The way we work
1
DEVELOPMENT AND MANAGEMENT OF THE PROJECT
The construction and management of the company’s project are designed according to an established operational model that has become an integral part of the organizational structure, thanks to the experience gained as a general contractor on hundreds of projects. It is structured along a horizontal axis that defines/redefines what needs to be done, how it should be done, and with whom it should be done (redesign and reconfiguration on one hand, and supplier partnerships on the other); and along a vertical axis that organizes activities, plans them temporally, and monitors their progress (project organization, activity planning system, cost control, and financial flows on one hand, site organization, operational flow, and progress tracking system on the other).
2
RECONFIGURATION AND REDESIGN: Project analysis
The project is analyzed as a whole, identifying areas that are critical in terms of economic value and/or technological complexity. Subsequently, with priorities defined on a case-by-case basis, in-depth investigations are conducted for technologically homogeneous components (foundations, structures, envelope, roofing, installations…) and for functionally interdependent areas (structural stability and space optimization; energy performance and envelope, structures and thermal bridges; acoustics and ergonomics; materials and layering…). If the search for qualitatively more compelling, efficient, and reliable solutions is successful, an independent redesign process is initiated. The findings are presented during the bidding process, and if accepted, they are further developed, including detailed construction specifications, during the implementation phase.
3
SUPPLIER PARTNERSHIP: Choosing Travel Companions
As a general contractor, the company has built over time a portfolio of preferred suppliers based on a technological segmentation of the supply markets. These suppliers are true partners, selected based on their recognized competencies and capabilities, and they form a network of stable relationships. They are involved from the early stages of redesigning, each contributing their expertise to find the best solutions in terms of quality, efficiency, and innovation for their respective areas.
4
PLANNING: Activity Organization and Site Organization
The organization of operational activities is designed at a macro level right from the bidding stage. With a general contractor approach, the project is planned in detail from the beginning. Critical areas are identified, and preliminary solutions are sought. Once a project is acquired, the entire set of activities is planned, and critical paths are identified. Prior to the start of construction, the site organization is defined and planned, taking into account the timeline, safety systems, and logistics.
5
CONTROL: Operational Management, Economic Management, Financial Management
Levels of competitiveness are constantly increasing. Customers demand more in terms of price, quality, flexibility, versatility, safety, and efficiency. Each project is managed using advanced systems for operational, economic, and financial control, capable of confirming or modifying the work plan on a weekly and/or monthly basis. These well-established systems allow for early identification of operational constraints, knowledge of bottlenecks and capacity constraints, and measurement of efficiency, costs, and profitability.
Human resources (both on-site and in the office) and information technology (market-based and proprietary) now form an integrated, disciplined, and reliable organizational system.
