A look at the future of DPR

Where do you see yourself in five years?

It is a question that has plagued many of us time and time again. One of the reasons why it remains one of the most popular and frequently asked questions is because for most of us it continues to be a difficult one to answer. Or, if you do have an answer and say it out loud, you have now made a commitment to a specific goal that you may or may not achieve. Nowadays, it seems like very few people spend the time or energy it takes to create a five-year personal or professional plan of action but rather let fate guide their way.

At DPR, we recently took the time and the energy of many employees within our company to create our five-year plan. We named it Camp 2010. It builds upon the solid cultural foundation we have laid over the last 15 years and serves as a guide as we take the next step in our mission to be one of the most admired companies by the year 2030.

Where do we see DPR in five years?

By 2010, we will be the dominant builder in our core markets. We will accomplish this by:

• 90 percent of our revenue coming from customers in our core markets of Advanced Technology, Biopharmaceutical, Corporate Office and Healthcare.
• Every opportunity we pursue meeting our “red zone” criteria of passion (building great things with collaborative customers), performance (delivering extraordinary customer satisfaction on technically challenging projects) and economic return (fuel to drive our economic engine).
• Our relationships and performance resulting in an increase of work without competition each year.
• A “Culture of Discipline” supporting our entrepreneurial spirit. The right people doing the right things the right way, balancing consistency and accountability with freedom and our flat organizational structure that focuses on what is right rather than who is right.
• Our customers and the industry benchmarking project success against DPR’s Critical Success Factor (CSF) results. (DPR’s CSFs include Preconstruction Excellence, Safety, Change Management, Scheduling, Zero Defects and Closeout.)
• Innovative management practices leading to continuous improvement in self-performed work production and quality.
• Who we build being as important as what we build.
• Recognition of individual efforts and contributions being integral to our culture.
• A proven track record of being environmentally responsible in the way we do business.
• Annual increases in our personal commitment to support local youth programs.

We have thrown down the gauntlet. The goals have been set, and we are committed. We will be tracking our performance over the next five years to ensure that we are getting better each day—producing truly great results for our customers and employees and building a company that passes the test of time.