by Neil Smith

Neil Smith, Vice President of International Business at TAS, explores the benefits, details, and logistic challenges of the modular build process for the data center industry from start to finish.

Modular construction has been around for over fifty years across many industries and has had varying levels of success. The benefits of modular construction are well documented and understood in many industries including the data center industry. However, the level of success of a modular build project will depend on how well the project is set up from the early days of conceptional planning through the project life cycle. If you are to adapt the modular approach for your project, more than 20 years of experience in many facets of modularization have always taught TAS that early project involvement in the planning, specifications and roles and responsibilities are crucial. Here are five major areas that need to be considered from conception to help facilitate that success:

Involve the Modular Expert Early in Project Conception

Most traditional build projects will involve the owner or owner’s engineer and an EPC contractor, and the stick build method is well understood by all parties. Modular build requires a slightly different mindset in the early project thinking. Involve the module manufacturers in the early planning and design with modular delivery in mind. This requires an experienced team of engineers to guide the overall engineer of record’s design team to think from a modular approach from the start. Many owners or engineers who are not as experienced with modular projects generally start with specifications that were developed for a stick build construction. These specifications are typically not optimized for modular design and manufacturing, typically adding cost and time to the project. Early expert involvement helps optimize the specifications and potential scope for modularization that may not have previously been considered.

Having a well-thought-out plan for integrating the modular design model and data attributes with the physical site design model and controlling changes is critical to success.

Define Roles and Responsibilities in Detail From the Start

Scope definition for all parties involved in the project is key to avoiding scope duplications or misses as the project planning matures and costs and schedules are locked in. An open discussion on roles and responsibilities should also include execution risks and how best to align risks with the parties that are in a position to mitigate them. The early involvement of the modular teams will help align the project team thinking to match the modular mindset to ensure the scope and sequencing of the onsite construction is defined in a manner that fits the modular approach in the most economical and efficient way. The discussion also needs to carefully consider start-up and commissioning as well. A SDM (Scope Demarcation Matrix) broken down into the different phases of the project and capturing every action or need of the project identifying the party responsible is critical to help understand the scope splits between parties involved.

Modular Design Integration and Interfaces

Modular manufacturing can begin before the site permits are received or the physical site is ready but this requires a plan associated with design integration and interfaces of the modular assemblies with the physical site infrastructure. The best outcome occurs when critical elements including foundation, physical access, utilities, and any other critical interfaces are defined and frozen early in the modular design phase to minimize costly changes down the road. The modular build is performed offsite in a factory and as such the production of the modules for any given project are based upon this early design information and built into the planning of the module supplier’s total manufacturing plan. Once manufacturing commences on the module, revisions to the design build can be accomplished but can potentially cause delays and cost growth in the manufacturing build cycle thereby delaying all of the products flowing through the factory and cause a detrimental ripple effect through the manufacturer’s facilities for all projects currently in the plan. Having a well-thought-out plan for integrating the modular design model and data attributes with the physical site design model and controlling changes is critical to success. Well-defined design gates and an effective change management and communication process before start of the build are also critical to success.

Ensure all Logistical Challenges are Understood Before Design Freeze

The project location is usually determined before any project team is put together to deliver on the owner’s plans. The challenges around that predetermined location must be understood in the project’s early planning so that the modular design can be delivered and installed as designed. The maximum size and weights of the modules must be locked in early so that the modular split of skids can be understood from the project start. Limits such as road weight limits, transport routing restrictions, lift capabilities at the site and if projects are international further restrictions for importation duties or the like must be understood before project design costs and schedules are locked in. In addition, the sequencing of construction must be well thought through so that modules can be available to accommodate acceleration or delays associated with the onsite construction schedule.

Teamwork and Project Mindset

It goes without saying that the success of any project will be strongly influenced by how well the project teams work together. It is important to partner with contractors that are fully committed to the modular approach and the mindset of all team members involved is firmly behind that approach and supports it going forward. The traditional mindset of large engineering houses and EPC contractors is to maximize their scope and flow as much risk to subcontractors as possible. To obtain the maximum benefit of a modular build, typical contracting and flow-down processes must be revised to reflect the partnership approach required. In addition, the typical EPC contractor scope is shifted to the modular provider. The project team members must be fully committed to this approach.

While the points above are not foreign to any build, traditional or modular, the recognition and understanding of the modular aspects in a modular build are essential. Due to the rapid deployment of a modular build, the points mentioned above are critical to ensure successful execution. TAS has delivered over 20,000 modular cooling units, data center infrastructure, electrical skids, and edge modules for a variety of markets such as data centers, government, higher education, healthcare, oil and gas, turbine inlet chilling, gaming, and much more over the last 20 years. TAS has successfully worked with owners, EPCs, and Engineers of Record who have implemented these lessons learned and are reaping the maximum benefits of the modular build process. With the reduced availability of skilled onsite construction labor, more frequent technology changes, as well as the desire to incrementally build out infrastructure in a just-in-time fashion, modular offsite construction has a bright future.

Neil Smith is Vice President of International Business at TAS.

by Jon Benson, Jack Kolar and Abhishek Banerjee

Jon Benson, Director of Technology and Solutions; Jack Kolar, VP MC/MUS Sales; and Abhishek Banerjee, Senior Project Application Engineer from TAS Energy highlight a variety of different approaches to cooling for edge data centers, from direct expansion cooling systems, to chilled water solutions, free cooling and more

The Setting

For many years, the data center industry visionaries predicted that 2020 would bring us the ultimate data world: 5G everywhere, 8K video streaming, billions of interconnected devices in a massive Internet of Things, self-driving vehicles, and more.

The promise of this ultimate data world drove these same visionaries to predict the need for tens of thousands of small edge data centers installed at the edge of the internet – mainly at the foot of every cell tower and on many street corners.

This predicted demand triggered a rush to bring edge data center products into the market. This drove the decision-making process to focus on form factor and speed to market.

This focus led to these questions: “how do we fit the most equipment into the smallest space possible?” and “how do we get this product to market quickly?”

In contrast, the decision-making process used for very large colocation and hyperscale data centers considers many elements down the fine details. These elements include providing flexibility for a wide array of power density requirements, planning a resilient power distribution solution, devising an efficient and effective cooling solution, building a robust and safe building, delivering the operation and maintenance of the data center systems, and more.

In edge data centers, these elements are often relegated to the simplest solution or the smallest form factor. The element often given the least consideration is the cooling solution.

There may be five or ten or more different cooling solutions considered for a colocation or hyperscale data center, where only one is considered for an edge data center. This is often an afterthought, which is why in most cases, ‘attachment’ type solutions are sought after, as opposed to ‘integrated’ type solutions.

DX, The ‘Common’ Solution

The most common cooling solution for edge data centers today is the “direct expansion” (DX) cooling systems. This cooling solution comes in forms factors from a high-end CRAC unit down to a simple home air conditioning unit. This solution has several advantages: a lower capital cost, it works in almost any climate, it uses zero water, and it can be serviced and maintained by almost any provider found online. This solution also has several disadvantages: has the lowest operating efficiency (PUE = 1.25-1.50+), provides limited flexibility for future load growth (a 10 kW unit will always be a 10 kW unit), and occupies a lot of space.

The use of these distributed cooling solutions provides a far better means for incrementally growing the cooling system to meet the scaling capacity from initial deployment to full deployment of the ITE and beyond and to leverage these smaller increments to provide additional resiliency in the cooling system.

As the industry continues to redefine edge data centers – now spanning a spectrum from 10 kW to 10,000 kW+ — the efficiency, effectiveness, resiliency, and flexibility of the cooling solution take on greater importance.

This increased importance raises new questions:

• • Will the edge data center be staffed or “lights out”?
  • Which cooling solutions can be supported with qualified service and maintenance at the location(s)?
  • What level of flexibility for average and concentrated power density is required?
  • What capability for power load growth is considered? What is the expected increase over a period? Is that time defined?
  • What operational efficiency is required?

• This elevated importance means more in-depth thought regarding edge data center cooling solutions and these questions will point us in the right direction.

Chilled Water Distributed Solution

When the average power density cabinet increases above 10+ kW or there is a cabinet with a concentrated power density, the edge data center may be better served by a distributed refrigerant or a distributed chilled water-cooling solution. These distributed solutions provide far more flexibility in meeting larger and more diverse power loading requirements in an edge data center. These solutions also provide the option for utilizing water to dramatically improve efficiency (PUE = 1.10-1.20).

While the distributed systems are slightly more capital cost-intensive, they do provide a far higher asset resiliency; this resiliency is borne out in the ability to easily adapt to changing needs without replacing an entire cooling system. In a distributed system, a specific 10 kW unit can be easily augmented to become a 15 kW or 20 kW unit without complete replacement of the unit.

The use of these distributed cooling solutions provides a far better means for incrementally growing the cooling system to meet the scaling capacity from initial deployment to full deployment of the ITE and beyond and to leverage these smaller increments to provide additional resiliency in the cooling system.

‘Free’ Cooling?:

A cooling solution that has become more popular in the larger data center is the use of “free” cooling. This solution utilizes once-through ambient air to directly cool the ITE. This solution is often paired with direct water-based evaporative cooling when the ambient air is a bit too warm For a purpose-built edge data center located in a cool or arid climate, this may be a solution that is beneficial. For a fleet of smaller edge data centers, this cooling solution will be far less practical due to the wide array of climates and the available service in many localities.

It is important to understand that “free” cooling is a lower energy option, not a zero energy option. Additionally, “free” cooling will introduce new maintenance and air filtration issues to consider; mainly is the location near plants or trees that release pollen, flowers, or fibers into the air or where dust or pollution will be in the air. These will factor into the “efficiency”.

High-Density Liquid Cooling

There are other considerations for the cooling solution – those ultra-high-density computing solutions that are here now and promise to become more prevalent in future computing applications – those in 2020 and beyond. There will be a need for edge data centers capable of cooling a “cabinet” housing 40 kW or 80 kW or 200 kW of ITE – they already exist.

These ultra-high-density computing solutions will require advanced cooling technologies. Technologies such as “direct-to-chip” cooling – one where refrigerant, water, or a non-conductive liquid, is piped directly into the server chassis – or a full immersion system having servers loaded into a bath of non-conductive liquid. These are already deployed in edge-style data centers and have the additional benefit of delivering the ultimate in efficiency (PUE=1.05 or lower).

The global pandemic of 2020 brought us a rapid shift to “at home” everything (work, school, shopping, movies/video/music, and even virtual happy hours). This “at home” life reset will demand more data content closer to home – and that will provide growth for edge data centers. There was an overnight shift in the data load from commercial systems installed in offices, to the residential systems at home. To accommodate these sudden changes, it is imperative to pay attention not just to the provision of lower latency, but also higher reliability of these systems. The cooling solutions for edge data centers require the thoughtful consideration required for this very important cog to make our new “at home” everything life seamless.

Jon Benson is the Director of Technology and Solutions, Jack Kolar is VP MC/MUS Sales, and Abhishek Banerjee is the Senior Project Application Engineer at TAS.

Interview by Mary Kate McGowan, Managing Editor

From owners to designers to constructors, off-site construction has evolved to deliver value to various stakeholders, and the strategy does necessitate changes, according to 2020–21 ASHRAE President Charles E. Gulledge III, P.E., HBDP, Fellow ASHRAE.

“Delivering off-site solutions, at any scale, requires embracing some key procedural and physical best practices,” he said. “Procedural perspective requires us to change our mindset on how we approach design and construction.”

Gulledge talked with ASHRAE Journal about the evolution of off-site construction and how to better adopt and improve these strategies.

 

1. Why is now a good time for the HVAC&R industry to adopt off-site construction strategies?

The holistic off-site narrative has evolved as a response to delivering value in the design, construction and operation of built solutions. Off-site construction can help various stakeholders differently:

• Owners are in pursuit of experiences that deliver working solutions, have connected knowledge, exhibit cost/schedule certainty, eliminate change orders and avoid conflicting narratives.
• Constructors are looking for ways to increase productivity, remove waste in delivering built solutions, eliminate rework, provide higher quality and minimize on-site overhead costs.
• Engineers desire design intent to become reality when built—not disputed across decoupled contractual interests.
• Commissioning/testing, adjusting and balancing (TAB) resources seek coordinated systems that do what they are supposed to do.

With the evolution of virtual precision, those engaged in the delivery of built solutions are recognizing that off-site strategies can deliver value for all stakeholders. When applied correctly, this equates to high quality, reduced overall project costs and improved schedules.

 

2. What are some realistic ways people can use off-site construction strategies?

With the assistance of digital precision, off-site strategies can be used across a myriad of solution elements, such as:

• Individual facility services: elements can be preassembled at the shop and delivered to the field. This can take the form of plumbing batteries, coil hookups, terminal units with duct in/out transitions, control panels and power panels. What is built in the shop will interface seamlessly to the requirements of the field.
• Increasing scale: equipment can be fully configured for field drop in. Let’s describe how this applies to an air-handling unit, for example:
• A base frame can be fabricated to accommodate all unit modules, support for services and height to facility drainage provisions.
• Modules can be assembled with appropriate elements to support airflow, filtration, thermal and moisture performance provisions.
• Piping systems can all be configured to hookup points.
• Control devices can all be mounted in the air, hydronic and steam transport paths. All I/O wiring can be factory installed and integrity checked.
• All power wiring for equipment, controls and service can be installed and integrity checked.
• Duct and piping systems can all be pressure tested to demonstrate project leakage parameters.
• Fully configured units can be operated to demonstrate proper performance of system features. All sequences of operation can be simulated on the shop floor.
• Equipment can be scaled to provide more robust facility services skid packages. There are many paths available here:
• Complete heat exchange packages can be configured that include heat exchangers, steam service, condensate recovery, hydronic pumping, air/expansion control, makeup provisions, control and power.
• Mechanical pipe racks can be configured for centralized feed of all services.
• Pipe racks can be further enhanced to accommodate trade collaboration with fire protection feeds, power conduits and cable trays, and ductwork.
• The possibilities do not end at the equipment and skid options. Rooms and floor plates can all be delivered via off-site methodologies, such as:
• Complete central energy plants can be configured in modules for shipping to the jobsite.
• Central electrical rooms with backup power provisions are feasible.
• Tier IV mission critical space can be arranged, with 2N reliability.
• Cleanrooms can be constructed providing clean good manufacturing practice (cGMP), pressure-controlled environments.

The true definition of “at-scale” can be realized when we see off-site strategies being applied to delivery of complete building solutions. Pause and reflect on that a minute. With the advent of digital precision, we can virtually design an entire building, fabricate the building off-site in modules, prepare the site to receive the modular solution, ship the modules to the site staged for just-in-time flow and assemble the modules in sequence to form a complete solution.

Now, think back through this progression of possibilities. Digital precision allows us to fabricate higher quality solutions, leverage vertical supply chain management of equipment and materials, virtually collaborate on where facility services fit together, eliminate rework in the field, minimize on-site general conditions, remove waste and deliver better customer experiences. Finding and delivering value are possible.

3. How should building professionals new to off-site construction start using these strategies?
   Whether one is an innovator or novice to the HVAC&R ecosystem, off-site strategies necessitate adoption of lean philosophy in the design, construction and operation of built solutions. Via a continuous improvement process, we can deliver higher quality solutions with cost/schedule certainty, increase stakeholder productivity, minimize human and material waste and improve our profit margins. Here is an example:

• The journey begins with acceptance that we are unaware of how fragmented our industry is. Our conventional delivery models yield a broken context.
• Awareness follows and reveals how poorly we work in isolation as an industry. Our productivity is poor. Our processes are rife with waste. Intent-to-build representations do not correlate necessarily to can-be-built outcomes. Command and control transactional models do not facilitate optimization of the whole. We lose so much time and money recreating knowledge, managing multiple touch points, trying to make sense of disconnected knowledge, seeking information that is disconnected and reworking solutions that don’t fit or are in the way.
• Awareness leads to understanding the root cause issues associated with our broken context. Lean principles can now be used to identify the importance of reliability, reduce uncertainty, identify and eliminate waste, introduce flow, manage a network of commitments, define what value is for a client and make progress to optimize the whole.
• Competency is realized when we act on our understanding of insight.
• Mastery is obtained when we keep repeating this process (on-the-job and job-to-job) in a continuous learning cycle to improve our capacity to deliver value. Mastery of the off-site narrative is achieved when we become aware of our fragmented ways, understand how to alter our delivery models, realize how collaborative optimization can be structured and demonstrate that we can provide better experiences for clients that support unique conditions of satisfaction.

The off-site journey takes us on a new path that many are unaccustomed to. Command and control, transactional and start-to-finish practices fade away. We evolve to relational, collaborative and lean processes. Off-site is one of the strategies available to us to demonstrate competency of the holistic lean narrative.

4. What are your recommended off-site construction best practices?
Delivering off-site solutions, at any scale, requires embracing some key procedural and physical best practices.

Procedural perspective requires us to change our mindset on how we approach design and construction. Let’s break this down:

• Digital precision begins with using smart objects to capture knowledge. Design must shift from geometry depiction to information aggregation. Connected knowledge is critical.
• Functional precision is afforded when we evolve to working from one narrative. Off-site success is possible when we work with a singular 7D BIM model, not multiple variants used to communicate design intent across a field of decoupled contractual interests.
• A mind-set shift is required to capitalize on the collaboration element. Knowing who becomes responsible for the design and execution of specific work results is critical. Consider the example of the facility services rack:
• The rack is designed to work with the building structure for upper attachment, or floor support, of all projected services.
• Mechanical pipes are applied to the rack to support transport path routing.
• Critical air transport paths are added to the rack.
• Provisions are made in the rack design to account for Division 21 and 22 piping services.
• Further accommodations are made to capture centralized power conduit and cable tray layouts.
• All these facility services are placed on the rack on the shop floor. The full rack is shipped to the project site and lifted into place in the field. Trade coordination in the field is minimized. Rework is eliminated. Flow is improved.

Physical best practices are rather self-evident. Infrastructure is required to support decoupled off-site, or near-site, logistics. Here are some examples:

• Floor space must be available to fabricate, assemble and test off-site solutions.
• Production space must be able to support just-in-time flow of materials, equipment and progressive assemblies.
• Vertical supply chain management must be exercised.
• Knowledge from 7D BIM models must be connected to production fabrication of materials.
• A transportation network must be available to support flow inside the production facility, transfer to the project site and installation at the project site.

By Ron Mann

Edge Data Centers and Modularity: What Does It Really Mean?

Modularity in data center construction has been around for over a decade. It began by taking the simple concept of standard shipping container configurations and converting them into modular data centers but has since evolved into fully designed and prefabricated data center modules.

For the most part, these modules still match shipping container form factors, but they now exhibit designs much better suited for IT implementations with improvements in cost and performance.

The benefits of going modular have made it an intriguing option for many new construction projects – but there are many considerations you’ll need to keep in mind to make any modular project a success.

The Two Central Categories of Modularity in Data Centers

With the emergence of edge computing and increasing demand for IT support and applications closer to the end user, modular design can help organizations save on both implementation time and costs without sacrificing key functionality, scalability or performance.

The challenge, then, is that the term “modularity,” just like the terms “cloud” or even “edge,” can be interpreted in many different ways based on the particular discussion or project at hand.

Let’s try to clear up some of that murkiness. To begin, we’ll better define modularity by splitting it into two main buckets – modular components that are utilized for a traditional data center configuration and fully complete modular IT solutions.

Modular components can literally be any type of data center component that can be placed on a skid or platform, assembled in a factory environment, then shipped to the site for final integration.

This can include chiller systems, power distribution and UPS systems, air handlers, and even modular or segmented data halls (white space) that are shipped onsite. The primary objective of any of these solutions is to improve efficiencies and save on site construction time.

On the other end of the spectrum is what is defined as the prefabricated or modular IT data center. This type of data center is comprised of three primary elements – cooling, power distribution and the IT enclosure.

These systems can be part of an IT solution provided by an IT OEM, can be solution-based and tailored to a specific application and use case, or can be agnostic to the IT application or environment. The challenge is how these elements are designed, sized and configured for your organization’s unique IT application and load.

What to Consider when Choosing a Modular IT Data Center

There is a growing demand for complete IT modular solutions in multiple markets for edge or other specific application deployments. With that growth comes multiple vendors that offer full, end-to-end IT modularization. How these vendors approach modularity is a critical element to understand, as modular solutions do operate differently than more traditional data center implementations.

As an example, modular data centers have a much more tightly coupled power and cooling relationship with the IT than is found in a traditional raised floor data center environment. For cooling, this means that the reaction time is quite a bit different when the IT power load cycles up or down or if the cooling fails.

A good illustration of this is a typical conference room that we will assume holds about 12 people. Further assume that there are seven people in the room one day in July, and the air conditioner stops working. Given the size of the room and the fact that it was sized for more people than are present, you may not even notice the AC is out for quite a while or until air in the room starts to get stuffy.

This is comparable to loosing a CRAC or CRAH unit in a traditional data center where, due to capacity sizing, typical rack IT load, etc., you can potentially lose a cooling unit that may not affect the IT for quite some time, if at all.

Now, assume you are in a car, still in July, with a friend. The AC in the car goes out. You would probably notice it almost immediately, and it would get very uncomfortable very quickly.

This is analogous to how modular closely coupled cooling works. The reaction time if the IT load changes dramatically or you have a cooling failure is much more pronounced and immediate, so you must take that into account in your capacity planning.

Notice we have not mentioned failover, redundancy, N+1, tier levels, etc., which, for any data center, would be part of the planning process. Yes, these elements still matter, but they are considered a bit differently given how failover and redundancy function in a modular application.

For modular IT deployments, TAS recommends that you consider the following elements as part of your planning:

1. Understanding your application and the actual application dynamics. What are you supporting from an IT perspective, how does the application function, and what are the IT load characteristics or power operating ranges you expect to see?
2. How much IT and IT infrastructure do you need to support the application and the use case? How much IT and how many IT racks are you going to deploy to support the application requirements, and what are the kW/rack load dynamics?
3. What other factors affect your IT application or sizing requirements?

From the above information, you can start to size and optimize your modular solution to your actual application and IT operating environment. This will allow you to better optimize IT infrastructure elements, module costs and final operating costs.

This approach also allows you to optimize for your actual application using the three elements of modularity we discussed earlier – power, cooling and the IT enclosure matching each to your specific application and operating requirements.

Working Alongside TAS to Find Your Ideal Solution

With those two central categories of modular data centers in mind, you can better approach your own project and find the right solution for your needs. You’ll need to consider available site construction time, overall timeline, costs and more, but you’ll be more informed and be able to think about these factors in a meaningful way.

Here are a few other key considerations you’ll need to keep in mind:

– Do you have a very specific location in mind? Traditional, stick-built data centers require more rigidity in their placement, while modular solutions can essentially be built anywhere.

– What amount of scalability do you need? Modular construction often offers more ability to expand the data center in the future than traditional construction.

– What about powering the data center, itself? Smaller footprints are typical with modular solutions, which can mean savings on power and cooling costs.

Choosing to partner with an experienced industry leader like TAS can also help ensure you choose the right modular data center solution for you.

TAS leverages a proven and robust supply chain and expert teams, working alongside you to complete the optimal project for you. To learn more, contact TAS today.

by Kevin Owczarzak

TAS Safely Maintaining Production Operations during COVID-19

Essentially every organization or business in the world has some sort of risk management or business continuity plan – however, many of them are never forced into action.

In the wake of the spread of the novel coronavirus and the global COVID-19 pandemic that’s followed, those plans have been put to the test, often for the first time.

At TAS, we’re proud to say that we’ve yet to miss a single day of production during this unprecedented period. This goes well beyond being labeled an “essential” business – it’s a testament to the risk management plan we’ve developed to protect the health and safety of our employees and to our team’s diligent efforts in putting that plan into action.

How TAS Has Navigated COVID-19 and Remained Agile in Addressing Risk Management

In engineering this response to the COVID-19 pandemic and working diligently to keep everyone in the TAS family safe, we’ve identified several best practices that have allowed us to keep pace with the shifting landscape of the pandemic.

Let’s explore some of those pillars of business continuity and risk management:

Swift, Organization-Wide Collaboration

When it became apparent that an organization-wide plan of action was necessary, TAS leadership from across every aspect of our business came together to form a response team. That team met every day to go over developments and ensure the company’s response was the right one for each change in the overall landscape of this uncertain period.

Taking Robust Precautionary Measures

TAS has weighed and implemented many recommended safety precautions, including temperature screening, social distancing, careful zoning of employees, diligent contact tracing, and the provision of PPE, such as masks, that meet the recommended best practices of health experts. We’ve also committed to going at least one step beyond those recommended precautions, providing an additional layer of safety for our team.

Continued Communication

Throughout the pandemic, TAS has orchestrated cross-functional collaboration from the executive level downward, ensuring that each and every person in the organization is aware of the steps being taken to keep the TAS family safe. We’ve also diligently communicated with our network of manufacturing partners to share insights and coach best practices designed to protect our entire ecosystem.

Flexibility and Agility in the Face of Changing Data

No business continuity plan is adequate if left alone in the face of shifting information and expectations. At TAS, we constantly take in new information and have been careful and extremely particular in sourcing that information to make sure we’re always acting on the most up-to-date and trustworthy recommendations.

Contact TAS Today

Even as global reopening commences, TAS is committed to remaining open-minded and agile in the face of changing conditions and in providing the best possible risk management and business continuity strategy possible for our employees each and every day.