Latest news with #Burns&McDonnell
Business Journals
28-05-2025
- Business
- Business Journals
Kansas City HR execs share 5 creative talent strategies
Beyond supply chain calculations and balance sheet math, companies depend on a limited variable that defies equations: people. In today's battle for talent, winning attributes are far from static. 'Diverse industries need a variety of skill sets, and generational differences bring priorities and goals that HR professionals have to navigate to offer flexible and customized ideas for career advancement,' said Matt Linski, president of Bank of America Kansas City. 'Talent strategies must take into account the evolving business ecosystem, a mix of lingering uncertainties, but also the optimism of what our world is.' Hiring leaders from several Kansas City-area employers gathered at a panel discussion, sponsored by Bank of America, to talk about creative strategies for attracting and retaining talent. The panelists who joined the conversation included: Lauren Bertram, talent acquisition director, Burns & McDonnell Jessica Tasler Noble, senior vice president, employee experience, Hallmark Karen Reardon, HR executive, Bank of America Regional Banking, Merrill Wealth Management, Private Bank and Enterprise Credit Vernon Williams, chief people officer, Dimensional Innovations Here are key takeaways from the conversation. The participants' comments have been edited and condensed for clarity. 1. Rethink conventional job postings Some companies are reevaluating boilerplate job requirements with formal degrees. Recognizing the efficacy of on-the-job training, they look for the soft skills that underpin workplace success. 'We're really taking a step back and saying, 'What are the skills we want to develop inside our own company?'' said Karen Reardon, HR executive, Bank of America Regional Banking, Merrill Wealth Management, Private Bank and Enterprise Credit. 'We have a great learning function … we can develop those skills. We're looking more for the softer skills — the attributes of resilience, empathy and just general leadership.' 2. Urge internal mobility In large companies, divisions sometimes hoard talent, said Lauren Bertram, talent acquisition director with Burns & McDonnell. But the architecture, engineering and construction firm is trying to make internal mobility a positive thing, even advertising openings across an internal jobs platform. They're encouraging competition for every position over appointments. 'That's really helped with transparency, fairness, engagement, because people are excited about these opportunities,' Bertram said. Panelists also described proactive efforts to help employees map out potential internal career paths so they don't assume advancement means moving to a new company. 3. Bridge the promotion training gap Successful employees tend to get promoted — but those promotions may put them in supervisory roles for which they have little or no training, said Vernon Williams, chief people officer at Dimensional Innovations, which invents immersive, engaging experiences for audiences across industries. 'We have really worked on the middle manager level,' Williams said. 'When someone moves into that spot, we are exposing them to training immediately.' Upon promotion, these new leaders are coached on the key roles of a supervisor, as well as on how to manage and motivate talent among their teams. 4. Align communications and culture Companies — particularly large or rapidly growing ones — can struggle with the tug of war between foundational identity and fluctuations in strategies, skills, hiring, artificial intelligence, and more. Some employees may resist change; conversely, trends can generate hype about relatively short-term considerations. A clear understanding of core culture, buttressed by complementary communication, emphasizes consistency even in the midst of lower-level changes, panelists said. For Burns & McDonnell, Bertram said, the foundational element is employee ownership, which the company emphasizes in its hiring, communication, training and opportunities for connection. 'I think you have to find out what is foundationally part of your culture and go all in on that, then be flexible with the things that maybe you can evolve in,' she said. Hallmark's purpose is 'to put more care in the world,' said Jessica Noble, the greeting card and gift giant's senior vice president for employee experience. That comes across in employee experience considerations, such as Hallmark's commitment to employees' work-life balance, flexible hybrid arrangements and developmental opportunities. But it also shows in the interactive behaviors Hallmark promotes, down to its celebration of employees' birthdays, special events and achievements with cards, gifts and other tokens of appreciation. 'We like to live our culture inside of the building in the same way we want our consumers to live it outside of the building,' Noble said. 5. Stand by employees Employees today face plenty of anxiety-inducing concerns; great employers meet those with multidimensional support: physical, emotional and financial, Reardon said. 'As HR professionals, we've got to be nimble and flexible, and we've got to meet our employees where they are,' she said. 'Being able to attract talent — the very premise of that — is being a great place to work. Your existing employees are your best recruiters.' Disclaimer Bank of America' and 'BofA Securities' are the marketing names used by the Global Banking and Global Markets divisions of Bank of America Corporation. Lending, derivatives, other commercial banking activities, and trading in certain financial instruments are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., Member FDIC. Trading in securities and financial instruments, and strategic advisory, and other investment banking activities, are performed globally by investment banking affiliates of Bank of America Corporation ('Investment Banking Affiliates'), including, in the United States, BofA Securities, Inc., which is a registered broker-dealer and Member of SIPC, and, in other jurisdictions, by locally registered entities. BofA Securities, Inc. is a registered futures commission merchant with the CFTC and a member of the NFA. Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured Are Not Bank Guaranteed May Lose Value ©2025 Bank of America Corporation. All rights reserved. GBGM-563-AD 6107252
Politico
22-05-2025
- Business
- Politico
Offshore wind is waiting out the Trump storm in California
Presented by With help from Annie Snider SAFE HARBOR: It used to be that proponents of California offshore wind energy lamented being behind their East Coast brethren. But now that the technology is in the crosshairs of President Donald Trump, it's a luxury. While offshore wind developers on the East Coast are reeling from Trump's antipathy for the technology — including a stop-work order for New York's Empire Wind project that the Trump administration reversed on Monday — construction in California is still conveniently at least a presidential term away, even under the most optimistic timelines. So instead of worrying about Trump, California's offshore wind industry is instead focused on quietly plodding along to hit the ground running under the next president, building ties with unions and tribes for political goodwill and securing millions in state money for port upgrades. Tony Appleton, the offshore wind director for energy firm Burns & McDonnell, captured the sentiment at the Pacific Offshore Wind Summit in Sacramento on Wednesday, telling developers, state and tribal officials and union reps the technology's development over the next few years 'has to be coordinated by the state.' 'That's the opportunity that California has got over the next, two, three or four years, without involving Washington,' Appleton said. 'There's so much to do locally.' California energy officials see the writing on the wall. With its ability to provide energy into the peak evening hours when solar power generation declines, offshore wind is essential to California's goal of being carbon-neutral by 2045. Accordingly, they are aiming for a massive growth in offshore wind from zero percent of California's energy today to 13 percent by 2045, when they're hoping the technology will provide enough power for around 25 million homes. California Energy Commission chair David Hochschild is optimistic. His agency is asking lawmakers to appropriate money to hire 11 permanent workers dedicated solely to advancing offshore wind. 'Offshore wind, I really believe, will prevail,' he told the summit audience Tuesday. But the true test of the state's commitment to the technology will be how much money it can rustle up in the next few years. The turbines themselves wouldn't start spinning for years, with the state facing a 2037 deadline set by the California Public Utilities Commission to buy its first 7.6 gigawatts of offshore wind. But the turbines won't exist unless California's ports are ready to build and ship them out to the ocean, an upgrade California energy officials have estimated would cost $12 billion. The Port of Long Beach, for example, is proposing to build a new $4.7 billion pier beyond its bridge to build and ship the turbines, which are expected to be as tall as the Eiffel Tower, to waters off of Morro Bay the federal government has already leased to an offshore wind developer. The port's chief harbor engineer, Suzanne Plezia, said her priority over the next three years is finishing the design work — and getting more state and private money. 'We're really focused on the things that we can do right now,' she said in an interview this week at the summit. She sees Gov. Gavin Newsom's revised budget proposal last week as a tenuous win for offshore wind amid a broader state deficit and cuts to federal spending. The proposal avoided major cuts to planned spending on port upgrades, like the $228 million Newsom proposed in January to allocate this year from the $10 billion climate bond. But she'll need way more, and she's refining her message. 'It is a very large sum of money,' Plezia said. 'And it is a very small amount of money when it's compared to the value of 25 gigawatts of power.' Chris Hannan, the president of the State Building and Construction Trades Council of California, gestured to the broader political stakes on Wednesday when he told the summit he was looking forward to working with the next governor on offshore wind jobs. 'The message that's been sent from the federal government doesn't inspire a seamless buildout of offshore wind, but it shouldn't be a distraction,' he said. 'Here in California, there's so much port work to do.' — CvK Did someone forward you this newsletter? Sign up here! CAP-AND-WHAT: It doesn't look like Newsom's proposal to reauthorize the state's landmark climate program without major reform (and rebrand it 'cap-and-invest') is going to get smooth sailing through the state Legislature. 'I think one of the key things is that we use that money more effectively. I'm not sure the governor's proposal does that right,' Sen. Josh Becker, the chair of the Senate Energy, Utilities and Communications Committee, said at the Pacific Offshore Wind Summit on Tuesday. Lawmakers, especially in the Assembly, seem to have more appetite to reform the carbon credit trading program, in line with the demands of environmental groups for changes like reducing the number of free allowances to businesses. Assembly Utilities and Energy Committee Chair Cottie Petrie-Norris said on the same panel that she expects her chamber's proposal for the program to include 'refinements.' Lawmakers also aren't thrilled about Newsom's idea to spend $1.5 billion in revenues from the program on Cal Fire to backfill general fund cuts and growing state spending on firefighting. 'We should really think carefully about taking an essential government service like Cal Fire … and not fund it from a far more permanent funding stream,' said Assemblymember Steve Bennett during a budget hearing. Environmental groups, meanwhile, are working to build a big tent behind reform. In a Wednesday letter shared exclusively with POLITICO, 29 groups urged leg leaders to reject Newsom's proposal. — CvK FLOODING THE CORPS: Lawmakers from California are livid over cuts to their Army Corps of Engineers construction funding — and over the explanation that the Corps is giving them for it. During a House Appropriations Subcommittee hearing Wednesday, Robyn Colosimo, the acting head of the Army Corps' civil works program, pushed back on the idea that there had been politics involved in the decision to entirely eliminate fiscal 2025 construction funding to the state of California and make deep cuts to construction funding in other blue states, including Oregon. Colosimo said the decisions were made by the White House Office of Management and Budget. 'They wanted to prioritize life, safety, flooding and American prosperity,' she said. 'That was what they prioritized within the funds that they had discretion to allocate.' Rep. Mike Levin was left incredulous. 'I find your testimony to be completely unbelievable,' he shot back. Meanwhile, on the Colorado River, Interior Department official Scott Cameron assured lawmakers that Secretary Doug Burgum remains committed to a seven-state solution. But, he said, 'In the unfortunate — we hope unlikely — circumstance that the seven states can't reach an agreement, he'll exercise his authority as water master in the Lower Basin,' he said. — AS SPINNING WHEELS: The California Air Resources Board is switching up its IT after a botched rollout of electric bike incentives. The agency said Wednesday it's rescheduling the application window for the second tranche of $2,000 vouchers to May 29, after its website 'experienced a high volume of traffic and detected suspicious activity' during the first application period on April 29. 'We had over 150,000 people trying to get into the waiting room for the program, and we only have 1,000 vouchers,' said Lisa Macumber, head of CARB's equitable mobility incentives branch. 'It's challenging, right? It's like getting tickets to a Taylor Swift concert.' It's also bringing on new contractors — Akamai Technologies and Queue-it — to help manage the demand. This comes after the San Diego Union-Tribune's deep dive earlier this month into the existing tech vendor, Pedal Ahead, which is under investigation related to its management of San Diego's e-bike program, as SDUT reported. 'We're confident things will work out better this time,' Macumber said. — DK COASTAL CHAIRS, CONT.: Senate President Pro Tem Mike McGuire has appointed Hermosa Beach city Councilmember Ray Jackson to the South Coast seat on the Coastal Commission, spokesperson Lisa Murphy told POLITICO on Wednesday. 'From serving as a combat medic and then a dedicated Army lawyer, to becoming a selfless leader on the Hermosa Beach City Council, Mr. Jackson has shown tremendous commitment for his country, his community, and now his state,' McGuire said in a statement. The appointment ushers in the the fourth new commissioner on the hot-button agency's 12-member board since March. — Sen. Adam Schiff isn't pleased about the Trump administration cancelling $33 million in federal funds for earthquake retrofits in California. — Shasta County supervisors and residents came out to a California Energy Commission field hearing to oppose the proposed Fountain Wind project. — In a very longshot bid, California's state Senate GOP is asking the state's two Dem senators to vote to overturn the state's ability to set its own vehicle emissions rules.
The Market Online
25-04-2025
- Business
- The Market Online
CP Kansas City certifies nine new site ready rail-served locations
Canadian Pacific Kansas City (TSX:CP) approved its first nine specially-designated Site Ready rail-served locations across North America for more efficient industrial development The certified sites are available for immediate construction with reduced development timelines, facilitating quicker project initiation and completion CPKC wants to provide extensive support from planning to operations, ensuring seamless integration and operational efficiency for businesses Canadian Pacific Kansas City (TSX:CP) last traded at C$101 Canadian Pacific Kansas City (TSX:CP) put the stamp of approval on its first nine specially-designated Site Ready rail-served locations across North America. These sites are uniquely positioned for more efficient industrial development as part of a new company-wide growth initiative. The site ready program aims to transform underutilized land into prime industrial sites ready for development, unlocking significant economic potential for both businesses and communities. Developed and certified in collaboration with Burns & McDonnell, a global engineering and construction firm, these locations are selected to support long-term operational success by offering reduced development timelines, built-in rail access, and larger size acreages. Key advantages of the nine new site ready locations Locations: These sites are strategically positioned near major markets and transportation hubs, or offer other unique regional advantages, ensuring optimal connectivity and accessibility. These sites are strategically positioned near major markets and transportation hubs, or offer other unique regional advantages, ensuring optimal connectivity and accessibility. Ready-to-develop land: The certified sites are available for immediate construction with reduced development timelines, facilitating quicker project initiation and completion. The certified sites are available for immediate construction with reduced development timelines, facilitating quicker project initiation and completion. CPKC support: CPKC wants to provide extensive support from planning to operations, ensuring seamless integration and operational efficiency for businesses. CPKC wants to provide extensive support from planning to operations, ensuring seamless integration and operational efficiency for businesses. Economic growth: The development of these sites is expected to drive job creation and increase local investment, contributing to the economic prosperity of surrounding communities. The certification of these nine Site Ready locations marks a significant milestone in CPKC's 'room to grow' strategy, which focuses on expanding the company's footprint and enhancing its service offerings. The strategic collaboration with Burns & McDonnell ensures that these sites meet the highest standards of readiness and efficiency, providing businesses with the infrastructure they need to succeed. 'Our nine Site Ready locations provide the ideal platform for businesses seeking to efficiently build new or expand existing operations, creating new value and capitalizing on the economic opportunities presented by the reach of our North American network,' John Brooks, CPKC's executive vice president and chief marketing officer said in a news release. Canadian Pacific Kansas City is the first and only single-line transnational railway linking Canada, the United States and Mexico. Canadian Pacific Kansas City (TSX:CP) last traded at C$101.24 and is up 1.85 on the month, but down 2.73 per cent since the year began. Join the discussion: Find out what everybody's saying about this Canadian railway stock on the Canadian Pacific Kansas City Ltd. Bullboard and check out Stockhouse's stock forums and message boards. (Top image: File.)
Cision Canada
24-04-2025
- Business
- Cision Canada
Room to Grow: CPKC designates nine Site Ready industrial development locations
Site Ready Program supports efficient project development, expansions for rail-served businesses CALGARY, AB, April 24, 2025 /CNW/ - Canadian Pacific Kansas City (TSX: CP) (NYSE: CP) (CPKC) said today it has certified its first nine specially-designated Site Ready rail-served locations across North America, all uniquely positioned for efficient industrial development as part of CPKC's successful Room to Grow strategy. "With Room to Grow on more than 6,000 acres of developable land in Canada, the United States and Mexico across our unrivalled network, we are uniquely positioned to support our customers in new industrial development solutions that drive economic growth across the continent," said John Brooks, CPKC Executive Vice President and Chief Marketing Officer. "Our nine Site Ready locations provide the ideal platform for businesses seeking to efficiently build new or expand existing operations, creating new value and capitalizing on the economic opportunities presented by the reach of our North American network." The Site Ready Program transforms underutilized land into prime industrial sites ready for development, unlocking significant economic potential for both businesses and communities. The Site Ready locations, developed and certified in collaboration with third-party global engineering and construction firm Burns & McDonnell, are selected to support long-term operational success by offering reduced development timelines, built-in rail access and larger size acreages. "Burns & McDonnell is proud to collaborate with CPKC on the development of the Site Ready Program, which transforms underutilized land tracts into prime, rail-served industrial development sites," said Courtney Dunbar, CEcD, EDFP, AICP, Site Selection Director at Burns & McDonnell. "By aligning site diligence, rail-service capabilities, functional master planning and targeted capital improvements, the program positions CPKC Site Ready properties to attract significant industrial investment. This initiative showcases the transformative power of strategic site planning to unlock economic potential and drive sustainable growth across North America." The nine new Site Ready locations offer several key advantages: Strategic Locations: Proximity to major markets and transportation hubs or other unique regional advantages. Ready-to-Develop Land: Available for immediate construction with reduced timelines. Comprehensive CPKC Support: Assistance from planning to operations. Economic Growth: Job creation and increased local investment. The Site Ready Program builds on CPKC's successful Room to Grow economic development efforts across its combined network optimizing land assets to create value and drive growth. By leveraging developable land, CPKC unlocks new capacity and creates innovative supply chain solutions through projects such as the opening of a new auto compound near Dallas, Texas; the Americold cold storage facility nearing completion in Kansas City, Mo.; and the multi-commodity transload facility under development in Denton, Texas. Across the network, Room to Grow and these projects demonstrate CPKC's ability to attract significant investment, volume growth and economic development in local rail-served communities. To learn more about CPKC's Room To Grow strategies and Site Ready locations, or to explore rail-served economic development opportunities, visit Forward Looking Information This news release contains certain forward-looking information and forward-looking statements (collectively, "forward-looking information") within the meaning of applicable securities laws in both the U.S. and Canada. Any statements about CPKC's expectations, beliefs, plans, goals, targets, predictions, forecasts, objectives, assumptions, information and statements about possible future events, conditions and results of operations or performance are not historical facts and may be forward-looking. Forward-looking information in this report includes, but is not limited to, statements in respect of: the utilization, investment in, and efficient industrial development of the designated Site Ready locations, if at all, and any potential economic and business growth, innovation stemming therefrom; benefits to communities in connection with the Site Ready locations, if at all; and the key advantages anticipated to result from the Site Ready locations. The forward-looking information that may be in this news release is based on current expectations, estimates, projections and assumptions, having regard to CPKC's experience and its perception of historical trends, and includes, but is not limited to, expectations, estimates, projections and assumptions relating to: changes in business strategies; efficient use and development of the Site Ready locations; North American and global economic growth and conditions; commodity demand growth; commodity prices and interest rates; performance of our assets and equipment; sufficiency of our budgeted capital expenditures in carrying out our business plan; geopolitical conditions; applicable laws, regulations and government policies; the availability and cost of labour, labour disruptions, services and infrastructure; and the satisfaction by third parties of their obligations to CPKC. Forward-looking information is often, but not always, made through the use of words or phrases such as "anticipates", "aims", "strives", "seeks", "believes", "can", "could", "may", "predicts", "potential", "should", "will", "estimates", "plans", "mileposts", "projects", "continuing", "ongoing", "expects", "intends" and similar words or phrases suggesting future outcomes. Although CPKC believes the expectations, estimates, projections and assumptions reflected in the forward-looking information presented herein are reasonable as of the date hereof, there can be no assurance that they will prove to be correct. Current conditions, economic and otherwise, render assumptions, although reasonable when made, subject to greater uncertainty. Undue reliance should not be placed on forward-looking information as actual results may differ materially from those expressed or implied by forward-looking information. By its nature, CPKC's forward-looking information involves inherent risks and uncertainties that could cause actual results to differ materially from the forward looking information, including, but not limited to, the following factors changes in business strategies; general North American and global economic, credit and business conditions; the effects of competition and pricing pressures; industry capacity; shifts in market demand; changes in commodity prices; inflation; changes in laws and regulations, including regulation of rates; changes in taxes and tax rates; potential increases in maintenance and operating costs; uncertainties of investigations, proceedings or other types of claims and litigation; labour disputes; timing of completion of capital and maintenance projects; currency and interest rate fluctuations; effects of changes in market conditions; and various events that could disrupt operations, including severe weather, droughts, floods, avalanches and earthquakes as well as security threats and governmental response to them, and technological changes. The foregoing list of factors is not exhaustive. These and other factors are detailed from time to time in reports filed by CPKC with securities regulators in Canada and the United States. Reference should be made to "Item 1A - Risk Factors" and "Item 7 - Management's Discussion and Analysis of Financial Condition and Results of Operations - Forward-Looking Information" in CPKC's annual and interim reports on Form 10-K and 10-Q. Readers are cautioned not to place undue reliance on forward-looking information. Forward-looking information is based on current expectations, estimates and projections and it is possible that predictions, forecasts, projections, and other forms of forward-looking information will not be achieved by CPKC. Except as required by law, CPKC undertakes no obligation to update publicly or otherwise revise any forward-looking information, or the foregoing assumptions and risks affecting such forward-looking information, whether as a result of new information, future events or otherwise. About CPKC With its global headquarters in Calgary, Alta., Canada, CPKC is the first and only single-line transnational railway linking Canada, the United States and México, with unrivaled access to major ports from Vancouver to Atlantic Canada to the Gulf Coast to Lázaro Cárdenas, México. Stretching approximately 20,000 route miles and employing 20,000 railroaders, CPKC provides North American customers unparalleled rail service and network reach to key markets across the continent. CPKC is growing with its customers, offering a suite of freight transportation services, logistics solutions and supply chain expertise. Visit to learn more about the rail advantages of CPKC. CP-IR About Burns & McDonnell Working from more than 75 offices around the world, Burns & McDonnell designs and builds critical infrastructure. Our family of companies — driven by engineers, construction professionals, architects, planners, technologists and scientists — delivers projects grounded in safety and a desire to make a difference as we make our clients successful. Founded in 1898, Burns & McDonnell is 100% employee-owned. Learn more.
