WSP美国经常在美国最大的专业服务公司中找到，包括在今年的ENR 500名设计公司排名中排名第八。新利luck但是，由于首席执行官格雷格·凯利（Greg Kelly）所说的“区域方法”，WSP与其所服务的客户和社区保持了密切的联系。去年，面向地方的策略在中大西洋地区被证明是成功的。WSP的区域收入在2018年上涨了43％，超过1.832亿美元。该公司在ENR Midatlantic的顶级设计调查中排新利luck名第5，从上一年排名第13位，促成了其作为Enr Midatlantic年度最佳设计公司的选择。凯利解释说：“我们的业务模式是与客户本地化。”“我们在本地雇用，并从战略上找到我们可以活跃并参与这些社区的办公室。”

That includes contributing more than a half-million dollars nationally in 2018 to support a host of charitable organizations, including the March of Dimes, the ACE Mentoring Program, the Salvation Army and Habitat for Humanity, according to the firm.

WSPhas many long-standing client relationships in transportation, buildings and environmental markets that predate the Canadian-based company’s 2014 acquisition of Parsons Brinckerhoff. The addition of Louis Berger in December 2018 accounted for $36.2 million of WSP’s 2018 regional revenue. It also set the stage for greater access to opportunities in the federal and defense sectors. Kelly says that the $400-million acquisition, which gives WSP 1,200 people in 20 offices across the MidAtlantic region, produced immediate results. Earlier this year, the U.S. Army Corps of Engineers awarded WSP two five-year indefinite-delivery contracts (IDCs) totaling $283 million to provide general A-E services at military facilities in Europe. “Separately, neither of us might have won these projects,” Kelly adds.

他还指出，将伯格纳入WSP仍然是一项持续的努力。他说：“我们花了很多时间来确保我们的文化保持一致。”“但是，当您卷起袖子和并排工作时，那就是您知道它将有所回报的时候。”

The ever-changing transportation market remains a key focus for the firm. “It’s not so much where the ball is now, but where it will be in the future,” explains Jerry Jannetti, a WSP senior vice president. Because of reduced staffing at public-sector transportation agencies, he says, “they look to us to not only develop a design in accordance with plans and specifications, but also provide value-added services, such as finding ways to help contractors meet or improve upon project schedule.”

Abey Tamrat, capital projects program manager for the Maryland Transportation Authority, credits WSP for tackling a $58-million upgrade of sixteen 60-year old ventilation fans in the Baltimore Harbor Tunnel to mitigate smoke and fumes from heavy truck fires. WSP found that four existing air-intake fans, which were mainly spares, could be converted into ventilation fans, providing the needed fire exhaust coverage while maintaining the same internal airflow levels. “This may well be the first time a ventilation system has been reconfigured this way,” Tamrat says.

Responsiveness and timely collaboration are also critical, says Samuel Minnitte, who manages WSP’s operations in the District of Columbia, Maryland and Delaware. For example, WSP is part of the private development team tasked with revitalizing Baltimore’s historic Pennsylvania Station. The potential $600-million program aims to transform the 108-year-old facility into a modern transportation hub, surrounded by up to 1.6 million sq ft of new retail, residential and office construction. Because WSP has also worked with Amtrak, which owns the station and is contributing $90 million to the effort, “we know their priorities, information needs and processes for turning the redevelopment vision into reality while also enhancing the safety and efficiency of their operations,” Minnitte says.

Building in sustainability

WSPis also satisfying building and facility owners with increasing information demands, particularly concerning energy use. “They want evidence-based data to prove that the system is going to work,” says WSP senior associate Sean Hu, who specializes in electrical systems for health care, technology and other projects. Hu notes that health care is among the strongest of the MidAtlantic region’s building markets, as owners seek to bring medical services to local communities, eliminating the need for hospitalizations. WSP enhanced its presence in this area with the May 2019 acquisition of health care building systems specialist Leach Wallace, which has locations in Elkridge, Md., and York, Pa.

然后，亚马逊即将开发在弗吉尼亚州阿灵顿的一个新校园，这是Hu说的潜在建筑繁荣，“就新机会而言，将是很棒的。”

WSPhopes to lead by example in its planning and design services, having recently set an ambitious goal of making its U.S. operations carbon-neutral this year by pursuing high-value offsets in areas such as office location and access and employee travel. Kelly says the goal, identified during development of the firm’s recently released three-year strategic plan, originated with WSP employees. “They told us this was something they wanted us to do,” he says. “We’re hopeful we can bring our experiences to clients that have or are considering similar programs.”

Being highly attuned to employee ideas and interests is among the ways Kelly hopes to attract and retain needed talent. “Competition for good people is the downside of a good market,” he says. “We feel our on-boarding and professional development programs will foster a sense of belonging from the outset that’s sustained throughout their careers at WSP.”

Those programs have to be effective, Kelly adds, given that the MidAtlantic market shows no signs of slowing in the immediate future. “There are good opportunities through the corridor,” he says, “and we need to be ready for them.”