personnel, laborers, and tradespeople. “Labor is a challenge,” he acknowledges.“Our employees are our biggest strength, and finding good people is always a top priority.”Abbruzzese points out that Syblon Reid’s employee-ownership model is one way the company has retained its workforce and attracted new talent. “Being an employee-owned company is a big draw for many people. It gives them a sense of ownership and responsibility for the company’s success, which translates into better project outcomes and stronger client relationships.” Syblon Reid significantly emphasizes training and development, particularly for its field staff. “We put a lot of effort into developing the skills of our field employees, from safety training to specialized skills like working in confined spaces or high-angle access work. We also reward them for their commitment to learning and development,” says Abbruzzese. This focus on training is critical given the complex and often hazardous nature of the work Syblon Reid undertakes. challenges in recent years, particularly supply chain disruptions and labor shortages.Abbruzzese is candid about these difficulties, noting that lead times for critical materials have grown significantly.“The lead times for some of the components we need—whether in hydroelectric projects, water treatment plants, or even electrical systems—have continued to increase over the last few years. We’re working closely with our clients to address a major challenge.” In response to these supply chain challenges, many of Syblon Reid’s clients have procured long-lead items early to reduce the impact on construction schedules. “Many of our clients have recognized the issue and are taking proactive steps to procure materials in advance.This helps minimize delays on the construction side, but it’s still something we have to navigate on a project-by-project basis,”Abbruzzese explains. Labor shortages are another ongoing issue, particularly in attracting skilled managers,supervisory 84 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 10
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