Green Partnerships for Growth 23 October 2013 - 2. session

New York City: How to
Prepare for Another Sandy?
Moderator:
Nicolai Rottbøll, Managing Director,
Quercus Group

How to enter the
NYC Market?
Kinga Valeria Szabo
Confederation of Danish Industry

Green Partnerships
2013 23 Oct 13
How to Enter the NYC Market?
Kinga Valeria Szabo, General Manager at DI’s US Office
Green Partnerships for Growth

NYC Market 23 Oct 13
NYC is Keen on Green
• NYC is to invest USD 20bn in climate adaptation solutions in the
coming years and implement the most ambitious law in the US on
green buildings
• There is a need for innovative cleantech solutions, but there is little
knowledge of Danish technologies
• The Municipality of Copenhagen and New York City wish to
strengthen their strategic partnership by boosting cleantech
relationships
4

What NYC Needs
5
Storm water protection and management – buildings and streets
Coastal protection – especially near coast protection, not offshore
Buildings – building resiliency, building supply and energy efficiency
Smart grid solutions – collaboration, consortium and education
Waste management – e.g. recycling, waste to energy and gasification
Hot water based district heating – instead of steam based solutions
Decentralized power back up
Integrated solutions in general

Two Focus Segments for NYC
1. Flood protection and flood water management
2. Buildings
a) Efficiency
b) Resiliency
6

1. Flood Protection and Management
Coastal protection
• Substantial investments planned
(more than 1bn USD) in
upgrading NYC coastal
protection systems
• Interest in partnerships and
studies on innovative coastal
protections
7
Streets, tunnels and subways
• Broad interest in various
protective solutions
• Centuries old network of
combined sewers lead to
overflows during rainstorms
• Risk of flooding to the subway
system  need for protective
measures and drainage systems

2.a. Building Efficiency
• Energy use in buildings
contributes 74 % of citywide
green-house gas emissions
through the use of heating fuel,
natural gas, electricity and steam
 Large energy savings
potential!
The Greener, Greater Buildings
Plan (GGBP)
• GGBP requires the city’s largest
buildings to benchmark and report
their energy and water use, to
complete energy audits and retro-
commissioning of building systems,
and to upgrade lighting
• Compliance with the GGBP laws
will result in a 5 percent GHG
emissions reduction citywide by
2030, and large economic savings
• By the end of 2013, more than
2,000 properties will be required to
file an energy efficiency report with
the City using a data collection tool
8

2.b. Building Resiliency
9
• Insulation, air sealing and daylight in buildings to
absorb heat from the sun
• Heavy pavers at rooftops
• White, blue and green roofs (retrofitted to existing
buildings)
• NOx absorbent roofs
• Secure attachment of houses to their foundation
• Replacement of windows and doors to be wind
resistant
• New designs for flood resistant homes
+ Education of building owners in climate
adaptation solutions and implementation may
represent a large market for Danish companies

Key Recommendations to Entry
• Provide integrated solutions rather than single solutions
• Enter into partnerships with local companies
• Establish physical presence in the city to build up trust
• Plan to spend time educating your customers – demonstration is key
• Join forces and stand stronger by creating a strong local cluster
10
Danish Cleantech Cluster (DCC) in New York

What is DCC?
Mission
To strengthen Danish-US relations within the cleantech sector and to
create a strong local Danish cleantech hub in New York through a
Public-Private Partnership model.
Vision
To increase export of Danish cleantech technology to the US by
extensively promoting Danish solutions in New York and helping
Danish companies generate business locally.
11

DCC’s Core Offerings
Joint Promotion of
Danish Cleantech
Representation &
Local Network
Access to Business
Opportunities
 Coordinated, joint
promotion of
technologies to local
customers
 Demo site to
showcase Danish
technologies
 Access to network
of decision makers
and closer
partnerships with
local actors
 Local office and
contact point
 Assistance in
negotiations
 Upcoming projects
 Lead generation
and assistance in
sales process
 Operational
roadmap on ”Doing
Business in New
York”
12

Next Steps for DCC in NYC
• DI’s US Office finalizes business plan
for DCC
• Commitment from key PPP
stakeholders
• PPP financing in place
• DEMO site is initiated in New York
13
Kick-off: January 2014

Contact
Kinga Valeria Szabo
General Manager, DI USA
Office: +1 212 297 5789
Cell: +1 917 445 6674
E-mail: kisz@di.dk
Frida Ferdinand
Project Director, DCC NYC
Office: +1 212 297 5789
Cell: +1 646 417 3286
E-mail: frfe@di.dk

New York City’s Needs for
Climate Adaptation Solutions
David Gilford
Center for Economic Transformation,
New York City

Since 2007, sustainability has been the core of
long-term planning through PlaNYC

Energy efficiency has been primary market
opportunity, specifically large buildings
New York City has:
 ~$15 billion annual
energy spending
 Highest electricity
rates in continental
US
 1 million buildings
 15,000 properties
50k ft2 or larger, less
than 2% of all
buildings
 45% of energy used
citywide is in large

Sandy Inundation Area
100-Year Floodplain
Sandy Power Outages
Source: FEMA, Con Edison, LIPA
Hurricane Sandy impacted entire city,
hitting small businesses especially hard
$19 billion
Estimated damage
100%
Fuel terminals in the NYC
metro area shut down for
3 days
35,800
Buildings with impacted
telecom systems
23,400
Businesses in areas
inundated by floodwaters,
95% of which employed
50 people or less

NYC’s sustainability must include preparing for a
future with stronger, more damaging storms
 Hurricane Sandy caused
$19 billion in damage
 By 2035, a similar storm
would cost $35 billion;
by 2050, $90 billion
 Key future risks include
 Sea level rise
 Extreme storms
 Climate change
 Wind damage
 Utility failures
Resiliency defined:
“The ability to
minimize potential
damage before an
event or, if damage
does occur, recover
and return to
operation quickly.”

“A Stronger, More Resilient New York” is a
comprehensive ~$20 billion plan
 Climate analysis
 Coastal
protection
 Buildings
 Economic
recovery
 Insurance
 Utilities
 Liquid fuels
 Healthcare
 Community
preparedness
 Telecomm-
unications
 Transportation
 Parks
 Environmental
protection &
remediation
 Water &
wastewater
 Food supply
 Solid waste
Over 250 recommendations cover:
nyc.gov/sirr

To find innovative solutions, RISE: NYC is a
worldwide, $41 million competition seeking
technologies that:
 Have the potential to improve
the resilience of a building or
infrastructure network
 Are innovative and ready for
deployment
 Are cost-effective, scalable,
and can be easily replicated
 Create positive economic
impacts
 Catalyze additional investment
in buildings and infrastructure

Eligible technologies and projects enhance
the resilience of buildings and infrastructure
networks
Building systems
 Fire protection
 Electrical
equipment
 HVAC systems
 Plumbing
Energy infrastructure
 Electric power
 Natural gas
 Steam
 Liquid fuels
Telecommunications
 Wired
communication
infrastructure
 Wireless
infrastructure
 Data platforms

Register for updates
at www.rise-nyc.com

Other opportunities and programs to watch include:
 Urban Future Lab will provide a headquarters for
companies with resiliency and sustainability
innovations
 Retrofits and other improvements needed for 68,000
buildings in newly-expanded flood zones
 Building Resiliency Task Force issued 33
recommendations to strengthen building codes and
best practices, from emergency stairway lighting to
stormwater capture

Business Cases:
How to Enter an Act in NYC
as Danish Company
Douglas Friend
COWI

18 MARCH 2022
PARTNERSHIPS FOR GREEN GROWTH
29
GREEN PARTNERSHIPS FOR GROWTH
How to Enter and Act in NYC
as Danish Company
Ocean and Coastal Consultants|COWI
Douglas Friend, P.E.; New York Practice Lead

Outline
30
› COWI History, Services, and Global Presence
› COWI's Plan for Success in the New York Market
› Green Infrastructure Case Studies
› Hurricane Sandy Response
› Offshore Wind Development
› Conclusions
› Questions
18 MARCH 2022

COWI History
31
18 MARCH 2022
 Founded in 1930 in Denmark
 Currently over 6000 employees on five
continents within the COWI global workforce
 COWI provides consultancy services within
engineering, environmental science, and
economics
 Major Service Line: Bridge, Tunnel, and Marine
Structures (BTM); over 1000 employees
including entire workforce in North America
(350+ employees)
 2012 Global Revenue: $910M

32
COWI's services
 Transport planning and
management
 Surveying and land
administration
 Development assistance
 Urban and regional development
 Environmental and social due diligence
 Geographical information systems and IT
 Mapping and geodata
 Energy planning and systems
 Environmental policy
and regulation
 Natural resources
management
 Environmental protection
 Climate Change
 Health,
safety and
environment
 Municipal and hazardous waste
 Water and wastewater
 Production and processing plants
 Telecommunications
 Oil and gas
 Offshore Wind Energy
 Residential buildings
 Educational buildings
 Hospitals and health buildings
 Cultural and sports buildings
 Industrial buildings
 Commercial buildings
 Roads
 Airports
 Railways and metro
 Tunnels
 Bridges
 Ports and marine
structures
 Coastal engineering
 Welfare economics and
services
 Public administration
 Social development and HRD
Engineering
Economics Environmental science
18 MARCH 2022

COWI's Global Footprint
BRAZIL– 2012
COWI
North
America ~350+
COWI
Marine ~350

COWI's Plan for Success in
the New York Market
18 MARCH 2022
34
Why New York?
› Commercial Opportunities in Major Service Line
› Available Pool of Talented Engineers

the New York Market
18 MARCH 2022
35
› Strategic Acquisition
› Strategic Hiring and Growth Plans

the New York Market
COWI North America
› Ben C. Gerwick – Marine Structures (1989)
› Buckland & Taylor –Bridges (1998)
› Jenny Engineering – Tunnels (2011)
› Ocean and Coastal Consultants – Marine
Structures (2007)
36
18 MARCH 2022

Ocean and Coastal Consultants
37
18 MARCH 2022
 Founded in 1983 with HQ in
Central Connecticut, USA
approximately 75 miles from
midtown Manhattan
 Historically a firm of 10-50
employees; currently at 60+
with target for growth to 90
employees by Dec 2015
 OCC provides consultancy
services with Marine Engineering
(Inspection, Maintenance, and
Rehabilitation; Coastal
Protection; Offshore Wind; and
Marine Terminals)
 Acquired by COWI in 2007

OCC History in the New York Market
38
18 MARCH 2022
 Prior to 2002, OCC primarily
serviced private clients in NY,
NJ, & CT
 Since 2002, client portfolio has
grown to include key municipal
clients in New York City
 Revenue in NY accounted for
50% of company volume in
2012
 Strategic Plans for Growth
require development of new
relationships and opportunities
 New York Practice Lead hired in
2012
 COWI North America office in
New York established April 2013,
currently with eight OCC staff

Buckland & Taylor
18 MARCH 2022
39
› Provides award-winning specialty bridge engineering
› Recognized in North America and internationally as a leader in the
design, evaluation, rehabilitation and construction engineering of
bridges of all types and all sizes.

Buckland & Taylor in the New York Market
18 MARCH 2022
40
 Prior to 2011 work in New York
State was limited to bridges that
stretched the Canada – US Border
 No work within NY state
 B&T is main span designer of the
new Tappan Zee Bridge (awarded
2012)
 Strategic Plans for Growth required
development of new relationships and
teaming opportunities
 New York Practice Lead hired in Nov
2012
 COWI North America office in New York
established April 2013, currently with
eleven B&T employees

Lessons on COWI's Success in the New York Market
41
18 MARCH 2022
› Specialized product or service
› Identify Opportunities aligned with Major Service Line Globally
› Identify Services where European Advances outpace those in US
› Climate Change
› Offshore Wind
› Develop Strong Local Presence
› Build on existing relationships and build new ones
› Understanding of requirements for doing business
› Make Significant Long-term commitment and Develop Plan for
succeeding

Green Case Study-
Hurricane Sandy Response
42
› Immediate Response for NYC
Marine Infrastructure following
Hurricane Sandy
› History of effective response
with key clients
› Local presence allowed rapid
deployment of resources
› Long-term Post-Sandy Response
› Continue to work within existing
professional relationships
› Leverage local and global
expertise (OCC and COWI)
› Develop new relationships with
local and global partners
› ARCADIS / Netherlands
efforts in NYC
18 MARCH 2022

Green Case Study-
43
› A Stronger, More Resilient New York
› Seaport City
› Rockaway Boardwalk
18 MARCH 2022

44
› Rebuild by Design national Storm Surge design competition
18 MARCH 2022

45 PARTNERSHIPS FOR GREEN GROWTH
Green Case Study-
Offshore Wind in North America
18 MARCH 2022

Green Case Study-
46
› Extensive European Experience and Proven Track Record
for COWI
› US presence key for economic development, allows for
collaboration with international experts
› Market is unpredictable and slow to develop in the US
18 MARCH 2022

47 PARTNERSHIPS FOR GREEN GROWTH
Green Case Study-
• The first offshore wind farm in the world
• More than 30 years of wind experience
• Developed more than 400 wind power
onshore and offshore
Wind projects in more than 50 countries
Ebeltoft wind turbine park
18 MARCH 2022

48
Green Case Study-
18 MARCH 2022
Offshore Wind Farm (OWF) Foundations - Detailed
Design Experience

Green Case Study-
London Array
Phase 1 – 630 MW
175 Monopile
Foundations
18 MARCH 2022

50
Green Case Study-
18 MARCH 2022
› Lake Erie Energy Development Corporation (LEEDCo)
› Awarded one-year Department of Energy Grant for $4M,
with potential for additional $47M in federal funds
› Leveraged experience in Northern Europe for evaluation
of ice effects on foundation systems

Conclusions
51
› NYC - Big Opportunity, Big Challenge
› US trails Europe in Many Green Infrastructure Segments
› Strategy for Entry in NY Market tailored by Industry
18 MARCH 2022

18 MARCH 2022
52
How to Enter and Act in NYC
as Danish Company
Questions?
Douglas Friend, P.E.; OCC New York Practice Lead

Business Cases:
as Danish Company
Jesper Kjelds
DHI

DHI
Jesper Kjelds
Business Development Director
jtk@dhigroup.com

• Founded In 1964
• Private Self-Governing - Not-for Profit Consulting Engineering Company (Part of DK GTS)
• Research & Development, Annual Investment +100man Years 
• 1100 Employees (700 Outside DK; 80% Ph.D./M.Sc.) 
• Offices In 30 Countries 
• 2012 Gross Revenue €100mill  (Public, Industry, Consultants)
DHI Short

• Before 1997
• Limited Network
• Litigious
• High Risk
• Conservative, not used to “approaches” from Europe/the world
DHI IN THE US

DHI IN THE US
• Won An “Ice Breaker” Project In Florida
• Collaboration With ESRI
• Low Risk - One Man Operation
• Building The Company Organically
• Great Back Up From HQ
• Incorporated in1997

DHI IN THE US
• Building Network/Trust With Partners And Customers
• Positioning DHI – As A Partner (Not Competitor)
• Differentiation – Adding Value
• You Have To Want It – You Got To Have Passion And Be
Relentlessly Persistent

Coastal Cities Highly Vulnerable To Extreme Events
Climate Change

Mohawk Valley, Niagara County and 2013
Upstate Flood Recovery Program
More rain falls on flooded upstate
NY communities
Upstate New York coping with
severe flooding
Governor Cuomo Announces Flood
Recovery Program

COPENHAGEN, beach park before 2004

COPENHAGEN, beach park anno 2005
“Climate adaptation and
the development of a
resilient, attractive and
green city will become
two sides of the same
coin”

• Full Support And Resources From HQ
• Accept Risk
• Many Opportunities – Focus
• Differentiation – Value
• Networks
• Win-Win And Deliver
Thoughts
• You Got To
• Want It
• Be Passionate
• Be Determined

Business Cases:
as Danish Company
Jeff Risom
Gehl Architects

From skyscapers to sidewalks
Gehl in the USA and New York City
Jeff Risom
Partner, Head of Gehl Institute
MSc City Design and Social Science, Architectural Engineer

Brief outline
• About Gehl
• General Experience in the US
• SF and NYC
• 5 lessons learned from 6 years of work in NYC

A co-creative partner
The firms whose projects are
featured at the ”Havnen er
Din exhibit” at the Danish
Architecture Center
Where Gehl acts as a
facilitor, curator and
story-teller

Management
Specialists
Studio
Administration Institute
CEO
Cities
Advisory Board
HOF MCC HOT
/INSTITUTE
HOT
/CITIES
HOT
/STUDIO
— is charged with taking
the day-to-day decisions
Jan
Partner Team
— is charged with providing
strategic input
Management Team

GEHL ARCHITECTS - URBAN QUALITY CONSULTANTS
A SMALL MULTIDICIPLINARY OFFICE IN
COPENHAGEN, DENMARK

We have continued our collaboration
with The Energy Foundation in China,
Implementing street design in Chongqing

Working for the Sultan of
Muscat in Oman

Urban Design lead for re-design
of Market Street San Francisco

Just beginning work with Moscow
For the Mayor and for the White City
Think Tank

Strategic Partnership with UN Habitat
New work in Rio and Sao Paulo
Worked in 57 countries in last 3 years

1. Challenge the status quo
Provide services and approach that locals do not
• Build new, strong cross-sector alliances
• Deliver concrete recommendations on each
question raised
• Build a new niche – define own services

Ethos -
Is there more to it than this?
SUSTAINABILITY

Today we build a lot
of sustainable buildings

Sustainable buzz words create a strong brand
Green
Key
Net
Zero
Carbon
Neutral

Do sustainable
buildings make a
sustainable city?

SUSTAINABILITY
Have we been
maximizing the
wrong things?
What about tolerance, generosity,
openness, safety and...
Quality of Life

There is nothing so useless as
doing efficiently what should not
be done at all
– Peter Drucker

Copenhagen is our people-centered urban laboratory
A gradual process with focus on establishing
a pedestrian- and public space network
PS PL
1968
PS PL
1985
PS PL
1995
PS PL
2005
New City Life
2006
Cph PSPL
1996
2. Leveage the CPH / DK Brand

More important than any individual work, Jan Gehl helped to
change the planning and design culture of the City.
Tina Saaby
City Architect Copenhagen
2013

More important than any individual work, Jan Gehl helped to change
the planning and design culture of the City.
From politicians to Department heads, project managers and citizens – the notion
of people first and Life, Space, Buildings has infiltrated all aspects of making
Copenhagen what it is today.
Tina Saaby
City Architect Copenhagen
2013
From politicians to Department heads, project managers and citizens – the notion of
people first and Life, Space, Buildings has infiltrated all aspects of making Copenhagen
what it is today. Tina Saaby, City Architect Copenhagen, 2013

International acclaim
18-03-2022

Can the Nordic countries lead the way toward a new
paradigm – sharing, trust, pragmatism?

BETTER MARKET STREET
Past, Present and Future
Jeff Risom and Jacob Blak
Partner, Head of Gehl Institute
MSc City Design and Social Science, Architectural Engineer

3. Learn how to work in complex teams

Market Street evolution over time
Ensure flexibility and adaptability over time
A Better Market Street is not a single plan but rather

A flexible framework…

For improving mobility…

Sense of place…

And quality of life for all San Franciscans

A New Synergy between transport and place

Turning one project into many more

NEW YORK – WORLD CLASS STREETS

4. Dare to see a place from a fresh perspective

Cities for people in 2013 must be ”win-win, win, win, win…..”
Jeff Risom- Partner, Director of Gehl
Institute - Gehl Architects
18-03-2022

Everyone has to benefit
Jeff Risom- Partner, Director of Gehl
Institute - Gehl Architects
18-03-2022

35,000 Square meters of reclaimed space –
18 Rock Centers, 3 Piazza Navona’s in the middle of Manhattan

17% improvements in travel time
11% increase in pedestrian numbers
35% decrease in pedestrian injuries throughout project

Impact: Economic
Increased Retail Sales:
• 172%, after a parking triangle on
Pearl Street, Brooklyn was
converted into a pedestrian plaza
(compared to 18% borough wide)
• 49% (16x the borough growth rate
of 3%) 3-years after installation of
the 9th avenue cycle track
• 14% at businesses fronting new
seating areas
Decreased Commercial Vacancy Rates:
• 49%, after Union Square was
extended for pedestrians cyclists
Increased Sales along Protected Bus
lanes:
• 73%, for small business in the Bronx
Source: NYCDOT, 2012

One of the final acts of the Bloomberg Administration

East Midtown Rezoning – 60 acres of space

Take advantage of the challenger position

Co-creating with citizens - engagement

Co-creating with citizens - observation

5. Partnerships and Networking at multiple levels

What Gehl has learned about working in NYC
1. Challenge the status quo - embrace the challenger
position to carve out new services
2. Leverage the Scandinavian/DK/CPH Brand
3. Adapt to working in large complex teams
4. Offer a fresh perspective – don’t be afraid to see
things differently
5. Think Partnerhips and networking at multiple levels –
citizen, client, collaborator

How to move ahead to NYC
in Practice
Nicolai Rottbøll
Querqus Group

Please find a table that fits to your interest:
• Water
• Buildings
• Energy
Workshop:
How to move ahead to NYC in practice?

Opportunities, challenges and
solutions?

Agenda
15.05 Round 1: What are the opportunities
and related challenges?
15.35 Round 2: What are the solutions?
16.05 Panel discussion
16.20 Wrap-up

Round 1: What are the challenges?
Tour de table: Based on today’s input and your own
situation – what are the opportunities and related
challenges linked to doing business in NYC?
o Internal challenges
o External challenges
Chairmen summarize

Round 2: What are the solutions?
Group discussion: What are the solutions that
can bring you closer to doing business in NYC?
o Internal solutions
o External solutions and needs
Chairmen summarize

Green Partnerships for Growth 23 October 2013 - 2. session

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