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BUSINESS NEWS AECOM AWARDED NJ TRANSIT BUS GARAGE MODERNIZATION DESIGN CONTRACT AECOM, the world’s trusted infrastructure consulting firm, announced it has been awarded a contract by NJ TRANSIT to provide engineering services for its Bus Garage Modernization Program. In this role, AECOM will design the infrastructure required for battery electric buses at NJ TRANSIT’s Hilton Garage in Maplewood and conduct a survey of current conditions at 16 bus garages statewide. This work will help identify the required infrastructure upgrades needed to aid in the agency’s zero-emissions transition. “We’re honored to continue our longstanding partnership with NJ TRANSIT in support of its mission to provide safe, reliable, and affordable public transportation, which is well aligned with the goals of our Sustainable Legacies strategy,” said Dan Faust, chief executive of AECOM’s U.S. East & Latin
America region. “Garage modernization is a prerequisite for operation of a zero- emissions bus fleet, and we’re excited to bring together our team of proven program managers and subject matter experts with vast fleet electrification experience to help NJ TRANSIT achieve its strategic vision.” NJ TRANSIT’s Bus Garage Modernization Program involves the extensive upgrading of existing facilities and infrastructure to support accommodation of a zero-emissions fleet. Under the contract, AECOM will provide conceptual, preliminary, and final engineering and construction assistance to prepare Hilton Garage for a limited deployment of electric buses. The firm will also conduct a systemwide bus garage survey to identify potential improvements related to fleet electrification, such as facility expansion, roof strengthening for solar systems and equipment, power supply upgrades, and installation of new
technologies, including bus charging equipment. “With increased investment in infrastructure that helps realize the social, economic, and environmental benefits of a decarbonized future, we’re proud to support our clients by delivering advanced solutions that accelerate the adoption of zero emissions technologies,” said Jennifer Aument, chief executive of AECOM’s global Transportation business. “Our dynamic, innovative technical specialists are pleased to help NJ TRANSIT implement its electrification goals as they relate to the passenger experience, social equity, climate resiliency, and futureproofing.” AECOM is committed to delivering transformative environmental, social, and governance objectives through its Sustainable Legacies strategy, such that the work it does in partnership with its clients leaves a positive impact for years to come.
Kaylee was being more intentional and conscious about her communication. She also made a positive impression on her supervisor, which only built more support for her as an emerging leader. It would have been easy and tempting for Kaylee to send an email to her supervisor each time a question occurred to her. Email has become part of our thought process. Get an idea, send an email. The problem is that sending, reading, and responding back to email creates a vicious loop. Inboxes get clogged, people get overwhelmed, things get dropped, messages get misinterpreted. Email is a great tool, but if it’s not managed efficiently, it can dominate our day and rob precious time from getting work done. A study at the University of British Columbia tested the validity of time blocking for email by comparing two test groups. Participants in group A checked their email three times a day and then closed it down to focus on other work. Group B participants could check it whenever they wanted. What they found is that group A spent 20 percent less time working in email than group B. When we simply respond to emails as they arrive in our inbox, we don’t discriminate between those that require immediate attention and those that simply show up. When you wait to check email less often, you reduce the back-and-forth of emails. The time you spend not engaging and being distracted is time you claim for more important things. Leo MacLeod, founder of Training, Coaching, Pie, helps doers become leaders in the AEC industry from his home in Portland Oregon. This article was an excerpt from the book From The Ground Up: Stories and Lessons from Architects and Engineers Who Learned to Be Leaders .
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thinking that makes great design possible. At the end of the day, we end up with a pile of unfinished work that we need to revisit the next day and remember where we left off. Working in blocks allows your mind to stay focused on similar activities so you can make the connections, follow the threads, catch the details, and find what some call the flow of work. When we choose to work in blocks of time, we gather up tasks that are connected so our attention and mindset are concentrated in one mode. “When you wait to check email less often, you reduce the back-and-forth of emails. The time you spend not Kaylee, a project assistant at a civil engineering firm, felt bad bugging her manager each time she had a question. She began a practice of writing down her questions on a legal pad and then scheduling a convenient time with the manager to review all her questions in one block of time. There were several benefits to this approach: some questions became resolved as she did the work on her own; it gave her more time to think about the questions and come up with her own solutions; she found other ways and people who could provide answers; and when she did meet with her manager, it was more efficient because he was focused on addressing her questions rather than distracted and not present. engaging and being distracted is time you claim for more important things.”
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THE ZWEIG LETTER SEPTEMBER 19, 2022, ISSUE 1457
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