals? (general contractor and first -t ier subcontractors only)

Yes. Regardless of whether or not there are owner-established subcontracting and vendor goals, Hensel Phelps establishes its own goals and actively seeks bids from small, small disadvantaged, women, veteran, and disabled veteran-owned businesses. Furthermore, Hensel Phelps requires flow-down provisions in each of its solicitations requiring 1st tier subcontractors and vendors to provide subcontracting opportunities to small business enterprises. The Hensel Phelps team assists in establishing goals for its subcontractors/ vendors and monitors the success of its program through monthly reports from its subcontractor and vendor suppliers. Below is a typical example of the RFP language Hensel Phelps includes in its RFPs, requiring bidders to include SMWBE goals:

There is a reasonable expectation by Hensel Phelps Construction Co. with respect to minority and women-owned business enterprise participation in this Project, including, but not limited to, planning, design, and/construction. Therefore, a goal of 40% Minority and Women-Business Enterprise (MWBE) and 20% Local Workforce Participation has been established. Respondents seeking assistance in achieving this goal should start by visiting the Maryland Department of Transportation (http://mbe.mdot.state.md.us/directory) or Baltimore City (http://cityservices.baltimorecity.gov/mwboo) websites for MWBE firms and EBDI.org for local workforce pipeline participation. Only those certified entities as identified on the respective websites list will be eligible for calculation of contract participation percentage. All Respondents should make documented good faith efforts to meet this goal. Compliance with this goal will be considered a demonstration of the Respondent’s responsiveness and responsibility. For questions, please contact Jamie Meints with the Hensel Phelps’ Mid Atlantic District Office at 703.828.3200 or via e-mail at [email protected].

By submission of a Proposal, the Respondent thereby acknowledges and agrees to be bound by the requirements of the Hensel Phelps Diversity Program.


November 15, 2013

P a g e | 33

D. Contractor/Vendor Relationships & Measurable Results (30 points) 11. Does the company have formal mentoring both across cultural groups and among similar cultural

groups, with minority- and women-owned suppliers? (general contractor and first - t ier subcontractors only) Yes. The commitment that Hensel Phelps has made to the national betterment of SMWBEs is marked by achievement in many areas of innovative and resourceful programs for SMWBE concerns. A major component to the development of SMWBE is through a Mentor/Protégé relationship. Mentor Protégé Program A Mentor-Protégé program is designed to develop the technical capabilities of SMWBE concerns and other eligible protégés so that these firms are better positioned to participate in the marketplace as either prime contractors, subcontractors, or both. Along with developing the capabilities of the protégé, the Mentor/Protégé program can result in tangible values to the mentor. Mentor Protégé Example: With an initial investment of $100 and Hensel Phelps technical and financial mentoring, Sterling Construction of Rockville, Maryland has grown from a start-up company to exceeding $15 million annually with a workforce of over 100 employees. Companywide, Hensel Phelps continues to initiate other Mentor-Protégé relationships with a variety of SMWBEs in their primary areas of operation. Hensel Phelps is currently mentoring three (3) contractors through the Small Business Administration (SBA) Mentor/Protégé program, which is the maximum allowed by law; two (2) pending agreements with the General Services Administration (GSA); and over a dozen Mentor/Protégé relationships with municipalities and other entities. Since 2005, Hensel Phelps has provided mentoring opportunities for over 50 firms. Hensel Phelps believes that mentoring is necessary to offer long-term commitments to support the orderly growth and maturation of suitable firms to assist them in becoming competitive commercial contractors. A sample of our Mentor/Protégé Program relationships and their results are on the following page.

“Hensel Phelps cares, they really care, what they

do is mentor small businesses in so many ways.

1. Job opportunities. Real job opportunities not

just open promises. They start you off small and

when you prove yourself they continue to help

you grow.

2. Next is education. They sent us and other

contractors to an 8 week course on Construction

Business Management. We learned so much.

3. Next, bonding. They didn’t just give us a

phone number and tell me to call. They

personally called their bonding company, went

with us to meet with the bonding company and

gave us a good recommendation. Because of

this our bonding capability has grown. Now

that’s what I call growth.”

Jerry Williams, BMW Electric (SDB)


November 15, 2013

P a g e | 34

Small Business Company Name

Company Profile Mentor Mentorship Provided Results

The Justin Company - Washington, DC

2 years in business,

P&P Drywall (large sub to Hensel

Phelps)

Bonding, safety training, planning, estimating procedures, scheduling, creating alliances, problem solving & dispute

Received 1st bond with a Hensel Phelps -drywall contract over $8,000,000.

Haynes-Eaglin-Walters (HEW) - Austin, Texas

Small MWBE firm in Austin, Texas established in

1988

Hensel Phelps Construction Co.

Bonding & Insurance, understanding financial statements, certified payroll reporting safety training, estimating procedures, scheduling, construction management, creating alliances and website enhancements.

Teaming partner on projects in Austin and San Antonio. M/P agreement is on-going.

Total Engineering, Inc. Lanham, Maryland

No bonding & limited capital.

Hensel Phelps Construction Co. Established firm who need bonding, capital

and management assistance for growth

Bonding and purchasing assistance so they can acquire larger projects.

BRL Roofing, LLC - Richmond, VA

Small MBE & Disabled Veteran roofing business

Nations Roof, (large sub to

Hensel Phelps)

Bonding & Insurance, understanding financial statements, certified payroll reporting safety training, estimating, scheduling, banking, creating alliances, staff management.

Provided BRL roofing with their first project of almost $1 million and formed a mentoring agreement with Nation's Roof.

Blue Lake Crane - Towson, MD

New MBE firm wanting to start crane supply

business

United Rental (large sub to

Hensel Phelps)

Insurance, safety training, marketing/sales/business plan, estimating procedures, scheduling, creating alliances,

Hensel Phelps financed the purchase of Blue Lake's first crane and assisted in forming a mentor/protégé relationship with United Crane.

Legacy Builders & Construction - Baltimore, MD

New MWBE construction

manager Hensel Phelps

Bonding & Insurance, understanding financial statements, certified payroll reporting safety training, construction management, banking, creating alliances, problem solving & dispute resolution and staff management.

First construction opportunity and trained staff. Legacy has grown from a start-up in 2007 into a $9 million a year firm.

Adolph's Glass Co. Inc Hayward, CA

18 yrs. In business, 5 employees.

Hensel Phelps Bonding & Insurance, understanding financial statements, certified payroll reporting safety training, scheduling

Provided glass and glazing; received bond with work totaling $860,125.

JEL Management – Plano, Texas

7 years in business, 12 employees.

Hensel Phelps Denver Office

Bonding & Insurance, staff management and ability to acquire larger projects with a large GC.

New Mentor/Protégé agreement

TPT Gardener - Oakland, CA

16 yrs. In business, 1 employee.


Bonding & Insurance, understanding financial statements, safety training, marketing/sales/business plan.

Provided landscaping; received bond with total contract value of $566,880

The Warrior Group - Dallas, TX

13 yrs. In business. Started

out as office trailer suppler.


Bonding & Insurance, certified payroll reporting, safety training, scheduling, construction management, creating alliances, problem solving & dispute resolution.

Supplied modular components totaling $250,000,000 over 4 years; purchased modular manufacturing plant.

Sterling Construction – Rockville, MD

8 years in business


Bonding & Insurance, understanding financial statements, certified payroll reporting safety training, estimating procedures, scheduling, construction management, banking, creating alliances, problem solving & dispute resolution and staff management.

Started with $100 investment and a $10,000 contract with Hensel Phelps in 2001. Sterling now employs over 100 with a yearly billing of almost $15 million.


November 15, 2013

P a g e | 35

a. List efforts to assist minority- and women-owned businesses Assistance Programs (Technical, Developmental, Financial) Hensel Phelps has a proven, phased process that outlines in sequence both the internal and external plans used to accomplish our far-reaching participation goals and long-term growth objectives for the SMWBE contracting community. We are committed to the spirit of SMWBE inclusion and exceed all small business goals set forth in each of our projects. Our program has served as a national model for federal and municipal projects throughout the country. The proof of our success is our “Outstanding” ranking and the Dwight D. Eisenhower Award for Excellence in Construction from the Small Business Administration (2009). Hensel Phelps was also recognized by the Associated Builders and Contractors with their 2011 Diversity Larger General Contractor of the Year.


November 15, 2013

P a g e | 36

The following activities and programs are offered by Hensel Phelps to assist SMWBE concerns: Assistance Programs Hensel Phelps Bonding Assistance Program $28 million in bonds since 2009 to small businesses who were unable to obtain bonding through a

standard surety program Accommodate varying payment schedules to help cash-flow Material and equipment purchasing assistance Training Programs Accountability and Financial Management Help SMWBE’s understand a balance sheet and cash-flow statement

Banking and Financing Facilitate one-on-one meetings with lenders to establish a line of credit Marketing, Estimating and Bid Preparation Assist in development of a business marketing plan Analyze estimating tools and recommend enhancements, if needed Assist and provide training for preparation of bid documents Project Management Ensure proper understanding of contract language Provide tools for document and RFI submissions Help develop short- and long-term schedules Measure project financial projections Field Operations Provide training on quality, safety and risk management New Technology Introduction to technological business requirements such as BIM, LEED and Net Zero. Nine-Step Process To assure small, minority and women business enterprises initiatives are accomplished, Hensel Phelps developed a Nine-Step Process. Step 1: Prior to each bid, the Hensel Phelps estimating team develops a forecasting document that list each scope package, estimated dollar value and percentage of SMWBE participation they expect to achieve. This document serves as a roadmap for the Hensel Phelps procurement team to demonstrate the reality of SMWBE goals and how they intend to meet each. Step 2: Hensel Phelps aggressively advertises requests for SMWBE participation in minority and women newspapers/publication, small business federal and municipalities’ opportunity websites and with SMWBE contracting and supplier organization to maximum the exposure of the project to the SMWBE community. Hensel Phelps develops project-specific websites to inform the public about how to do business with Hensel Phelps, as well as upcoming subcontracting opportunities. See websites http://hrcp.hpnavfac.org and www.hpccdc.com.


November 15, 2013

P a g e | 37

Step 3: Informational sessions/-pre-proposal outreach meetings are held early in the RFP process to inform the subcontracting and vendor community about the specifics of the project and how they can participate. Step 4: Interested firms will submit company information request forms (Capacity Statement) to be used as a tool to determine the capacity of the SMWBE firms. Step 5: A “Best Value Competition” selection process will be utilized to assure maximum participation. Competing firms are chosen not on low cost, but on the overall value they bring to the project, including SMWBE goal compliance. Step 6: De-bundle portions of work to fit the capacity of small firms. The Hensel Phelps procurement team often carves out scope packages for SMWBE’s to bid exclusively. Step 7: Strongly encourage large businesses to team or joint venture with SMWBE’s on larger work scopes. Step 8: Hensel Phelps understands the importance of cash flow to small businesses so Hensel Phelps requires all 1st tier vendors to implement a pay-when-paid policy. Step 9: Hensel Phelps develops a monthly monitoring and tracking report that tracks SMWBE payment status.


November 15, 2013

P a g e | 38

b. Include testimonials from minority- and women-owned business

Hensel Phelps is proud of its relationships with the SMWBE firms that it has had the privilege to work with and mentor. We have included testimonials from the firms, agencies, and leaders in the community listed below at the end of this document.

Council of the District of Columbia Washington, DC

Ward 2 Councilmember Jack Evans Washington, DC

National Association of Minority Contractors Southern California Chapter

National Black Contractors Association San Diego, CA

Young Black Contractors Association, Inc. California

Region I Chairperson at The National Society of Black Engineers

Asian American Architects / Engineers Association Los Angeles, CA

ABC | Southern California Chapter Anaheim, CA

American Subcontractors Association Yorba Linda, CA

Haynes – Eaglin – Waters, LLP Austin, TX

Department of Employment Services Washington, DC

Greater Los Angeles African American Chamber of Commerce


November 15, 2013

P a g e | 39

12. What is the company’s percentage of Tier I (direct contractor) and Tier II (subcontractor) spending

with minority -owned business enterprises (MBEs), women-owned business enterprises (WBEs), and businesses owned by people with disabil i t ies (including veterans)? This “spend” metric must be expressed in dif ferent ways given the relative sizes of the competing f irms (i.e., number of suppliers vs. total; dollar value vs. total; percentage of supplier dollar value).

To accomplish our extensive inclusion process, the Hensel Phelps procurement department utilized close to one thousand socially underutilized SWMBEs from October 1, 2011 to September 30, 2012, with contracts ranging from $2,500 to over $20 million. This commitment to SMWBE inclusion and compliance to our internal outreach and procurement process clearly demonstrates that Hensel Phelps’ process to assure small, minority and women-owned business enterprises initiatives are accomplished is clearly working. Actual 1st and 2nd tier goals with dollar amounts to each small business concern are provided below:

Reporting Period: Oct. 1, 2012 – Sept. 30, 2013

BUSINESS TYPE GOALS ACTUALS

Dollar Amount Percentage 1st Tier Dollars 1st Tier % 2nd Tier Dollars

Small Business Concerns

1,229,648,496 52.8% 1,575,015,095 65.4% 427,755,000

Large Business Concerns 1,097,782,373 47.2% 835,034,393 37.3%

Total Subcontracted Dollars

2,327,430,869 100.0% 2,237,430,287 100.0%

Small Disadvantaged (SDB/MBE) 256,283,132 11.0% 494,481,226 22.1% 187,260,000

Women-Owned Small Business (WOSB) 200,464,235 8.6% 354,966,504 15.9% 107,205,000

HUBZONE Small Business 127,103,326 5.5% 246,745,167 11.0% 25,680,000

Veteran-Owned Business

91,056,714 3.9% 262,889,218 11.7% 62,280,000

Service-Disabled Veteran-Owned Business

73,545,167 3.2% 215,932,980 9.7% 45,330,000

Total Diverse Subcontracting Dollars Actuals: $2,002,770,095

MBE, WBE and Service-Disabled Veteran

Total Diverse Subcontracting Dollars Goal: $1,229,648,496

This matrix demonstrates that project diverse subcontracting goals were exceeded by $770,000,000.


November 15, 2013

P a g e | 40

Testimonials from Minority- And Women-Owned Business


November 15, 2013

P a g e | 41


November 15, 2013

P a g e | 42


November 15, 2013

P a g e | 43


November 15, 2013

P a g e | 44


November 15, 2013

P a g e | 45


November 15, 2013

P a g e | 46


November 15, 2013

P a g e | 47


November 15, 2013

P a g e | 48


November 15, 2013

P a g e | 49


November 15, 2013

P a g e | 50


November 15, 2013

P a g e | 51


November 15, 2013

P a g e | 52


November 15, 2013

P a g e | 53


November 15, 2013

P a g e | 54

General Contractor (Over $33 Million) Entry Form › Portals › 1 › Documents › Diversity ›...

Documents

Transcript of General Contractor (Over $33 Million) Entry Form › Portals › 1 › Documents › Diversity ›...