Husam Ahmad, P.E.
Husam Ahmad established the firm as a partnership in 1991 and incorporated it in 1994. Under Mr. Ahmad’s leadership, HAKS has grown steadily to become a leading, mid-sized consulting firm in the New York metropolitan area with a multi-disciplined staff of over 600.
Mr. Ahmad has over 30 years of diversified experience in design and construction management for bridges, roads, and various facilities. He plays a lead role as a board member of numerous professional societies, including the Concrete Industry Board, ACEC, CMAA Metro NY/NJ Chapter, and the New York Building Foundation. Mr. Ahmad is an expert in QA/QC and Safety and oversees all corporate-wide initiatives, including the HAKS mentoring program for M/W/DBE firms. He is also responsible for developing and directing HAKS’ strategic plan.
He has served as principal-in-charge on a wide array of firm projects, including the HAKS-led CM joint venture for the Gilboa Dam Reconstruction for the NYCDEP, which received a 2015 ACEC New York Gold Award for Engineering Excellence and a 2014 Concrete Industry Board New York Award of Merit; the Hamilton Avenue Asphalt Plant, recipient of a 2014 ACEC New York Diamond Award and National Recognition and CMAA Honorable Mention; NYCHA CM as Agent for five housing developments and a separate contract for CM/Build services; PANYNJ on-call CM and technical services from 2001-2014; SCA Emergency CM services for the New York City public school system; the final construction phase of the Manhattan leg of the Third City Water Tunnel in joint venture for the NYCDEP; and the award-winning St. George Ferry Terminal Ramp Reconstruction for the NYCDOT, for which HAKS provided REI services.
Mr. Ahmad is a professional engineer in ten states and the District of Columbia.
Shahid Akhtar is a senior executive with more than 16 years of experience managing the finance and administrative departments of engineering and architectural firms. As Chief Financial Officer of HAKS, he is responsible for assessing organizational performance against the company’s annual budget and long-term strategy, and overseeing long-term budgetary planning and cost management in alignment with the company’s strategic plan. Mr. Akhtar plans and manages HAKS’ entire financial system, including cash flow, capital structure, banking relationships, budget and revenue forecasts, internal control and financial procedures, analysis and reporting, profitability improvement, tax and regulatory compliance, and coordination of various governmental audits. He is also responsible for negotiating contracts, risk management and insurance compliance; directing various IT initiatives; and overseeing the Human Resources Department.
As CFO, Mr. Akhtar manages HAKS' annual budget, improves financial operations and cash management by integrating various accounting systems into a unified financial management system, develops a project reporting system to monitor profitability and budget performance; established a centralized, unified banking system under one financial institution to increase control and draft security; and streamlines the overhead cost structure to reduce expenses.
Alberto Villaman, P.E.
Alberto Villaman directs the daily operations of HAKS' 675-person national and international offices. Most recently Executive Vice President and head of the Construction Inspection Department, Alberto is a skilled and versatile professional who has served in the positions of principal-in-charge, project executive, project manager, construction manager and resident engineer on some of the area’s largest infrastructure improvements. Since joining the firm in 2000, projects under his purview have included the $191 million NYCDOT design-build rehabilitation of the St. George Ferry Terminal in Staten Island, recipient of the 2014 ACEC NY Gold Award, the 2013 ASCE-Met Design-Build Project of the Year Award and the 2012 Municipal Engineers of New York Project of the Year Award. The NYSDOT $214 million Gowanus Expressway Emergency Repair received the 2016 ACEC NY Diamond Award and the ConnDOT $42.5 million I-95 Interchange 14 and 15/Route 1 Improvements received the Platinum Award in the same year.
Alberto has also led resident engineering inspection services for the $350 million Superstorm Sandy restoration of the Hugh L. Carey Tunnel for MTA Bridges & Tunnels; the $400 million Gilboa Dam Reconstruction and the $203 million activation of the Third Water Tunnel, both for NYCDEP; the $85 million Catenary Replacement on the New Haven Main Line for ConnDOT; the $28 million South Brooklyn Marine Terminal Infrastructure Rehabilitation for NYCEDC; and the $28 million Fulton Street Improvement project for NYCDDC.
Prior to joining the firm, he served as Engineer-in-Charge for the NYSDOT. He is a professional engineer in seven states and the District of Columbia.
Franco Balassone, P.E., CCM
New England Region
Franco Balassone is in charge of all operations and business development in Connecticut, Massachusetts and Rhode Island. He has more than 25 years of experience in marketing and managing construction services for high-profile and complex transportation projects.
Mr. Balassone led the third consecutive round of Connecticut bridge inspections, including the Arrigoni Bridge Inspection and Evaluation, which received the 2012 ACEC-CT Engineering Excellence Award, and the inspection and evaluation of gusset plate connections on the Gold Star Bridge, which received the 2011 ACEC-New York Platinum Award. Mr. Balassone also oversaw HAKS’ critical construction engineering and inspection services for the $85 million Catenary Replacement on the New Haven Main Line between Fairfield and Bridgeport, Connecticut, also for ConnDOT, and is performing the same role for the $78 million catenary replacement on two busy sections of the New Haven Line through the towns of Norwalk and Westport and then through Bridgeport and Stratford, a total of 11 miles.
Mr. Balassone is a professional engineer in 15 states and the District of Columbia.
Brian J. Novelline, P.E.
Massachusetts Regional Manager
Brian Novelline is a Senior Vice President with responsibility for all operations, marketing and business development efforts in the Boston/Massachusetts region. His experience includes 25 years of leadership in the New England/Northeast US markets with significant expertise in project and program management; engineering consulting and construction, sales, marketing, business and client development/management; strategic business planning and execution; contract negotiations and execution; compliance, risk/liability and safety control; new business roll-out/launch, start-up, turnaround, expansion, and M&A. Mr. Novelline has successfully managed and expanded business units for regional and national/international engineering consulting firms in the ENR Top 500.
He most recently served as the Vice President for the Northeast US for a national, multi-disciplined ENR Top 100 Firm, which provides services to both public- and private-sector clients, and includes horizontal and vertical construction projects. He began his career as an engineer for the Connecticut Department of Transportation and advanced through increasing managerial roles for industry-leading A/E/C firms.
Mr. Novelline has led multi-disciplined horizontal and vertical design and construction projects, working for federal, state, regional, and municipal public agencies, as well as private-sector owners, developers, and owner’s representatives. Project types have included infrastructure, utilities, roadways, and bridges; telecommunications; power and energy; commercial/office; institutional; biotech/biomed/lab/health sciences; K-12 schools; single- and multi-family housing; and mixed-use developments ranging in value from less than $100,000 to $14 billion.
Mr. Novelline is licensed as a Professional Engineer in Massachusetts, New Hampshire and Maine; holds a Massachusetts Construction Supervisor’s License – Unrestricted; and is Project Management Certification Program certified. He holds a Bachelor of Science degree in Civil Engineering from the University of Massachusetts/Amherst, Professional Certification in Telecommunications from Northeastern University, and has studied Business Management at Harvard University (Extension School).
SOPHIE BORESHE, P.E.
South Mid-Atlantic Regional Manager
Sophie Boreshe, PE, is in charge of operations, marketing and business development for our Maryland; Washington, DC; and Virginia operations. Her wide-ranging responsibilities include overseeing the firm’s construction management/inspection services for DC Water’s massive Clean Rivers Project, including work on the Anacostia River Tunnel and Blue Plains Tunnel CSO projects. Sophie’s diverse skills encompass program management, operations management, planning, environmental impact analysis, design, project management, contract administration, financial management and strategy formulation and evaluation.
Accomplishments during her 30-year career include Program Manager in the District DOT’s Transportation Operations Administration, where she managed a unit responsible for delivering technical services based on citizen requests. The responsibility areas of her team included traffic signals and lights, work zone safety, traffic calming and safety, and parking and traffic operations. During her tenure, response rate dramatically improved. As East Sector Business Manager for a large engineering services firm, she monitored the performance of all projects for 22 offices and reviewed and approved execution for all contracts in the sector. These offices worked on DOT projects in 12 states from New York to Florida. Early in her career, as Project Manager in ConnDOT’s Consultant Design Unit, she oversaw major infrastructure projects with a total construction value of more than $300 million.
Sophie has designed a variety of projects for numerous clients and jurisdictions, including the Connecticut, District of Columbia, Virginia and West Virginia DOTs, and performed environmental planning for the Pennsylvania DOT, the New Orleans Airport Authority and the Washington Metropolitan Area Transit Authority.
She holds an MBA from Georgetown University and a B.S. in Civil Engineering from Catholic University; is a professional engineer in the state of Connecticut; and has active memberships in the American Society of Civil Engineers, the American Society of Highway Engineers and the Women’s Transportation Seminar.
Raja Sekhar Nelapati
Raja Sekhar Nelapati has more than 28 years of professional experience in the fields of highways, bridge design, road safety, ash slurry pipeline construction, analysis of structures for over-dimensional consignment hauling, and implementation of resettlement and rehabilitation policies.
He has extensive experience in planning and execution, design, construction, maintenance, construction materials investigation, supervision of road and highway projects including projects funded by the Asian Development Bank, review of road safety management plans, and implementation of remedial safety measures.
He also has experience in coordinating teams of consultants and engineers from executing agencies, monitoring project progress, coordinating with different government agencies to resolve issues related to worksites, addressing contract-related issues, and implementation of resettlement and relocation action plan/land acquisition-related issues.
Prior to joining HAKS, Mr. Nelapati spent 15 years with the National Highways Authority of India in roles of increasing responsibility in locations such as Dharwad, Bengaluru, Chitradurga, and New Delhi; before that, he worked with the Government of Andhra Pradesh Roads and Buildings Department and the Vindhyachal Super Thermal Power Project in Madhya Pradesh. This included contracting, management, and monitoring of wide-ranging roadway and utilities construction and extensive slurry line pipework.
Mr. Nelapati holds a Bachelor of Technology degree with first class in Civil Engineering from the College of Engineering of Jawaharlal Nehru Technological University. He has also undergone professional training programs including contract supervision and management, orientation for highway engineers, executive development for highway and bridge engineers, project management, and finance; and attended various workshops on topics such as social development and involuntary resettlement for transport engineers and control of highways (land and traffic).
Lissette Miquel, P.E.
North Mid-Atlantic Region
Lissette Miquel is in charge of all operations, marketing and business development efforts in New Jersey, Pennsylvania and Delaware. With over 30 years of consulting experience in engineering, with an emphasis on Business Development and Marketing, she brings a wealth of knowledge and know-how to HAKS. She has served as Principal-in-Charge for HAKS’ construction supervision services for three contracts for the resurfacing of the New Jersey Turnpike; a construction inspection assignment for Route 35 improvements in Monmouth and Middlesex Counties; and for the New Jersey State Police Troop “D” Bloomfield Station, which received a 2015 ACEC New York Silver Award for Engineering Excellence.
Ms. Miquel is a Professional Engineer in New Jersey and New York and a member of numerous professional organizations, including serving as Chairperson of ACEC NJ.
Neyda Otero, AIA, LEED AP, BD + C
Florida Regional Manager
Neyda Otero, AIA, LEED AP, BD + C is responsible for the strategic growth of the Florida region, with oversight of operations, marketing and business development throughout the state. She brings to this position strong strategic management, facility/asset management, planning, budget control and construction delivery expertise. Her portfolio includes management of both large- and small-scale complex projects on active higher education and Pre-K to 12 school campuses and 20 years as a Uniform Building Code Inspector for public educational facility constructing.
She was most recently Vice Provost/Chief Officer of the Facilities Management Division at Miami Dade College, where she oversaw a staff of 120 and executed a college-wide capital improvement and deferred maintenance construction program totaling over $500 million consisting of new construction, remodeling and renovation projects. Neyda has successfully implemented and managed a $98 million capital improvement construction program, including $80 million of bond projects at two private school campuses, resulting in the delivery of more than 40 projects in a 12-year period.
She holds key roles in numerous trade associations—President-Elect of the Miami Chapter of the American Institute of Architects, Director of the South Florida Chapter of the US Green Building Council, Florida Educational Facilities Planner Association, Women in Architecture Committee, and the International Code Council.
Neyda earned a Bachelor of Architecture degree from the University of Miami, is a licensed architect in the state of Florida, a LEED AP, BD + C and a Green Classroom professional.
Shaikh Salman Ali Al Khalifa
Shaikh Salman Ali Al Khalifa is HAKS’ Regional Manager in Bahrain. He offers vast experience in the Bahrain real estate and development market, enabling HAKS to expand its international presence in the Gulf Cooperation Council’s booming construction industry and take advantage of its soaring real estate market. HAKS’ vast international experience, coupled with Mr. Khalifa’s regional knowledge and reputation, will have a major role in supporting the Kingdom of Bahrain’s strategic plans to build its infrastructure to meet the challenges at hand.
Mr. Khalifa holds a BA in Architectural Engineering from the Kingdom University of Bahrain. Additionally, he has considerable holdings in private and commercial real estate, and comes from a long line of property owners and developers.
RALPH SUAZO, P.E.
Ralph Suazo is highly skilled in administering, managing and supervising large-scale highway, bridge and architectural projects. He was most recently Vice President of the Construction Inspection Department and Resident Engineer for the massive $350 million, six-year Hugh L. Carey Tunnel Superstorm Sandy restoration and rehabilitation project. Ralph has managed many of the firm’s award-winning infrastructure projects for clients such as the New York State Department of Transportation, New York City Department of Transportation, New York State Bridge Authority, Nassau County Department of Public Works, MTA Bridges & Tunnels, New York City Transit, and the Connecticut Department of Transportation.
He joined HAKS in 2013 after serving as a New York Division Highway Engineer for the New York State Thruway Authority, with responsibility for the maintenance and upkeep of more than 100 miles of superhighway, including more than 50 interchanges, four service areas, six toll barriers, and four tandem and one commuter parking lot. He oversaw six highway sections comprised of more than 180 employees with an annual budget of $15 million. In a previous position as New York Division Construction Supervisor, he managed a number of complex capital improvement projects.
Ralph holds an M.S. in Engineering Management from the New Jersey Institute of Technology and is a Professional Engineer in New York.
Leonard J. Schneidt, P.E.
Leonard Schneidt has overall responsibility for planning and directing HAKS' Engineering Design services, including all regional operations. He brings over 40 years of leadership experience as a project manager, chief engineer, district manager and principal for major consulting firms in the New York metropolitan area. Mr. Schneidt has managed multi-disciplined planning and environmental assessments as well as preliminary and final design of projects comprising highways, arterial streets, transit and rail freight facilities. He has led HAKS’ work on the award-winning Harlem River Drive Ramps to RFK Bridge, the 150th Street LIRR Underpass, Betsy Head Memorial Park, Passerelle Pedestrian Bridge, Hylan Boulevard Bridges Rehabilitation, and Bronx Greenstreets.
Additional high-profile planning and design projects include the rehabilitation of the Roosevelt Avenue Viaduct and locked Bascule Span over the Van Wyck Expressway; the Mineola Grade Crossing Elimination project at Herricks Road; the Long Island Expressway/Sagtikos Interchange; the Myrtle Avenue Street Reconstruction and Plaza; the South Bronx Oak Point Rail Freight Link; the Route 9/I-84 Interchange in Fishkill, NY; and the local and national ACEC award-winning Peter Minuit Plaza and Bus Loop at the Whitehall Ferry Terminal in Lower Manhattan.
Mr. Schneidt is a member of numerous professional engineering associations, including ASCE and ACEC New York, and is a Professional Engineer in New York and New Jersey.
Mahmood Mohammed, P.E.
Mahmood Mohammed heads HAKS’ Bridge Inspection Department, which comprises over 30 inspection teams conducting more than 1,000 bridge and 700 ancillary inspections annually. His expertise has been instrumental in making HAKS one of the Northeast region’s premier bridge inspection and analysis firms.
Since joining HAKS in 1996, Mahmood served as inspector, assistant project manager and project manager prior to attaining his current position as Senior Vice President for bridge inspections. During this time, he has managed the inspection and evaluation of over 4,000 bridges and 3,500 ancillary structures, including major bridges like the Pearl Harbor Memorial Bridge (the first extradosed bridge in the U.S.) and the Walt Whitman Suspension Bridge. The biennial inspection of the Manhattan Bridge received the 2012 ACEC New York Platinum Award. Under his leadership, HAKS conducted the first-of-its-kind investigation/monitoring of the Gold Star Bridge, which received the 2015 ACEC New York Platinum Award. Many of his projects have been innovative and comprehensive structural inspections/evaluations of major regional bridges such as the Manhattan Bridge, which received the 2012 ACEC New York Platinum Award for Engineering Excellence.
Mahmood holds an M.S. in Structural Engineering from California State University and is a professional engineer in 10 states.
Alfred D. Barcenilla, Sr., P.E., P.L.S.
Land Surveying and Mapping
Alfred Barcenilla directs HAKS’ Land Surveying and Mapping Department, which performs major topographical, property line, right-of-way, utility, construction, design and control surveys employing state-of-the-art high-definition 3D laser scanning and subsurface utility ground penetrating radar equipment. Mr. Barcenilla has recently added cutting-edge Mobile LiDAR services to the firm’s portfolio.
As Chief of Survey, he has overseen survey and mapping services for 12 Critical Lower Manhattan, Queens and Brooklyn locations for NYCT; surveying work for Metro-North, LIRR and PANYNJ; 13 BMP locations at New Creek and Oakwood Beach Watershed in Staten Island for NYCDDC; On-Call Surveying Services for 13 school sites for SCA; a Term Agreement for Civil Design Services for NYCDPR; the proposed Cross-Harbor Rail Freight Tunnel Survey and East River Esplanade and Piers projects for NYCEDC, which received the ACEC-New York Diamond and Platinum Awards, respectively, for Engineering Excellence; and the 2013 Topographic/Boundary Surveying and Subsurface Utility Designating/Locating call-in contracts for PANYNJ.
His more than 40 years of surveying experience include serving as Director and Licensed Surveyor for the Bureau of Site Engineering in the NYCDDC and the former New York City Department of General Services. During his tenure, he managed and coordinated the Ground Zero survey monitoring and mapping for the 9/11 rescue, recovery and demolition phases.
Mr. Barcenilla is a professional engineer in New York and a Professional Land Surveyor in New York, Connecticut and Pennsylvania.
Paul N. Hoffmann
Paul Hoffmann has more than 20 years of experience overseeing special and progress inspections, construction management services, building compliance, and operations and construction monitoring. He has been instrumental in establishing HAKS’ reputation as a major firm of choice in the area of special inspections, which has become the firm’s fastest-growing sector. He developed the HAKS certification, licensing and training programs that deliver services to a host of governmental and private clients and created teams of multi-functional inspectors. Mr. Hoffmann also advises clients on New York City Department of Buildings issues, conflicts of interest and other areas of interest in regard to the Rules of Special Inspections.
Since joining HAKS, Mr. Hoffmann has managed more than $100 million of special inspection contracts, with representative construction values of over $3 billion. He has extensive experience working with public agencies and authorities in the New York market; in-depth knowledge of all relevant building codes, standards and ordinances, and inspector certifications; and significant experience in resolving complex construction compliance issues.
His project portfolio includes serving as Project Executive for SCA special inspections at more than 300 facilities throughout the city, with construction values in excess of $500 million; for special and monitoring inspections for PANYNJ for the entire World Trade Center site; for special and forensic inspections for more than 30 NYCHA locations, including community centers, apartment complexes and garages; for special inspections for the NYCEDC, with construction values in excess of $50 million; and for special inspections for DASNY. He is currently overseeing HAKS’ special inspection work on a platform over active LIRR tracks that will serve as the foundation for two high-rise office towers as part of the Hudson Yards redevelopment on Manhattan’s Far West Side.
Meryle A. Kaleda
Meryle A. Kaleda’s legal career has spanned over 25 years and included a wide range of legal experience, including litigation, insurance, risk management and construction. As General Counsel, Ms. Kaleda advises the CFO and senior management on all corporate legal matters pertaining to contracts, procurement, risk management, regulatory compliance, finance, human resources and employment, and safety. She reviews, drafts and negotiates contracts and other business agreements and provides insurance defense litigation oversight and insurance contract compliance supervision.
Prior to joining HAKS in 2014, Ms. Kaleda served as Associate General Counsel and Vice President for a New York City-based women/minority-owned professional design and construction firm. In this capacity, she advised the President/CEO and executive staff on all legal matters related to contracts, risk management, insurance, and employment; led the New York office Human Resources Department; and managed corporate health and 401(k) benefits. Earlier in her career, she served as in-house counsel for major insurance carriers as well as in private practice handling all phases of litigation, including jury trials, extensive substantive motion practice, and regular court appearances, and directed investigative and defense strategies in negligence, labor law and construction litigation cases.
Ms. Kaleda received her J.D. from Creighton University School of Law and a B.A. in History/Political Science from the College of Mount Saint Vincent. She is admitted to practice law in New York State and the Second District Court for the Southern and Eastern Districts of New York.
Yusuf Poonawala, P.E., F.ASCE
Yusuf Poonawala has more than 24 years of experience in the CM/A/E industry, serving both the public and private sectors nationally and internationally. Since joining HAKS, his many accomplishments have included establishing and managing the firm’s India operations for the development and construction phases of several highway projects for the National Highway Authority of India.
As head of marketing, Mr. Poonawala represents HAKS at public-sector, professional and industry organizations; plans, schedules and manages firm’s sales efforts; develops comprehensive annual business and marketing plans to ensure alignment of capture plans with corporate strategies; conducts strategic research in support of the firm’s designated market sectors to explore new markets; leads all go/no-go decisions; assesses each potential pursuit in regard to its ability to meet the firm’s strategic positioning and goals; ensures quality client submittals under stringent time constraints; and trains the management staff in the delivery of effective, winning presentations. His leadership skills and intimate understanding of client requirements has helped in achieving corporate sales and goals.
Mr. Poonawala takes time to give back to the industry and his local community. He is a Fellow of ASCE, and serves as a technical advisor on several neighborhood improvement committees.
Mr. Poonawala co-authored and presented technical papers early in his career that appeared in the ASCE Journal of Geotechnical Engineering. He is a professional engineer in New York and Connecticut with a background in geotechnical and structural engineering.
George Toma, AIA
George Toma joined HAKS in 2016 as head of the Construction Management Department responsible for oversight of the firm’s distinctive range of CM services, including program management, CM/design-build, constructability reviews, QA/QC, value engineering, and scheduling and project controls.
An accomplished senior manager, Mr. Toma was most recently Vice President of Construction Management for the New York City School Construction Authority (SCA). In this position since 2008, he led a 400-person department in the execution of the current (2015-2019) $12.8 billion capital plan, managing/overseeing the construction of more than 7,000 projects. In addition to the 18 new schools and additions opened in 2015, the SCA also opened 35 new universal pre-kindergarten centers across New York City and completed more than 500 capital improvement projects.
Prior to advancing to this position, he served as Chief Project Officer responsible for managing and directing all aspects of school construction and rehabilitation efforts from conception through completion within the boroughs of Brooklyn and Staten Island. An earlier position with MTA Bridges and Tunnels involved the management of multiple construction and design projects with a construction value of more than $190 million.
Projects under his purview will include emergency response programs for public agencies, CM as Agent for the New York City Housing Authority, On-Call Construction and Capital Security Projects for MTA-New York City Transit, and Harmon Shop Replacement, Phase V, for Metro-North Railroad.
Mr. Toma is an active member of the American Institute of Architects and the Construction Management Association of America, holds a Bachelor of Science in Architectural Engineering from Ain Shams University in Egypt, and is a registered architect in New York and New Jersey.
Francisco A. Ruela, AIA, LEED AP
Francisco Ruela’s 25-year career spans all phases of architectural design—programming/feasibility studies, new buildings/ additions/ alteration design, interior design/space planning, forensic assessment of building envelopes, ADA accessibility/life safety/code analysis, BIM and 3D conceptualization, sustainable design/LEED certification, condition assessments/building inspections, HVAC design, electrical design, plumbing and fire protection design, energy modeling/audits and asset management. He has taken HAKS into new markets and added staff to support high-profile assignments.
Mr. Ruela oversaw condition surveys that helped to restore public housing in storm-ravaged sections of the city in the wake of Superstorm Sandy; is overseeing architectural and surveying services for flood mitigation at 12 critical locations in Lower Manhattan, Queens and Brooklyn for NYCT; and A/E design services for fall protection for Con Edison facilities in NYC and Westchester County.
Mr. Ruela is serving as Principal-in-Charge/Project Director for HAKS’ capital improvement A/E contract with the SCA and a citywide Building Condition Assessment Survey. He is Project Architect for A/E on-call services for the NYC Department of Education’s school capital improvement program and for the firm’s joint venture pre-scoping design services for the Passerelle Pedestrian Bridge. He is also leading HAKS’ on-call architectural design and construction inspection contract with the New York State Thruway Authority and numerous contracts with the New York City Housing Authority.
Prior to joining the firm, Mr. Ruela managed architectural design for 21 new passenger stations for New Jersey Transit’s Hudson-Bergen LRT system; Newark Liberty International Airport Rail Station for PANYNJ and design of the New York Thruway maintenance complex at Interchange 17 in Newburgh.
Mr. Ruela is a registered architect in 10 states and the District of Columbia and is a LEED AP.
Alfonso R. Lopez, P.E.
Alfonso Lopez brings a 40-year career of high-profile experience to this position. As New York City Department of Environmental Protection (NYCDEP) Deputy Commissioner for the Bureau of Engineering Design and Construction, he managed a $2 billion annual capital improvement program; as Deputy Commissioner for the Bureau of Wastewater Treatment, he was responsible for operations and maintenance of New York City’s wastewater treatment system and management of the 1,900-person agency; and as Wastewater Facilities Operations Director, he oversaw all day-to-day operations for the city's wastewater treatment facilities.
Since joining the firm in May 2014, Mr. Lopez has been serving as principal-in-charge on all water and wastewater undertakings, including activities on the New York City Third Water Tunnel completion and commissioning, the Rondout-West Branch Bypass Tunnel, the Newtown Creek Wastewater Treatment Plant Upgrade, and the HAKS-led joint venture for the Gilboa Dam Reconstruction, the firm’s largest construction management assignment to date. Phase 3 of this project, the rehabilitation of the dam, was completed two years ahead of schedule and received a 2015 ACEC New York Gold Award for Engineering Excellence and a 2014 Concrete Industry Board New York Award of Merit.
Mr. Lopez is a professional engineer in the state of New York.
Richard T. Hallahan, P.E.
Quality Control and Material Testing
Richard Hallahan offers more than 35 years of experience in construction, materials inspection, special and controlled inspections, inspection monitoring, progress inspections, building assessments, and professional engineering services for facilities and quality control. He serves as Principal-in-Charge of HAKS’ Material Testing group and its state-of-the-art material testing laboratories in Ossining, NY and Bridgeport, CT. These labs are AASHTO/AMRL, CCRL and NIST/NVLAP accredited, and our Ossining location is NYCDOB licensed.
He is overseeing a 5-year term contract for batch plant inspections for all MTA Capital Construction and NYCT projects under construction; Post-Superstorm Sandy inspections in Staten Island, Far Rockaway and Coney Island for the NYC Rapid Repairs Program; material testing for SCA for projects with a combined construction cost of more than $250 million; and our Worldwide Technical Inspections and Concrete Quality Assurance contract for the NYCDEP—one of the largest and most complex material testing contracts in the industry. This 3-year, on-call contract could activate up to 150 NYCDEP locations throughout New York City as well as Westchester, Putnam, Orange and Ulster counties. He is also serving as QA/QC Engineer for HAKS’ first win in Massachusetts—a materials inspection and testing contract for MassDOT.
Mr. Hallahan is a professional engineer in New York and New Jersey.
Tarek Z. Khouri, P.E.
Tarek Khouri is Senior Vice President of our Environmental practice, which provides services to public- and private-sector clients such as developers, real estate property owners, asset investors, facility managers and city, state and federal agencies. Mr. Khouri brings to HAKS more than 20 years of invaluable experience in the real estate development, construction and engineering industries, and is adept at integrating environmental risk management with land use planning and sustainable development to meet the needs of clients and stakeholders in urban and rural environments. He most recently served as Vice President of a global engineering firm specializing in site/civil, geotechnical and environmental services.
Mr. Khouri has participated in and managed the remediation and reuse of contaminated properties and performed and overseen environmental investigations and remedial actions at petroleum and chlorinated solvent spill sites, fuel farms, refineries, and a variety of residential, commercial and industrial settings.
Mr. Khouri’s major involvement in U.S. projects includes LIRR/MTA East Side Access Project, Columbia University Manhattanville Expansion Project, New York Jets proposed Stadium at Hudson Yards, Bayside Fuel Oil Depot Corporation, Long Island College Hospital, New York Jets Training Facility at Florham Park, LCP Chemicals Superfund Site, and FAA Technical Center Area D Jet Fuel Farm. While overseas, Mr. Khouri managed a multitude of land development projects in Africa, France, Oman, Qatar, Saudi Arabia, UAE, and Lebanon. During his tenure as Managing Director of a waste management and recycling company in Qatar, he developed the business from a 65-person firm with revenue of $2 million to a 220-person firm generating in excess of $9 million in revenue. The company was the only sustainable waste management partner for the United Nations COP18 Climate Change summit.
Mr. Khouri is a licensed professional engineer in New York, New Jersey, Connecticut, Washington D.C., Maryland, Massachusetts, Pennsylvania, Rhode Island, Texas, Virginia and Lebanon.
Andrew Sandor joined HAKS in 2015 as Senior Vice President to direct firmwide business development initiatives. For the past 20 years, he has led business development and marketing efforts for several major New York City-based A/E firms. Mr. Sandor’s distinguished 35-year career includes overseeing and implementing business development/marketing strategies across various market segments and geographic regions, as well as serving as a key decision maker for strategic teaming. As a civil engineer, Mr. Sandor’s early career included work in construction and condition inspection, structural design and project management for a diversity of project types. His work during this time included a traffic study in the old Fulton Fish Market, a major rehabilitation and seismic upgrade of the Golden Gate Bridge, the rehabilitation of the Statue of Liberty and the design of the I-10 Covered Deck through central Phoenix, Arizona.
Mr. Sandor’s combined technical and business development acumen contribute to his ability to assemble quality teams, lead successful project pursuits and maintain professional relationships with clients, potential partners and subconsultants throughout the industry.
Mr. Sandor is an active member of ACEC in New York and New Jersey and has served on several agency subcommittees, including The Port Authority of New York & New Jersey, NJ Transit, the New York State Thruway Authority and the Dormitory Authority of the State of New York.


Water & Wastewater Treatment Plant and System Operator Job Description
Nature of the Work
Water is one of our society's most important resources. While most people take it for granted, it takes a lot of work to get water from natural sources-reservoirs, streams, and groundwater into our taps. Similarly, it is a complicated process to convert the wastewater in our drains and sewers into a form that is safe to release into the environment. Water treatment plant and system operators run the equipment, control the processes, and monitor the plants that treat water so that it is safe to drink. Liquid waste treatment plant and system operators do similar work to remove pollutants from domestic and industrial waste.
Fresh water is pumped from wells, rivers, streams, and reservoirs to water treatment plants, where it is treated and distributed to customers. Used water, also known as wastewater, travels through sewage pipes to treatment plants where it is treated and either returned to streams, rivers, and oceans, or reused for irrigation. Operators in both types of plants control equipment and monitor processes that remove or destroy harmful materials, chemicals, and microorganisms from the water. They also run tests to make sure that the processes are working correctly and keep records of water quality and other indicators.
Water and wastewater treatment plant operators operate and maintain the pumps and motors that move water and wastewater through filtration systems. They monitor the indicators at their plants and make adjustments as necessary. They read meters and gauges to make sure that plant equipment is working properly. They take samples and run tests to determine the quality of the water being produced. At times, they may adjust the amount of chemicals, such as chlorine and fluorine, being added to the water.
The specific duties of plant operators depend on the type and size of the plant. In a small plant, one operator may be responsible for maintaining all of the systems. This operator would most likely work during the day and be on call during nights and weekends. In medium-size plants, operators may work in shifts to monitor the plant at all hours of the day. In large plants, multiple operators work the same shifts and are more specialized in their duties, often relying on computerized systems to help monitor plant processes.
Occasionally, operators must work during emergencies. Weather conditions may cause large amounts of storm water and wastewater to flow into sewers, exceeding a plant's capacity. Emergencies also may be caused by malfunctions within a plant, such as chemical leaks or oxygen deficiencies. Operators are trained in emergency management procedures and use safety equipment to protect their health, as well as that of the public.
Both tap water and wastewater are highly regulated by the U.S. Environmental Protection Agency. Plant operators must be familiar with these regulations and ensure that their high standards are met. Operators are also responsible for keeping records that document compliance and for being aware of new regulations that are enacted.
Water and wastewater treatment plant and system operators work both indoors and outdoors and may be exposed to noise from machinery and to unpleasant odors. Operators' work is physically demanding and often is performed in locations that are difficult to access or unclean. They must pay close attention to safety procedures because of the presence of hazardous conditions, such as slippery walkways, dangerous gases, and malfunctioning equipment. As a result, operators have a higher-than-average occupational injury rate.
Plants operate 24 hours a day, 7 days a week. In small plants, operators may work during the day and be on call in the evening, at night, and on weekends. Medium-size and large plants that require constant monitoring may employ workers in three 8-hour shifts. Because larger plants require constant monitoring, weekend and holiday work is generally required. Operators may be required to work overtime.


Field Operations Manager
Lowcountry Regional Water System is seeking to fill the position of: Field Operations Manager
Under limited supervision, is responsible for the maintenance and daily operation of the Lowcountry Regional Water System's water distribution system and wastewater collection systems. This includes water distribution and wastewater collection facilities in Hampton, Brunson, Gifford, Varnville and Yemassee. This includes underground water distribution and wastewater collection systems in Hampton, Brunson, Varnville, Gifford and Yemassee as well as water booster pump stations, water reservoirs, and sewage lift stations in these municipalities. This position is responsible for providing direction and supervision to LRWS water distribution and wastewater collection staff and must be capable of leading the combination of operations for all of the water distribution and wastewater collection systems and facilities. Is responsible for implementing existing plans and proposed improvements to make LRWS distribution and collection facilities sustainable for financial and regulatory compliance. The Water Distribution and Wastewater Collection Supervisor is also responsible for ensuring compliance with all jurisdictional agencies with authority over water distribution and wastewater collection systems in South Carolina. The forecasted staffing level is 4 or more regular full time employees or contractors. The supervisor will be responsible for administering the financial resources within the budget for the water distribution and wastewater collections systems and facilities. Is responsible for providing input regarding the water distribution and wastewater collections systems budget annually. The supervisor is responsible for the efficient operation of the water distribution and wastewater collection systems and facilities. The Water Distribution and Wastewater Collection Supervisor is the Operator of Record for the water distribution and wastewater collection system and facilities and ensures SCDHEC compliance in all aspects of Water Distribution and Wastewater Collection. The supervisor will be directly responsible for assisting the General Manager in achieving compliance regarding Water Distribution and Wastewater Collection systems and facilities. Reports to the General Manager of the LRWS.
ESSENTIAL JOB FUNCTIONS
Provides timely and accurate communications to the leadership of LWRS with respect to operational and regulatory issues.
Is responsible for compliance and communications with applicable regulatory agencies regarding the water distribution and wastewater collection system and facilities.
Oversees the coordination and operation of all systems and facilities to achieve and maintain regulatory compliance.
Proposes and develops policies and procedures for the systems and facilities.
Develops capital improvement plans.
Reduces unaccounted-for water.
Interacts with engineering firm.
Coaches and motivates staff members and hourly employees as needed.
Obtains maximum utilization of staff by clearly defining duties, establishing performance reviews, and recommending competitive salary structure.
Monitors and keeps informed of current trends in the field of water distribution and wastewater collection including legislation, court rulings, and professional practices and techniques; evaluates their impacts and recommends changes in policies and procedures accordingly.
Exercises initiative and judgment to ensure water distribution and wastewater collection facilities are operated safely in accordance with the State and Federal regulations.
Exercises tact and courtesy in contact with public officials, developers, contractors, and the general public.
Schedules, instructs, assigns, reviews, and plans the work of others.
Maintains standards, coordinates activities, selects new employees, acts on employee problems, recommends and approves employee discipline, and recommends employee discharge.
Reviews the work of subordinates for completeness and accuracy; evaluates and makes recommendations; offers advice and assistance as needed.
Coordinates and participates in department training.
Analyzes department schedules and workload; prepares schedules to ensure optimum productivity and efficiency.
Develops and administers the department budget, ensures effective and efficient use of budgeted funds, personnel materials, facilities and time.
Evaluates water distribution and wastewater collection operations and service needs and formulates plans to meet those needs in accordance with applicable laws and regulations; works with engineers and contractors in the design and implementation of system improvements.
Procures department supplies, tools, equipment and vehicles; develops specifications for new equipment and vehicles as needed.
Coordinates the use of available equipment, materials and personnel to obtain maximum cost effectiveness and efficiency.
Coordinates repairs to equipment and systems; ensures proper maintenance of facilities.
Verifies that required records are properly maintained as required by DHEC regulations.
Inspects department operations for compliance with applicable policies, procedures, laws, regulations, contracts, permits, and standards of quality and safety. Gives technical advice and assistance to coworkers and subordinates.
Prepares reports as required by regulatory agencies and for managerial decision making and reporting purposes.
Coordinates department activities with other departments and agencies as appropriate.
Receives and responds to inquiries, complaints and requests for assistance from customers and the general public regarding LRWS.
Performs general administrative/clerical duties as required, including but not limited to preparing reports and correspondence, conducting and attending meetings, reviewing mail and literature, entering and retrieving computer data, copying and filing documents, etc.
Attends meetings, training, conferences, seminars, etc., as appropriate to maintain knowledge of current legislation, trends and technology in public utility operations and administration.
Develops and implements the proposed business processes required for the LRWS.
MINIMUM TRAINING AND EXPERIENCE
Requires an Associate’s degree, or specialized vocational training, or a combination of education and experience equivalent with a minimum of 6 years of experience in water/wastewater collection or local government or business. Four years’ of experience in a leadership role, supervisory or managerial position is desired. Must possess a valid South Carolina Driver's License. Must maintain a safe driving record.
Must possess a SC Water Distribution System Operator Class C license and a WEASC Wastewater Collection System Operator Class C license and the ability to obtain within 2 years of hire date: SC Water Distribution Operator Class B, WEASC Sewer Collection System Operator Class B, SCDHEC Backflow Inspector Tester License, OSHA Competent Person, SCDHEC OM Class 3 Asbestos Pipe Worker, and FEMA NIMS Certifications 100,200,300,400,700 and 800
This is classified as a Safety Sensitive Position and may require a Pre-Employment Drug Test and random Drug Testing throughout employment with LRWS.
Low Country Regional Water System is an Equal Opportunity Employer. We consider applicants for all positions without regard to race, color, religion, sex, national origin, age, or veteran status, the presence of a non-job related medical condition or handicap, or any other legally protected status.


Who is responsible for the project?
Region Gävleborg has been appointed by the Swedish Transport Administration to carry out the project. A section of the E16 has been made available by the Swedish Transport Administration, for a two year demonstration period. The project includes submission of a report to the Swedish Transport Administration, describing the knowledge and experience gained, as well as the conditions for future road electrification.
What happens in the project?
Under the project, a 2km long demonstration stretch will be constructed, where two trucks will drive for two years, to see how well the system works with normal traffic, under different weather conditions.
Who is financing the project?
The project is financed with SEK 77 mn from Vinnova, the Swedish Energy Agency and the Swedish Transport Administration, and around SSEK 48 mn from Siemens, Scania and local businesses.
Didn't find the answer you were looking for? Contact Magnus Ernström,firstname.lastname@example.org


The recent demolition of the twin towers in NOIDA was a landmark step in India toward fighting corrupt construction officers and builders and illegal construction. Supreme Court ordered the demolition of these properties as they failed to comply with various technical building standards and were unsafe for residing. These laws and standards were based on ‘certain determinants’ which vary from country to country. Through this article, we seek to highlight the Indian position and further reflect upon global construction laws. The scope of the laws would be limited to those discussed in theSupertech Twin Tower Case.
Supertech Twin Towers- Indian Position on the Construction Laws
NOIDA’s first lease deed was executed on 16 March 2005. An area of land measuring 48,263 sq. Meters to M/S Supertech Limited in Sector 93-A situated at Plot no. 4 for the development of the Emerald Court Group Housing Society, by the name of Emerald Court. A Possession Certificate was issued on 17 March 2005. Further, they sanctioned the building plan for the construction of Emerald Court consisting of fourteen towers, each with the ground and nine floors (G + IX), and a supplementary lease deed was executed by NOIDA in favour of M/S Supertech Limited for an additional land area of 6556.51 sq. Meters in the same plot of land. In addition to the existing sanctioned land under the first lease deed, the total leased area increased to 54,819.51 sq. Meters. After that, another possession certificate was issued concerning the additional land. NOIDA then sanctioned three revised plans, resulting in the construction of additional towers and an increase in the height of the towers for Emerald Court, by which two additional floors were added to the already sanctioned floors in the original fourteen towers, thereby bringing all of them to ground and eleven floors (G+XI). Furthermore, additional buildings were also sanctioned, namely: 1) Tower-15 a residential tower, 2) Tower-16 a cluster of wings including one wing on the ground and eleven floors and three wings on the ground and four floors, and 3) a shopping complex comprising of ground and first floor.
The Resident Welfare Association of Emerald Court challenged the revised plans on the grounds of the construction of Tower 16 and Tower 17 and the increase in their heights from 24 floors to 40 floors. In such a state of disarray, the Resident Welfare Association terminated the validity of the revised plans for the construction of Tower 16 and Tower 17under the following violations:
1. Violation of the distance requirement under building regulations:
According to the revised sanctioned plan, a 9 Meters distance was to be maintained between Towers 1 and 17 at the ground level and had to be connected through a frame at the upper level of floors.NOIDA Building Regulations, 2006 (NBR, 2006) states that the distance between two adjacent towers should be at least half of the tallest building. M/S Supertech claimed that Towers 2 and 17 formed a part of a single building block and so was the case with Towers 1, 16, and 17, therefore, there was no need to maintain the distance regulations.
The Court stated that a developer does not have the right to define the expression “building block”. If they do, it defeats the purpose of regulations to maintain minimum distances, including the health, safety, and quality of life of flat buyers at the mercy of developers. The construction of Towers 16 and 17 was approved under the second revised plan sanctioned under NOIDA Building Regulation 2006. At that time, the height of these towers was meant to be 73 Meters, while the height of other towers, including Tower 1, was meant to be 37 Meters. The minimum distance between Tower 17 and Tower 1 should essentially be 36.5 Meters. On the contrary, the actual distance between these two towers constructed was only 9 Meters violating all regulations and endangering the livelihood of the flat buyers. Therefore, the court held that the second revised plan infringes the NOIDA Building Regulations 2006. Court also noted that the expression “building block” was not defined under the NOIDA Building Regulations 2006.
In the third revised plan, the height of towers 16 and 17 was increased to 121 Meters. Under theNOIDA Building Regulations 2010, the spacing between a building of a height of 121 Meters and another building would be 16 Meters. Thus, the distance between Tower 1 and Tower 17 should have been 16 Meters. Consequently, the Court realised that the third revised plan was also in violation of the NOIDA Building Regulations 2010. This regulation provides for an exception to the 16 Meters minimum distance requirement if the building blocks have dead-end sides facing each other and since the phrase, ‘dead-end side of the block’ was not defined anywhere, the Court interpreted its meaning in terms of the phrase ‘dead-end side of the block’.
Court also refused to accept the contention that only habitable rooms with egress (that is, windows or balconies) will fall outside the ambit of the ‘dead-end side’ of the buildings. NOIDA Building Regulations 2010 (NBC, 2010) did not provide any indication to classify habitable and non-habitable rooms in the context of the phrase ‘dead-end side’.
National Building Code, 2005 (NBC, 2005) prescribes the maintenance of open spaces for buildings above the height of 10 Meters. It was discovered that the minimum open space around Tower 17 should have been 20.45 Meters as opposed to the actual 9 Meters between Tower 17 and Tower 1. Therefore, the second and third revised plans were also not in accordance with National Building Code 2005 (NBC, 2005).
M/S Supertech requested to file for aNo Objection Certificate for the construction of Tower 16 and Tower 17. Further, the Chief Fire Officer issued a temporary fire NOC stating that Supertech will have to make arrangements for fire safety compliant with the regulations of NBC 2005. The act also states that as a whole, the side and rear space around the building must be 16 Meters. The distance between Tower 1 and Tower 17 was only 9 Meters, which was less than the required 16 Meters. Therefore, given that the rear distance requirement under NBC 2005 was not complied with, the temporary fire NOC given by the Chief Fire Officer stood automatically cancelled.
2. Consent of Flat Owners:
Residential Welfare Association of the Emerald Court contended that the sanction plan could not have been revised without the consent of the flat purchasers in the original fifteen towers. In terms of the third revised plan of 2012, the height of Tower 16 and Tower 17 was sought to be increased from 24 to 40 floors. Conclusively, the total number of flat purchasers increased from 650 to 1500. This was a reduction of the undivided interest of the existing purchasers in the common areas. The garden area in front of Tower 1 was also encroached, thereby from the representation that had been made to the flat owners at the time when they purchased the apartments in Tower 1. All this was done without seeking the consent of the flat owners, which violated the provisions of the 1975 Act and the 2010 Act.
Lastly, Supertech argued that the consent of each flat owner could not be taken, and it had to be taken from the Resident Welfare Association (RWA), which came into existence only in October 2013, while the third revised plan was already sanctioned in 2012. The Court found this factually incorrect. The RWA, in actuality, came into existence in 2009 when the first set of apartment buyers moved in.
3. Collision and Illegal Construction:
The Court noted that the record of the instant case was replete with instances that highlight collusion between the officers of NOIDA with Supertech and its management. It was observed:
“The case has revealed a nefarious complicity of the planning authority in the violation by the developer of the provisions of law.”
Further, the Court observed that while the availability of housing stock, especially in metropolitan cities, is necessary to accommodate the constant influx of people, it has to be balanced with two crucial considerations ─ the protection of the environment and the well-being and safety of those who occupy these constructions.
The Court was of the view that once it was determined that sanctioned plan for Tower 16 and Tower 17 breached NBR 2006, NBR 2010, NBC 2005, the 1975 Act, and the 2010 Act, it became the Court’s duty to take stock of the violation committed by Supertech in collusion with NOIDA. Therefore, the Supreme Court confirmed the directions the High Court gave, including the order of demolition of Tower 16 and Tower 17 of Emerald Court and for sanctioning prosecution against officials of Supertech and NOIDA.
Application of the International Building Code in the United States of America
The USA is a federal state. Each state has its own building and construction regulations. Some follow their local regulations but quite a few of them have incorporated theInternational Building Code, 2021 (IBC, 2021) into their legal systems with certain elements of local laws.States that have adopted the IBC are California, Colorado, Florida, Georgia, Hawaii, Idaho, Illinois, Kansas, Maryland, Minnesota, Montana, Nebraska, Nevada, New Jersey, New York State, North Dakota, Oregon, Puerto Rico, South Carolina, Utah, Washington, and Wyoming.” This segment of the paper will analyse the laws which were in violation in the ‘Super Tech Twin Tower Case’ in the light of the legal position in the United States of America (USA).
The Supertech Case included the application of the following laws broadly: (i) Maintenance of open space areas, (ii) Laws regarding the height of buildings, and (iii) Legislations concerning space between the buildings and fire safety norms. We shall see one by one how these laws are incorporated under the IBC, 2021.
- Maintenance of open space areas:
Connecting buildings with public ways or yards is compulsory under the IBC. This open space will be measured in accordance with Section 507.2. Under Indian laws too, the maintenance of open spaces is compulsory for buildings above the height of 10 meters. “However, under IBC, this open space can be reduced in some circumstances, that is when they comply with the following conditions mentioned under section 507.2.1.These conditions include that the reduced width of the open space shall not be more than 75% of the perimeter of the building, exterior walls facing the width reduced must have 3 hours or more fire resistance rating and the exterior wall facing the reduced width shall have opening protectives.”
- Laws regarding the height of buildings:
As perSection 503 of IBC, the height of a building, number of storeys, and the building area would entirely depend upon the “type of construction”. There are five types of construction given underSection 602. This classification isbased on the ‘building element’ or, in simpler words, the type of construction materials used to construct the building and fire resistance ratings. “Type I and Type II include all those structures wherein building elements are ‘non-combustible’. Type III involves those structures where the exterior walls are made up of ‘non-combustible materials.” Similarly, there are two other categories, i.e., Type IV and Type V. Based on this type of construction, the height of the building and number of storeys can be determined, as is provided underSection 504.
- Legislations concerning the distance between the buildings and fire safety norms:
The rationale for mandating space between buildings is to prevent the spread of fire, maintain the privacy of the users, and other safety reasons. “The space or distance between the exterior walls of two buildings, number of openings in the exterior walls, projections, and their ‘occupancy group’ determines the fire resistance rating of the exterior walls.” For example, if a building occupies more than 500 persons, has a greater number of openings such as windows, has ample balconies (projections), and is located very near to another building, then the fire resistance rating of such a building would be more. It will have to comply with strict and high fire resistance standards. However, if the fire separation distance between the two buildings is sufficient, the builder is not required to maintain a greater fire resistance rating. The technicalities concerning the number of projections, openings, their measurements, occupancy group, and the distance between two buildings are provided in a very detailed manner underChapter 7 of the IBC, 2021.
In India, the laws for space between buildings pretty much depend on the height of towers and fire safety norms. As opposed to this, under IBC, in accordance with the distance between two buildings and other components discussed above, the fire resistance ratings must be complied with. Under Indian laws and as we saw in the Supertech case, if the height of the buildings is increased, the distance between them also has to be revised. Under IBC, the height of a building is dependent on a different factor, that is, “type of construction”.
One of the other important issues under the Supertech case was whether the three buildings adjacent to each other but part of the ‘same building block’ will have to comply with the space requirements or will be considered ‘one building’ and be exempted from the space requirements. The Court held that these buildings have to comply with the space requirements between two buildings. “UnderSection 503.1 of IBC also, there is a clear mention that the portions of the tower which are separated by more than ‘one fire wall’ shall be considered to be a separate building. Additionally, underSection 1604.5.1, it is stated that if buildings have portions or areas which are structurally separated, then they will be considered separate structures and not a part of one building.” Therefore, it is clear that ‘structural separation’ and ‘separation through fire walls’ can be a few of the determinants under IBC to understand if the concerned structures are part of the same building.
Another substantial claim by the petitioner in the case was that since the towers facing each other had ‘dead end sides’, they would not have to adhere to the space requirements. Under the IBC, there is no test for determining space between buildings. However, based on the space between two buildings, occupancy, and openings and projections in the exterior walls, the fire resistance rating of walls is calculated. So, since the law already considers the openings and projections in the walls, which can be a reason for the spread of fire, a separate provision that encompasses those situations where buildings have ‘dead end sides’ becomes optional or discretionary. The reason for such a claim is that when the buildings do not have any openings or projections (have dead-end sides), the IBC would automatically subject the building to lower fire resistance ratings. Therefore, there would not be a need to alter the space between the buildings.
Under IBC, the case would be that if the building plan is altered and the space between two buildings is reduced, the builder might have to comply with additional fire safety requirements to prevent the spread of fire due to increased proximity between the structures. This is a very different position from India. The act of demolition occurred in India due to non-compliance with the height, the distance between two buildings, and open space requirements. However, in the states that follow IBC, this demolition may occur due to non-adherence to fire safety norms.
It is pertinent to indicate that some states have local legislations too, which explicitly mentions the space requirements between two buildings, such as theNew York City Zoning Resolution which specifies the standard minimum distance between buildings. The technicalities of minimum distance under this resolution depend entirely upon the openings present on the exterior wall and the height of the building. “For example, if the height of a building is over 50 feet and the adjacent properties have windows facing each other, the minimum distance is 60 feet. But, if the adjacent properties do not have a window facing each other and the exterior walls face each other, the minimum distance is 40 feet.” Therefore, depending on the local legislation, many states might have to vary from the IBC, 2021. Although the construction standard remains the same in general, some technicalities may be added by respective states, and if these standards are not complied with, it might become a reason for the demolition of properties under local laws.
Application of Laws in England and Wales, the UK
The legislation for construction and buildings for the purpose to analyse the Supertech case is given underBuilding Regulations, 2010 andDevelopment Management Standard No. 1. As per Building regulations, 2010, any building work must be done in accordance with Regulation 7 and Schedule 1 of Building Regulations, 2010. We will analyse legal provisions along the lines of (i) Maintenance of open space areas, (ii) Laws regarding space between the buildings, and (iii) Legislations concerning fire safety norms.
- Maintenance of open space areas:
Under theDevelopment Management Standards, the open spaces are referred to as ‘Amenity Spaces’, which means spaces for public use or recreational activities. The area of these spaces depends upon the area of flats or housing they are attached to, daylight, and privacy. “The minimum depth of a garden attached to two houses or flats facing their back is 22 meters which means 11 meters must be the depth of each garden. The area of this garden is also stipulated under the code, which depends on the area of the flat. This provision also takes care of the fact that the garden areas are not overshadowed by adjoining properties.”
- Laws pertaining to space between the buildings:
“A minimum distance of 22 meters must be present between two buildings having two storeys or less. In case the building has more than two storeys, the distance will be increased accordingly. North facing windows in the flats should be refrained from being constructed as the users would not be able to get proper sunlight. It will be interesting to note that the 22 meters gap or the stipulated gap between the building structure has ‘no permitted development rights’. Many situations are given under the statute according to which the builder has to maintain distance from the adjacent properties.
- Legislations concerning fire safety norms:
“As per Regulation 7(2) ofBuilding Regulations, use of combustible materials on the exterior walls of the building is not allowed, and if the building height is 18 meters or more, then it is strictly prohibited to prevent the spread of fire. Furthermore, as per Schedule 1, internal linings must be used inside buildings, or buildings must be divided further in a manner that resists fire.Clause B4 of Schedule 1 mentions that the building should be strong enough to withstand fire for a reasonable period and prevent its spread over adjacent properties.”
As per Indian laws, the open space around buildings is maintained to avoid the spread of fire. However, under the Development Management Standards, these open space requirements are to ensure sufficient space for recreational activities, privacy, and daylight specifically. That does not mean that England and Wales do not have their fire safety norms. Although these fire safety norms do not specify the distance that is to be maintained between two buildings or flats to avoid the spread of fire, they do mention that construction must be in a manner that buildings can be stable during a fire and do not spread to adjacent properties. There are no specific technical standards mentioned under the law as opposed to Indian law.
Additionally, under Indian law, as discussed above, the buildings in the ‘same building block’ will not be considered as one and, therefore, be exempted from the distance maintenance requirement under NBR, 2010. The same is true for laws in England and Wales.Clause B3 of Schedule 1 mentions that a house and a semi-detached house on a terrace would be considered two separate structures. Similar laws would also apply to buildings. It can also be interpreted that if two high-rise buildings very close to each other, they may cause the spread of fire, thereby violatingClause B4 of Schedule 1. Therefore, it will be fair to indicate that the position of England and Wales is the same as that of India on this issue.
With respect to demolition, if the authorities find the buildings in England or Wales to be ‘dangerous’, the builder is either ordered to take action to remove such danger or, if he so elects, to demolish the property. Demolition is the last recourse; the court will either put penalties on the builder or give him reasonable time to adhere to the Building Regulations. In his failure to achieve the standards ordered, the court may order the demolition of the dangerous structure as perSection 77 of the Building Act, 1984.
It is clear how the laws in various jurisdictions differ. The laws in India require a minimum distance between buildings to avoid the spread of fire, and that in the USA is known as the ‘fire separation distance’. However, since there are no standards given under the IBC, 2021, for maintenance of fire separation distance, there exist local laws. As opposed to this, in England and Wales, the main provision only specifies that the distance between buildings must be such that the spread of fire is avoided. More importance has been given to things like privacy, daylight access, etc., apart from the fire spread behind the space requirements. It is also to be noted that the space requirements in England and Wales are in favour of the occupier. In contrast, construction laws in India and USA are pretty much in favour of the builder in that sense.
The authors assume no responsibility or liability for any errors or omissions in the content of this blog. The information contained in this blog is provided on an “as is” basis with no guarantees of completeness, accuracy, usefulness or timeliness.
About the Authors
Ms. Sukanya Raha is working as an in-house Counsel and legal executive at PS Group.
Ms. Kopal Kesarwani is a 4th year law student at Jindal Global Law School, and is an Associate Editor at IJPIEL.
Managing Editor: Naman Anand
Editors-in-Chief: Hamna Viriyam and Muskaan Singh
Senior Editor: Aribba Siddique
Associate Editor: Kopal Kesarwani
Junior Editor: Nupur Barman
Preferred Method of Citation
Sukanya Raha and Kopal Kesarwani, “Demolition of the Super Tech Twin Towers vis a vis Global Construction Laws” (IJPIEL, 28 September 2022)


For anyone pursuing fiber optic technician training, this article will help inform you about the basic guidelines in the placement of fiber optic cables in various indoor and outdoor set ups. In general, fiber optic cable can be installed with many of the same techniques used with conventional copper cables.
These apply to any type of cable installation:
- Survey the site;
- Develop a pulling plan;
- Follow the SOP;
- Do not exceed cable minimum bend radius;
- Do not exceed cable maximum recommended load; and
- Document what you did.
Survey the Site
The reason you need to do a site survey is to recognize situations in need of special attention. For example, physical hazards, such as high temperatures or operating machinery should be noted and the cable route planned accordingly. If there are questions regarding local building codes or regulations, they should be addressed to the authorities, such as the fire marshal or city building inspector.
Develop a Pulling Plan
A cable pulling plan should communicate the points noted during the site survey to the installation team. These include the logistics of cable let-off/pulling equipment, the location of access points, splice locations and the specific responsibilities of each member of the installation team.
Follow the SOP
Because fiber optic cable is sensitive to moisture, the cable end should be covered with an end cap, heavy tape or equivalent at all times. The let-off reel must never be neglected during a pull because excess or difficult pulls, center-pull or back feeding techniques may be employed.
Do Not Exceed Cable Minimum Bend Radius
Fiber optic cable has an installation minimum bend radius value. During cable placement, it is really crucial that the cable not be bent to a smaller radius. After the cable has been installed, and the pulling tension removed, the cable may be bent to a radius no smaller than the long term application bend radius specification.
Do Not Exceed Cable Maximum Recommended Load
While fiber optic cables are tougher than copper cables, it is still important that the cable maximum pulling tension not be exceeded during any phase of cable installation. In general, most cables designed for outdoor use have a strength rating of at least 600 lbs. Fiber optic cables have a maximum recommended load value if intended to be used long term. After cable placement is complete the residual tension on the cable should be less than this value. For vertical installations, it is recommended that the cable be clamped at frequent intervals to prevent the cable weight from exceeding the maximum recommended long term load.
Always Leave Something Extra
Always leave extra cable at the beginning and at the end of the cable run. Also, extra cable should be placed at strategic points such as junction boxes, splice cases and cable vaults. Extra cable is needed in case cable repair or mid-span entry is required.
Document What You Did
Good record-keeping is crucial in any project. This will help to ensure that the cable plant is installed correctly and that future trouble shooting and upgrading will be simplified.


As a high-grade building decoration material, stone is widely used in interior and exterior decoration design, curtain wall decoration and public facilities construction. The stones commonly found on the market are mainly divided into natural stone and artificial stone and marble.
Natural stone is divided into slate and granite according to its physical and chemical properties. Artificial stone is divided into terrazzo and synthetic stone according to the process. The terrazzo is forged from cement, concrete and other raw materials; the synthetic stone is made of natural stone gravel as raw material, and is pressed and polished with a binder. The latter two are made by hand, so the strength is not as high as natural stone. Stone is a high-grade product of architectural decoration materials. Natural stone is roughly divided into granite, slate, sandstone, quartzite, volcanic rock, etc., such as Quartz Stone For Dining Table which is common in daily life. With the continuous development and advancement of technology, the products of artificial stone are constantly changing, and the quality and beauty are not inferior to natural stone. With the development of architectural design, stone has already become one of the important raw materials for construction, decoration, roads and bridge construction.
Then we can usually see that articles made of stone, such as furniture, usually turn into rust yellow. What is the reason? Black Color Quartz Stone Manufacturer will come to tell you why.
Generally, the genesis of rust yellow can be discussed from three aspects. First, the original material (ie, the stage of stone formation) itself contains the substrate rust yellow which occurs in unstable iron minerals. Second, the improper treatment in the stone processing process; Third, the rust of the accessories after installation. The following is a description of each of the above three aspects.
First of all, the stone may have primary rust yellow. There are iron-containing minerals in the interior of marble, such as iron carbonate, iron sulfide, iron silicate minerals, etc., which have been detailed in the previous chapters. Generally, iron-bearing minerals are more stable with iron-silicate minerals, and iron sulfide is the least. Stable, therefore, unstable iron sulfide can be said to be the cause of the largest rust yellow pollution on the stone surface. In addition, although the biotite is more stable than iron sulfide, it may be oxidized and rusted to form limonite (Fe203, mH20) under the action of acid and water for a long time. The contaminated stone forms rust yellow, and even expands due to rust. When the layers are peeled off, rust yellow is formed in the stone, and even if the volume expands due to rust, the layers are peeled off, thereby forming a small pit on the surface of the stone.
Secondly, the rust yellow caused by improper stone processing procedures, mainly:
1. When the original stone is cut by steel wire sawing, the surface of the stone may not be cleaned due to residual steel sand, and after the action of water vapor, rust spots are formed. In general, after the stone is ground and polished, the rust spots usually do not occur again.
Second, the stone is pickled after being cut, and the residual acid substance causes the accelerated oxidation of the iron-containing mineral of the stone. Stone hanging accessories pollution
When the stone is installed by the wet reinforcement method or the dry method, the iron fittings are rusted and spread to the surface of the stone to form rust yellow. The reason for the rust yellow is that the stone itself contains unstable iron-containing minerals, or the foreign rust penetrates into the surface of the stone due to moisture to cause rust yellow.
Therefore, reducing the moisture content of the stone can avoid the occurrence of stone rust yellow, and the preventive measures are as follows:
Black Color Quartz Stone
First, the stone before the installation, the protection of the application, to prevent water intrusion into the slate, to avoid iron oxides and water, oxygen in the air oxidation reaction caused by rust yellow.
Second, when cleaning the stone, avoid using acid-containing detergent to clean, because the acidic substance is easy to dissolve the stone iron mineral, and then further react with water and air to cause rust yellow.
Third, when the stone is installed by the dry method, the stainless steel holding parts should be carefully selected to avoid the hanging pieces, and the rust will spread to the surface of the stone to form rust yellow. After the decoration of the stone saw wear, the reprotectant should be applied - times to prevent the rust yellow from spreading to the surface and forming pollution.
The above is about how to avoid rust yellow in stone, I hope to help everyone. In addition, if you have a need for stone, you can contact us, we as a stone company, can provide you with a variety of stone including Black Color Quartz Stone, welcome your purchase.


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Toilet unblocking can be an unpleasant and sometimes difficult task.
At Jetclear Drains we have experienced engineers to repair all above and underground drainage problems, from collapsed sewer pipes to root ingress. All drains are repaired.
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This is a research project intended to explore algorithms and techniques for extracting Hydrographic features (rivers, watersheds, ponds, pits, etc.) directly from LiDAR data without first converting the LiDAR point cloud into raster data.
A new algorithm and associated software tools are presented for the purpose of extracting watershed hydrography directly from light detection and ranging (LiDAR) data. LiDAR data are typified by high density point measurements of terrain. The current state
of the science requires that terrain data be discretized into a regularly spaced raster grid of elevations before watershed and hydrologic analysis can be executed. Areas of high terrain variability or roughness can become smoothed over in the process, effectively
removing potentially valuable information. Resulting hydrographic data sets (e.g. watershed boundaries and stream networks) are used extensively in environmental modeling systems but are flawed from the outset by the smoothing process used to convert LiDAR
points into raster grids. The algorithm presented here employs a K-D tree data structure that facilitates rapid neighborhood searches within the LiDAR data cloud. This is a critical component given the extremely large size of typical LiDAR datasets (often
in the millions to billions of points). An outlet based nearest neighbor tree uphill-climbing downhill-pruning (UCDP) methodology is then engaged to create a flow network through the point cloud. From this flow network, watershed boundaries, pits or sinks,
upstream areas, and stream networks can all be derived. The methodology is encoded as a plug-in for the MapWindow GIS software and tested on a number of LiDAR datasets.


QUITMAN, Georgia — Contractors with a TIA-funded project replacing a bridge on Devane Road near its intersection with US 221/US 84/SR 38/ Thomasville Road, east of Quitman in Brooks County, will install a full roadway closure at the construction site starting Wednesday, Jan. 3, 2024. Drivers who use Devane Road will be instructed to take a detour route.
The detour route will involve taking SR 76/North Washington Street in Quitman and SR 76/East Courtland Avenue. Signs will be posted throughout the area alerting motorists to the closure and directing them through the detour. The closure and detour are expected to remain in effect until mid-summer, 2024. Contractors have already set up message boards on Devane Road in advance of the closure to notify local and commercial drivers.
For more information on this projects and others in the Southern Georgia region, check out: http://www.gatia.com/.


Timfog Engineering Company has completed the heating system of Aldosan Greenhouse in Afyon. Geothermal watersources up to 80C degrees have been used for the system. Heating system of the greenhouse in which Alfa Laval exchangers fromSweden and Grundfos pumps from German are used, has been successfully activated.
Aldosan Greenhouse will continue to invest in greenhouse cultivation in the oncoming years. To that end, it has been discussed how to rehabilitate the different geothermal water sources located in the area.
Timfog Engineering is installing a new heating system at Aldosan Greenhousing...
Aldosan Greenhouse has decided to install a heating plant that will bring all the shafts together with the fourth shaft that it is about to open.Timfog which is executing project designs and calculations that will bring all the shafts together in one heating plant around Sandıklı Province of Afyon, is getting ready to activate this heating plant in the first months of the oncoming year.With this operation where all the geothermal sources are backed up on each other and all the greenhouses and the other investors of the greenhouses that may be installed are secured,Timfog is making another unique example.


Ortego is a leading water solution provider for the construction and mining industries with offices in Auckland, New Zealand and Bangkok, Thailand.
We offer world class manufacturing and engineering and have a global distribution network. The management have been involved in providing water solutions since 1999 and have sold water product and solutions throughout the world. Ortego offers a wide range of water solutions including both on and off road water tanks and parts to support its Silverline brand. In addition it also supports other products including AGM tanks and parts.
With its design capability, Ortego is developing new products to meet market demand. Ortego has a team of engineers who offer other bespoke products including oil and lube bodies, compactor feet and many more products.


Specialists in geological and geotechnical exploration.
Specialists in photovoltaic projects
Managing complex projects requires specialised and professional surveys and assessments. GMS Internacional leads the way in carrying out research campaigns in geology, geomorphology and geotechnics in areas which are difficult to access, remote or isolated.
From urban environments to remote deserts and rainforests, seismic zones and snow-capped mountain ranges, our teams travel to the project site, providing our know-how, leadership, and empathy to countries with limited resources.
If your project requires field studies focusing on soil risks, then we can provide you with the best solution.
The following are just some of the field studies and surveys which we carry out:
- Preliminary surveys for site assessments of solar farms
- Detailed geomorphological surveys of flood zones, seismic risk zones, areas with expansive clay or other similar geological risks
- Geotechnical surveys for the building of solar farms and wind farms, for the construction sector, for industry, or for public or military infrastructure


Solar Solutions for Industry & Agricultural Business
Clean and green energy has become a topical issue in contemporary society. Everyone is talking about the importance of clean energy to reduce their carbon footprint and slow down the speed of global warming. Energy from solar panels is one of the best green energy solutions present in the modern world. Linked Group has been providing green commercial solar energy solutions to industry and agricultural businesses for the last 10 years. It has developed portable commercial solar energy solutions for the industrial and agricultural sectors operating in remote areas of the country. These solutions and their efficacy are discussed below:
EcoHabitat - A perfect solution for the construction industry operating in remote areas
One of the biggest problems faced by the construction industry when working in remote areas is the logistics of housing crew and site workers while on-site. The EcoHabitat removes this logistical challenge as each unit has a fully customisable layout and is purpose-built for temporary accommodation needs. Better yet, it requires no external energy sources as it is self-sufficient due to solar panels on the roof providing power. This clean and green energy source allows the occupants of the cabin to use hot water and air conditioning with ease during their stay. This is an excellent commercial solar energy solution for site managers or operations managers looking to house their site workers on-site in a cost-effective and environmentally friendly manner.
EcoGen - A perfect solution for off-road projects
Usually, in the construction industry, during the construction of roads, bridges, and buildings, the project managers have to keep moving their energy source from one place to another. So, they need a portable energy source to meet their dynamic needs. If you are looking for portable commercial solar energy solutions for your off-road projects, then the EcoGen is the perfect match for all your rigorous requirements. The EcoGen can fit inside a container and can be moved anywhere.
EcoGen - Perfect Solution for Agri Businesses Transportation Dilemmas
Likewise in the agricultural industry, keeping produce fresh and palatable is an energy-intensive and often costly process. The EcoGen due to its dimensions and compact nature can be placed inside the container of a truck meaning wherever and whenever your produce departs from the producer to the supplier or distributor it is fresh and palatable. The portable solar generator while ensuring your crop doesn’t spoil while being transported also contains a generator backup to give you peace of mind. Furthermore, the EcoGen also minimises the existing operational costs of transporting your crop.
SolarPort- Convert your parking lot into an energy source
People around the globe are converting their parking lots into energy sources as the need to save the planet becomes ever more clear. They are installing solar panels on parking sheds to generate free clean and green energy. So, if you have a parking lot for your office and want to convert it into an energy source, then SolarPort by Linked Group is the best solution for you.
Linked Group is a reputable organisation providing solar energy solutions to various industries across Australia. So, if you are looking for commercial solar energy solutions in the industrial and agricultural sectors, then Linked Group is your go-to company.
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Jays Civil Tec Design Private Limited was registered at Registrar of Companies Chennai on 06 June, 2014 and is categorised as Company Limited by Shares and an Indian Non-Government Company.
Jays Civil Tec Design Private Limited's Corporate Identification Number (CIN) is U45400TN2014PTC096078 and Registeration Number is .
Jays Civil Tec Design Private Limited registered address on file is No. 3, 3rd Floor, Thandavan Street Purasawalkam Chennai Tamil Nadu India 600007, - , Tamil Nadu, .
Jays Civil Tec Design Private Limited is involved in Construction Activity and currently company is in Active Status.


Effective Tips to Guard Outside Walls Against Heavy Rains
As much as we love monsoons the aftermath of heavy rains is usually difficult to deal with. Among other things, the outer walls of houses are largely impacted by the constant dripping of water during the monsoon season. It causes dampness, seepage and mould growth. Mending and revamping the walls can be quite a costly affair. Many of you may be spending huge bucks on these repairs almost every season. After all, we cannot leave the exteriors of our house looking hideous.
But what if we tell you that there are ways to avoid this problem from occurring in the first place? Yes, you can protect your outside walls from rains by incorporating a few simple things. Here is how to protect wall from rain water.
Tips to Protect Outside Walls from Rain
Here are some effective tips for rain protection for house windows, doors and outer walls. By using these tips you can prevent them from deteriorating even when exposed to heavy rains.
Water Proof Your Exterior Walls
Water proofing is a crucial step when it comes to protecting your walls from heavy rains. Use of high quality water resistant paints is a must for your walls as they guard them against moisture and humidity that often seeps in deep and impacts the interior walls too. It gives way to mould growth, water leakage, seepage and mildew.
Now, how should you go about the waterproofing process? Well, it should be done at the time of initial construction. The first step in the process is to select effective waterproofing chemicals and a superior waterproofing paint. Different chemicals are suitable for different kinds of outside walls. The type of chemicals and paint suitable for your house also depends on the climatic conditions of your region. The number or layers to be applied also depends on the severity and frequency of rains in your area as well as the type of wall.
Here is a quick look some of the waterproofing products available in the market and their utility to help you choose the most suitable one for your house:
- Silicate based - This is a concrete sealer that is applied on unpainted and unsealed walls to form a waterproof coating.
- Concrete waterproofing - This solution can be applied to unpainted as well as painted walls to protect them from excessive moisture. It adheres permanently to concrete and masonry.
- Plaster waterproofing additive - Choose a good quality exterior plaster and add waterproofing admixture to it to bar the problem of water infiltration. It also adds strength to the wall and enhances its appeal in addition to guarding it against moisture and mildew.
- Waterproofing paint - It is important to select a good quality waterproofing paint that boasts of breathable formulation. It enables the walls to breathe and prevent moisture from clogging in. It can be applied to walls that have been painted previously.
Before applying any of these products, it is essential to prepare your walls for waterproofing. The walls should be in good condition before the application. They should not have any cracks or patches. If there are any then you must repair and fill them using good quality filler. The surface should then be cleaned with water. Waterproof the walls only when the surface dries completely.
After waterproofing the walls, it is necessary to carry out a water tightness test. This helps assess the effectiveness of the products. For this, spray your exterior walls with water for a few hours and check if the moisture meter shows any moisture content. Your walls will pass the test if the meter shows no moisture.
Use a Good Quality Primer
It is highly recommended to use primer paints to protect the external walls of your house. Primers prevent the walls from absorbing water and eroding. They also prevent accumulation of dust and dirt thereby retaining their shine.
White Cement Coating
White cement adds strength and durability to the walls. Thus, it should be applied evenly on the surface before painting the walls. White cement also facilitates smooth application of paint and prevents it from chipping.
Check for Cracks and Holes Regularly
Harsh climatic conditions often cause cracks in the outer walls. If ignored, these cracks tend to grow and damage the entire wall. This is why it is important to monitor your walls regularly and fill any gaps or cracks timely to avoid further deterioration. The use of wall corner protectors is also helpful. It is a good idea to hire a professional to conduct a thorough check from time to time. These professionals have the required tools and equipments to monitor your space with precision.
Pay Particular Attention to Roof Tiles
It is important to coat the roof tiles with water repellent layers to prevent leakage of water into the walls and keep them intact even when exposed to heavy rains.
Lime Plaster - A Better Alternative
If your house is located in a region that receives heavy rainfall then it is better to skip the white cement and go for lime plaster instead. This is because lime plaster is less brittle and does not develop pores and cracks easily enough. It enables the walls to dry out quickly and thus protects it from rains.
Railings and Door Protector from Rain
Not just the external walls but the entrance gate, front doors, windows and railings also tend to get damaged during heavy rains. You must paint them with waterproof paints that offer advanced protection. This prevents wooden as well as iron doors, windows and railings, wooden chairs from rusting and corroding.
Do Not Ever Repair or Paint During Monsoons
Remember, you must never paint or repair your walls during the monsoon season. Rains will disrupt the work and result in patches and unevenly painted surfaces. The walls will also soak the moisture and take a long time to dry. This will further delay the task.
It is important to use waterproofing products, primer paints, white cement and lime plaster to guard your exterior walls against rain. In addition to this, you must keep a check on the condition of your outside walls and repair any cracks or holes timely to prevent further damage and keep your walls in good condition. Applying proper rain protection for house windows, chair, doors and railings is equally important.


Globally renowned sustainability and
connectivity certificates planned
Ing. Dietmar Schmitl, MSc
Head of Sales and Asset Management
Mobil + 43 664 388 24 86
The property was built between 1996 and 1998 by the KPMG Deutsche Treuhand Gesellschaft on a land area of 951 sqm. Until 2013, the building served as the KPMG headquarters and has since then been used by the DKB as a single tenant office building.
The appearance of the office building impresses with an imposing entrance area and a natural stone facade. The glass roof forms an open and impressive atrium in the central part of the building, extending over all eight floors.


We will write an inspiring “research and design manual” to inspire studies and implementations of future walking and urban mobility projects more broadly. It will explain, in an accessible hands-on way, how we conducted research and made design interventions in the three selected cities. It will also give a brief account of our main findings, design solutions and advice in the different studies.
A minimum of two scientific articles will be published in recognized papers (Mobilities, Urban Design, Transport Geography or Annals of Tourism Research) and the results from the project are presented at a minimum of three conferences of relevance. Furthermore, the conclusions from the project are presented in several SoMeplatforms.