Staying Positive. Staying Focused on You.

Spring 2010

CHICAGOis 100% Positive

As another business year comes to an

end, it is good to be able to report that

at long last we appear to be through

the worst of one of the deepest

recessions I have experienced in

my lifetime (which is a long time,

believe me). Our business is emerging stronger and better

positioned to cope with the opportunities that lie ahead,

which bodes well for us all.

Some of the key factors to our resilience have been our clear

focus on areas of the economy in which capital continues

to be spent particularly defense, government and energy,

as well as our continued investment in new products,

particularly strategic facility consulting (SFC), and Time on

Tools (TOT), both of which are gaining traction with clients in

both public and private sectors.

Over the past year, we also solidified our profile as the “go

to” people for BIM (Building Information Modeling). We had

been at the cutting edge of this service for a number of

years, and now we are widely recognized as experts.

Through these difficult economic times, the MyF+G initiative

has been hugely valuable in enabling us to engage with

A MESSAGEFROM Richard Hall

1 Spring 2010

our staff and broadening our lines of communication.

Through increased collaboration, staff has an enhanced

understanding and knowledge of our corporate identity,

our Constructive Expertise and what that conveys in

terms of our people and service -

Positive, Professional, Collaborative

This has helped us to increase our profile and enabled

us to perform ahead of our competitors and while we

have made great progress, there are more exciting

things to come. The next series, called “Excellence,”

was rolled out on April 26th, and I encourage employees

at all levels to continue their involvement in this vital

initiative. I was particularly pleased to get involved with

our recent F+G Friday (see photos on pages 13 and 14)

that proved to be great fun for all.

Our emphasis on sustaining a safe work environment

and safe traveling behavior to and from the work place

continues to be an imperative for us all. In addition I

do believe being fit and healthy is really important as

A MESSAGEFROM

2Spring 2010

it helps to maintain a high standard of effort through the

working day, so our focus on wellbeing (in collaboration

with our health care provider) is an important initiative.

I look forward to the benefits of the merger of the

Northeast and Southeast regions (see the regional

highlight on pages 11 and 12), as part of our group

business planning, which I believe will improve our

business model and further consolidate the company into

a cohesive management structure.

We continue to make significant progress on the green

agenda both in the U.S. and around the world. Our

involvement with renewable energy projects like a new

solar-panel production facility in Singapore and the

fantastic eco-city in Abu Dhabi (Masdar), position us as

world leaders in green building know how. We need to

continue to build on this good foundation as consultants

of choice in this area.

Our involvement in nuclear new-build programs, such as

Ontario Power Generation (OPG) in Canada and other

new facilities around the world by EDF Energy and E.ON,

signal the re-birth of the nuclear power industry that

should provide us with huge opportunities going forward.

This safe energy source reduces the carbon footprint of

energy production and enables countries to lower their

carbon targets at a time of great concern about the impact

of carbon dioxide on climate change. We also continue

to work hard to reduce our own carbon footprint in terms

of transportation, recycling and energy use and as a

company, have become much more selective about how

our choices impact the planet.

I believe that while 2010 could still be a tough year, it could

also be a good one for Faithful+Gould. Competition may

be keen and recovery may not be as robust as we expect,

but it’s up to us to make the most of new opportunities and

to continue to raise our profile in the marketplace, building

and maximizing on the skills we have in a more cost-

demanding world. As always, I am immensely grateful to

you for your loyalty, tenacity and hard work that will allow

us to move forward with renewed confidence.

- Richard Hall

CEO – Worldwide Operations

HOUSTONDavid McNamara10.2.89

October ‘09 - March ‘10CELEBRATE

Milestones

NEW HIRES & ANNIVERSARIES

3 Spring 2010

15 YearsBOSTONDenise Kelly2.24.95

CHICAGOJustine Smith11.21.94

LOS ANGELESPhil Kirby10.17.94

CHICAGOChristopher Harris11.8.00Semyon Moreyno1.3.00

HOUSTONRaymond Falcon1.3.00April Standridge1.31.00

Peter Bailey1.4.00LOS ANGELESCatherine Somen1.2.00

PORTLANDMichael Stead2.14.00

WASHINGTON, D.C.Ashok Shah2.21.00John Gebhart3.13.00

10 Years

BOSTONPaul Javis10.4.04 CHICAGOBrian Braatz3.28.05HOUSTONEric Dumatrait1.3.05

Vynette Nguyen2.16.05LOS ANGELESJose Omar Solito11.8.04Ronald Everly2.1.05 MINNEAPOLISNathan Krueger3.21.05

NASHVILLECraig Eubanks2.1.05Tim Shelton3.1.05Edward Asci3.7.05NEW YORKAndrew Peters11.8.04

PORTLANDScott Daly1.24.05Ryan Duyck1.24.05PRINCETONJames Nevada11.15.04Shawn Coyle12.13.04

SEATTLEJeff Okeson10.11.04WASHINGTON, D.C.Kenneth Sechrest2.7.05

5 Years

25 YearsWASHINGTON, D.C.Pat Ellis1.2.85

PORTLANDDavid Williams11.1.84

20 YearsHOUSTONMark White12.4.89

BOSTONPaul Male3.19.90

4Spring 2010

New Hires

ATLANTA Jan Ghys3.4.10Amanda White11.23.09Thomas Veeder3.15.10

BOSTON Kevin Dougherty3.8.10Thomas Bart10.21.09

DALLASEddie Quiroga1.18.10

HOUSTON Ivanowa Frometa11.10.2009Damon Dickson1.11.10David Forbus1.11.10Alex Vasquez1.18.10Susan Grigsby1.25.10Richard Neal2.1.10

Dale Jones3.15.10Sheyi Joseph3.16.10

MINNEAPOLIS Gerry Dyer1.1.10Asa Newell1.20.10Camden Seiler3.17.10Thomas Neal10.5.09

NEW YORK Hana Jones10.12.09

PHOENIX Donald Marshall11.2.09

WASHINGTON, D.C. Denise Escurel10.27.09Kathryn Stark10.19.09

NY OFFICETHE BIG APPLE

Introducing the Big Apple in a “city that never sleeps,”

Faithful+Gould’s New York office

is based right in the heart of it all.

We have many different cultures

and nationalities within New York

and this is also reflected in our

employees as we have people from all over the world;

America, Russia, India, Ukraine, Dubai, England, Ireland,

Scotland and Wales. New York is noted for its high use

of mass transit, most of which runs 24 hours per day and

our employees travel in from all areas within and on the

outskirts of Manhattan such as Brooklyn, Queens, Long

Island, New Jersey and Connecticut.

Our office is 11,500sq on the 18th Floor, with great views

overlooking Madison Square Park (named after James

Madison, the fourth president of the United States).

We are located in the Flatiron district which is a small

neighborhood in the New York City borough of Manhattan.

The district is named after the Flatiron building on 23rd

Street, Broadway and 5th Ave.

The Flatiron building is one of many notable buildings

in the area. It was originally called the Fuller building

and upon its completion in 1902 was one of the tallest

buildings in New York therefore one of the first skyscrapers

ever built.

The Flatiron and its surrounding area is frequently seen

on television commercials and documentaries and is

considered a recognizable symbol of the city, shown for

instance in the opening credits of the late show with David

Letterman. It is also featured in the newest remakes of

Godzilla, Armageddon, Spiderman and Hitch. We often

see filming taking place outside our office and on our lunch

breaks and journeys to and from work….

Lights, Camera, Action!

- Hana Jones

5 Spring 2010

6Spring 2010

Letter Trains on Subway 4 vs. Number Trains on Subway 6PC 7 vs. Mac 3

Starbucks 4 vs. Dunkin Donuts 6Cappuccino 9 vs. Frappuccino 1

Donut 6 vs. Pretzel 4

Rib eye Steak 3 vs. NY Strip Steak 7Macys 6 vs. Bloomingdales 4

Empire State 6 vs. Big Apple 4

Friends 6 vs. Seinfeld 4

Jay Leno 0 vs. Letterman 10Grand Central Station 6 vs. Penn Station 4

Subway 4 vs. Taxi 6Prospect Park 3 vs. Central Park 7

Carnegie Hall 6 vs. Apollo 4

Broadway 5 vs. Off Broadway 5

Jets 9 vs. Giants 10Nicks 15 vs. NJ Nets 4

Yankees 13 vs. Mets 6

New York Staff Fun Facts

A MESSAGE FROM PAUL WOOD

CEP UPDATE

7 Spring 2010

FY2011 is here and we are in the process of finalizing our Vision 2015 strategic plan. An integral part of this plan is to prioritize client engagement and make it fundamental to the delivery of our business and to our future success. Following on from the investment made to date and the excellent foundation work undertaken, we now need to expedite implementation of the Client Engagement Program (CEP). While I will continue to champion the program, I have asked Nick Harney to assist me with the development and mechanics of how we position ourselves with our clients so that we engage in a more meaningful way, share points of contact and really develop relationships that will result in improved service delivery and create more opportunities for our business.

To ensure we gain momentum, there will be a phased approach to CEP, still applied to our gold and platinum clients. Phase I is already underway and Phase II will be initiated in approximately six months time.

Client Engagement is an integral part of our future

8Spring 2010

Phase I

• Roll-out of a ‘simplified’ standard plan format for client managers to use

• Quarterly client board meetings to ensure we increase the individual relationships with a client organization (at all levels) and focus on the right individuals that can influence our position

• Monthly CEP calls with client managers to track progress

• A SharePoint site established to ensure knowledge and information are shared

Phase II

• Continuation of Phase I activities plus attendance by clients for parts of selected client board meetings

• Development of ‘scored’ client plan• Population of client dossiers• Development of client surveys• Share embedded successes of the

program through our communication channels and MyF+G program

Chicago Washington, D.C.

I know that many of us have been very active with clients over the past few months in using some of the lessons learned from the CEP and nothing is more critical to the business than ensuring we continue to do this and build upon the successes. I am confident we have the right staff and quality of services to make a tremendous difference to our clients.

Defining Excellence through ‘Constructive Expertise’ will shortly be rolled out through the MyF+G program. Client Engagement is a key cornerstone in determining business excellence and hence there will be strong linkage between CEP and MyF+G

To summarize, CEP is a fundamental part of achieving the future success of the business and is not an activity that we can attend to when and if we have the time. CEP needs to be prioritized and become part of our everyday thinking and be an integral part of our culture.

- Paul Wood

CEO – U.S. Operations

SUSTAINABILITYSERVICE SPOTLIGHT

Sustainability in the U.S. – Where are the opportunities?

Our Carbon Critical business is

growing overseas – you probably

already know this if you keep up

with Solutions or if you read the

recent ENR interview with Keith

Clarke. As a company, we are continuing to invest in this

growing business sector.

Together with Atkins, we deliver “carbon critical design,”

which uses design elements and management/

assessment tools. Carbon is short for Carbon Dioxide

(CO2), which is a naturally occurring compound, but some

claim that too much of it from human sources contributes

to climate change. In response to this, Faithful+Gould

offers a range of carbon calculation tasks, energy retrofits,

energy assessments and policy development for private

and public agencies.

In the U.S., climate change has recently taken a back

seat to the current economic conditions, which is the other

green, money. At last year’s Green Building Conference

we learned that, the movement for green building has

shifted from environmental concerns to job growth, cost

savings and energy security. While this may be true as a

general statement, there are still select pockets of the built

environment committed to environmental stewardship.

On the west coast, we have responded to several

proposal requests requiring us to be on the cutting

edge of sustainable consulting. In California, Oregon

and Washington, as well as in the United Kingdom,

public agency owners are requiring a specific type of

accounting and cost management where the currency is

carbon instead of dollars. We anticipate this getting more

commonplace here in the U.S.

One of the most common questions asked by our

clients is, “how green should we be?” While we cannot

answer this question for them, we can help them better

define their sustainability goals and hopefully answer

this question on their own. We help clients write green

specifications and guidelines. We recently did this for

energy giant General Electric.

Sustainability is also teaming with our strategic facility

consulting (SFC) business to help clients perform

preliminary energy assessments. On a portfolio basis,

we are able to collect data on the physical attributes of

buildings and provide an optimized list of improvements

needed to bring the facilities up to standard. We were

recently awarded SFC work on a 30-building program

9 Spring 2010

for a major management company. Separately on the

GSA courthouse project in Jackson, Mississippi, we

were hired by the federal government to oversee design

and construction for significant renovations. On a similar

project for the GSA in Alabama, we are evaluating the

possibility of obtaining a significant federal tax credit for

our involvement on that sustainable project.

As energy prices rise and interest in environmentally

responsible buildings continues to grow, it is critical that

buildings be energy efficient. It is often assumed that

green buildings are energy efficient. Unfortunately this is

not always the case because a building can gain green

certification (i.e, LEED®) without being an energy

efficient building.

When considering the green attributes of our client’s

project, energy efficiency should be at the top of the

list. Energy efficiency is important because of the

environmental concerns surrounding energy use and

because of its high economic return on tangible benefits.

For those of that know purported LEED benefits, some

are harder to measure (and some would say intangible)

benefits to consider. These include workplace satisfaction

and increased productivity from healthier buildings. A little

knowledge of current green building issues will go a long

way toward ensuring that a green asset meets financial

expectations.

On a commission for Nokia, we began by helping the

company write its own (non-LEED based) guidelines for

its retail centers world-wide. A follow on task from that

project was to assess the life cycle implications of specific

store elements to help the company make informed

design decisions. For example, the current halogen light

fixtures were compared to several alternatives including

incandescent, fluorescent and LED. Energy, maintenance

and quality of light were a few of the factors used to

develop an objective tool for Nokia to select the most

optimal light fixture.

The U.S. sustainability business is a natural extension of

our core services. Since we are often engaged on projects

during the design phase, we can assist in making them

greener. Furthermore, because we are experts in cost

management, comparing alternatives is natural add-on

service, regardless of the currency. Green is not a new

language for us; it is simply a new dialect.

Check out the sustainable services we offer on the our

webpage: http://www.fgould.com/usa/usa_services/

commercial_services/sustainability-services/

- Dave McNamara

10Spring 2010

11 Spring 2010

Our NEW East Region

Effective April 1, 2010, the Northeast and Southeast regions have merged to form the East region. This is occurring for a number of reasons, beginning with the recession the U.S. has experienced over the last 24 months. The recession has substantially impacted the east coast due to the exposure to the

commercial property and hospitality sectors across all services, resulting in a significant influence to our bottom line. Therefore, as part of our ongoing cost review we are driving efficiencies in all areas of the business and merging these two regions presents some opportunities to do that.

Additionally, combining our NE and SE will result in a region with approximately 150 staff and annual revenues in the $30 million range, which is much more closely aligned with the other U.S. regions. The former NE and SE regions worked together in many areas so combining operations will be a natural fit, albeit with some organizational impacts. The merger will take several months to fully embed, and during that time period I will assume overall regional responsibility. Tom Jaske and Scott Cullen will continue to perform many of the same functions as we work toward a more permanent structure. The reorganization will free up some time for both Scott and Tom to assume additional management responsibilities and billable work. Some immediate organizational changes are outlined below and went into effect April 1st.

Regional Business Development: Scott CullenIn addition to his operational responsibilities and oversight of national estimating, Scott will direct and manage the regional business development strategy, targets and implementation plan across all offices in the region, based on regional and corporate goals, the business plan and budget. He will also direct and monitor the regional participation in the Client Engagement Program.

Corporate Initiatives:Tom JaskeTom in addition to his management duties and substantial billable work will oversee and help implement Corporate Programs throughout the East region, including MyF+G, QSE, resource coordination and HR initiatives.

Regional Project Management Lead:Chris BaxterAs you are aware, Chris Baxter is the national service lead for our project/program management (PM) service lines. Chris will coordinate and oversee all PM initiatives for the East region including business development and client management in conjunction with Scott Cullen as an extension of his national role, albeit at a higher involvement level.

Regional Administration:Ann DadicAnn Dadic will work with local office managers and office leadership to ensure consistency in all office administration aspects of our business. This will include but not be limited to billing, accounts receivable, QSE, forecasts and general office administration. All East region Office Managers and administrative staff will have a dotted line to Ann.

Regional Marketing Manager:Casey SmithCasey’s responsibilities for the SE will now extend across the new East region. Casey will work with corporate and regional leadership to coordinate the direction and efforts of the team. Casey will continue to report to Scott, with a dotted line to Christy Pain, Corporate Marketing & Communications Manager.

Estimating Resource Coordinator:Steve LeeThis is a new role that is being created to drive efficiencies in the estimating service. Steve will work with office leadership and estimating service leads (Paul Male, Boston; Girish Mehta, New York; Richard Dale, Princeton and Mike Pritchett, Atlanta) to encourage cross-office cooperation, establish inventory of existing capabilities in all offices across the region, aim to reduce the use of outside consultants and participate in the national estimating steering group.

REGIONAL SPOTLIGHT

12Spring 2010

Strategic Facility Consulting - Regional Lead:Tom BartTom Bart joined F+G last year and has taken on an operations role helping Ben Dutton in managing our SFC business nationally with particular emphasis on the East region.

Sector Liaisons:In most cases these are an expansion of existing roles, to now cover the new region. If you have any regional specific sector items, please contact the lead highlighted below:

Each of the above individuals will report to their existing line manager with a dotted line to the relevant sector leader.

Responsibilities of this role include:• Point person for the region for the national sector leader. • Network in the industry, get to know the client base and our

competitors; develop subject matter expertise, be fully aware of F+G’s relevant experience and value proposition.

• Assist in sector proposals regardless of office location. • Participate in Go/No-Go process for pursuits.• Identify leads and run them down. • Participate in developing and assume partial responsibility

for budget targets. • Participate in a meaningful, billable role in sector projects.

AviationTom Jaske

Energy: Bob Pulaski

Infrastructure: Jeanette Van Akelijen

Hospitality, Arts & Leisure: Alan Wilson

Government: Steve Pick

Food & Beverage: Chris Eattock

Pharma/Life Sciences: Roger Scott

Regional Commercial Directors:

This is a positive change for the business and will support our future Vision 2015 objectives. These organizational changes and regional restructuring will create new opportunities for our business and further position us for success in the future. As the current economic challenges begin to abate, we will continually evaluate the benefits of these changes. With all changes there is some adjustment and we fully appreciate your patience and positive support as we work together to make this an easy transition for all.

- Reza AmirkhaliliCOO

Martin Jacobs primary reviewer for NY

Dan Shovlin primary reviewer for D.C.

Matt Gwinn primary reviewer for Boston and Princeton

Chris Eattock primary reviewer for Atlanta and other SE opportunities

San Juan

Orlando

Atlanta

Washington

Princeton

New York

Boston

TIME ON TOOLS®SERVICE SPOTLIGHT

Time on Tools® was developed by Faithful+Gould as part of our productivity analysis and benchmarking services to the Refining and Chemical industry. Significantly revamped in 2004, it has become an important revenue generator for our business. Revenue has increased rapidly as the client base expands and is forecast to reach $1 million in 2010 with

prospects of long-term, multi-facility programs with BP, Shell / Motiva, ExxonMobil, Valero and Intel.

Study Programs costing significantly less than a hundred thousand dollars can bring huge savings to facility owners – a Time on Tools® Study Program identified barriers that when mitigated led to an increase in working time by 15 percent on a subsequent shutdown – equivalent to many hundreds of thousands of dollars in construction cost savings, and many millions of dollars in additional production time.

Study Programs have been conducted on refineries and chemical facilities, but recent interest from companies like Intel and Genentech may bring to fruition the original concept of Time on Tools® as a multi-sector service. Eventually, diversification of the service into all sectors, including commercial applications, is envisioned. The industrial focus to date has been driven by the appreciation of clients within the Energy sector of the ability of this service to significantly impact the amount of working time available to its workforce.

The service is relatively easy to set up at any location and is usually short term (2 to 4 weeks). It is a quick way for clients to get bang for their buck, and the impressive product brings them back to us with additional opportunities after the Study Program has been completed.

Our investment in promoting Time on Tools® will include advertisement as a distinct F+G service, training of staff and the development of tools that will facilitate dissemination of the methodology across all regions.

That investment is reflected in the recent application and subsequent award of a registered trademark to F+G for “Time on Tools”.

So what is Time on Tools?

Time on Tools® is a standardized methodology that allows owners to identify the root cause of barriers that prevent crews in the field from working, quantify the impact of those barriers and provide essential data for developing mitigation plans to reduce future impacts of those barriers. It can be performed on any trade, at any type of facility, on work completed under any contracting style, on owners’ own workforce or on contractors.

13 Spring 2010

A Study Program consists of several studies – each equivalent to a complete shift. A Field Observer follows a crew for the entire shift, noting everything that happens. Simple right? Actually it isn’t. Collection of the observed data and collation into a format that can be used to identify root cause is a complex process, and the complexity lies in the detail. The Observer must be aware of the four major time categories, ten stand-by categories, several sub-categories and numerous other elements that must be accurately recorded for a full analysis of each shift. All this data is collated into a spreadsheet tool specifically developed for the process.

A Performance Consultant will combine the field data with historical data gleaned from over 500 studies – or nearly three man-years of observations – and with best practice targets to produce a detailed report. This will tell the owner exactly what occurred during the Study Program and how his facility compares with other facilities.

The report – at over one hundred pages bound to satisfy any data-phile – also contains recommendations for additional initiatives the owner should consider, such as transportation, tool distribution, material delivery and resource allocation studies. It is up to the owners to initiate these studies – hopefully they will ask us to participate!

Owners will also receive concise daily and weekly synopses that will allow them to make changes as projects progress, allowing savings to be garnered as early as possible.

Been There, Done That?

You may be thinking this is just an old fashioned time and motion study, right? Wrong. Time and motion studies concentrated on working time, were confrontational and were looked on as a tool used by management to beat down the worker. Time on Tools® is different.

Time on Tools® essentially “ignores” working time, and unlike other productivity studies, focuses analysis on stand-by time – or barriers. This means it is, when compared to a full on productivity analysis, a relatively quick and cheap way to measure, analyze and reduce non-working time and increase working time.

During the study the crew is encouraged to give opinions to the observer – opinions that are reported to the owner (sometimes after a great deal of editing!). No names are taken, letting crew members be candid and constructive and alleviating any union representatives’ objections. Finally, the concept of Time on Tools® is to simply observe barriers that prevent crews from working. There is no blame attached to any single party.

Where does it lead?

Time on Tools® is a means to an end. The data presented in the report is useless if it is not acted upon. The next step, therefore, is to take the data and run with it.

Cost analysis is not part of the Study Program, but the detail in which the data is collected does allow a cost engineer to translate time into money.

So the path to actually decreasing stand-by time and reducing cost is three-fold. Complete a Time on Tools® Study Program to identify barriers, conduct a cost analysis to determine savings and then designate resources to study each barrier and implement improvements. At this point the cycle can start again – improvements being measured by another Study Program, and so on.

The Time on Tools® service demonstrates opportunities to increase working hours per day. Guiding owners to understand how to make those hours as productive as possible is the obvious next step.

Further Information

Dan Leng in our Seal Beach office will be able to answer any questions about Time on Tools®. Our service brochure is available electronically on the Portal under Marketing > Marketing Materials > Brochures > Service Brochures.

- Dan Leng

14Spring 2010

F GFRIDAY

Being Positive

Chicago

Seal Beach

15 Spring 2010

Exxon Mobil - Torrance

BP - Carson

San Francisco Houston

Boston New York North Carolina

New Orleans

Atlanta

Minneapolis

Crosspointe

16Spring 2010

Washington, D.C.

Orlando

STAFFON-SITE

Name: Joe FunkProject Site: Texas City, TX - BP Texas City TAR TeamJob Title: TAR Performance AnalysisYears with F+G: 4.5 Years

This assignment began in February, 2006, with focus to provide TAR estimating support for the submission of Appraise Stage estimates for Turnarounds in the 2007 budget. It has evolved through cost and performance analysis in an intense 3-year period of post-Hurricane Rita Unit Re-Commissioning.

The challenge has been to provide worthwhile analysis and support to TAR Superintendents and Management in an environment where the discovery aspect of the event may lead to extensive forecast increases, along with the execution of scheduled capital projects by TAR Forces.

Various tools and systems have been used during this period for gathering info from a variety of sources to be combined into TAR reports. We currently use Epoch as the mainstay for this process.

My favorite part of being on-site at Texas City is the challenge of the diversity of the role. We perform the expected cost and performance analysis and provide regular reports, but are also part of the development of business strategies for our client in the TAR analysis process. This and the people with whom we work make this an inviting assignment location.

Name: Amber BrownProject Site: Swiftwater, PA - Sanofi PasteurJob Title: Sr. Project Controls Manager Years with F+G: 3+ Years

My role on this project is coordination of equipment logistics for vaccine manufacturing company Sanofi Pasteur’s renovation of one of their manufacturing production buildings. I coordinate the receipt and off-site storage of all new equipment for the project at a warehouse in Scranton, PA, and manage the movement of new and existing equipment in and out of the building for the renovation construction shutdown.

I am also helping coordinate the inventory of all equipment that is currently in the building with the system engineers. In addition to these tasks, I create and maintain the equipment documentation books for the project. This assignment has a potential duration of two years or more with project construction starting in the fall of 2010.

My favorite part of being on-site is being directly involved with the development of SOPs related to equipment movement and being a part of the beginning phases of the project that allow me to develop procedures versus coming in and adapting to them. It’s also very interesting to learn about the process equipment at a detailed level and how it’s used to manufacture the vaccine.

17 Spring 2010

Name: Dusty JohnsonProject Site: Hillsboro, OR - Intel Ronler AcresJob Title: Cost ManagerYears with F+G: 3.5 Years

I am currently providing QS services for the Process Piping and Mechanical contracts. My main duties include the agreement of work packages ranging from $5,000 to $500,000 each. I manage all financial aspects of these contracts including chairing commercial meetings, change order management and providing our client with general cost management advice. The usual project duration is around 4 years.

My favorite part about my job is working with many different people and dealing with unique and challenging issues on a daily basis. I also enjoy being able to see the finished product on site and knowing I was able to help assist in this being built. And of course working with my fellow F+G employees in the Portland office, we have a close, fun group of people who know how to have a good time!!

Name: Ken SechrestProject Site: Newport News, VA - Economic Development Authority, City of Newport News, Hornsby Tire Store Relocation, Southeast Corridor Revitalization Job Title: Sr. Project ManagerYears with F+G: 5 Years

I was introduced to this project in December of 2007 to evaluate site conditions and create a construction budget to be used for future Design-Build project. Our scope of services, extended twice, now looks to continue until June of 2010. This project started as an exercise to “set the model” for future work on the Southeast Corridor Revitalization projects. We compounded our scope of service from the conceptual budget, to writing the RFP published for bid solicitation and assisting the EDA to select the suitable contractor for the project out of thirteen solicitations. With the contractor selected and working, Faithful+Gould now reviews and makes recommendations to all document submissions for compliance with the contract. We maintain daily diaries and photographic records for publishing monthly reports to the owner for work in place and fiscal reports of progress for scheduling and payment.

I would say my favorite part of the job and my duties as the on-site representative is the ability to work closely with the EDA and the ability to interact closely with all departmental staff of the City of Newport News, monitoring every step of the project from design criteria to project closeout. This coordination, necessary as part of my job description, has offered me the ability to improve client relationships with Faithful+Gould on nearly every level of responsibility. Being able to respond immediately to the client and their varied request for services, no matter what the scope of services entail, keeps my daily activities fresh and exciting and has entrenched us a valuable partner to both the project and Community. I have earned the nickname, “Bull Dog with the sharp pencil!” within the City Departments as being the “go to” person on any front. As I always say, Life is Good. 18Spring 2010

Name: Doreen SimonJob location: New York OfficeJob Title: Office ManagerYears with F+G: 2 Years

Originally I thought my dream vacation would be going to Venice, Italy, relaxing while the sun is shining, on a bright and beautiful afternoon with a light breeze. All I’d like to do is enjoy a ride on a Gondola while being serenaded, taking in the scenery and the smells of local restaurants. I would stay at the Hotel Gritti Palace, which is located in Campo Santa del Giglio in Venice. The summer months in Venice are filled with lots of festivals, such as the Umbria Jazz Festival and the Festival dei Due Mondi in Spoleto, which I would love to go and experience.

However, for my dream vacation I would take some time and really travel, going to Venice, Rome, Paris, Greece, Australia and the Caribbean. I would like to go scuba diving in the Caribbean where I could

explore the underwater world and see all the tropical fish and coral reefs. I would go to Australia to see the koala bears, kangaroos and all the different wildlife Australia is home to. I would climb all the stairs of the Eiffel Tower in Paris and go to the Notre Dame, the Musee d’Orsay and I would love to eat at the Plaza Athènèè Restaurant. I would try to see as much of the world as was possible.

STAFF FOCUSName: George StowersJob location: Chicago OfficeJob Title: Senior Project ManagerYears with F+G: 9 Years

Have you ever been to the South Pacific? And I’m not talking the musical! Thousands of islands spread out across an area the size of North America. Each island has its own unique culture. Each island with white sand beaches and the most clear and turquoise blue waters you can imagine. Some of them with mountains, the others just uninhabited sand oases.

Well my dream vacation would be to travel to as many of these islands as possible via private yacht and helicopter (You have to have to helicopter!!). During our travels we would scuba dive, fish and enjoy the secluded beaches.

My wife and I went to French Polynesia on our honeymoon which inspired this dream vacation as it is absolutely one of the most beautiful places in the world.

dream vacations

19 Spring 2010

Name: Matt RobertsJob location: Fresh and Easy Neighborhood Market Corporate OfficesJob Title: Senior ConsultantYears with F+G: 2 Years

Dream vacation destination - Melbourne, Australia

For as long as I can remember I’ve loved the sound of leather on willow, this not being a thinly disguised reference to some sordidly kinky perversion developed in my formative years but to a deep lying affection for my England’s number one summer sporting pastime, cricket.

The most eagerly anticipated event of the cricketing calendar is the bi-annual series contested between my homeland and it’s arch-nemesis Australia, cricket’s equivalent of the Ryder Cup and I vividly recall as a young boy, long before the days of live TV broadcasts, lying in front of the fire as the wind and rain battered against the living room window watching news clips of my fellow countrymen, bathed in glorious sunshine battling it out on the other side of the globe.

Tradition dictates that the game played in Melbourne commences Boxing Day, the day after Christmas and this fact allied to the City’s far away southern hemispherical location and prospect of uninterrupted sunshine were all major factors in it becoming my ultimate dream vacation destination, a boyhood dream that was finally realized three years ago.

Melbourne as a City lacks the necessary history to put it up there with the world’s greats and at best can be described as pleasant, a free gratis tram system navigating the outskirts of the City center, which in turn is bisected by the winding River Yarra. But sightseeing wasn’t top of my agenda, the major reason it was my dream destination was the cricket and having arrived on Christmas Eve and witnessed the cities coldest Christmas Day for thirty years on Boxing Day I found myself striding excitedly up the concourse to the enormous theater of dreams that is the 100,000 capacity Melbourne Cricket Ground.

I took three separate elevators to my top tier seat, waited excitedly for play to commence and watched aghast as the skies turned grey, the heavens duly opened and an announcement all too reminiscent of my homeland came booming over the PA. “The start of play will be delayed for one hour”. Half way around the world and rain stops play, blooming typical!

When the game did eventually start I witnessed my countrymen being beaten out of sight within three of the scheduled five days. Somehow though I didn’t care, I’d achieved the ambition of a lifetime and that was all that really mattered.

20Spring 2010

dream vacations

STAFF FOCUSName: Rey TangaranJob location: Washington, D.C. OfficeJob Title: EstimatorYears with F+G: 2.5 Years

If I could go on vacation this summer I want to go to Boracay, Philippines. This place is one of the tourist spots in the Philippines where most of the Filipinos and people from other countries dream to go. Boracay is an island where the

beaches are white sand, the natural scenery is beautiful and a lot of interesting activities going on every day.

Location wise, it’s little bit far from the urban areas but you can get there via several mode of transportation like by plane, land and finally by boat to Boracay island. I am aspiring to go there with my family so that to experience a complete relaxation, ride on a jetski, walk on to the white sandy beaches while the sun is rising and before sunset, then, chat with the native people around while eating our favorite Philippine exotic food called “ballot” (it’s an egg that has chick in it with little bit of feather). During the night, we can go to lots of karaoke bars where you can sing and drink beer or go to the bar with live bands and request your favorite song while drinking a glass of cold San Miguel Beer and a lot more …

I can just imagine how fantastic my family’s vacation would be if we could go there this summer.

Name: Cathy KohatsuJob location: San Francisco OfficeJob Title: Marketing ManagerYears with F+G: 15 Years

I had a dream vacation during my college year abroad in Japan. Three of my friends and I had an adventure around Indonesia. On Bali, we dolphin watched at daybreak running alongside on skimmer

boats off of Lovina Beach and we saw the famous sunset at Kuta Beach. On the main island of Java, we visited monuments dating back to the 9th century – Hindu (Prambanan temple) and Buddhist (Borobudur temple) near a town called Yogyakarta. And we also relaxed in bungalows at a semi-private beach (there happened to be no one else but us) on the neighboring island of Lombok where we rode with locals and their groceries - chickens and bananas.

21 Spring 2010

Name: Heather ShellenbergerJob location: Princeton OfficeJob Title: Network ArchitectYears with F+G: 7 months

I have never been an animal lover, but as Murphy’s law would have it my two children are the biggest animal lovers on the planet, especially my son. I noticed this at an early age that everything in his life revolved around animals. Since one of my passions in life is to travel, several years ago it hit me that I should my kids on Safari when they were old enough to go. This was going to be the dream vacation of a lifetime for my family - a mix of their love of animals and my desire for travel adventures.

About three years ago, I decided to start saving. My family thought I was completely crazy. I had this vision of being on the Serengeti in a Safari jeep watching the faces of my kids are we drove up close by elephants and zebras in their natural surroundings. I wanted this to be something that they would experience while they were still young and while it would be magical.

I started researching about Family Safaris. I found that Tanzania was very friendly towards children and many companies offered a cultural experience as well as the game drives. One of the highlights is that the kids get pen-pals with children in Tanzania and they would have the opportunity to go to their pen-pal’s school and meet them while we were there. I found a tour company endorsed by National Geographic that offered a Junior Ranger Program that would introduce the kids to safari before we would go. The Safari guides then work with the kids while on Safari to compliment the game drives with nature and cultural activities. I thought the perfect way to wrap up this adventure would be a few relaxing days on the island of Zanzibar before returning home.

So, I had my dream vacation planned for a while now. It seemed like a dream until about a month ago I had a talk with my husband. We decided that with our youngest turning 6 this November (the minimum age to go) that next year would be our year for Safari. The deposit is in and now the countdown begins until June 22, 2011 - the date we leave to start this dream adventure.

22Spring 2010

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