Protection measures against exposure to radon gas applied to an industrial building


In this edition Pablo Conde shares his expertise on radon prevention and Miguel San Millan presents a  real-life situation in an industrial building.

Radon gas is a noble gas that is created from the radioactive decay of naturally occurring uranium and is present in soils, rocks, water and even some building materials.

This gas emanates from the substrate on which the buildings are supported and pass-through materials and joints until it reaches the different interior spaces where there is air. In these spaces it disintegrates, emitting radioactive particles which, when inhaled, are deposited in respiratory cells, causing DNA mutations and generating lung cancer.

To achieve the objective of ensuring that occupants are not exposed to radon concentrations that pose a health risk, the European Commission sets an annual average concentration value of 200 Bq/m3.

The first step in choosing the most appropriate solution is to measure the radon concentration. Depending on the result, the applicable regulations and the characteristics of the building, we will decide which solution or combination of several solutions is the most appropriate.

Building insulation solutions:

  • Installation of a continuous barrier of sheeting type or of similar effectiveness over the entire surface of the enclosure in contact with the ground.
  • Sealing of critical points of the envelope that present any discontinuity such as cracks, crevices, joints, expansion joints, etc.
  • Use of watertight doors and grilles that limit the passage of radon from non-habitable spaces to the rest of the building.
  • Inducing overpressure on the space to be protected by introducing air inside through a mechanical ventilation system.

Solutions to reduce radon before it enters the spaces to be protected:

  • Installation of a ventilation system in the containment space, which can be an air chamber (e.g., sanitary chamber) or a non-habitable room (e.g., garage) located between the ground and the spaces to be protected in the building.
  • Depressurization of the ground through a specific system that extracts the gases from the ground and expels them to the outside.

Radon reduction solutions after radon penetration into the spaces to be protected:

  • Improvement of the natural or mechanical ventilation of habitable spaces to promote the expulsion of radon to the outside. 

Next, we will analyze the case of a Cold Storage Warehouse in Burgos in which TOP has carried out the Project Management in complete mission.

Initially, a report was prepared based on the solution A) described above, to determine the need to place anti-radon sheeting under the entire floor slab of the future industrial building located in Villalonquejar, Burgos. The building has two  differentiated areas: one for refrigeration (positive cold) and a smaller one for freezing (negative cold).

According to the CTE – DB HS6, in its appendix B, the municipality of Burgos is considered in Zone 1, in terms of its impact by radon gas emanations, so one of the two solutions A or B described below must be implemented. 

Except in the freezer area, where a ventilated chamber will be proposed, which will also thermally insulate the floor, in the rest of the building solution A was initially prescribed: installation of anti-radon film.

Following this first report, a second document was prepared for the justification of compliance of protection against radiation exposure n.

For its drafting as a starting concept, it is understood that the protection barrier will be any element that limits the passage of gases coming from the ground and whose effectiveness can be demonstrated by complying with the characteristics related to continuity and durability according to CTE DB HS6.

The proposed barrier will therefore have a thickness and diffusion coefficient such that the expected radon exhalation through it is less than the limiting exhalation (Elim).

In addition, the limiting Exhalation value corresponding to the volume and ventilation flow rate of the room was calculated.

Later, it was compared that this value was above the radon exhalation predicted for the next two scenarios:

  1. Protection barrier by means of a reinforced concrete slab.
  2. Protection barrier by through of double low density polyethene film.

The following values and conditions were used to calculate the Limit Exhalation (Elim):

Currently, there is empirical knowledge that concrete can function as a barrier to radon due to its low diffusion coefficient in certain dosages, obtaining values ranging from 0.0005×10-8 to 130×10 -8 m2/s. Therefore, given the radon diffusion coefficient of concrete and with the intention of optimizing the use of anti-radon membrane, the concrete slab is proposed as a protective barrier for the spaces in the building.

The values obtained in previous studies1 on the effective radon diffusion coefficient in concrete are reported in the literature where a concrete diffusion coefficient of the order of 10-8 m2/s is considered.

According to solution A1 of the Radon Remediation Guide, concrete walls and floors are understood as effective radon protection barriers for cases in which the average radon measurement does not exceed 600 Bq/m3. According to the Nuclear Safety Council’s Map of Radon Potential in Spain, the municipality is in an area with lower levels in any case.

Subsequently, the calculation of the predicted radon exhalation (E) for a 20-cm thick reinforced concrete slab was performed and it was verified that the condition E < Elim was met, i.e., that the predicted radon exhalation is less than the limiting exhalation.

A double PROFILM sheet, a 200 μm thick low density polyethene film, was installed under the sill. The first sheet with overlaps of 30 cm and the second sheet is perpendicular to the first with the same overlaps. Both together have a thickness of 0.4 mm.

By comparison with other films of similar characteristics shown in the following table, a radon diffusion coefficient of the order of 10-11 m2 /s was estimated.

And then, it was verified that the protective barrier is composed of double PROFILM foil with a total thickness of 0.4 mm met the condition E < Elim, i.e., the expected radon exhalation was less than the limiting exhalation.

With this final study, we can conclude that the designed screed solution has a double function, enclosure of the envelope and radon protection barrier since the expected exhalation does not exceed the limit exhalation calculated for the volume and ventilation flow of the room.

As an additional measure, a second sheet of polyethene film was installed under the slab. Therefore, it was validated the consideration of the screed without concrete joints as a barrier taking into account that for all the singular points such as: construction joints, contours with panel, pillars, manholes, duct entries in the screed, a certified anti-radon film was installed with the standard width of 4, paying special attention to the sealing of the film in the singular points between pieces.

By Pablo CONDE and Miguel San Millan (TOP ES)

Interview with Mirko Vasiljevic,
Group Business Development Manager at Top Management

What attracted you to TOP’s project?

I have known Top Management for more than 10 years, and we have met several times at international fairs and conferences. I was seduced by the group dynamics that exist within the team, the state of mind of the employees and of course the real estate construction sector in which the company operates internationally.


What do you think TOP can bring you and what do you think you will bring to TOP?

Without a doubt Top will allow me to discover a new sector of activity that is booming today. The company participates indirectly in the development of our territories, and therefore in the real estate resources which is a major issue nowadays. For my part, I will make every effort to bring my professional experience so that Top can become a leader in the engineering and construction monitoring market in the industrial, logistics and commercial real estate. 


The main TOP’s challenge for next year?

There will be several interesting challenges, some of which may take longer than others. But we will keep our sights on listening to our clients to best support them in their various projects. We will also be as close as possible to our partners and customers by establishing a strong relationship of trust. I just hope that the current geopolitical situation will not have a direct impact on our client’s projects in the medium term.


How do you see the industry in the next 5 years ?

Despite a slowdown in construction projects felt during the Covid-19 crisis, the sector is expected to recover in the coming months in Europe. Driven by the economic boom of e-commerce and the increasing outsourcing of logistics flows management, we can only remain confident about the future development of Top. However, we must of course consider the many challenges that will arise for our customers and our teams: for example reducing the carbon footprint not only in the construction but also in the operation of future buildings. I also hope that the sector will not be too affected by the evolution in construction costs, inflation and therefore interest rates that could slow down the launch of some projects for investors. The emergence of data centers in Europe could be a new market segment to develop for Top and possibly create an in-house department of expertise in this field while controlling the impact on the environment.


What will be TOP’s approach to new business development ?

Top will continue to support its customers in their various construction projects by offering them its best technical solutions and assistance. We will strive to increase our proximity with them daily, particularly through our various international business units (subsidiaries). I remain convinced that Top’s long experience and competitive advantages will allow us to consolidate our place in the construction market in the future.


Project Monitoring Services

A very important element in the world of construction must be taken into account in order to successfully complete the task of analysing the economic side of an existing project: this element is economic figures, specifically budgets and financing.

On most occasions, these two items are decisive when it comes to decision-making, and it is one of the most complex phases of a project; for this reason, Financial Monitoring of construction projects has become so relevant and important in recent years.

Financial Monitoring is a fiscal audit, usually intended for and commissioned by financial companies that provide all or part of the capital to undertake a construction project.

It is an investigative project that helps stakeholders in the project to make decisions. The purpose of this document is to provide an overview of the status and feasibility of the project. As the project progresses, it also provides the investor with details of the investment made at any given time, and forecasts the funds required to successfully complete the work. For this reason, it must be carried out realistically and objectively, and specialised companies unrelated to the parties (developer, construction company and financial entity) are normally contracted for this purpose.

The structure and style of Financial Monitoring can vary, but the essential elements of the document that are included in the analysis tend to be:

– Preliminary data collection phase

– Introduction setting out the project’s background.

– Project planning and development.

– Cost of development and economic viability.

– Conclusions.

The preliminary data collection phase is just the beginning. To conduct this phase, it is necessary to have knowledge about the location of the project, the executive design, the parties that are going to implement it, project planning and whether there are any special circumstances that affect the plot of land (easements, geology of the area, archaeology, etc.). In general, it can be said that the more sources of information we have, the greater the chance of performing complete Financial Monitoring to provide the investor with clear knowledge.

In addition to the preliminary data collection side of things, both the owner and the construction company must provide full access to the economic management of the project throughout the execution process, by providing budgets, contracts, certificates, change orders and other documentation that give a clear insight into the project’s economic health and viability. Access to this information will provide knowledge about cash flow records and where money is being spent at any given time.

Once drafting of the Financial Monitoring report starts, the first sections tend to contain a generic summary of the construction project without too many technicalities. It should be kept in mind that the financial entity or investor for whom the report is intended is often more focused on financing than construction. This section also includes the details of the developer, the main construction company and subcontractors, official organisations such as local governments and their building permit regulations, and insurance policies involved during the execution of the project and afterwards, among other details.

Moving on to the main body of the report, the next important section to include is project planning and development. At all times you must be aware of the project planning agreed by both parties and set out in the contract. It is important to know about and clarify the main design and project milestones, without forgetting any additional procedures that tend to be required for the correct delivery of the building, such as end-of-project certificates, inspections by local government technicians, requests for essential service connections (electricity, gas, water, sewerage, etc.), application for the first occupancy licence, etc. All of the above must be studied to perfection and included in the planning. This will avoid unexpected delays that immediately result in additional costs for the developer, and consequently for the investor.

For the costs and economic viability section, it is crucial that all of the costs associated with the project are set out in the corresponding contract between the developer and construction company, and the type of contract on which the performance of the work is to be based must be known. It is not the purpose of this article to describe each of these formulae, but we can mention the different types of contract in order of lowest to highest risk for the developer: turnkey contracts, lump sum contracts, measurement contracts, open book or management contracts and, finally, batch contracts.

The Financial Monitoring report is usually split up into short monthly reports that describe the economic status of the project in the month in question. They are normally accompanied by tables and graphics showing the work certified to date and the forecast for the coming months. Mention should also be made of change orders and their cost, if any. It is in this section that investors can see the specific section of the project where the money is being invested, and can get a clear insight into the status of the financing, so that they can make their own funding provisions.

Finally, it is highly advisable to include a short conclusions section using a chart (often colour-coded) to show whether or not each of the sections included in the report meet the requirements, and whether there are sections that require immediate action by any of the stakeholders.

Of course, all of these Financial Monitoring steps and advice are theoretical. In practice, each project, each developer and each financial entity are different and may have diametrically opposed needs. But as long as you are rigorous in your work and submit a brief, comprehensive and understandable report, everything will fit together and you will have achieved your objective.

Jesus Ramos

Project Manager | Top Management Group

2022 Mid-Year Analysis by Lauris Deslex

What can we learn from 2022 Ukraine crisis replacing the sanitary crisis?

One would believe that the amazing situation of the logistic real estate derived from the exponential growth of the e-commerce would be flawless; yet the Ukraine crisis disrupted and impacted our 2022 first semester in different ways.

Following the scare derived from the lockup in March 2020, the tremendous demand of the e-commerce impacted Real-Estate to propel industrial & logistic to the most attractive sector. What followed was sweet moment which resulted in TOP Management scaling-up. We wanted to make sure that we were capable to continue our providing the same level of quality to all stakeholders involved in the development of Industrial & Logistic Real-Estate.

We barely had the time to enjoy it….

The Ukraine crisis came to remind us that our future is made of Volatility, Uncertainty, Complexity & Ambiguity. The famous VUCA environment has proved to present in our lives and in our business more than ever. Managing a VUCA environment is part of TOP Team daily work with Real-Estate & Construction issues.

Indeed, TOP Management has been assessing the situation since the start of the conflict as. A Ukraine commission has been created internally monitoring construction cost, impact on program, and legal consequences on our sector.

In the meantime, we continue to pursue our long-term objective of making a more sustainable industry with our Sustainable Champions that are working hard to produce results. The governance of the company is changing towards a more participative/collaborative way using collective intelligence to take decisions.

We are looking at the next semester with the same passion: adapting ourselves to the environment and continuing to grow our culture. The Ukraine crisis coming right after the COVID crisis has made all of us stronger as it improved our agility and strong dedication.

Picture of Lauris Deslex

Lauris Deslex

Managing Partner | Top Management Group

The Most Common Snags in Construction

Due to the increasing demand for high quality work in recent years, perfect finishes are taking an important role in the construction of logistic warehouses. Snag lists are made to identify and verify the physical and not physical snags which have occurred during the construction and which need future corrections by the General Constructor agent. Project Managers in collaboration with the engineers play an important role in the construction progress.   

It is crucial to identify and foresee this snag list before the construction phase ends. The anticipation of possible snags during construction is important so that all the companies involved are informed and can react as quick as possible in order to repair or rectify the defects. This work method saves time and of course also reduces the costs of the construction. In general, one month is needed from the beginning of setting up the snag list until all the corrections have been made.

From the start of the construction, Project Managers must work together with all the companies involved in order to define the snag list procedure. There must only be one snag list used by all parties which is clearly sorted and numbered in order to avoid several lists which could complicate the procedure.

Detected snags can be defined and grouped according to the following list which contains the main parts of logistic warehouse projects:

  • Warehouse
  • Offices
  • Urbanization
  • Pumping group room
  • Guardhouse
  • Documentation

This order is important because it takes into consideration the chronological timing of the construction.  It is common that at the beginning of the list, some parts of the building have not been finished yet.

In this way, a list of points will be generated along with photographs and descriptions of each snag. These elements are necessary so that the list is comprehensive and understood by all companies involved in the construction.

At Top Management we have elaborated our own procedure and templates for snagging. Our procedure helps us to adjust this list in the best possible way which minimizes the resources and timing and leads to the best results during the execution of the construction. At the moment, there exist softwares that allow us to set up smart lists and execution, using 3D models or 2D models and providing feedback on the current status of each snag point.  All the companies involved in the construction have a clear view and comprehension of each snag point and its execution.

During the project phase, at the time of planning the construction, the provisional and definite dates for handover to the promoter/tenant should be defined. In that way, the general constructor can take into account which companies and resources are needed on site in order to reduce the cost and time necessary for the completion of each one of the works.

In order to minimize the revisions and defects that occur during a construction, at Top Management we have prepared a list based on the proportion of revisions from three different types of warehouse constructions. This way, in the future, they will be taken into account and minimized during the project and execution phases of the construction in order to achieve the most optimal finish of those works.

The following table shows a statistic with prototypes of 3 warehouses that were completed in 2021. Example 1 (40,000 m2); Example 2 (30,000 m2) and Example 3 (85,000 m2) in different locations of the Community of Madrid, Spain.

Construction snag list
snag list

Top Management has elaborated a summary with the Top 10 snags:

  1. Fibers that appear on concrete slabs:

These fibers are quite common to appear on the slabs due to the settlement of concrete. The appearance of fibers on the surface is quite frequent which is why this slab should be monitored very closely. Normally, these fibers are cut in order to prevent future damage of vehicles.

  1. Lack of installations:

It is common for some installations (electrical, mostly) to be missing due to a temporary lighting installation on site or that some elements are not completely finished yet. It is important to mark these snags clearly on the list in order to identify all those missing points and that there is no loose wiring left.

  1. Cleaning:

When all the snags have been completed, a final cleaning will be carried out. Nevertheless, we must highlight those elements that might be deteriorated before the final cleaning.

  1. Painting

Painting is one of the elements which is made at the end of works, but it is important to highlight those elements that have not been painted or that their finish after drying is not completely correct.

  1. Opening of manholes:

At the end of the works, all the manholes of the site must be checked for correct opening and closing since, with the setting and stretching of the concrete, some cannot be accessed anymore. These elements should be clean for future maintenance and to avoid possible problems with the external networks.

  1. Joinery:

The joinery elements must be reviewed to insure all the windows and doors close and open correctly.

  1. Broken elements:

There are elements that we must check (luminaires, switches, presence detectors) because they have been damaged during the construction works, even those that are on the roof.

  1. Small holes

There are often small holes in the walls due to redesigning or changes in the project. All these small holes must be signalled.

  1. Sealing

It is important to check that all sectorization elements have been properly sealed on the perimeter of the slab and the walls as well as behind pillars in order to protect these sectors from fire.

  1. False ceiling:

There are many panels which, due to ongoing works, have not been installed yet. These panels need to be checked.

Finally, after the statistics we have obtained, we can conclude that there is a snag for every 0.020 square meters; this being an indicative number as it depends on the work done by all the companies involved during the construction.

All the companies must try to minimize on-site reviews to improve quality and work; and thus minimize resources and cost for all the stakeholders.

Marta Salmeron

Project Manager | Top Management Group

Employer’s agent, a matter of passion

Assistance en maitrise d'ouvrage

If I ever considered investing in construction, I would definitely seek help. In fact, I want to think that most investors surround themselves with the best advisers for a business of this nature. Is it enough that a friend of mine recommends a professional with good references? Maybe I would trust him, but not with complete confidence. I am looking for someone serious and rigorous, a technical support, a junction between the different stakeholders and a guarantor capable of managing the overall data of the project.

In a nutshell, he should take care of almost everything. Does anybody like this exist? I inquire, I browse the net, I read on a site that this profession has a name: Employer’s agent or Project Monitor. Perfect, I start to feel more confident.

The first fear that assails me is the acquisition of the land. I am not even sure if I am buying well or bad. The chapter on Due Diligence reassures me. It explains how the Employer´s agent coordinates and manages the project from the first second. Next, he accompanies me in the feasibility of the project, the appointment of the developer, the setting up of the operation, the monitoring of the completion of the site, including the extensive inspection of the final work review list. His work will conclude with the final acceptance and reception of the project. That way I rest assured that my money will always be in good hands.

I continue to investigate: the tasks of my Employer´s agent are precise and clear. He consults and monitors the companies involved, analyzes all documents (study, execution and DOEs), financial (global offers, quotes, additional work …), charts for analysis and implementation as well as contractual documents. The close follow-up of administrative files is guaranteed, as well as participation in meetings with local authorities, from preliminary design to obtaining permits. I will also be offered alternative technical solutions, including a report of all these meetings.

Everything starts to flow, I take action. I take my phone and contact several companies in the sector. I feel like somebody testing the market, well-off and eager to learn. However, after a few unsuccessful attempts, things don´t seem to go so well. Not all that glitters is gold and very few companies take me seriously.

Finally, when I am almost about to give up, somebody patient and willing to help me picks up the phone. This time it is a female voice who asks me the right questions, listens to me, and the conversation goes smoothly. She explains and highlights the responsibilities of a Project Monitoring : Importance of providing accurate analyses and of establishing a relationship of trust with me and with the  project stakeholders; Importance of handing over all information on time, of knowing the project better than myself, and knowing how to fulfill my expectations and requirements. I love that last point. I let her talk, she knows her job.Next, she explains which challenges new Project Monitoring missions will have to face in a near future: it is crucial to know how to adapt to the new technical developments in construction, to increasingly tight schedules, to new types of buildings (last mile delivery buildings), and anticipate administrative issues, especially on the environmental side or any which may arise during each construction phase. I agree 100% but I have one last question and doubt: What are the benefits of employing a Project Manager on my construction site? The answer comes like a breath of hope. The expert gives me one reason after the other with the key word being: “advantage”.

On the one hand, financial advantage by anticipating the constructive solutions and adapting these, on time, to the project. On the other hand, economic advantage thanks to the technical and financial analysis of the offers which allows to identify any additional costs and confront negotiations confidently. Furthermore, I am guaranteed an effective and successful operation from an administrative point of view, especially when it comes to the countless authorizations needed. Possible deviations from the initial planning will be identified and constructive solutions, to remedy eventual failures in workmanship, will be provided.  My curiosity grows. I am captivated by her professionalism, her know-how, her agility, her passion, I open up, I talk to her, we decide to meet. The next day, we meet in Paris, 136 Rue du Faubourg Poissonnière, a bistro full of charm, very hygge, she introduces herself and TOP MANAGEMENT, an international engineering company specializing in the management of industrial, logistics, commercial and office design and construction projects. I ask for a coffee:- What are the most important projects in which you have been involved as a Project Manager?

– Large-scale projects like that of Carrefour in Poupry of 130,000m², or technical projects like that of a positive and negative cold warehouse of 35,000m² in Lens.She explains their working system, how they analyze the possible issues beforehand and then send the feedback to the client for the final decision.

This implies regular telephone conversations, weekly, bi-monthly or monthly meetings, sending of reports by email and a follow-up on all documents to be analyzed.

I interrupt her to ask specifically about her company:

TOP MANAGEMENT has a global knowledge of the industrial & logistics sector with more than twelve years of experience. The company has a dedicated team of specialized experts in their field, with an unbeatable ability to respond to any setback due to their versatility and ability to handle all these tasks in many different languages. Did you know that the way of working varies completely depending on the type of construction site? Some constructions start completely “blank,” which means without the prospect of a tenant. This reduces interfaces but implies working on a projected building with divisions considered according to the chosen risk level. The tenant’s interior automation system can influence the project based on the chosen configuration. Are you following me? I will follow you to the end of the world!

Administrative procedures in the construction sector

Administrative procedures in the construction sector in general and logistics construction in particular should be reduced as much as possible, Top Management has developed a certain expertise in that field and this is how.

Streamlining its management is essential to obtain favourable resolutions in the shortest possible time. In the projects that we manage in Top Management, three very well determined stages follow each other :  before, during and after the completion of a project, regardless of the specialization of services (project monitoring, project management, engineering, etc.) that means : previous phase, construction phase and final phase.

Before starting any work, a basic preliminary project is carried out in order to streamline the tendering process and avoid possible future impediments.

From there, TOP MANAGEMENT ‘s team locates and meets with the members of the corresponding public entity in order to present a plan of intent, an outline,  The idea is to manage permits directly with the competent authorities. The preliminary project is a first version of the project that is faithfully adapted to current legislation. For instance, if land regulations are considered, local regulations based on urban parameters will always apply. Once these parameters are clear, the documentation subject to legal compliance is presented, in order to avoid future obstacles. Thus, before applying for any license, it is essential to have a first meeting with the architect and the municipal engineer to present the idea, involve them and verify both technical and administrative requirements with them. If all the local representatives are involved in the project, a fruitful dialogue opens, and the preliminary aspects will be defined in advance. This meeting is crucial to optimize delivery times. But it is not the only one.

For TOP MANAGEMENT it is very important that, in parallel to the contacts with the direct official organisms, a pre-consultation is also carried out both with the Department of Industry and with the Technical Department of Firefighters since, in order to obtain the construction license, they also participate in decision making. It is necessary to prepare an offprint without forgetting other parameters that may affect the construction, such as the location and characteristics of the land, archaeological factors, hydrographic data, etc.… The crux of the matter is to thoroughly review which institutions are involved. in the works, identify the parts, contact them in time to be clear about the obstacles that may arise, and anticipate them.

In short, once all those involved in the process have been detected, and after having agreed on the preliminary draft, they are provided with a complete report to verify their conformity one last time before submitting it through the official administrative channels. Those responsible, upon learning in advance about the project, will speed up obtaining licenses. This way of working will shorten the intervals in the management of any administrative request, in addition to allowing to resolve doubts or correct deficiencies before they occur.

In addition, during the execution phase, it is essential to inform the authorities of any modifications made to the project, as well as construction progress. A close relationship with the actors usually ends with the green light for obtaining the work license and, at the time of delivery, if the relationship has been honest and productive, with the first occupation license.

This is the line of action promoted by TOP MANGEMENT in any of the 23 countries where it operates from its 9 subsidiaries (obviously saving the administrative differences in each territory) as thesis to streamline bureaucratic procedures and thus achieve greater efficiency in its missions: identify the actors involved, count on them before, during and after the construction process, never refuse dialogue, and always keep all parties well informed. The key is to provide all the necessary documentation as soon as possible in order not to delay the work and, if possible, anticipate in order to offer an adequate and adapted solution for each situation.

Market impact of the coronavirus for Logistic’s Real Estate & Construction Update

Market impact of the coronavirus for Logistic’s Real Estate & Construction

New update! (02/06/2020)

Over the last few days there have been a few changes in Top Management’s construction status. In order to keep you updated, we would like to share with you the following graphic:


As shown below, most of our projects are still in the study phase.

In addition, while the number of our open projects is increasing, the number of the closed ones is decreasing.

Likewise, the number of partially ongoing projects has also increased. We are hoping to be able to go back to “normal” as soon as possible.

New update! (18/05/2020)

Over the last few days there have been a few changes in Top Management’s construction status. In order to keep you updated, we would like to share with you the following graphic:

As shown below, our projects are mostly still in the study phase or open.

Likewise, the number of closed projects has decreased and the partially ongoing ones have increased. We are hoping to be able to go back to “normal” as soon as possible.

Top Management safety measure for Covid-19

COVID-19 measures Top MAnagement
Dear clients and partners, In top Management we hope you are well and handling this situation in the most positive way possible! Due to the recent State of Alarm we would like to remind you the most relevant points of the measures we have applied in our worksite located in the Netherlands, which will apply in all of our woks worldwide.

All local laws and regulations still apply, on top op that an additional set of measures is in place to prevent Corona from spreading but create the opportunity to keep on going.

Organizational measures:

  1. All construction sites should appoint a corona responsible person to monitor the follow up the implementation and change management process.
  2. Execute a risk analyses to investigate risk and translate the measures.
  3. Install big size banners on critical locations, with the rules that apply on the site. ( at lunch break containers, toilets, entrance of the site, entrance of the construction area, etc)
  4. A log should be kept to note: suspicious situations, people who have been expelled
  5. The measures listed here should be communicated to all ( sub) contractors, suppliers, advisors that might visit the site. It is their responsibility to instruct, implement and apply


  1. To apply social distancing, people should travel to the site by themselves and not together.
  2. If that is not possible, people should sit in the same seat every trip, clean/ disinfect the touchpoints. No eating, drinking and smoking in the vehicle.

Entering and leaving  the site:

  1. People will be scanned by a temperature body scanner and checked on raised body temperature when entering the site . Persons with a body temperature over 37,5 degrees are not allowed to enter the site.
  2. People who have symptoms of a potential disease, like coughing, sneezing are not allowed on site
  3. Equipment and tools are to be cleaned/disinfected when taken from and to the vehicle.

Personal hygiene:

  1. The use of paper handkerchiefs/ tissues is mandatory and for one time use only, after sneezing, blowing noose, washing hands, use of toilet, cleaning/ desinfecting of surfaces, cleaning/ disinfecting tools and equipment. Paper is to put into a waist bin after use
  2. A facial mask is mandatory although the affect has not been proved.  The mask should be changed daily or after being polluted in any kind
  3. Washing of hands is mandatory: when entering the site, after use of toilet, before and after lunch break
  4. Work clothes are to be washed and changed every day.
  5. PPE should be available centrally on site and collected on site


  1. Lunch room/containers should be set up in a way that people can consume their meal with 1,5 distance to other persons. To avoid crowded area’s shifts should be implemented and eating outside is allowed.
  2. After consuming a meal or shift change the spot has to be cleaned/disinfected.
  3. Lunch/ drinks are not be shared.


  1. Social distancing is to be maintained as much as possible.
  2. When not possible work spots are to be secured by using sneeze covers
  3. When implementing a sneeze cover is not possible people should work by turning their head away from the other person.
  4. Exchange of tools/ equipment should be avoided. If not possible, equipment/ tools should be cleaned before every swap. Also handing in some else’s tools/ equipment should be avoided.
  5. When working in tight places, creates to less space, shifts should be implemented to spread the works and work force. Rule of thumb is max one person per 10 m2.
  6. When passing each other in small spaces or corridors, it is preferred that one waits for the other. If not possible pass each other back to back with your face turned away.
  7. When not feeling well during the day, leave the work spot, announce yourself at the responsible person and leave the site.


  1. All toilet, breakrooms and other social area’s should be cleaned daily.  Toilets should be cleaned after every use, breakrooms after every meal/ shift.
  2. Cleaning paper and cleaning materials/ disinfectant materials should be provided centrally on the site.
  3. Cleaning paper waits should be removed from site daily.
We are at your disposal for any questions, comments or concerns. Top Management Team

Market impact of the coronavirus for Logistic’s Real Estate & Construction

Market impact of the coronavirus for Logistic’s Real Estate & Construction

Dear clients and partners,

Given the situation we believed it would be good for our community to have a specific view of the market impact of the coronavirus for Logistic´s Real Estate & Construction.

We have based our information on the 24 ongoing logistics’ construction projects* that we have out of 43 live projects (some being in phases previous to construction).

It shows that the majority of our project remain open or partially open (43% operations are shut down) yet we feel that this will change quickly due to lack of material supply (some concrete plans are closed, etc.)

* projects located in 6 countries