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NIA Contractor Member Insul-Tech Inc. Discusses System Design

This Series Features the Participants of NIA’s Insulation Project Art Gallery Showcase and Competition

 

PROJECT SNAPSHOT

Insulation Contractor: Insul-Tech Inc.

Industry Segment: Commercial

Type of Plant/Facility: Mission Critical Data Center

Project Goals: Freeze Protection, Condensation Control, and Process Efficiency

Type of System/Application: Chilled Water, Condenser Water, and Thermal Energy Storage (TES) Tank Pipe

Temperature Range: Below Ambient

Region: Northeast

Insulation Materials: Owens Corning Fiber Glass

Jacketing: Ideal Metal Jacketing

Vapor Barrier: CP33 (Childers)

Tape/Jacket Adhesive: ASJ Tape (Ideal Tape), FSK Tape (3M Tape)

Fittings: Proto Corporation Pre-Molded PVC Fitting and Flange Covers

Other Adhesives & Sealants: Everkem Trusil 100 Caulk (used on inside equipment only)

 

Project Description and Goals

This enormous $7 million new construction project located in Northern Virginia is part of “Data Center Alley.” It involved insulating nearly 10,000 feet of pipe, including 3,000+ feet of 36″ pipe, and 6,500+ feet of 24” pipe that needed to be completed within 12 months of contract award. That meant insulating the extremely large-diameter piping outdoors working through the harsh elements of winter and the heat of summer. The owner of the facility had three main goals for the insulation system: freeze protection, condensation control, and process efficiency.

 

Challenges

Aside from the project’s size, this job had many challenges that all stemmed from the aggressive 12-month overall construction schedule. For example, the final design was still being finalized post contract award. With the 12 month clock ticking, completing the insulation specifications with engineers was imperative. Vice President Matt Stillitano says, “Insul-Tech assisted our mechanical partner, as well as the design engineer, to ensure that the insulation specifications were adequately constructed. Engineers are typically tasked with solving problems, and we assist with that. You have to make a case for being part of the process and justify taking up their time. Once you explain your knowledge of the project, they understand that you can be a trusted source. We are willing to engage on any mechanical insulation topic, large or small, and they recognize that Insul-Tech puts in the time, energy, and effort into our projects, and it is rewarding.”

Once the specifications were finalized, Insul-Tech could begin placing the made-to-order (MTO) large diameter pipe covering. Insul-Tech worked closely with their distribution and manufacturer partners to ensure all of the special-order large-diameter fiber glass and PVC jacketing lead times stayed on schedule. Stillitano says, “Communicating with our partners, Metro Supply, Owens Corning, and Proto Corporation was incredibly important. Although nothing will ever go perfectly, especially when purchasing this volume of material, we worked in lockstep with all of them to ensure we knew the lead times, as well as the setbacks.”

The mechanical piping layout of the mission-critical facility had numerous challenges for field installation, with curves and large, irregular shapes (see Photos 1 and 2). Project Manager Sean McLaughlin explains, “Due to the large diameter size of the chilled water and condenser water piping, factory fittings were not available, and therefore our employees were tasked with customizing many of the fittings and flange covers. We had dedicated crews fabricating custom fittings for months ahead of testing to ensure that they were available for installation once testing was complete.”

Stillitano says one of his goals was for Insul-Tech’s employees to always bring a healthy attitude to these types of situations. He elaborates, “On a blueprint, you are not able to foresee how everything will be installed by a mechanical partner. Because of that, you have to be flexible and adjust your install accordingly to ensure a high-quality product.” He stresses, “I can guarantee that in my 16+ years, mechanical companies do not willingly install pipe to make our life harder. They install pipe, fittings, and valves per their own set of specifications and per the design engineer. They, like us, are held to a high standard for installation. Knowing this and having this perspective is invaluable to our overall company culture. We preach this mindset daily to our Superintendents and Field Personnel.” So, while the curves and irregular shapes “created extra work that we could not foresee up front,” Stillitano observes, “if you always do the same type of project, your knowledge will never learn and evolve. Our insulators took this in stride and enjoyed it. They were up to the challenge.” Insul-Tech Superintendent Felix Calderon underscores that point, saying, “The most interesting and exciting part of this project was facing the challenge of being able to customize the large insulation products, given lead time, availability from the manufacturer, and the project schedule. Insul-Tech had to adjust to a new experience. We had to coordinate a separate team dedicated to fabricating the necessary parts. Our crew did a tremendous job, demonstrating what is possible with a committed, competent team.”

One aspect of the job that was less enjoyable was insulating 3,000+ feet of 36” pipe outdoors in temperatures ranging from high humidity and heat to freezing rain, snow, and ice. Project Manager Sean McLaughlin described the conditions: “Insul-Tech employees were faced with working through all four seasons, from an extremely cold environment in the winter months to extreme heat in the summer. The big push to the completion of Phase A landed in July and August, when it is the hottest and most humid.” Rain, snow, and ice also resulted in the shutdown of exterior work. During one particularly cold snap, where temperatures fell to the single digits, the mechanical yard was covered in ice and shut down for a few days before crews were allowed to resume work.”

As mentioned earlier, McLaughlin and Stillitano continued to emphasize that completing this project on time would not have been possible without the company’s partnership with its distributor and manufacturers. Insul-Tech needed to minimize material procurement lead times as much as possible. The company’s relationships with manufacturers and distributors—many formed within NIA—allowed them to obtain materials quickly. (See sidebar, “NIA [Manufacturer] Members’ Products Helped Make the Project a Success.”) Stillitano notes, “Early in the project, Owens Corning visited the jobsite to gain an understanding of the project scope. It really stood out to me how committed they were, listening to us and wanting to understand what was needed not by phone but by being present on site. When you have the manufacturer and distributor wanting to put forth that kind of effort, it gives you more peace of mind for the overall project success.” McLaughlin says their partners “worked tirelessly through the logistical challenges of keeping material stocked and ready for us when we needed it.” They all worked together to make this project a success.

 

NIA Associate (Manufacturer) Members’ Products Helped Make the Project a Success

  • 3M—FSL Tape
  • Ideal Products—Jacketing
  • Ideal Tape—ASJ Tape
  • Owens Corning—Fiber Glass Insulation
  • Proto Corporation—Pre-Molded Flange Covers, PVC Fitting Covers

 

 

Always Emphasize Safety

On a large, fast-paced jobsite, with so many trades putting in long hours to meet an aggressive schedule, there can be pressure to cut corners. Beyond regular safety training, Stillitano emphasizes, “We tell our employees, if you ever feel uncomfortable, don’t do it! We work hard with our customers to ensure proper safety practices are followed daily by our employees. Safety is a very serious, never-ending job that we take pride in.”

On a project like this, with so many people and so much equipment in the field, and all the environmental challenges, the issue of safety is magnified. Stillitano notes, “We had over 30 insulators working 6 to 7 days a week for 3+ months.” To make sure everyone stayed safe, he adds, “Our Foreman takes on a larger safety role. They fill out daily safety reports, they have toolbox talks, and they reiterate to everyone to make smart decisions to ensure everyone goes home safely to their families each night.” Superintendent Calderon says that message flows throughout the company: “Insul-Tech puts high priority on safety and accident and risk prevention at all times, in every project. Our crews are dedicated to preventing injuries and accidents on the job, and the company always provides the necessary support to ensure our crews have all the safety equipment and training required, including water/hydration, and extra food on occasions where we had to work for long periods of time to meet the aggressive project schedule.”

 

Insul-Tech’s Insulation Solution

The new construction involved both outdoor and indoor system components. Table 1 provides an overview of insulation system product types and brands used on the exterior pipes and equipment.

Fiber glass insulation was selected as a cost-effective solution to support the customer’s objectives. The product offers the thermal protection needed, and it is durable, cost effective, and relatively easy to install. Given the large diameter of the pipes, and the quantity of material required, Insul-Tech needed to coordinate with Owens Corning to fabricate the pipe covering at the appropriate size since they produce fiber glass in sizes larger than 24 inches.

Metal jacketing was selected to protect the fiber glass insulation (and the pipes underneath) from physical damage, environmental threats like UV exposure and weather conditions, and the ever-present enemy—water. Both jacketing and vapor barrier materials are vital to preventing corrosion and ensuring the insulation system performs as expected.

For the flanges and valve covers, the company turned to another long-standing partner, Proto Corporation. Insul- Tech fabricated all flange covers above 24” x 2” at its fabrication facility.

Owens Corning fiber glass insulation, as well as Proto Corporation parts, were used for indoor applications.

Under each large fitting are mitered pieces of Owens Corning pipe and tank wrap, with mitered PVC jacketing pieces installed over/on top. Each mitered PVC piece ran through a beader and crimper prior to installation, for both functional and aesthetic purposes. Functionally, this process created a proper seal/edge. At the same time, the approach resulted in a final appearance that the customer was pleased with.

Table 2 offers an overview of insulation system components used on the interior pipes and equipment, including product types and brands used.

 

What Made the Project a Winner

Matt Stillitano emphasizes that with all projects, but especially one as large as this, education, communication, and collaboration are vital. He observes, “When you’re voting on a project or looking at pictures of quality insulation [at Fall Summit], very seldomly does anyone realize what you did to get there—especially at this scale. There’s so much preparation, planning, communication, consideration of efficiencies, and an extreme level of coordination involved.”

The collaboration began with the owner and design engineers bringing in Insul-Tech to discuss the proper materials to use and the best installation techniques to meet each of the design objectives. “We work with engineers to be part of the conversation and design. We are trying to pull insulation into the 21st Century and not to just install insulation as directed. We are forward-thinking and try to show engineers that we exist for a purpose. We solve problems and work hard to simplify the process. Our goal is to give them the best possible mechanical insulation system,” Stillitano explains, adding that the company’s success on other projects for this customer gave them credibility. “We are typically involved at some level in design conversations, which has created value to our customers. With a repeat customer, they feel comfortable with our level of expertise as it pertains to their design.”

Once construction was underway, Insul-Tech was not the only contractor laser-focused on getting its work done on time. The jobsite was enormous, bustling with activity. As Stillitano describes it, “There are tractor trailers, 18-wheelers coming in and out constantly. We are just some of people on the project among hundreds and hundreds on the jobsite. Every day, coordination with other trades was necessary to keep making sure the material and personnel are in the right place at all times, ensuring everyone has space to do their work and keeping everyone on the jobsite safe.” With new construction, the list of participants includes sheet metal, pipefitters, plumbers, project managers, general contractors, lift operators, infrastructure support personnel, and more. Insul-Tech alone had a project manager, superintendent, multiple foremen, and crew team members on site. Just as it sounds, Stillitano concludes, “The amount of teamwork and collaboration required for a successful project is staggering.”

 

Project Takeaways

Work with People You Can Trust

It all starts with quality people. For facility owners/managers and others with decision-making authority, Stillitano emphasizes “hiring a vetted, qualified insulation contractor with a proven track record should be priority number one. Even a quick conversation with a competent mechanical insulation contractor could save an owner, GC, or mechanical company dollars and headaches in the long run.”

Build on Your Relationships

“I have always used any situation in this business as an interview for the next. I was raised to never know who is watching and to always put your best foot forward, to help people, give everyone a chance, and be patient with others. I have met great people in the construction industry, people that want to help you succeed. In return, they want you to learn, grow, and evolve so you can be an asset to them as well—a true partnership.” Furthermore, Stillitano says, “Not everyone understands that’s really what it’s about in this business—partnerships. We are the insulation contractor, we have the stress and the headaches, but we also get the award. Metro Supply, Owens Corning, and Proto are not eligible to win this contractor award [NIA’s Insulation Project Art Gallery Showcase and Competition win], but we know we could not do it without them.” The importance of teamwork and long-standing relationships cannot be overstated. “In today’s world of lead times and procurement struggles,” Stillitano says, “having positive relationships with distributors and manufacturers can be the difference between meeting a deadline or not.”

Educate Yourself So You Can Educate Others

Underscoring a theme many NIA members voice, Stillitano says, “getting input from insulation professionals is a very underappreciated aspect of what we do. I have never had issues with specifications for a project when we assist an engineer. However, I have had many issues when not involved in that process. There is simply a lack of knowledge about what we do and how important it is to get it right the first time. I have seen lots of time, energy, and dollars wasted over the years when the specifications are incorrect.”

Bring Initiative to Every Project

Along with education, initiative goes a long way in delivering a top-notch insulation system. Stillitano says, “You’re not just contracting us to perform the work, but to guide you every step of the way and speak up if needed.” He recognizes that it takes a lot of work. Thinking back on how they insulated the large, irregular shapes and curves of this project, he says, “Putting in the time and effort to develop a solution is part of how Insul-Tech has earned repeat customers. It also keeps our employees engaged and developing as industry-leading insulators.”

 

Closing Thoughts

Stillitano says, “The size and speed at which this project was constructed made it challenging. I am proud of our team and the level of execution they maintained throughout. It takes constant communication to ensure a quality project is delivered on time.”

NIA congratulates Insul-Tech on a job well done!

In addition to Sean McLaughlin and Felix Calderon, Insul-Tech recognizes the following employees, who each played a vital role in this project.

  • Jack Vogt, Pre-Construction/Estimating
  • Sabrina Sweeney, Accounting
  • Jonathan Ramos, Superintendent
  • John Adkins, Superintendent
  • Carlos Gonzalez, Foreman
  • Ociel Carranza Ambriz, Lead Mechanic
  • Gabriel Carranza Ambriz, Lead Mechanic
  • Juan Gonzalez, Lead Mechanic
  • Emerson Melendez, Mechanic
  • Gerson Ortiz, Mechanic
  • Jose Armando Ambiz, Mechanic
  • Henry Argucia, Mechanic

Calderon adds, “We also want to thank our office staff for their incredible support. They are always a part of our successful experience too.”

 

About Insul-Tech Inc.

Founded in 2003, Insul-Tech Inc. is a family owned and operated commercial and industrial mechanical insulation contractor headquartered in Frederick, Maryland and serving Washington, DC, Maryland, and Northern Virginia. With insulation requirements and specifications continuing to evolve, the emphasis at Insul-Tech remains on the customer, with energy efficiency and conservation constantly in mind. The company values the importance of staying up to date on the latest materials, designs, and proper installation of all insulation products.

In addition to mechanical insulation, Insul-Tech offers additional services in fire stopping, mold and mildew control, and mechanical insulation energy appraisals.

The Insul-Tech team is well equipped to provide the necessary information for planning and completing your next mechanical insulation project. For more information, visit www.insultech-inc.com.

NIA Sites > Insulation Outlook Magazine > Global

Zombie Specs: Why Your Insulation Language Might Be Older than Your Intern

We welcome readers to submit their own stories of  baffling project insulation requirements and weird specifications. Send your stories or requests to be interviewed to editor@insulation.org.

If you’ve ever stumbled across a mechanical insulation specification calling for asbestos wrap or sewn lagging cloth, you might have had the same reaction I did—something between shock and disbelief, followed by a desperate urge to check the calendar. Surely, it couldn’t still be 1974. Yet, here we are. Outdated insulation specifications are the ghosts of projects past, and they haunt more boilerplate language than most of us would like to admit.

 

Welcome to the Mechanical Insulation Time Capsule

There’s nothing wrong with history. In fact, I have a deep respect for the long evolution of our industry. But specifications are supposed to be living documents, not historical artifacts. And yet, in plant and facilities across the country, we’re still seeing specs that seem to have been pulled from a dusty three-ring binder labeled “Disco Era – Do Not Open.”

The problem is simple: Cut-and-paste culture has taken over the specification process. This might be one instance where recycling isn’t a good idea. Reusing firm specifications that haven’t been reviewed recently isn’t efficient. It is time consuming in the long run.

 

Boilerplate Blunders: The Greatest Hits

Here are a few real-life golden oldies that I (and my fellow insulation veterans) have spotted recently:

  • Sewn Lagging Cloth: This practice went out of style sometime around the end of the Cold War. Unless you’re insulating a steamship in a maritime museum, this has no place in modern mechanical systems.
  • Asbestos Insulation: Nothing says “retro spec” like an explicit call for materials that are illegal, hazardous, and guaranteed to get your project team some unwanted attention from health and safety regulators.
  • Insulation Thicknesses from Another Era: When specs assume thermal performance requirements from days of yore, you’ve got a problem. Today’s energy codes demand more, and your specs should too.
  • Products that No Longer Exist: I’ve seen products listed that the manufacturer hasn’t made in 60 years. The spec writer might as well have asked for a DeLorean with a flux capacitor.

 

The Real Cost of Outdated Specs

These resurrected zombie specifications don’t just make you look out of touch—they cost real time and money. Here’s how the horror movie usually plays out:

  1. The insulation contractor reads the spec and immediately raises an eyebrow (or both).
  2. The contractor contacts the mechanical contractor, who then reaches out to the general contractor or project manager, who calls the engineer, who digs up the spec writer.
  3. The whole chain gets bogged down in back-and-forth clarifications, requests for information, and revisions.
  4. Once the confusion is sorted, the correct materials are ordered—often with expedited shipping to avoid further delays and cost increases.
  5. All of this slows down the project and adds unnecessary costs, and no one’s happy.

All this happens because someone copied and pasted the wrong paragraph from a project that predates Google.

 

Modern Solutions for Modern Systems

So, what’s the cure for this epidemic of outdated insulation specs? It’s easier than you think:

  • Periodic Specification Reviews: Make it a regular habit to review your mechanical insulation specs at least every couple of years. Better yet, make friends with your insulation contractor or manufacturer rep—they live and breathe this stuff and can help keep you current. If you don’t know whom to call, make a new friend with the experts at any insulation manufacturer’s technical department. Visit www.insulation.org/directory to find one.
  • Use Online Industry Resources: NIA offers a free insulation design guide and
    eight insulation calculators to do the work for you. Or scan material properties on the Spec Chart, search for manufacturers by standard, and learn tricky terms in the insulation science glossary terms, all at www.insulation.org/resources. Another useful guide is the North American Insulation Manufacturer Association’s (NAIMA’s) Guide to Insulating Chilled Water Piping Systems. Visit www.insulationinstitute.org to download the guide, use NAIMA’s free thickness calculator, 3E Plus®, or their new estimator software. These tools help everyone (specifiers, contractors, and engineers) get on the same page and prevent those “what year is this spec from?” moments.
  • Leverage the North American Commercial & Industrial Insulation Standards Manual: This handy resource from Midwest Insulation Contractors Association (MICA), sometimes just called the MICA Manual, is like having a time machine set to “current best practices.” It contains standardized system plates that show insulation materials, installation methods, and accessory details that reflect today’s codes and technologies.

 

Why It Matters: It’s More than Just Insulation

Remember, insulation isn’t just a box to check—it’s a critical part of your building’s energy performance, safety, and long-term durability. When you use outdated specs, you’re not just creating confusion for the contractor—you’re potentially compromising the very systems you’re trying to protect. Plus, nobody wants to explain to a client why their brand new “high-performance” building is saddled with insulation technology that predates email.

 

A Plea from an Industry Veteran

I get it—spec writing isn’t glamorous. It’s not the part of the job anyone dreams about. But good plans and specs are the foundation of good projects. They set the tone for everything that follows. So, when you create the project documents for your next project, take a minute to make sure they do not accidentally call for materials that belong on display in a museum. In fact, you can reach out to NIA members and they will be happy to help you determine if there is a new design or product that will help the owner save money and energy while reducing carbon emissions.

At the end of the day, the only thing that should be retro on your jobsite is the playlist—not the insulation system.

 

Need Help? Don’t Reinvent the Wheel (or the Spec)

If you’re not sure where to start, the experts at NIA are happy to help. We’ve got members who love nothing more than reviewing boilerplate language and helping you bring it into the 21st century. Find out more at www.insulation.org/membershipdirectory. In this business, the only thing scarier than bad insulation is bad insulation specifications.

NIA Sites > Insulation Outlook Magazine > Global

A Discussion of Changes to ISO15665:2023-12 Acoustics—Acoustic Insulation for Pipes, Valves, and Flanges

ISO 15665:2023 Acoustics — Acoustic Insulation for Pipes, Valves, and Flanges is the international standard governing the determination and certification of acoustic insulation insertion loss for pipes, valves and flanges. This second edition of ISO15665 (2023–12) cancels and replaces the first edition (ISO15665:2003) and incorporates the Technical Corrigendum ISO15665:2003/Cor.1:2004.

The revision was tasked with updating the standard to align with improvements in material technology and techniques; incorporate considerations in the thermal credit of acoustic materials in thermal-acoustic systems and in selection of materials where corrosion under insulation (CUI) is a concern; and amalgamate the classification of D2 and D3 insertional loss defined in the Shell DEP 31.46.00.31.

This article will present the following updates and revisions:

  • Acoustic Insertion Loss
  • Understanding the Overall Noise Reduction
  • System Constructions and Testing
  • Removeable Acoustic Jackets
  • Determination of Infield Sound Insertion Loss (Sound Pressure)

 

Acoustic Insertion Loss

The acoustic insertion loss provided by a pipework insulation material or system is the difference in the sound power level radiated from a noise source before and after the application of the acoustic insulation for any octave or one-third-octave frequency band.

Clause 4 of the standard defines the classification of acoustic insulation for various pipe diameters:

  1. Less than 300 mm outside diameter,
  2. Greater than or equal to 300 mm diameter, but less than 650 mm;
  3. Greater than or equal to 650 mm diameter, but less than 1,000 mm.

The 2003 version of the standard presented three classifications for each of these diameter ranges, Class A-C, with prescribed acoustic insertion loss at each octave band frequency between 125Hz to 8,000Hz. Multinational oil and gas company, Shell, then produced an additional insertion loss classification for diameters (2) and (3), Class D, in their Design Engineering Practice (DEP) document DEP 31.46.00.31. Between the issuance of these original documents and the issuance of the 2023 revision of the standard, the four classes have been referenced regularly within industry. The 2023 revision has now incorporated the Shell DEP classifications into the main standard so that all four are now held in ISO15665:2023. The updated insertion loss classifications and requirements are presented in Table 1.

To satisfy a given classification, the insertion loss of all seven octave bands must exceed or be equal to the insertion loss values provided in Table 1. Any insulation system that does not fully satisfy the above requirements would be designated as “unclassified.”

 

Understanding the Overall Noise Reduction

To understand the effectiveness of an acoustic insulation system on a noise source, the overall reduction can only be undertaken for the octave band frequency spectrum of the noise. It is noted that, where possible, the actual sound level frequency spectrum of the pipe under consideration should be obtained. The insertion loss at each frequency of a given insulation system can then be subtracted from the corresponding pipe sound level frequencies. Logarithmically adding these attenuated octave band frequency levels will then provide the predicted insulated pipe sound level.

However, the determination of the actual pipe sound levels in octave bands is often not possible. ISO15665 therefore provides generic octave band frequency spectra for pipes attached to typical industrial sound sources. The 2023 revision of the standard has extended the types of sound source to now include solids conveyor pipes in both the dilute and solids phases.

If the overall noise level of a pipe is known, a correction is applied for the different sound source at each octave band frequency. Figure 1 presents the generic, expected noise source frequency spectra for typical noise sources often associated with pipe noise. In this example, the overall sound level for each source is 100 dBA. As can be seen, the frequency spectrum varies significantly with each sound source. The selection of acoustic insulation will therefore depend on the insertion loss performance at each octave band frequency of the insulation system, presented in the test certificate for that system, and the noise source spectrum.

To highlight the range of reduction that can be achieved with a simple classification requirement, Table 2 provides a comparison. If we consider the noise attenuation that could be achieved with an insulation system that equals the standard Class C2 insertion loss, for each of these noise sources in the standard, then apply the calculation in Clause 5 of the ISO15665 standard, the following results are predicted.

The standard provides a typical performance and reduction of the noise sources. However, it is recommended that the actual noise source data is determined and used in conjunction with the certified insertion loss performance of specific material systems to predict the achievable noise reduction more accurately for a given situation.

 

System Constructions and Testing

With more material systems now available for acoustic pipework insulation, it is often not just the acoustic performance that needs to be considered. With material systems also having to account for thermal performance and address concerns around CUI, the standard revision has made several changes to reflect these topics. These changes include the following:

  • Additional emphasis placed on the requirement for insertion loss testing for determining acoustic performance of pipework insulation systems.
  • Introduction of flexible elastomeric foam and aerogel blankets.
  • Removal of airflow resistivity for porous layer, as this parameter is not necessary for all material systems.
  • Change of previous Clause 9: “Acoustic insulation constructions that meet the insulation class requirements” into Annex A to update and expand the use of various, newer material system constructions.
  • Introduction of CUI as a material/system selection requirement.
  • Consideration of the thermal performance of acoustic materials for thermal-acoustic systems.

Since the original standard release in 2003, material technologies have improved. In 2003, the primary materials of choice, and for the attainment of the acoustic insertion loss curves, were mineral wool and steel. It was noted that other materials could be suitable for outer layers, additional layers, vibro-acoustic seals, and porous materials. Many of the original listed materials have been retained, and two materials were added: flexible elastomeric foams (FEF) and aerogel blankets.

Both FEF and aerogel blankets have allowed for a significant reduction in the thickness of acoustic insulation while still maintaining and often exceeding the classic insertion loss performance of mineral wool systems. The original version of the standard outlined material characteristics for a mineral wool “porous” layer to maximize the airborne acoustic absorption and minimize the transmission of structure-borne sound to the cladding for the system. The main requirements for this porous layer were a low dynamic stiffness, defined density, and airflow resistivity. However, with the advent of FEF and aerogel blankets, the density and airflow resistivities are no longer considered to be as necessary.

Clause 9 of the original 2003 standard presented material constructions that could be expected to meet the insertion loss classifications A–C, with the Shell DEP 31 document extending this clause for Class D. The emphasis of the 2023 revision, however, puts less emphasis on these prescribed constructions and considers the independent testing and certification of material constructions to be a more reliable method for creating confidence in the insertion loss for a given system. The original Clause 9 construction examples have been relocated to Annex A (informative). These constructions would be expected to meet the classification requirements but are not guaranteed to do so unless they can be supported by specific independent test certificates and materials meet their technical data sheet requirements. This is true for any material system construction.

Further emphasis on material selection is also made in Clause 6 of the new revision to allow consideration to CUI. It is a known issue within industry that where insulation is applied to pipework systems, under certain circumstances, corrosion of the pipe wall can occur underneath the insulation. CUI remains potentially undetected unless measures are taken to inspect and monitor the condition of the pipe periodically. It is not within the standard’s remit to prevent or reduce the risk of CUI. The 2003 version of the standard brought to attention the potential use of anti-corrosion coatings and prevention of water and vapor ingress into the insulation. It is noted that such ingress prevention is often unlikely during the life of the insulation system, particularly where rigid cladding systems are utilized.

The 2023 revision highlights porous materials that reduce moisture ingress down to the pipe wall and thus mitigate the spread of any moisture along the pipe wall. Additionally, the use of material spacer wraps (e.g., PVC and/or PTFE) between the pipe wall, the insulation material, and cladding, has been demonstrated to offer further improvements to the acoustic, thermal, corrosion, and stress corrosion cracking (SCC) mitigation performance.

The original 2003 standard identified the combination of thermal and acoustic systems, though noted that the thermal requirements of insulation are beyond the scope of the standard. The standard presented that for hot services, the same porous material can be used for thermal and acoustic insulation, though the thickness would be determined by the more stringent requirement. For cold services, the previous version of the standard discussed the use of a rigid thermal insulation (PIR/cellular glass) with an acoustic insulation placed on top of the thermal insulation.

Within the 2023 revision, it is now possible to combine the thermal credit of flexible acoustic materials, such as aerogel blankets and FEF, to reduce or even replace the rigid thermal materials and thus provide a combined thermal-acoustic system. This approach has the potential to significantly reduce the thickness of the system and reduce the cost of installing insulation systems, steelwork, cladding, etc. As with the hot services, the thickness of the system used for cold service is determined by the more stringent requirement. With cold service systems, the use of vapor barriers/seals remains crucial.

The 2003 version of the standard specifically says in Clause 6.3 that the porous layer should be added on top of any rigid thermal layers. The 2023 revision of Clause 6.3 specifically now allows for the inclusion of FEF and aerogel blankets for the porous layers, and also specifically introduces the combination of the thermal–acoustic function that recognizes the thermal functionality of the porous layer.

Additionally, the standard now highlights the approach of using only flexible porous layers (with some layers as sacrificial thermal layers) as the whole thermal-acoustic system. This example seeks to show the possibility of 1) taking the thermal credit of the additional acoustic porous layers on top of a rigid thermal layer, which reduces the amount of rigid insulation required; and 2) using only a flexible porous layer to achieve both thermal and acoustic performance. These different approaches may be beneficial for those seeking to reduce the footprint of the piping systems or the amount for metal cladding required.

 

Worked Example

Examples of such systems are presented in Figures 3–5 as a worked example for a cold service system.

Assuming the thermal requirement for heat gain less than or equal to 25W/m2, a comparison of typical thermal insulation materials was calculated according to ASTM C680-19.

Assuming a 12” pipe on a liquified natural gas process plant operating at -163°C (-261°F) with an ambient temperature of 24°C (75°F), wind speed of 1 m/s; relative humidity of 80%, and an emissivity of 0.3, the following materials were compared: aerogel, cellular glass, PIR, and mineral wool.

The heat gain of the above insulation materials was calculated to be 39.5 W/m for the aerogel, 44.9 W/m for the PIR, and 51.2 W/m for the cellular glass.

Because of the different thermal properties of different materials, varying thicknesses of thermal insulation are needed to provide the required thermal performance. However, if we now consider an additional acoustic requirement for ISO15665 Class C, the 2003 standard would consider the following systems to be suitable as a thermal plus acoustic performance.

The example presented in Figure 4 would meet the thermal requirement and the acoustic requirement. The new standard offers two thermal performance designs with a porous layer and then with or without a rigid layer, depending on the design goals. However, the 12” pipe with 135 mm of PIR applied will have an effective diameter of 594 mm (~24”), and with the 170 mm of cellular glass, this diameter would be 664 mm (~26”).

It should be noted that where rigid thermal insulation is applied to the mid-diameter pipes
(300–650 mm diameter), the acoustic classification may change from a mid-diameter class requirement to a larger class requirement. Care should be taken to apply the correct classification of acoustic system construction. In this instance, for a Class C mineral wool system, there would be no change in construction for the cellular glass to meet Class C3; however, for other material systems, changes may be required.

The 2023 revision of the standard allows the possibility of using an appropriate flexible (porous) material for thermal insulation and acoustic insulation. In this example, as the 90 mm of aerogel blanket required for the thermal insulation purpose is much thicker than the acoustic thickness for the Class C2, it would only be necessary to add the appropriate amount of mass loaded vinyl and cladding to the outside of the aerogel blanket (as certified in independent testing) to complete the thermal-acoustic system.

Adding the mineral wool system on top of the rigid insulation would increase the diameter of the pipe by a further 200 mm. In such circumstances, the PIR + mineral wool system would extend a 12” pipe to 795.3 mm (~31”), and the cellular glass + mineral wool system from 12” to 865.3 mm (~34”). The aerogel thermal-acoustic system would increase the 12” pipe to 516.5 mm (~20”).

However, if the thermal credit of the acoustic systems is considered to provide a true thermal and acoustic combined system, the thicknesses can be further reduced. Using a single type of material for both thermal and acoustic performance, the thickness can be more efficiently minimized. Figure 5 highlights these advantages.

By taking the thermal credit for the mineral wool used in the system, it is possible to reduce the amount of PIR and cellular glass used in the system (note the acoustic system used on top of the rigid material must remain the ISO15665 class certified thickness and construction). Taking this combined approach from ISO15665:2023, these systems have reduced the PIR and mineral wool system from 795.3 mm to 635.3 mm (~31” to ~25”), and the cellular glass and mineral wool from 865.3 mm to 665.3 mm (~34” to ~26”). The aerogel system remains significantly thinner at 516.5 mm (~20”).

Calculating the systems in Figure 5, according to ASTM C680-19, the heat gain (linear) for each system was predicted to be 39.5 W/m for aerogel, 47.5 W/m for PIR and mineral wool combined, and 49.1 W/m for cellular glass and mineral wool combined.

 

Removable Acoustic Jackets

In 2003, Clause 7.4 made cursory mention of the usefulness of acoustic “blankets.” Due to the advances in material technology, the use of the term “removable blankets/jackets” became more prevalent by 2023. The revision has moved to acknowledge this change, introduce a more detailed description of the usefulness of this measure, and present details relating to the construction requirements.

Removable acoustic jackets must be composed of a porous layer and the additional mass layers within a glass/silicone cloth jacket that is designed to fit the shape of the valve/flange/pipe. The jacket construction should have the same insertion loss class as the fixed insulation system used either side of the valve/flange; and, depending on the classification and the construction used, should have an independently tested and certified insertion loss performance. The jacket should overlap the adjacent insulation by 100 mm for Class A, 200 mm for Class B, and 300 mm for Class C and D. A generic construction diagram is presented in the standard in Appendix D, and is shown in Figure 6, below.

 

Determination of Infield Sound Insertion Loss (Sound Pressure)

Determining the insulation insertion loss was discussed in detail in the 2003 standard, and the laboratory method remains valid and has not been updated. However, it was considered that the infield method required expansion for the sound pressure methodology. Detailed guidance in how to measure and calculate the insulation insertion loss in the field using a sound pressure methodology has therefore been provided in the revision.

Generally, the sound pressure level method for determining insertion loss is the least accurate method. Criteria are presented for checking whether the sound pressure method can be suitable. Where the criteria are not met, the methodology for sound power is recommended. Locations for measurement are presented, and formulas are given for using the results of the measurements to determine the insertion loss.

 

Summary

Revision of the ISO15665 standard has been 20 years in development. The revision has combined the original document and the addendum produced by Shell DEP 31.46.00.31 to bring all insertion loss classes and performances into one document. Advances in insulation materials technology have improved the insertion loss performance and reduced weight and thickness of insulation. The scope of the standard has now widened to recognize such materials to be used.

By introducing these approved materials, it was also necessary to de-emphasize previous guidance on standard system constructions as they appeared in Clause 9. Though these constructions remain for information purposes in the Appendix, the emphasis of the standard is now on the testing and certification of acoustic insulation systems, regardless of the material used. Materials can now be selected for other requirements (thermal/CUI protection etc.), constructed and tested to meet the insertion loss requirements laid out within the standard.

Additionally, the change of focus from the design of independent thermal and acoustic insulation systems to one where the thermal contribution of the acoustic insulation is considered provides a method for reducing pipe diameters in thermal-acoustic systems.

The other key revision is the more detailed introduction of removable acoustic jackets/ blankets to be used where fixed insulation may not be suitable. Rather than relying solely on enclosures of boxes to envelop items such as valves or flanges, advice is provided for the construction and application of flexible acoustic jackets. Such jackets can be installed and removed easily, allowing for maintenance and inspection of these items while providing equivalent sound attenuation as that of the fixed insulation system adjacent to these items.

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2025 Economic Analysis

Construction Outlays Slipped in January as Potential Widespread Tariffs Threaten to Push Back Investment Decisions, Upend Costs and Supply Chain

Construction spending decreased 0.2% from December to January, with mixed results across residential, nonresidential, and public segments, according to an analysis of a new government report that the AGC released recently. AGC officials cautioned that spending on new construction projects could be negatively impacted by proposed new tariffs on a range of goods from Canada, Mexico, and China that are likely to make projects more costly.

“Construction spending growth has been slowing under pressure from high interest costs and now the prospect of new waves of tariffs,” said Ken Simonson, AGC’s Chief Economist. “There have already been notable cancellations and postponements for major manufacturing plants, and the impacts of new tariffs are likely to lead to more delays and cancellations.”

Spending totaled $2.19 trillion at a seasonally adjusted annual rate in January. The total was 0.2% below from the December rate and 3.3% above the January 2024 level. Simonson noted that construction spending increased at a 6.6% rate in 2024 as a whole—twice as fast as the latest year-over-year increase.

Manufacturing construction spending declined 0.3% in January, and the year-over-year growth slowed to 5.6% from 20% in 2024. Simonson noted that last week alone, Air Products pulled out of three planned projects, and Intel pushed out completion of its $28 billion Ohio project from 2026 to 2031.

Other major categories that slipped in January include educational construction, which fell 0.6% from December; multifamily construction, which decreased 0.7%; and private office construction, which declined 0.5%. These and other contractions outweighed increases in single-family homebuilding, which rose 0.6%; data center construction, which climbed 1.9%; and gains in several infrastructure sectors. In particular, highway and street construction spending rose 0.6% for the month, sewage and waste treatment outlays increased 0.4%, and spending on transportation facilities edged up 0.1%.

AGC officials noted that the new tariffs set to start in March will make the cost of a broad range of construction materials more expensive, whether they are from Canada, Mexico, China, or from domestic producers who are likely to raise prices as well. They urged the Trump administration to work quickly to resolve the underlying disputes that are prompting the new tariffs in order to mitigate the negative impacts of the tariffs.

“Higher interest rates are making it harder to get private sector projects approved, and these new tariffs are likely to prompt many developers to hit pause on new projects,” said Jeffrey H. Shoaf, AGC’s Chief Executive Officer. “We all want to see more domestic suppliers of construction materials, but undermining demand for construction isn’t the right way to
stimulate new domestic capacity.”

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New Report on Small Business Shows Increased Optimism

This quarterly survey focuses on the construction, manufacturing, retail, and services industries.

The NFIB Research Center released an industry- specific quarterly Small Business Economic Trends survey highlighting the construction, manufacturing, retail, and services industries. According to the report, the Optimism Index for these four reported industries increased from the prior quarter and was higher than the 51-year average. In fact, small businesses in the construction, manufacturing, and services industries were more optimistic than the overall small business population.

“Although labor pressures, supply chain disruptions, and increased operating costs have hindered small business growth over the last few years, optimism levels have increased significantly over the last quarter,” said Holly Wade, Executive Director of NFIB’s Research Center. “Small businesses in the construction, manufacturing, retail, and services industries are not only optimistic, but hopeful that business conditions will finally improve. Looking forward, firms in these four sectors anticipate improved sales, increased opportunities for growth, and a pro-business economic environment that enables Main Streets to thrive.”

The survey was conducted in January and the overall Optimism Index in January was 102.8.

 

Key findings by industry:

CONSTRUCTION

  • In January, the Optimism Index for the construction industry was 104.9, up 7.8 points from October and higher than the overall Index by 2.1 points. Owners in the construction industry were the second most optimistic of the four reported industries.
  • A net 32% of construction firms plan to hire in the next 3 months, up 11 points from last quarter and the highest of the four reported industries. Hiring plans in this industry were 14 points higher than the reading for all firms.
  • Small businesses in the construction industry had the highest percentage of unfilled job openings, at 49%, down 1 point from last quarter. Job openings in construction were 14 points higher than the reading for all firms.
  • Forty-two percent of the job openings in construction are for skilled workers (down 3 points from last quarter) and 11% (up 3 points) for unskilled labor.
  • Fifty-one percent of construction firms reported few or no qualified applicants, down 3 points from October.
  • Earnings trends in construction fell 1 point from October to a net negative 23%. Although this reading decreased from the previous quarter, the construction industry is seeing better earnings trends than the other three reported industries and the aggregate for all firms.

MANUFACTURING

  • The Optimism Index for the manufacturing industry was 106.2 in January, the highest of the four reported industries and 3.4 points higher than the overall Optimism Index. This reading was 15.9 points higher than in October and had the largest quarterly change.
  • The percentage of firms in the manufacturing industry expecting strong future sales rose 31 points from the prior quarter to a net 21% in January. This was the highest reading of the four reported industries and was 1 point higher than the reading for all firms.
  • Twenty-seven percent of firms in the manufacturing sector reported plans to make capital outlays in the coming months, the highest of all reported industries. Plans to make capital outlays were reported by 27% of the firms in the industry, unchanged from October’s reading and 7 points better than that of all firms.

RETAIL

  • The Optimism Index for the retail sector improved 8.8 points this quarter, to 100.1. This sector exhibited the lowest level of optimism among the four reported industries and was 2.7 points below the reading for all firms. Even so, optimism in this sector is still higher than the 51-year average.
  • The retail industry had the lowest percentage of firms with hiring plans, at a net 12%, 6 points worse than the aggregate reading of all firms. Despite the comparatively low reading, hiring plans among retailers increased 8 points from the prior quarter.
  • A net negative 9% of retailers reported current inventory levels as “too low” this quarter, down 7 points from October’s reading, and 8 points worse than the reading for all firms.
  • Plans to increase inventory increased 6 points from last quarter to a net 2%. This reading is 2 points better than that of all firms.
  • The percentage of small firms in the retail industry expecting strong future sales increased 26 points from October to a net 18%. Despite this large increase, sales expectations for the retail industry were 2 points lower than the reading for all firms.

SERVICES

  • In January, the Optimism Index for the services industry was 103.1, up 9.1 points from October. Of the four reported industries, the services sector had the closest reading to that of the overall Optimism Index.
  • A net negative 48% of owners in the services industry reported they expect the economy to improve in the coming months. January’s reading was 52 points better than in October 2024, and 1 point higher than the all-firms reading.
  • In accordance with the overall trend in hiring plans among small businesses, a net 15% of small firms in the services sector plan to hire in the next 3 months, down 7 points from October. Of the four reported industries, this reading is the closest to the overall reading for January.

 

The full report is available at https://tinyurl.com/3w8rmrfk. NFIB is a member-driven
organization advocating on behalf of small and independent businesses nationwide. NFIB was founded by C. Wilson Harder in 1943, whose vision was to give small and independent business a voice in governmental decision-making through advocacy. For more information, visit www.nfib.com.

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Construction Industry Must Attract 439,000 Workers in 2025

The construction industry will need to attract an estimated 439,000 net new workers in 2025 to meet anticipated demand for construction services, according to a proprietary model developed and released recently by ABC. In 2026, the industry will need to bring in 499,000 new workers, as spending picks up in response to presumed lower interest rates.

“While the construction workforce has become younger and more plentiful in recent years, the industry still must attract 439,000 new workers in 2025 to balance supply and demand,” said ABC Chief Economist Anirban Basu. “If it fails to do so, industrywide labor cost escalation will accelerate, exacerbating already high construction costs and reducing the volume of work that is financially feasible. Average hourly earnings throughout the industry are up 4.4% over the past 12 months, significantly outpacing earnings growth across all industries.”

ABC’s proprietary model uses the historical relationship between inflation-adjusted construction spending growth, sourced from the U.S. Census Bureau’s Construction Put in Place Survey, and payroll construction employment, sourced from the U.S. Bureau of Labor Statistics, to convert anticipated increases in construction outlays into demand for construction workers at a rate of approximately 3,550 jobs per billion dollars of additional spending. The model also incorporates the current level of job openings, unemployment, and projected industry retirements and exits into its computations.

“This represents improved labor availability relative to recent years,” said Basu. “The improvement can be traced to two primary factors. First, construction spending is expected to grow at its slowest pace in years throughout 2025, especially in interest rate-sensitive segments like homebuilding. Interest rates will remain elevated in 2025 before likely beginning to dip next year. Second, the industrywide workforce has become significantly younger over the past several quarters, with the median construction worker now younger than 42 for the first time since 2011. As a result, the pace of retirements is expected to slow this year.

“Despite that improvement, contractors will struggle to fill open positions,” said Basu. “This will be especially true in areas where manufacturing and data center megaprojects are underway. More than $1 in every $5 spent on nonresidential construction currently goes toward manufacturing projects, and those projects are absorbing a significant share of the labor force in their respective regions.”

“The U.S. construction industry’s efforts to hire more workers to replace retirees and meet the demand for new construction projects gained momentum in 2024,” said Michael Bellaman, ABC President and CEO. “That is fantastic news, but we still have a long way to go to shore up the talent pipeline. The data on the number of young people choosing a career in construction suggests that employing practical technology and innovation in educational programs and on jobsites helps maximize the productivity and efficiency of the construction workforce. ABC’s all-of-the-above workforce development strategy is working to draw new entrants into the industry through hundreds of entry points, and upskill them through both industry-driven and government-registered apprenticeship programs.”

“There are also factors that could render this model overly conservative, meaning worker shortages could be more severe than predicted in 2025,” said Basu. “While the consensus forecast has construction spending increasing by less than 3% in 2025, that same forecast has underestimated growth by a significant margin during each of the past 3 years. If inflation dissipates in coming months, borrowing costs will subside and construction volumes will increase. Faster-than-expected immigration over the past few years has also bolstered labor supply, and potential changes to immigration policy will likely constrain worker availability.”

“ABC’s goal is to work with the Trump administration and Congress to create a visa system that allows people who want to contribute to society and work legally in the construction industry to do so,” said Bellaman

“President Trump and the 119th Congress have a significant opportunity to advance policies and regulations that protect free enterprise, reduce regulatory burdens, [and] expand workforce development,” said Bellaman.

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Four Trends to Watch in the Built Environment for 2025 and Beyond

As we move into 2025, understanding the trends and factors affecting the built environment is more important than ever. Not all sectors, geographies, and business models will see the same outcomes. Gaining insight into what is likely to shape your strategy will be critical for success in the latter half of this decade.

There are many factors influencing how construction spending will close out the decade, including the current political climate, policy and funding shifts, and changing priorities across sectors. While we cannot predict the future, there are several areas that will likely have an outsized impact on construction spending.

Following are four of the most important trends that will shape engineering, construction, and other areas of the built environment in the coming years. We at FMI also offer some questions for executives to consider when looking to understand the operating environment and how to make strategic decisions that will drive long-term results.

 

TREND 1

Increases in data centers and reshoring of manufacturing facilities are driving engineering and construction (E&C) growth.

Spending on data centers is forecast to reach more than $30 billion by 2026, with an annual growth rate of more than 10% through 2026.

Private data center spending, which is a subset of the broader office sector, rose 60% from 2023 levels through the third quarter of 2024. New inventory grew by more than 20%, driven by surging demand for artificial intelligence (AI) and cloud computing. Spending on data centers is forecast to reach more than $30 billion by 2026, with an annual growth rate of more than 10% through 2026.

But it is not enough to quickly assemble a metal building on a concrete slab and add servers. The design and construction of data centers are changing to incorporate increased demand and new trends in the industry, such as the need to be more energy efficient. Since data centers consume 10 to 50 times the energy of commercial office buildings, owners are looking for energy-efficient solutions. This is especially true for hyperscale data centers because many large technology companies pledged to reduce their carbon emissions and integrate sustainability into their operations.

The rise in data centers is also changing how electricity is produced and how much it costs. Data centers use an estimated 2% of the total electricity consumed in the United States1, and this use is expected to grow. That means upgrading transmission and distribution infrastructure is essential to meeting demands. Strategic investments in smart grids, energy storage, and grid flexibility allow electrical providers to effectively address the evolving requirements of electrification, support clean energy initiatives, and achieve emissions reduction targets while ensuring reliable and sustainable power supplies.

Because transmission and distribution lines already carry substantial energy loads, and substations are often located on the outskirts of urbanized areas, there is a clear need to prioritize upgrades, maintenance, and restoration work on the electrical infrastructure. The lack of capital and necessary labor force coupled with the extensive timelines for major transmission projects further emphasizes the need to efficiently and intelligently expand the grid. Power system engineering providers and software solutions sit at the forefront of this massive development effort.

Besides data centers, construction spending will be driven by manufacturing. In October 2024, manufacturing construction spending reached $236 million2, up 16.6% from the year before, according to the U.S. Census Bureau. The Covid-19 pandemic highlighted supply chain risks and other gaps in U.S. manufacturing, prompting many companies to begin moving production to the United States. The risk of tariffs and other trade policy changes is also pushing many to build greater flexibility into their procurement strategies to help navigate uncertainty and diversify supply chains.

Critical questions to ask yourself:
  • The continued data center builds to support AI are driving up the demand for power and the price of electricity. How does this impact traditional energy efficiency efforts?
  • What happens after the federal stimulus program money is spent, especially given the transition toward smaller government spending and initiatives?
  • What constraints are data centers putting on your business, including access to skilled labor, material procurement, transportation logistics, etc.? How can you work to combat these challenges?
  • What strategies are you employing to integrate sustainability and resilience into your projects, ensuring you meet both regulatory requirements and client expectations in a rapidly evolving market?

 

TREND 2

Long-term efficiency and sustainability implications are reshaping how our world is built.

The U.S. Government is mandating that state departments of transportation develop climate resiliency plans to qualify for federal funding and designated more than $50 billion to enhance climate adaptation and resilience nationwide.

As FMI wrote in our paper, “The Seven Biggest Trends Affecting Infrastructure Today3,” the movement to reduce the United States’ carbon footprint is driving significant investment allocations in renewable energy infrastructure and the grid, sustainable transportation systems, and low-carbon construction materials and building products. In fact, investments in clean energy technologies in the United State are expected to surpass $300 billion4 in 2024, outpacing fossil fuel investment by a factor of two. Looking beyond mandates and sustainability goals that are driving these investments, renewable energy generation costs have declined considerably, allowing them to frequently compete with or surpass new fossil fuel plants. Technological advances and large-scale production have facilitated these reductions, making renewables highly competitive.

The Energy Information Administration is forecasting a substantial increase in the use of renewables, with solar energy capacities expected to grow by 128% over a 3-year period ending in 2025, and wind energy infrastructure expected to expand by nearly 15% in the same period5.

While we expect this shift to continue long-term, the new administration’s stance on specific initiatives and certain companies pulling back on environmental, social, and governance commitments, will likely bring potential setbacks in the adoption of renewable energy. This is something that the industry has continuously faced over the past decade, while continuing to outpace projected growth. Long-term, however, the rising cost of electricity and the need to find cost-cutting measures across the energy spectrum will continue to push new sources of generation across the board.

Adding to the shift in energy sources is the movement of more people to cities. Those living in cities and surrounding suburbs made up about 83% of the U.S. population in 2020, up from 64% in 1950. This urbanization trend is expected to continue, with 89% of the U.S. population expected to live in cities by 20506.

The continuing population shift from rural areas is expected to challenge the capacity of transit systems, roadways and utility systems in developed areas, driving the need for further infrastructure investments and increasing subsequent development, engineering, and construction activity. This population shift puts increasing pressure on an already overburdened and aging infrastructure base, which will require investments in maintenance and repairs just to keep up with the status quo.

The United States is also dealing with rising costs from natural disasters and shifting investments to infrastructure that can withstand extreme winds, water, fire, and other events. The U.S. Government is mandating that state departments of transportation develop climate resiliency plans to qualify for federal funding, and designated more than $50 billion to enhance climate adaptation and resilience nationwide, particularly in communities most vulnerable to flooding, wind damage, and other extreme weather.

This mandate will shift where states invest and how they design, bid on, and execute projects. Stakeholders will also likely see increased demand for projects to fortify roads, bridges, and other structures against extreme weather events, rising sea levels, and other climate-related risks.

The enhanced focus on addressing aging U.S. infrastructure—and a funding influx and numerous high-priority initiatives—present an opportunity for those ready to capitalize on the trends.

Ask yourself:
  • Will the threat or implementation of tariffs impact the supply chain or cause elevated inflation? Or will it result in a strengthening of the dollar and have a limited impact on domestic spending?
  • How will the pace and shape of the energy transition change under the new administration?
  • How do changes in federal administrative regulations impact companies in the built environment?
  • To what degree are corporations comfortable resisting pressure from the new administration to stick with long-term sustainability goals?

 

TREND 3

Companies that put workers first are solving key labor challenges.

It takes dedicated leadership who are committed to empowering their employees to manage their careers. This is a critical piece of the puzzle in solving for labor constraints.

It is time to shift our thinking about labor in construction. Labor is and always will be a constraint on E&C firms, whether you are building a road, a data center, or a multifamily unit. What we have learned over the years working with clients is that companies not experiencing labor issues put workers at the forefront of all their decisions.

Our nonresidential construction index survey this quarter tackled labor questions, finding that 38% of respondents expect to somewhat increase hiring, and 41% plan to keep it about the same as 2024 levels. Most survey respondents plan to keep project staffing for field and skilled labor, project management, and estimators and office functions the same as in 2023, but that still indicates that companies need to hire workers across the project spectrum.

The open-ended responses to our survey questions revealed many of the reasons hiring remains a challenge, such as the increase in revenue and backlog, growing project size, the need for greater oversight of poorly executed project documents, constraints from immigration policies, growing competition, and project delays causing strain on skilled labor. While the challenges may vary by company, contractor type, or region, the need remains the same: replace departing workers and hire the right people to execute your project pipeline.

But as we all know, it is not enough to hire workers. You need to train and develop these individuals to keep them engaged. Companies with clear pipelines for developing talent, whether it is field leaders or those expected to take on roles in the C-suite, understand that putting power and decision-making capabilities into the hands of those who are best equipped to execute the work helps streamline operations and fuels employees’ job satisfaction.

Companies that have the right mix of competitive compensation, comprehensive benefits, meaningful work, and talent development programs, along with clear management succession plans, are attracting and retaining the best workers and seeing more growth compared to their peers. It takes dedicated leaders who are committed to empowering their employees to manage their careers. This is a critical piece of the puzzle in solving for labor constraints. You can take action to position your company for the future, craft a talent strategy that supports your performance and goals, and ensure you have a clear path to success.

Ask yourself:
  • Do you and your team have a clear and compelling vision for your organization?
  • Have you effectively communicated your vision and how your team members contribute to that success?
  • Are your leaders prepared to lead in today’s operating environment?
  • Are you proud of every aspect of your culture, and are you leading effectively?

 

TREND 4

Companies that leverage digital tools are boosting operational efficiency and profitability in construction.

Aligning strategies with the right technology and data, including AI solutions, is crucial to achieving business goals.

Technology continues to transform the way we work, especially in the built environment. From building information modeling, which enhances constructability and coordination, to advanced analytics powered by AI, which optimizes project planning and supply chain management, the opportunities for increased efficiency are unparalleled. Autonomous job sites are redefining logistics, materials management, and manpower allocation, while robotics installations deliver unmatched precision, reducing both time and costs. These innovations are reshaping the construction lifecycle, driving significant productivity and profitability gains.

However, technology is only part of the solution. To unlock its full potential, companies need a clear business strategy aligned with a comprehensive data and technology roadmap. A successful transformation begins with understanding the “why” behind technology investments and developing a well-defined, actionable plan to help you achieve measurable results.

To develop a clear strategy, you need to ensure your workforce fully understands every project. In your leadership role, you need to understand your employees’ depth of expertise, their current challenges, and what it will take to empower them to adopt advanced tools. And technology adoption is not just about tools; it is about giving your teams the tools and information needed for long-term growth and success. By addressing these fundamentals and combining digital tools with improved processes, companies can ensure that technology enhances collaboration, efficiency, and profitability.

Digital transformation is not a one-time event; it is a continuous, proactive journey. Every individual in the company must be involved and guided by a shared vision and direction. Success demands a structured, ongoing effort to implement, refine, and update tools and processes that grow alongside your team and your business.

Aligning strategies with the right technology and data, including AI solutions, is crucial to achieving business goals. From project selection and preconstruction to cost estimating and post-job reviews, operational excellence hinges on disciplined process improvements that empower teams to adapt, grow, and sustain long-term success.

Key questions to consider:
  • What tools do you have that can drive productivity, and what obstacles prevent
    you from fully leveraging them?
  • How can you ensure your people have the right technology and processes to maximize efficiency and performance?
  • What is your strategy for aligning technological investments with your long-term business objectives and operational road map?
  • How can you leverage data, AI, and other digital tools better to improve decision making and streamline key processes like preconstruction and project delivery?
  • What metrics will you use to measure the success of your digital transformation, and how will you refine your approach based on the results?
What it Means for You

The built environment is entering a transformative era, shaped by rapid technological advancements, shifting economic dynamics, and an evolving regulatory landscape. From the rise of AI-driven tools to the increasing demand for sustainable solutions, the forces driving change are vast, complex, and interconnected.

For executives, the challenge is not just to react but to anticipate and strategically position their organizations to thrive. The questions raised throughout this article serve as guideposts— prompting leaders to evaluate their approaches to labor shortages, digital transformation, and energy transitions. The organizations that embrace adaptability, invest in their people, and leverage innovation will be the ones that define the future of our industry.

As we move into 2025 and beyond, one thing remains clear: Success will belong to those who can connect long-term vision with decisive action. Now is the time to seize the opportunities ahead, challenge conventional thinking, and build a foundation for sustained growth and impact.

References:
1. https://www.energy.gov/eere/buildings/data-centers-and-servers
2. https://www.census.gov/construction/c30/pdf/release.pdf
3. https://fmicorp.com/insights/industry-insights/the-seven-biggest-trends-affecting-infrastructure-in-2025
4. https://www.iea.org/news/investment-in-clean-energy-this-year-is-set-to-be-twice-the-amount-going-to-fossil-fuels
5. https://www.eia.gov/todayinenergy/detail.php?id=61242
6. https://css.umich.edu/publications/factsheets/built-environment/us-cities-factsheet#%3A~%3Atext%3D83%25%20of%20the%20U.S.%20population%2Cto%20live%20in%20urban%20areas

 

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Before You Start: Safety Checklist for Contractors

A similar article was written on this topic 11 years ago. From a safety perspective, much has remained the same, but OSHA is now more aggressive. Safety should be a key component of every job, regardless of size, and contractors should prioritize safety planning when they are developing their bids. The cost of maintaining a safe jobsite should be considered and made part of the bid; and if the contractor gets the job, it should be treated as an integral part of the project. Not only will this greatly reduce the potential for expensive enforcement actions by OSHA, but it will also greatly reduce the likelihood of serious and costly injuries on the job. When contractors visit jobsites to obtain project information, they should also evaluate safety concerns to outline what is needed to finish the job safely and in compliance with all applicable codes, standards, etc.

When assessing a jobsite, it is important to keep in mind what you require to accomplish the job safely, as well as the things you may need on site when you start work to ensure the safety of all employees. Once you have a contract, it is time to put into effect those things you identified during your pre-bid assessment and make decisions about what you must have before you begin work.

The following is a starter list of points to consider before beginning any project (or workday). The steps and requirements may change as the regulatory environment changes.

  • Identify the employees who are going to make up the project crew. Confirm that each employee has received the necessary safety training to perform the job safely and that the training has been properly rendered and appropriately documented. This includes the use of any personal protective equipment (PPE), hazard recognition, and steps to take if they perceive a potential hazard exposure. This training should include their initial new-hire orientation, as well as jobsite orientation for the location where they will be working.
  • Confirm that your Safety Director, Consultant, or other individual responsible for safety has a site safety plan for this project. This should include a job hazard assessment. From a workday perspective, ensure that each employee on the crew has completed a Pre-Task Plan (PTP) or received a documented safety briefing by the Site Supervisor covering the work to be performed that day.
  • Be sure that the site competent person, or your site or branch Safety Representative, has surveyed the site and identified all confined spaces. Be sure that all confined spaces are correctly labeled, and that all Permit Required Confined Spaces (PRCS) are so labeled with an appropriate sign, including a “DO NOT ENTER” warning. Document this assessment and the completion of this task.
  • Confirm that if any exposure assessments are required, they have been or will be completed on the first day. These assessments should be in each employee’s breathing zone. If the exposure assessment is being performed on the first day, ensure that all employees are protected at the level required by OSHA until the results of the exposure assessment are known. If the assessment indicates that personal respiratory protection needs to be worn, be sure each employee who will need to wear such protection has completed the assessment required by OSHA Standard 1910.134 (this will include completion of the required questionnaire, as well as any testing).
  • Keep a copy of your company safety program on the jobsite, along with a copy of your company’s hazard communication program.
  • Ensure that sufficient PPE is on site for all employees.
  • Make sure that all PPE on site has been inspected, is in good condition, and is safe to use. In addition, every employee who will wear PPE should inspect it before they wear and rely on it for protection.
  • Whenever possible, assign a well-trained competent person to work at the site most employers in the construction industry qualify each Site Supervisor or Foreperson as a competent person. Alternatively, schedule this person to visit the jobsite several times a day to perform the necessary safety walk-around inspections and ensure that all employees are working in compliance with all company safety rules. You should consider this a minimum requirement, and you should strive to assign a competent person to each jobsite to be there whenever work is being performed. Remember that some OSHA standards have requirements beyond the basic guidelines for a competent person that apply to the areas covered by those standards.
  • Be certain that management on the jobsite knows how to respond to a visit from a federal or state OSHA Representative, how to conduct an accident investigation, and how to perform regular daily safety audits. Site safety compliance audits and inspections should be performed multiple times each day, and the results of the audits/inspections should be documented.
  • Have someone on the site assigned as responsible for determining the predicted heat index for the day, or—in the case of cold work—the projected low temperature, and arrange appropriate safeguards for either situation. The responsible person should monitor the heat index or low temperature during the entire day and take any necessary steps described in your heat illness or cold injury protection programs.
  • If scaffolding is to be used on the project, ensure that it is designed by a qualified person and erected under the supervision of a competent person.
  • Be certain that any ladders on the jobsite erected by your employees or to be used by your employees are properly erected and tied off, and that the ingress and egress points to the ladders are guarded from displacement. Be sure that any employees who will use ladders have been trained under and comply with your ladder safety program when erecting and/or using the ladders.
  • Have a written procedure in place to identify damaged or unsafe equipment, tag it, document your inspection, and remove any such equipment from the work site until it is properly repaired. This procedure should include the methods you use to train employees to identify damaged and/or unsafe equipment.

Upon arriving at the jobsite, the contractor should also check safety compliance by confirming that the site is completely prepared for work in regard to safety standards. In addition to following all state and federal regulations, contractors should:

  • Address all fall protection issues. These include, but are not limited to, ensuring that warning lines or guardrails are properly erected (where appropriate), that personal fall-arrest equipment is in place, and that adequate anchors are in place for the personal fall-arrest equipment. It is also important to make sure that employees are wearing their personal fall-arrest equipment correctly; and, in the case of fall protection, are connected to their safety lines and anchors.
    Ensure that any employee who might have ANY possibility of being exposed to a fall of more than 6 feet has been trained by a competent person, and that the person who provided the training has documented the date and time the training was performed. That person also should sign the training record as a competent person. These records should be maintained in each employees’ personnel file.
  • Ensure that all walking and working surfaces that may possibly be used by employees on the site, for any purpose and at any time, have been inspected, and that they have the integrity to support the weight of any employees on the site. Again, be sure this inspection has been documented. If any surface has been determined not to have the integrity to support the weight of any employee safely, be sure to take steps to improve the integrity of the surface. There are NO EXCEPTIONS to this requirement. Again, document your actions. You MAY NOT employ the use of any PPE to protect employees because you have not ensured the integrity of the walking or working surface.
  • If scaffolding will be used, ensure that it is properly erected. This includes, but is not limited to, barricading areas under scaffolds to prevent anyone from passing or working below employees who are on the scaffold. Additionally, make sure all guardrails and toe boards are in place for any scaffold work areas more than 10 feet above the ground.
  • Be sure that all employees are wearing proper personal respiratory protective equipment if an initial exposure assessment is being performed or if it is deemed necessary by a completed exposure assessment.
  • Walk the site and ensure that all floor holes, holes in walls, and open-sided floors are either covered correctly or guarded.
  • Check the use of electricity on the jobsite. Use ground fault circle interrupters on all extension cords or wherever else they may be necessary, and verify that all electrical cords are undamaged and have three-pronged plugs in place.
  • Properly label all containers of hazardous materials on site, ensure that copies of all safety data sheets are readily available to all employees on the site, and make sure all employees have been trained to read the safety data sheets and the labels on all hazardous materials. Be sure the labels on any containers of hazardous materials are positioned so they can be read easily by all employees on the site.
  • Determine if any other contractor’s employees, or the customer’s employees, will be on the site. These employees may create hazards for your employees. If this is the case, take all steps necessary to protect your employees and other personnel from potential hazards. Again, be sure your employees are trained to direct their full attention 100% of the time they are in the active work zone. The Site Supervisor, as well as all employees on the active site, should pay attention to employees of the customer or any other contractor(s) either on the active site or working in such a way that their activities may impact your employees.
  • Provide sufficient cool, potable water on site for all your employees if you will be working in a high-heat environment. In addition, make sure cooling-off areas are available and are located in relative close proximity to where your employees will be working. Be sure you have a heat illness prevention plan in place, and that it provides: 1) acclimatization procedures; 2) procedures to remind employees to hydrate, and that there is sufficient cool, potable water on the site for all employees to adequately hydrate; 3) a procedure for establishing a work/rest regimen; 4) cool rest areas in close proximity of the jobsite; and 5) training for all employees. Training should include the different types of heat illnesses and their symptoms, how to identify those symptoms in themselves and others, the first aid steps to take when they observe such symptoms, the importance of avoiding alcohol and caffeine when working in a high heat index environment, and the underlying physical and health conditions that can make a person more susceptible to heat illness than others.
  • Ensure that any powered equipment you may have on site has been inspected for safety issues before any employees are permitted to operate it, and that all necessary safety inspection forms have been properly completed. Also, make sure that any employees on site who may be tasked to operate such equipment have been properly trained in accordance with the appropriate OSHA standard, and training documentation is on file.
  • Confirm that all employees on site have been properly trained in all aspects of safety beyond those stated above—including, but not limited to, hazard recognition.

This list is not intended to cover all points for safety consideration on every jobsite, but it is meant to share basic safety guidelines. Every jobsite is unique and will present different safety concerns, which is why a job safety analysis is essential to identify all the safety issues on each jobsite. Please also check state and federal guidelines and laws, and consult with your own Safety Experts to ensure each jobsite is compliant and safe for your personnel. Remember, YOU ARE RESPONSIBLE FOR THE SAFETY OF YOUR EMPLOYEES ON ANY JOBSITE, and providing them with the appropriate PPE and training alone is not enough! You MUST have a consistent and objectively applied safety compliance/enforcement program.

 

NIA Sites > Insulation Outlook Magazine > Global

Mechanical Insulation: Setting the Standard

The National Insulation Association (NIA) and the Association for Materials Protection and Performance (AMPP) have partnered to facilitate the development of standards in areas related to mechanical insulation in the commercial and industrial markets.

As a result, a joint AMPP/NIA Standards Committee, SC 27, Mechanical Insulation, has been established to:

Develop and maintain standards, guides, and reports related to mechanical insulation for industrial, commercial, marine, or consumer application. This includes mechanical insulation systems encompassing thermal, acoustical, and personnel safety requirements in mechanical piping and equipment for hot and cold applications; heating, ventilation, and air conditioning (HVAC) applications, refrigeration and other low-temperature piping and equipment applications, and metal building insulation.

 

 

The joint committee will be hosted within AMPP’s standards program. AMPP Standards Committees (SCs) allow committee members to share subject matter expertise, expand and enhance their relationships with industry professionals, and make a lasting impact on industry. The committees are responsible for generating, publishing, and maintaining all AMPP products that require a consensus-driven process.

The development process will be discussed at the first meeting of SC 27. The suggested process will be for NIA to create the initial draft of each insulation standards, with an arduous review process through NIA’s new Standards Committee. Within that committee, there will be Working Groups that NIA members can join. Once the draft is complete, NIA will submit the draft standard to SC 27 for that committee’s discussion and review process. Then the draft of the insulation standard will be approved by the AMPP’sStandards Program Committee (SPC). Suggested projects for SC 27 to consider can also originate from AMPP members or other industry stakeholders.

 

NIA’s Standards Committee

Initial drafts of insulation standards are in development by NIA’s Standards Committee Working Groups, which consist of NIA members from the contracting, fabrication, and manufacturing segments. The drafts will be subject to consensus approval by multiple groups, and ultimately by a review committee consisting of members of the NIA Technical Information Committee. Drafts are then subject to approval by NIA’s Board of Directors.

 

Current Initial Drafts of Insulation Standards in Development by NIA

Two standards are in the initial draft process:
  1. DRAFT: AMPP/NIA SP21594 Installation Procedures–Flashing Sealant (Flashing) of Protrusions in Mechanical Insulation Systems
  2. DRAFT: AMPP/NIA SP21595 Installation Procedures–Insulation Joint Sealant for Rigid Mechanical Insulation Systems

 

Initial Meeting of AMPP SC 27, Mechanical Insulation

The first meeting of SC 27, Mechanical Insulation, will take place Wednesday, April 9, 2:30 to 5:00 p.m. CT, Room 202C, during AMPP’s 2025 Annual Conference and Expo in Nashville, Tennessee. For more information, please visit https://ace.ampp.org.

During the initial meeting, committee members will be introduced, leadership will review suggested ways the insulation standards program could be executed, members will discuss the thinking behind how initials standards drafts will be structured and developed, and the committee will solicit feedback. An agenda and additional details will be posted at a later date.

There are two opportunities to be involved:

  1. NIA welcomes and encourages members to get involved with the development of standards through NIA’s Standards Committee and Working Groups. For more information, please contact Jeff DeGraaf at jdegraaf@insulation.org.
  2. To join the SC 27, Mechanical Insulation, while the AMPP website and login portals are being updated, email standards@ampp.org with your name, title, company, email address, phone, and the type of company you work for, such as contractor, manufacturer, etc.  Please note that you do not need to be a member of AMPP to join SC 27.

Questions?

For more information about NIA’s Insulation Standards, please contact Kristin DiDomenico, Vice President, NIA, at kdidomenico@insulation.org, or visit www.insulation.org/nia-insulation-standards.

NIA Sites > Insulation Outlook Magazine > Global

Leveraging Artificial Intelligence for Real Gains in Construction Project Management Efficiency, Job Performance, and Safety

Just a few years ago, artificial intelligence (AI) still seemed futuristic to many. Now, it is a part of everyday life. Over the course of an afternoon, for example, Alexa or Siri may use natural language processing and machine learning to respond to your questions, and you might interact with a chatbot using Open AI on a vendor’s website while your preferred search engine uses AI to generate and place targeted ads to appeal to your specific interests. In the evening, an entertainment streaming service will use machine learning to recommend a movie you might enjoy, based on your viewing habits, as you experiment with a more active way you can use AI—trying out generative AI like ChatGPT to create content for a document.

We may no longer think about the ways AI factors into our daily routine, but how many of us have integrated its power into our professional lives? This article considers the way AI technology and tools are being used by firms in the construction and mechanical insulation industries to manage their internal operations and projects more easily, efficiently, and cost effectively.

Tools to Grow Business

From website builders that can design and organize web pages, using generative AI to develop content to attract and engage customers, to customer relationship management software that ties together website data, browsing history, and buying trend analysis, using predictive analytics and other AI tools to identify customers and market their products and services, those in construction and mechanical insulation are engaging AI technology to grow their business.

“In terms of adding value, being able to present real-world performance data for mechanical insulation systems your company has installed to address similar requirements strengthens a bid.”

Early in the business cycle, AI can be useful in the bidding process. As the expression goes, knowledge is power. The more historic data you have, the more accurately you can bid projects, and the more value you can add at the design stage to help your customers meet their goals. If you maintain data on your competition, and details on jobs won and lost, AI can identify trends in approach, content, and costing that have proven successful for you in the past. On the flip side, AI can identify trending areas of weakness, allowing you to continuously improve your bids, increasing competitiveness. AI’s feedback can inform your bid-no bid decisions, helping you spend your resources on projects with the greatest likelihood of high return on investment.

AI tools can analyze your data on past projects and identify conditions that resulted in deviations from benchmarks set—from effects of extreme weather and supply chain disruptions to performance of subcontractors/partners and more—allowing you to identify, plan for, and mitigate applicable risks from the outset. Just as important, it can flag issues that may constitute unacceptable risk if not addressed and clarified or corrected by the customer before contract award.

In terms of adding value, being able to present real-world performance data for mechanical insulation systems your company has installed to address similar requirements strengthens a bid. Drawing from experiences where you provided a customized solution—designing and installing built-in access points for future equipment maintenance, reducing the need to remove large portions of insulation to reach valves, for example—allows these solutions to go from one-offs designed for a single customer facility to recommendations with long-term benefits for other customers who might never have thought of the requirement until it was too late. At many construction firms, individual Project Managers or Foremen know about these individual solutions, but the institutional memory stops with them. If your company has an AI-powered and up-to-date project content repository, anyone bidding a job will be able to query relevant solution elements.

The bid process itself can be simplified and made more efficient, so that you can bid more jobs with the same level of effort. Today’s AI-enabled software can “scrub” a Request for Proposals (RFP) and build a compliant response outline. While cutting and pasting old content into new bids is (as when done with specifications) fraught with the potential for introducing errors, inconsistencies, and outdated products/techniques, someone with knowledge of the requirements and best practices can easily create a bid tailored to the specific customer objectives working from an AI-generated outline, using information from the corporate content repository. The time saved on the front end can be better spent assessing risk, seeing if there are points that need to be clarified prior to submitting the bid, researching the competition, developing a truly customer-specific solution, or working on other bids to bring in more business.

Project Management

Once a contract is awarded, AI can be useful in all phases of project management, from planning and coordinating work amongst the different trades, to assisting with resource allocation—both personnel and materials—as well as monitoring schedule and budget risks, ensuring personnel safety, through quality assurance, to efficient project closeout.

Using trend analysis of historic data, AI can assist with assessment of time, labor, materials, and equipment necessary to complete each project task or phase. Among the benefits of this approach are cost efficiency and waste reduction. In a recent Industry Dive webinar, “AI’s Impact on Technology for Civil & Infrastructure Construction Professionals,” Rajitha Chaparala, Vice President, Product, Data and AI at Procore Technologies, elaborated on how AI can be used to identify and address risks: “AI platforms can allow you to see trends that become future problems… If five projects have the same material procurement problem, then the sixth project will probably have the same problem. So that’s easy to extrapolate from the information that you have and then figure out how you can go mitigate those risks on the project.”

Throughout project performance, progress on the jobsite can be tracked in real time, using AI-enabled sensors, cameras, and monitoring and reporting technology. Project Foremen also can update status using voice-recognition apps, literally dictating notes into their phones while in the field. The real-time availability of this data—and the quality, as personnel can be trained on how to provide it in a standardized form that AI tools can recognize—is a game changer. Factors that may affect schedule, quality, or budget can be identified and addressed early—ideally before any schedule slippage or other negative result occurs.

Procore’s Chaparala described a scenario using an AI-enabled construction project management system that can facilitate project monitoring much as we imagined using Alexa or Siri in the introduction to this article.

“The next step is really helping people understand what generative AI can do in their lives, day to day… You need to know the right way to ask questions. You need to know what it’s good at, and that’s what will set you up for success…

Use it in your day-to-day life so you understand what it’s good at and what it’s not, and then combine that with that data maturity and having good data, and then your teams will know the right questions to ask to get the answers. For example, asking specific questions. Rather than saying, ‘what submittals are open?’ you can say ‘what submittals are open today that may impact my schedule?’ It gives you a much more focused answer… We need to focus on where the task that needs to be done tomorrow [is].”

Just as the technology facilitated bidding, planning, and resource coordination, AI tools can provide up-to-the-minute reporting on task, project, and budget status; and they can assist in project close-out.

Safety

The impact of all the applications and benefits described to this point fall by the wayside if there is a catastrophic accident on your jobsite. Worker safety is a common challenge on construction projects, and this is another area where AI can assist. Analysis of historic safety data can reveal trends, and predictive analytics can help focus a company on risks particular to your projects and personnel. From there, you can target training to prevent an occurrence or recurrence of accidents or near misses.

Applying AI with real-time access to data gathered just as the project status data described, means the feedback need not be only retrospective. In the same Industry Dive webinar on AI’s impact referenced earlier, Procore Technologies’ Makenna Ryan, Solutions Engineer, Civil and Infrastructure, gave an example of how collecting and analyzing data from the field can provide “better insight and understanding into the behavioral data of my operational teams or my craft teams.” He explained, “If we start to see a number of non lost-time safety observations around… missing gloves, or missing PPE [personal protective equipment], or hand awareness, or something like that… that can provide insight to my safety team to be able to say, ‘look, we need to be focusing on hand safety in the next few weeks, because clearly the data is showing me that we are slipping in this one area.’ Instead of blanket safety information that becomes noise to the teams, we’re giving relevant information that actually tracks to behaviors… at the region, at the project, at the site.”

AI is already being used on many jobsites to gather the kind of information Ryan alluded to, automating observations that used to require human involvement. AI-powered tools like the high-resolution cameras and sensors described earlier can monitor sites 24/7, extending the reach of safety personnel who can only be in one place at a time. These tools can identify safety hazards like scaffolding that is not secured properly, workers not wearing PPE or using a ladder improperly, and the like. Risks can be mitigated or eliminated before they become accident data. And if potentially hazardous behavior is consistently exhibited by employees of one of your partners or suppliers, this data can become valuable feedback for vetting companies to include on future projects.

Conclusion

When you think of all the ways other industries and businesses use AI to help them grow or run more efficiently—often using your data—it is time to consider how you can leverage the technology for your own benefit. And as the number of companies in the construction and mechanical insulation industries using these tools grows, not exploring how you might use them could be unnecessarily ceding ground to competitors.