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BUSINESS NEWS

ARCADIS REFRESHES BRAND Arcadis (Tulsa, OK), a leading design and consultancy firm for natural and built assets, has unveiled a new brand identity and modernized logo, the first rebranding for the Dutch firm in North America in almost 20 years. Along with new

leadership, announced in January, and a refreshed business strategy, Arcadis in North America renews its commitment to provide knowledge, market insights, and technical expertise to help its clients solve the world’s most complex challenges and to improve the quality of life for all in the communi- ties it serves. In addition to a single refreshed brand for its U.S. and Canadian operations, the new brand will be adopted across the 70 countries in which Arcadis operates and will replace legacy brands including Langdon & Seah, Hyder Consulting, ARCADISLogos and EC Harris. Callison and RTKL, Arcadis’ architectural brands, are also merging to create CallisonRTKL. John Jastrem, chief executive officer for Arcadis in North America, said, “Our new brand is a tangible, visual sign of our renewed commitment to our clients, employees and stakeholders. We are refocusing our efforts on innovation and on collaboration, all driven to deliver results that further our clients’ organizational goals. “This powerful, integrated Arcadis brand will provide clarity and consistency of approach to our clients, who are already benefiting from our global collaboration on mega projects such as the Kingdom Tower in Saudi Arabia and flood protection in New York City following Hurricane Sandy. “Perhaps most rewarding to us, is recognizing the value our people bring to the world in which we work and live. Their expertise is driven to enhance the social, economic and financial triple bottom line of our clients; as a result we can truly proclaim we are improving quality of life.” The new Arcadis logo brings a modern update to the Arcadis identity for the first time since the late 1990s. The boldness of the colors and the descriptor ‘Design & Consultancy for natural and built assets’ define both the capabilities Arcadis brings and the client markets in which Arcadis operates. The updated icon of the fire salamander remains as a representation of the sustainability and balance Arcadis seeks to achieve through its work, with the orange color linking to Arcadis’ Dutch heritage. BECKER MORGAN GROUP RECEIVES NATIONAL RECOGNITION Engineering News Record recently named Becker Morgan Group ’s Performing Arts Theater at the Ocean City Convention Center a Merit Award winner in the Mid-Atlantic Best Cultural Projects category. This awards competition recognizes the region’s best achievements in design and construction. The jury focused on projects that overcame significant challenges, adopted innovative ap- proaches, executed exceptional design and craftsmanship, and maintained safe sites. Winning projects were featured in a special Mid-Atlantic edition of ENR and will be highlighted at an awards ceremony on November 6 in Baltimore. Ocean City, Maryland’s new Performing Arts Center transformed two stories of underutilized exhibit space within the Ocean City Convention Center. The 1,200-seat performance venue offers tiered seating, state-of-the-art lighting, audio, video, and stage equipment, for a variety of events. The adaptive reuse of an existing, occupied facility, required intensive coordination by the entire design team to successfully retrofit multiple levels of existing structure into a seamless theater environment. Becker Morgan Group provided architectural, civil engineering, and interior design services with consulting architects GWWO Inc. of Baltimore. FLUOR SELECTED AS SASOL’S COLLABORATION PARTNER IN SOUTH AFRICA Fluor Corporation (Irving, TX) announced that it has signed a three-year agree- ment with Sasol Group Technology to perform a range of projects as an integrated team at Sasol’s facilities in Secunda and Sasolburg, South Africa. The primary objective of the agreement is for Fluor and Sasol to collaborate on small and mid-sized oil and gas projects. Fluor will also share its expertise on proprietary engineering and project execution tools and systems with selected Sasol Group Technology employees through on-the-job participation. Projects covered in the agreement range from conceptual studies to full engineering, procurement and construction management.

More BUSINESS NEWS, page 12

Firm owners present an image (a brand). Back to the branding point: Owners of a firm make a statement to employees and to the outside world. Many firms make ownership decisions that are indicative of a small-business mentality. Examples include making family members owners that are not necessarily deserving or supported by the overall organization and making owners that are simply so old that it “seems like the logical next step.” I have news for you: Neither of those scenarios is logical. They are misguided and simple- minded. An owner should have the qualities to be the CEO of the firm someday. Not saying that every owner should be the CEO, but all should have the qualities necessary if called upon. Let’s start being more intentional with firm ownership and view it as a part of the overall brand we are trying to define both internally and externally. Let’s be willing to break the conventional mentality of firm ownership being a part of a reward system or simply “golden handcuffs” and think of it instead as developing a serious group of business minded- individuals that can contribute to taking a firm to the next level. CHAD CLINEHENS is The Zweig Group’s executive vice president. Contact him at cec@zweiggroup.com.

CHAD CLINEHENS, from page 3

Firm owners are business owners. Does the person you are considering understand basic business principals? Is he or she wired to always keep the overall firm’s interest in mind, even if it conflicts with the best interest of his or her particu- lar group or job function? Does this person have the personal financial standing and understanding to accept the risks and rewards of business ownership? Ownership could include having to sign a guarantee of their personal assets or willing- ness to write a large check to cover payroll during difficult times. Firm owners must be in it for the long haul. Is the com- mitment of a particular individual truly in the best interest of the firm long term? We are quick to say that a star needs to have the “golden handcuffs” applied, so the firm does not lose this supposedly indispensable employee. But is that re- ally necessary, or could loyalty be bought with extraordinary bonuses? Money talks. In fact, many people sign up for own- ership blindly expecting bigger bonuses and ignoring the risks that come along with it. For current owners, maybe it is bet- ter to keep high performers latched with you with higher than market pay and bonuses and keep the rewards and risks of ownership in a smaller and more appropriate group.

THE ZWEIG LETTER OCTOBER 26, 2015, ISSUE 1125

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