PCL family of companies - Buildings

Typically, identifying and CONTROLLING RISK is one of the main concerns expressed by our clients.

That’s why we work strategically with your project team to identify risks, to develop the processes to manage or mitigate them, and to help determine which party will bear responsibility for each specific risk.

As part of this strategic process, we also apply everything we know about your core business and fill in any gaps by drawing on our extensive construction and administrative resources. We look at everything from budget and schedule, to safety and the environment. This comprehensive audit helps us to understand your business goals—and to translate them into a construction program that’s tailored to meet your specific project needs. Depending on the desired contractual relationship, we can do everything from take little risk (i.e., a cost-plus contract) to take all risk involved with development, design and construction (i.e., a cost-certain/date-certain contract).

We can help you determine what format will work best for your particular business needs and budget (click here for more information on contractual alternatives ).

TransCanada Tower

H&R Developments wanted to protect their investment by not taking on any construction or development risk for this new office building. Immediately after acquiring their deal with TransCanada Pipelines, we met with them to descrive the delivery process we have developed for the Corel Center and the Air Canada Center. H&R Developments presented this procedure to the construction lenders, and they agreed to proceed with this arrangement. The original deal evolved further, whereby PCL not only took on the design-build, lump sum, date-certain/cost-certain arrangement, but also almost all of the owner's risk that had been built into the development agreement between H&R and TCPL. The development agreement was included in the construction agreement.

IBM Facility for Software Development

Despite an eight-week concrete strike and over 1,800 changes, PCL still managed to achieve IBM's first occupancy on March 23, 2001 and substantial completion on July 20, 2001. After factoring in the concrete strike, the first occupancy was achieved only 11 months after foundations started.

Air Canada Centre

A critical part of PCL's contract was schedule -- the facility had an NBA contractual deadline of March 1, 1999. PCL achieved an opening date of February 20, 1999 and maintained the original schedule even though the Toronto Maple Leafs' purchase required the project to accommodate a $25 million change notice eight months before its scheduled completion.

Controlling Risk

Typically, identifying and CONTROLLING RISK is one of the main concerns expressed by our clients.