Category: Ideation

Whether planning a small departmental renovation, major redevelopment or infrastructure renewal, there are a number of important questions to ask at the outset. Having clear answers will have a positive impact on the project outcome.

In particular, project phasing can be greatly informed by asking the right questions about existing and required mechanical, electrical and plumbing services in order to arrive at a successful design solution that supports the project objectives, continued operation of the healthcare facility and safety of its patients.

So, what makes a renovation project a success?

Some key markers are meeting the schedule, staying on budget, minimally disrupting operations and having no safety issues.

Since each facility and project is unique, however, there may be additional, more specific considerations that arise.

Scoping it out COPING IT OUT

One of the most important questions is, What is the project scope? At a higher level, What problem/need will the project solve? 

It may be an identified need for redevelopment of a particular area or a key piece of equipment has been failing regularly and funding is now available to address it.

Be aware that the scope may grow beyond the initial assessment based on the requirements of current codes and standards, and existing equipment capacities, among other factors. It is essential to fully understand these impacts and determine how to deal with them.

Conditions specific to the site may dictate changes to the planned scope. For example, there may be a need to run new services into the renovation area from a distribution shaft; replace existing services and equipment to accommodate a renovation, unless alternative approaches are feasible (such as rearranging or reworking equipment to facilitate the increase in load); or phase renovations in critical areas, such as the emergency department, so they can remain operational.

Realize, too, the quality of project work is constrained by three factors: budget, deadlines and scope. A trade-off between constraints is possible but changes in one will usually mean adjustments in the other two to compensate, otherwise the quality of work will suffer.

FACING THE UNKNOWN

It’s imperative to identify and mitigate risks in advance as much as possible. A good question to ask is whether there are plans and budgets for the unexpected, such as discovering ‘serviceable’ equipment is actually on its last legs or the capacity of a generator won’t permit additional load. 

One form of technology that can help mitigate the risk of the unknown is 3-D scanning of systems infrastructure, which can greatly improve the reliability of ‘as-built’ information. Scanning is performed within a space to collect ‘as-built’ data and the resulting point cloud is reconstructed into a 3-D model. The model can accurately capture the scanned space and size of services and objects within. This approach works particularly well for plant spaces where services are exposed.

Another way to mitigate unknown risk is by pre-demolition of a space prior to finalizing the design. After demolition of walls and ceilings, the design team can physically view existing services, identify conditions that may not be observable prior to demolition and update documents accordingly. When this is possible, the schedule cost of approximately three to four weeks is often well worth it to alleviate the impact of the unexpected. Other ways to confirm the current condition and capacity of services include review of maintenance records, pipe thickness tests, drain scoping, air and water audits, and metering existing services. Unknowns are always a risk to the budget, schedule and project scope. No matter how diligent the preparations, carrying an allowance as part of the project budget is recommended.

ACCORDING TO SCHEDULE

Questions around schedule are also critical: How quickly does the project need to be designed, constructed and in operation? Is there a fixed deadline (for example, driven by financing mechanisms such as the Health  Infrastructure Renewal Fund (HIRF) or Hospital Energy Efficiency Program (HEEP))? How has the schedule been developed? Have representatives been engaged from across the
hospital team? What about the design team? And, depending on how the project is being delivered, is construction team input required?

In building the schedule, it’s important to allow time for considerations such as long delivery equipment items, after-hours work, proper infection prevention and control, and construction phasing. If phasing includes multiple phased occupancies of various areas, time should also be allotted for testing, adjusting, balancing and approvals from authorities having jurisdiction at the conclusion of each stage.

Other scheduling-related questions include: Are plans in place to meet required  procurement timelines and processes? Are requests for qualifications and/or proposals or tenders being released through a procurement department? Is the facility posting for  competitive bids? If so, does the schedule  account for the required bidder response times?

Engaging a design team experienced in healthcare renovation will greatly assist in arriving at reasonable and reliable answers to these questions. The team will also need to understand future plans for the facility. For example, if replacing boilers and the five to 10-year plan includes building an addition,  consider whether reasonable allowances can be made in the boiler project to facilitate future expansion. Sometimes spending a few extra dollars now can save on future capital and operating costs.

A MATTER OF PRINCIPLES

Answers to the preceding questions will inform the establishment of the project’s key principles; in other words, the most important factors driving the project. When faced with a difficult decision during the project, these principles will serve as a guide for making decisions. The principles may be driven by budget, schedule, patient experience or a combination of these, plus other factors. Whatever is identified as key principles, share them with the team to assist in setting  expectations and defining the scope.

When key principles are established, the sum of the parts may not lead to the outcome originally envisioned. For example, getting things done quickly does not always lend itself to the lowest cost; off-hours/overtime work may be required to meet a compressed schedule. A well-worn axiom sums up this challenge: All successful projects require sufficient time, money and quality. If one is missing, there better be lots of the other two.

PHASING IMPACT

Construction phasing — the general sequence in which the renovation work needs to be  performed in order to meet project requirements — is a culmination of addressing all the foregoing issues. Phasing is developed by considering factors such as schedule,  departmental operations, hospital operations, infection prevention and control, and budget.

The earlier construction phasing is established, the better. For a departmental renovation, for example, the ideal situation is to shut down the entire area; however, this is often not possible due to operational constraints, so phasing becomes critical.

When establishing phasing, consider how different phases will affect existing mechanical, electrical, plumbing and information technology services. These services often do not respect a renovation project’s physical boundaries. For instance, ductwork supplying one area may continue through to a completely unrelated area but the renovation may impact both. If the team includes multiple design disciplines and professionals, encourage the architect to engage the engineers early and often in the phasing planning to help mitigate some of these risks.

In the early stages of multi-phase projects, execute enabling works for later phases. For example, leave valved/capped connections for extension of medical gases; rough-in junction boxes/empty conduit; allow for proper raceways; and consider placement of any new equipment to permit easy access to expand in a future phase. These simple steps can help ease some of the challenges of building a project over multiple phases.

Minimizing disruption to operations is typically one of the most important factors in a healthcare renovation project. Some schedule-friendly approaches include seasonal replacement of infrastructure (for chiller replacement, schedule construction in non-cooling months; conversely, schedule boiler replacement in summer) and the use of pre-fabricated equipment to assist with overall schedule and phasing/turnover.

FUTURE OUTLOOK

If the initial project scope doesn’t include infrastructure upgrades, it’s important to assess the equipment serving the renovation area and clearly understand its life expectancy and operating costs. While the budget may not allow for it, investigate if spending a little more now (from the capital budget) can reduce future operating costs.

And while looking into the future and thinking about operating dollars, consider the facility’s master plan.

Can this current renovation reasonably accommodate parts of future planned renovations?

Those accommodations could include purchasing additional capacity for particular equipment, leaving space for future equipment in a location conducive to expansion or choosing modular equipment that can be readily expanded.

CODES OF PRACTICE

It’s essential to understand the impact of current codes and standards on the project. The design team can help sort through which activities and replacements should be undertaken versus those that must be done. Understanding how codes and standards relate to the project is critical as they can potentially have a major impact on the project scope and, accordingly, the budget and schedule as well. 

GROUNDWORK FOR SUCCESS

For the best chances of delivering a successful project, it is important to ask the right questions. In particular, clarity around the project’s scope and problems it addresses is vital. Determine phasing and related impacts early. As much as possible, identify and mitigate risks in advance. Finally, engaging a design team with verified healthcare renovation experience is a valuable asset in achieving these goals. 

Published in the Canadian Healthcare Facilities
Summer 2018

Kim Spencer, P.Eng.
kim.spencer@hhangus.com

Jeff Vernon, P.Eng.
jeff.vernon@hhangus.com

“Twenty metres below Eglinton Ave., dozens of workers wielding huge machines are building what looks like an underground cathedral. In fact, it’s the future site of Laird Station, one of 25 planned stops on the Eglinton Crosstown LRT.” (Toronto Star, April 30, 2018)

The unique mining excavation approach to building the ECLRT’s Laird Station was featured in yesterday’s Toronto Star.  HH Angus is designing and engineering the mechanical and electrical systems for three of the ECLRT’s underground stations – Laird, Mt. Pleasant and Leaside (Bayview).

The Eglinton Crosstown Light Rail Transit project is the largest transit expansion in Toronto’s history and one of the largest P3 projects in North America.

*For the Toronto Star video report and article, click here.

Hospital Substation Gas-insulated Switchgear

Located in Toronto, ON, Sunnybrook Health Sciences Centre is a full-service hospital with over 1,300 beds, making it the largest regional trauma centre in Canada. Through its partnership with Veterans Affairs Canada, it is home to more than 500 veterans. With a main campus of approximately three million square feet, Sunnybrook is redeveloping its existing main outdoor electrical substation in its entirety. The project incorporates several innovative features, including using 38 kilovolt class gas-insulated switchgear, new power transformers with increased capacity, and multiple civil upgrades. In addition to a decreased footprint and reduced maintenance requirements, the new switchgear interfaces with a networkbased monitoring and control system. In this photo, the switchgear undergoes indepth factory acceptance testing in Frankfurt, Germany.

Sunnybrook team: Michael McRitchie, Francis Jesuthasan. Prime consultant, H.H. Angus & Associates Ltd.: Philip Chow, P.Eng.

Hovering Autonomous Underwater Vehicle

In fall 2017, Cellula Robotics Ltd. successfully demonstrated its Imotus-1 Hovering Autonomous Underwater Vehicle. During a week of testing at a local pool facility, Imotus-1 navigated using proprietary Simultaneous  Localization and Mapping (SLAM) algorithms and was shown to hold station, waypoint track, manoeuvre around obstacles, and dock to an underwater charging station. The docking demonstration was sponsored by Ocean Networks Canada; development of SLAM was made possible through funding from the National Research Council’s Industrial Research Assistance Program. In 2018, Imotus-1 will be used by Cellula in the North Sea for commercial survey and inspection work inside the structural legs of an offshore platform.

Eric (James) Jackson, P.Eng., Melanie Devaux, P.Eng., Paul Prunianu, P.Eng., Dr. Peter Hampton, EIT, Dana Leslie, EIT, Jacqueline Nichols, P.Eng.

Novel Polystyrene Recovery System

A.H. Lundberg Systems Limited of Vancouver designed and supplied a modular distillation system for Polystyvert for its polystyrene (Styrofoam) recycling demonstration plant in Montreal. In a novel patented process, an essential oil is used to dissolve the polystyrene at the user site, thereby drastically reducing the volume and subsequent transport costs to the recycling plant. Following recovery of the polystyrene using a liquid hydrocarbon, the distillation system separates and recovers the essential oil and hydrocarbon for reuse in the process. The module was fabricated and assembled by Acier St-Michel in Laval, QC. The plant is scheduled for commissioning in May 2018.

Allan Jensen, P.Eng., Bruce Der, P.Eng., Alex Lisnevskiy, P.Eng.

Published in Innovation Magazine 
Engineers and Geoscientists British Columbia
May/June 2018

CHUM, modern hospital complex, multi building glass design

Meeting  stringent standards while reducing energy use.

Hospitals face unique design challenges in meeting air handling requirements, none more so than the special requirements of operating rooms. As lighting systems and building  envelopes have become more energy efficient, it is air handling systems that increasingly  represent a hospital’s greatest energy consumer. But there are options to mitigate the energy demands of these systems.

Air handling systems are an important part of any building for maintaining occupant comfort. When it comes to hospitals, there are a series of special requirements that make ventilation systems critical to the delivery of healthcare.

Firstly, air handling systems are relied on to help protect occupants and adjacent  surroundings from infectious diseases and hazards created by equipment and processes. Many contaminants are generated which must be exhausted. In many areas of a hospital, the systems are designed so that air flows from clean to less clean areas to help protect staff and other occupants. A good example of this is Airborne Isolation Rooms where differential pressures must be monitored and alarmed.

Air handling systems are also a key component of the life safety strategy for managing smoke in a fire situation. A measure of the reliance on air handling is the requirement that ventilation systems must limit smoke concentration to allow operations to be safely concluded or for critical care patients to be safely transferred.

And now the rising level of patient acuity and the pressure of high utilization, with occupancy rates well above 100%, are putting even more pressure on HVAC systems. In Canada, CSA Standard Z317.2, Special  requirements for heating, ventilation, and air-conditioning (HVAC) systems in health care facilities, is referenced in most if not all Canadian Building Codes as good practice for the design, construction and operation of air handling systems. The latest edition was published in December 2015, and work  recently started on the next version due in 2020.

Operating rooms

Operating rooms and similar spaces where invasive procedures are performed have a number of particular air supply requirements:

  • Common practice for operating rooms is to supply a high volume of air at low velocity through laminar flow ceiling diffusers in the central area of the room with the intent of achieving a piston effect. The intent is for air to generally flow first past the patient and clean surgical staff before flowing to the outer portions of the room to the exhaust grilles. Studies have shown that 20 air changes per hour is effective; note, this is a far cry from the hundreds of air changes of a true laminar flow clean room.
  • The cleanliness of operating rooms is critical. Standards call for the supply air to be filtered to at least MERV 14, but many engineers and facility managers look to increase this to a higher level. HEPA filters, which are rated to 99.97% efficiency on 0.3 micron particles, have been adopted as the standard in many cases.
  • Staff generally prefer operating rooms be kept relatively cool as they are often gowned in multiple layers to minimize the possibility of infection. The premise that a wide range of temperatures is necessary to control the temperature of the patient, particularly during cardiac surgery, is not well founded. Blankets or pads that heat or cool are used to control the patient’s temperature.
  • There has been great debate over humidity in operating rooms. Many years ago the anaesthetics in use were flammable, and operating room  humidity was maintained between 50% and 60% to minimize the possibility of static electricity discharge. As anaesthetics became safer, the low end of the humidity range was reduced to 40%. The initial concern was that less humidity would cause drying at the surgical site; however, this condition was not observed. In the 2015 version of CSA Z317.2, the lower humidity limit was lowered to 30%, similar to most other spaces in a typical hospital.
  • Design engineers must carefully analyze the psychrometrics of air supplied to operating rooms over the possible range of temperature and humidity conditions. This is particularly true in the summer when cooling coils are relied on to dehumidify moist outdoor air. If this air is not dry enough, the relative humidity limit in operating rooms kept at a cool temperature will not be maintained. Enhanced cooling coils, lower chilled water temperatures, and desiccant moisture removal are some of the solutions.
An operating room inside the Centre hospitalier de l’Université de Montréal.

Energy efficiency

These high levels of ventilation and air cleanliness, coupled with stringent temperature and humidity control and around-the-clock operation, all contribute to high energy use in hospitals; however, there are a number of strategies that can help reduce energy use:

  • Moving air at lower velocities takes less energy, so air handling equipment and ductwork with a larger cross sectional area needs less fan power to move the air.
  • Variable volume air supply and exhaust is more complex in a hospital due to the requirement to maintain directional airflow between most rooms and departments. This generally requires that each individual room or group of rooms control both supply and exhaust air in tandem so pressure relationships can be maintained.
  • A number of methods of heat recovery, when correctly applied, have proved effective while maintaining the cleanliness of the air. Projects such as the Centre hospitalier de l’Université de Montréal (CHUM) and Royal Jubilee Hospital in Victoria used enthalpy heat recovery wheels on all air handling systems to transfer heating, humidity and cooling from the exhaust air to the supply air.
  • There is a misconception that air handling systems all need to operate 24 hours a day. This is true for a number of space types but, even in more critical spaces, there are opportunities to reduce the total air volume or volume of outdoor air when the spaces are not in use, as long as certain conditions are met. Less critical areas offer more flexibility to reduce airflows or setback temperature setpoints.
Royal Jubilee Hospital interior with modern design

Published in the Canadian Consulting Engineer
January/February 2018 

Author

Nick Stark, P.Eng., CED, LEED® AP, ICD.D
nick.stark@hhangus.com

cover photo of article

Does  your facility have a game plan to remain operational during an unexpected outage?

Stories of mass disruptions caused by electrical power outages make front-page news. We hear about extreme weather events, such as Hurricanes Katrina (2008) and Sandy (2012) and the Ontario Ice Storm of 2013 that cause widespread power outages due to damaged electrical utility infrastructure. International airlines have experienced disruptions with a multitude of stranded passengers due to electrical outages in the data centres that manage bookings. Cybersecurity and physical security have also become prevalent subjects with the continuous expansion of networked systems and recent acts of hacking and terrorism around the world. While difficult to quantify, executives understand the impact power outages have on corporate revenue, restart costs and poor public image with customers.

In the event of an unexpected electrical power outage, does your facility have a game plan to remain operational and restore systems? Does your operations group have a program that maintains emergency preparedness for electrical outages?

Internal power outages originating within a facility can be both short-term and long-term events. Short-term outages typically result from nuisance tripping, where overcurrent protection de-energizes a circuit due to an abnormal event, an increase in electrical load, the addition or replacement of equipment with new ratings, or incorrect protective settings. In most instances, short-term outages do not result in any significant equipment damage, and power is restored after the cause is identified and subsequent diagnostic tests are performed. Long-term outages can result from a variety of causes and typically result in permanent equipment failures and damage that renders a portion of a distribution system inoperable. When a long-term outage occurs, facilities fortunate enough to have redundancy built into their distribution system can rely on alternative feeders, transformers or circuits with spare capacity to restore power in the interim. Without the luxury of built-in redundancy, temporary solutions and temporary equipment rentals may be required, while replacement equipment is being manufactured (a process that can take upwards of 20-plus weeks). In order to fully appreciate the possibility and impacts of unexpected internal power outages, let’s consider a few case studies.

Short circuit

Electrical work can create the potential for electrical hazards, accidents and associated power outages. In this case study, an electrical contractor was expanding on a newly installed 15,000V (15kV) distribution system. A dedicated electrical-service space was being constructed in a critical, process-based facility in British Columbia. The contractor was in the process of running a 15kV feeder circuit to connect an existing load to the new distribution system and new medium voltage cables had been run in anticipation of an upcoming shutdown to make the final connections. Prior to the shutdown, the contractor was performing some final checks within the 15kV switchgear and accidently energized the 15kV circuit. The new MV cables, which were left unterminated and coiled together, became energized and created a three-phase bolted fault. The accidental energization resulted in a short-circuit event of about 10,000A and was near the maximum fault level stipulated by the local utility. Multiple medium voltage circuit breakers tripped as a result of the fault, including a main breaker in the service entrance switchgear for the site. The facility’s standby generators came online, due to the tripped circuit breakers and powered the facility for a number of hours, until the a procedure to properly isolate the circuit was implemented and utility power was restored. Fortunately, no injuries occurred and a subsequent assessment revealed that no damage to equipment or cables occurred, with the exception of the cable ends, which were cut back several inches.

Failed transformer

Facilities often rely on service groups to perform routine electrical tests, circuit switching and isolation requests. The exact switching procedure is typically left up to the service group and they are responsible for operating distribution equipment. In this case study, a service contractor was manually switching between utility power and standby generator power via a set of 480V circuit breakers. The system was placed into manual operation, utility power breakers were opened, standby generation was brought online and generator breakers were closed to provide power to the switchboard. When it came time to return to utility power, the utility power breaker was inadvertently closed, while the standby generators were still powering the switchboard. The switchboard did not have any synch-check protection, paralleling equipment or interlocks. The individual generator breakers tripped open several seconds after the unintended paralleling condition was created. Unfortunately, large magnitude currents had circulated within the distribution system, before the generator breakers tripped. These large magnitude currents created significant magnetic forces, which damaged bus work in a dry-type transformer that was close coupled to the switchboard. The bus work was bent outwards and insulating paper covering a portion of the bus was dislodged, creating a condition where uninsulated bus was bent into contact with the grounded steel frame, supporting the core and coil assembly. The resulting line to ground fault melted the entire bus connection, until the phase to ground fault was eliminated and the bus connection was no longer in contact with the steel frame. Fortunately, proper safety procedures had been followed and no one was injured in this incident. The switchboard was supplied with power from a redundant transformer and the damaged transformer was permanently removed from service. The facility subsequently shifted downstream loads to other distribution within the building, to further offload the remaining transformer.

Latent installation defects

Electrical failures can also occur unexpectedly within a distribution system, without any precipitating factors such as electrical work or switching operations. A variety of recent cases come to mind, with causes that include latent installation defects, utility supply issues and failures related to aging electrical infrastructure. A critical facility, in the Greater Toronto Area, experienced a localized extended power outage for several weeks, when a dry-type transformer unexpectedly failed. The dry-type transformer provided essential power to both occupied areas in the building and critical process-based loads. The transformer had been recently upgraded to a new energy-efficient model and the replacement core and coil assembly had been site installed, due to space limitations and access requirements for a newly manufactured unit. The failure analysis confirmed that low-voltage control wiring for power metering had been installed in close proximity to uninsulated 5kV buswork and a flashover had occurred due to the insulation rating of the wiring and insufficient physical clearance. Operations were shut down in the affected area until a refurbished transformer was sourced and installed.

In another example, an Ontario- based electric utility experienced an outage to one phase in a distribution circuit, when parallel fuses for one of the phases in a disconnect switch unexpectedly blew. The utility replaced the blown fuses and restored power within several hours. However, by this time the facility had determined that several 30 hp motors, critical to the central plant’s chilled water and condenser water system, had burned out due to the single-phasing condition and inadequate motor overload protection. Mechanical services were interrupted for 15 hours while motors were replaced. In yet another example, an underground 5kV distribution cable, in an institutional campus, unexpectedly failed after approximately 25 years in service. Temporary generators were brought in for a week, until a portion of the failed cable could be removed and re-fed with replacement cable. While the cable had not yet reached statistical end-of-life conditions, it was determined that the early failure was attributed to physical damage, which had reduced the cable’s anticipated life expectancy.

Modes of failure

How can an operations manager plan for an unexpected electrical outage in their facility? To start, a well-structured preventative maintenance program and an infrastructure review can help diagnose potential risks. Is equipment being maintained and are recommended diagnostic tests being performed? Equipment should be reviewed for age and reliability. Consideration should be given for redundancy in the power distribution system and how the failure of a particular component could affect continued operation. Taking meter readings on a frequent basis will confirm if there has been any load growth and how load is segmented throughout a distribution system. If metering is unavailable, consideration should be given for installing permanent metering or taking readings with a portable meter. Operational data can be used to expand on a facility’s electrical single-line diagram and performing a detailed review can determine options for supporting load in emergency situations. Emergency scenarios should include how critical loads are supported during an extended utility outage, how load can be supported during equipment failures (transformers, switchboards, panels and main feeders), points in a distribution system for connecting a temporary generator and options for interlocked tie connections. Abbreviated single line diagrams for modes of failure and electrical load data can be used to create a standard operating procedure (SOP), in the event of an unexpected power outage. A well-developed SOP will include detailed, step-by-step operations to help diagnose an electrical outage, isolate faulted equipment if applicable and restore power using alternative means, if available. Photographs of equipment should be included and operating switches, buttons and HMI screens should be identified. Having a guide readily available will increase response times and decrease downtime.

Plan ahead

To complement the effectiveness of standard operating procedures, any work performed on a power distribution system should be subject to a detailed method of procedure (MOP). A typical MOP will outline a step-by-step procedure for work being performed and includes information on demarcation of work (who is doing what?), the duration of tasks, a back-out plan to deal with the unexpected occurrences and a list of emergency contacts. A dry-run of switching operations and load transfers should be performed in advance of a planned shutdown, especially when a number of complex switching operations and load transfers are involved. Operations staff should actively participate in the process, as this will further develop familiarity with a power distribution system and mitigate risk when electrical work is being performed. Consideration should also be given to providing regular training sessions on electrical systems for operators. Training should focus on the topology and equipment in the distribution system, facility procedures (SOPs and MOPs), preventative maintenance requirements and general troubleshooting practices. Having well-trained operations staff will not only ensure that a facility’s first responders can effectively deal with issues when they arise but also ensure outside contractors follow an approved procedure before commencing work.

Unexpected electrical outages in a facility can be caused by a variety of factors, including electrical work, routine switching operations, issues with the incoming utility supply, or aging infrastructure. A proactive approach to managing an electrical power distribution system and maintaining emergency preparedness should include: a well-developed preventative maintenance program; the creation of SOPs to identify an approved response to emergency scenarios and to troubleshoot issues; MOPs for all electrical work, including preventative maintenance and isolation procedures; and having regular training sessions for operations staff. Undertaking a detailed needs assessment will help a facility review procedures currently in place, identify any shortcomings with existing practices and provide opportunities for improvement. Creating documentation for SOPs, MOPs and training will typically involve a detailed review of existing systems, creating a site-specific set of procedures, and drawing upon industry standards and best operational practices. By investing in a plan for emergency preparedness, operations managers can equip their staff with the knowledge to deal with the next electrical outage, thereby increasing response times, decreasing downtime and ensuring their facility remains operational.

Published in the Canadian Consulting Engineering Magazine September 2017 Page 23-24. 

Authors :

Phil Chow, P.Eng., P.E., Senior project manger & electrical engineer at HH Angus

Mathew Walker, P.Eng., Senior electrical engineer at TELUS Communications