What’s up?

891 Updates (since 09/2001)

Please enjoy a close and exclusive look into our “shop”. To give you a general idea how we add value to all of your tasks / projects, we are presenting a selection of our current activities here. We plan to update this page about once every month. Please feel free to share all of your suggestions or remarks with us. We highly appreciate all of your comments (please use our contact form).

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No.Activity - TaskI/CStatus
11.System Risk Management (SRM)

Santa Clara Valley Transportation Authority (VTA)
BART Silicon Valley Phase II Program (BSVII)

Together with and as a subcontractor of ALDEA Services.

Independent Risk Assessment – Comparative Analysis (Contract S16308):

Integrated schedule and risk analysis for VTA’s decision-making: Value Engineering, based on a comparison of probabilistically forecasted System Life-Cycle Cost of two competing tunneling alternatives.

Two twin bore running tunnels connected with cross pasages (TB, the known, “traditional” subway architecture) – or one large single bore (SB).

Interviews with competent stakeholders worldwide for inputs to risk assessment and to document international Best Practices.

Qualitative and quantitative comparative risk assessment of both tunnel alternatives with all directly involved stakeholders.


We successfully helped our customer, VTA, to make a life-cycle cost and risk-based system decision in favor of a Single Large Bore Tunnel that has never been built and operated before in North America so far.


We use RIAAT, a software of RiskConsult GmbH.


Together with VTA and Aldea we have submitted a Paper
Bart Silicon Valley Phase II Project – Comparative Analysis by an Independent System Life-Cycle Risk Assessment

for the North American Tunneling Conference (NAT18) at Washington DC, USA, June 24 – 27, 2018.
It has been accepted for a presentation.


Together with VTA and Aldea we have submitted a Paper
Bart Silicon Valley Phase II – Integrated cost & schedule life-cycle comparative risk analysis of single-bore versus twin-bore tunneling

for the World Tunnel Congress (WTC19) at Naples, Italy, May 3 – 9, 2019.
It has been accepted for an E-Poster Presentation.

The most current project information will be periodically updated on VTA’s website for the BSVII project.

mcllc/am Contract Award: March 9, 2017

Start-up, March 27 – 31, 2017 with first series of structured interviews with key stakeholders @ San José & Oakland, CA: completed.

Structured interviews with key stakeholders all over the world..

Risk Assessment Workshop @ San José, CA, May 9 – 11, 2017.

Completion of qualitative Risk Assessment/Risk Register.

Quantitative Risk Analysis before mitigation.

Risk Mitigation Assessment.

Presentation of Preliminary Results: June 29, 2017.
Submittal of WORKING DRAFT Executive Summary: August 7, 2017.
Submittal of Executive Summary: August 17, 2017.
Presentation for VTA Board: September 22, 2017 (Live Recording – Youtube Video)

Final DRAFT Report: submitted October 13, 2017.

On-going risk-oriented support for VTA’s planning/permitting process.

Congrats for achieving important milestones:
– VTA decided to go by the Single Bore (SB) solution and secured additional funding by the state of CA
VTA receives Federal Record of Decision for BART Silicon Valley Phase II Extension Project
– Attending VTA’s Industry Event, February 11, 2020
VTA & BART are officially handing over Phase I to customer service on June 12 2020

- Attended VTA's BSVII Community Meeting, October 27, 2021 => See VTA's online Presentation in English

Of course, we are very happy that we are privileged to help VTA making risk-based and life-cycle cost focused decisions.
And we are very much looking forward to helping VTA with the next project milestones

10.System Risk Management in Action (SRMiA)

Support for EuroTube Foundation (ETF)

We use RIAAT, a software of RiskConsult GmbH.


EuroTube - First application of a Swiss HyperLoop as a model solution for our transportation needs of tomorrow

DemoTube (DT)
First practical test

AlphaTube (AT)
The first publicly accessible research center for vacuum transport.

Quote from ETF’s website
“... Swiss Government recognizes EuroTube as a Research Institute of national importance and provides a grant of 6 million CHF for the years 2021-2024.

The Swiss government supports the construction of the AlphaTube which is part of the research center for vacuum transport in Collombey-Muraz (VS) with a subsidy of 6 million Swiss Francs (~5.6 million €) giving Hyperloop initiatives in Switzerland an enormous boost.

The research center will be the home of a 3 kilometer test track along the existing railway line of the Swiss Federal Railways. As soon as 2023, vehicles on the test track could reach speeds up to 1000 km/h.

The Swiss Science Council (SSC) recognizes the potential that a research center in Switzerland could boost economic activity and give Swiss companies a
competitive edge as innovators, developers, and future suppliers in a market that was termed a market of tomorrow by the World Economic Forum (WEF).”


m+m/amEstablish System Risk Management (SRM)

Start September 28, 2020

Attend Vacuum Seminars of ETH Zurich
(Swiss Federal Institute of Technology)

Own online presentation, November 9, 2020 (recorded):
System Risk Management in Action – From Project Controlling to System Safety

Proof of Concept (PoC) for Risk-based Project Management/System Controlling (RbPM/SC) & Budget/Proposal for System Risk Management (SRM) & ESG Support
– Submitted May 4, 2021

– Updated May 6, 2021

– m+m Proposal, submitted Sept. 12, 2021:

Task Order Award, Nov. 9, 2021 for Phase 1
(<= Dec. 31, 2021):
1. System Safety
2. Hands-on Coaching

Multiple Workshops
– Establish System Risk Management (SRM)
– Setup Qualitative Risk Assessment (QualRA)

– Prepare Quantitative Risk Analysis (QRA)

Phase 1 successfully completed per December 20, 2021.

Next goals:
– Support ETF’s search for competent staff & team building
– Update Qualitative Risk Assessment (QualRA)
– Establish & update Quantitative Risk Analysis (QRA)
– Establish & update Risk-based probabilistic Project Management/System Controlling (RbPM/SC) for reliable risk-based time/cost forecasts with a defined probability of not exceeding (P/VaR)
– Establish & update Quantitative System Safety Analysis (SSA) to achieve the required level of system safety and long-term availability by Risk-based Maintenance (RbM) Programs


System Risk Management (SRM)


Risk Assessment Services for Metropolitan Transportation Authority (MTA)New York City Transit (NYCT)


We used RIAAT, a software of RiskConsult GmbH.


Together with our Joint Venture partner Geocomp Corporation.

And our Joint Venture’s subcontractor RiskConsult GmbH.

Providing a reliable budget for cost and date(s) of completion – before and after mitigation:
– For evaluating program alternatives (Partial or Full Shutdown).
– For risk-based permitting and funding.
– For a consistent risk-based controlling during project execution to periodically update & verify date of substantial completion, date of going back into revenue service and expected cost at completion.


Probabilistically aggregating all identified base elements, risks (including a mark-up for unknown risks) and escalation to Total Project Cost (TCO, Total Cost of Ownership) by an integrated schedule and cost risk analysis approach and model.


Task Order (TO) for quantitative and integrated cost & schedule risk assessments: Rehabilitation & Core Capacity Improvement of the L (CANARSIE) subway line.
One of the last – and probably the most challenging – of all Sandy Recovery Projects.


Planning to shut down a major subway artery in NYC for months is a daunting task … for everyone involved.

“New York City - If you can make it here, you can make it anywhere …” (by Frank Sinatra).

mcllc/am CM-1561 Independent Quantity Risk Assessment Consultant Services MTA Agreement:


Notice To Proceed (NTP) per May 27, 2015
Valid until May 27, 2019


Contract Closeout Phase declared as completed by
MTA NYCT: August 26, 2020


Effective start with Task Order No. 1 on March 14, 2016.

Workshops in NYC from April 5 – 11, May 5 & May 25, 2016.

Submittal of our first Working Draft Report for review & comments per July 19, 2016.

MTA NYCT makes top project decision, supported by our findings and report, just a few days later: Preferred Full Shutdown.

Follow-up Risk Assessment: August 31, 2016.

Final presentation: September 30, 2016.

Anwser MTA’s additional questions: October – November 2016.

Submittal of updated draft final report: October 20, 2016.

Delivery of final report: January 9, 2017.

Answer MTA OCO’s request to comment Final Draft of MTA – All Agency Risk Management Guideline, 12/29/16: January 12, 2017.


Awarded for construction risk management support for MTA NYCT for Canarsie (L) Line, Task Order No. 3, June 13, 2018.

Kickoff with MTA NYCT, July 10, 2018.

Kickoff Workshop with MTA NYCT @ NYC, August 15 – 16, 2018.

Follow-up Workshop with MTA NYCT @ NYC, Sept. 18 – 19, 2018.

Follow-up Workshop with MTA NYCT @ NYC, Oct. 17 – 19, 2018.


Formal dissolution of G-m per December 26, 2020.>/b>


Happy 115th Birthday NYC Subway (October 27, 2019)!

115 years ago, on Oct. 27, 1904, at 2:35 p.m. New York’s first subway train pulled out of the City Hall Station, heading up the IRT’s Lexington line to Harlem for the very first time.


Congrats to MTA and all involved stakeholders for substantial completion!

Please see the
- "L Project Weekly" Update, April 26, 2020, and

- MTA's Tribute Video

8. Leadership Excellence for Safety & Health (LES&H)

Human Failure …” is communicated so often as the final cause of an accident. And – resigned – accecpted. And, therefore, no additional controls are planned, verified, implemented and followed-up.
Although the real root cause analysis will have to start (over again) with excactly this (intermediate) result …
Why has the system triggered a situation in which humans “failed”?
The “Dirty Dozen” (by the US FAA) delivers tools for analysis and a way for planning additional mitigation.
With the potential to change human behavior towards safety sustainably.

Conformity Assessment (CA) for
– RoboTemp @ Electric Arc Furnace (EAF), and
– Integration of required information on safety-related parts of control systems (Performance Level, PL) into User Instructions/Work Instructions, and
– other systems

KEEP PEOPLE AWAY FROM LIQUID STEEL (KPAFLS) Process/Safety Audit along the path of liquid steel to independently verify the implementation status of additional safety measures: Preparation, Briefing, Execution, Debriefing, Audit Report & Follow-up

Risk-based Maintenance (RbM) for Charging Crane C9712 – Task Order, October 1, 2018,
Reduce maintenance time & cost without losing reliability and availability by a System Safety Analysis (SSA) based on RAMS (Reliability, Availability, Maintenability, Safety) by a Fault Tree Analysis (FTA) with the potentiâl to combine with a Bow Tie Analysis to include risk controls:
– Identification of minimal cuts => A/B/C components verification
– Increase Reliability by additional redundancies
– Increase Availability by reducing critical failures and time to repair
– Basics for a Reliability/Availability-based Maintenance Programm
– Preparation, Briefing, Execution, Debriefing, Report & Follow-up
– Conclusions and tool for other cranes (systems)
– Moderation of Workshops in situ

System Safety Analysis (SSA) with a specific tool [Executive Summary/Workflow] for risk-based decision-making, verified @ Charging Crane C9712:
– Option 0: Targeted redundancy improvement by Maintenance Plus, or
– Option I: Retrofit by a Life Cycle Time Extension with an Anti-Aging Safety Program (by a Safety Case), or
– Option II: Replacement by a new system


 We use RIAAT, a software of RiskConsult GmbH.



Currently supporting Steel Gerlafingen, part of the Beltrame Group:

Foster effective leadership to sustainably reduce critical incidents.

By a series of workshops with top management, supervisors and workers – with follow-ups. If it works in high-risk environments, it will work everywhere …
And more often than not this approach is the only (remaining) efefctive way after a Safety Management System (SMS) has been establlished and everything reasonable by state-of-the-art has been implemented.

– Briefing for Top Management: January 31, 2018
– 1st Workshop No. 2 for Management & Supervisors: April 13, 2018: executed, debriefed & followed-up
– 2nd Workshop No. 2 for Management & Supervisors: May 8, 2018: executed, debriefed & followed-up
– 3rd Workshop No. 2 for Management & Supervisors: May 18, 2018: executed, debriefed & followed-up
– 1st Process/Safety Review (PSR), December 3, 2018: executed @ Cold Shift, report submitted
– 2nd Process/Safety Review (PSR), February 11, 2019: executed @ Rolling Mill, report submitted
– 3rd Process/Safety Review (PSR): Pending


KPAFLS: Process/Safety Audit KPAFLS:
in situ, July 12 – 13, 2018

- Audit Report: submitted July 20, 2018

- Follow-up – work in progress

Risk-based Maintenance (RbM):
– Workshop No. 1, November 12 – 15, 2018: executed
– Workshop No. 2, December 13 – 14, 2018: executed
– Workshop No. 3: January 31, 2019: executed
– Workshop No. 4: March 27, 2019: executed
– Final Report, including a System Safety Analysis with a specific tool (SSAT), submitted April 18, 2019

Risk-based System Safety Analysis (SSA) for Charging Crane C9712

Project Roadmap and probabilistic cost estimation for risk-based decision-making:

– Task Order, 30.01.2019

– Decision-making support documents (Roadmap for Project Plans), submitted 12.02.2019

– Support for risk-based decision-making

Risk-based Conformity Assessments (CA) & Evaluation of Performance Level (PL) for safety-related parts of control systems, Pilot Project @ RoboTemp:
– Submittal of a Proposal per May 20, 2019
– Rejected

Risk-based support for upgrading existing Management System to ISO 45001:
– Submittal of a Proposal per March 6 & August 27, 2020

– Submittal of updated Proposal per November 30, 2020

– Purchase Order, January 5, 2021

– Workshop in situ, January 12 - 13, 2021

– Varios Follow-up's

– Successfully passed external upgrade audit on June 14 - 15, 2021 - Congratulations!


Helping our customers to control the effects of their uncertainties on their goals/projects (= risks) as pro-actively as possible. And developing a validated "Plan B", a safe way out if - and when - risks might materialize and/or desasters might strike.

Of course, we are very happy with so many mega, high-profile and legacy projects in our portfolio and refenence list. However, since 1994, we always and continually work for small and medium size enterprises (SME's), worldwide, as well. After all, we are a very small business ourselves - of course, we know their threats and opportunities very well based on our own experience.

m+m/amStandard Operating Procedures (SOP's),

Work in progress

6.Maintenance of our Management System (MS)
– Corporate Risk Management
Portfolio Analysis of our Unique Selling Propositions (USPs’)
– Strategy Map
– SWOT Analysis
Risk-based Balanced Scorecard (BSC)
– Management System Review (MSR) – Internal Audits (IA)


We successfully passed our Re-Certification
Audit by ISO 9001:2015
on November 3, 2017

And we succesfully passed (again, and without any non-conformity since 1999) the required (2nd) Surveillance Audit (our last external audit) per November 8, 2019.

Please see all our external Audit Reports (German, 1999 – 2019).

m+m/amStandard Operating Procedures (SOP’s),

Work in progress.


moergeli + moergeli consulting engineering (m+m) had a valid ISO 9001 Certificate from December 20, 1999 until December 19, 2020.
We have always understood compliance with the requirements by ISO 9001 as a fundamental baseline of our business model. And we have always lived up to this standard and acted appropriately as a role model.

Book Keeping and VAT
for moergeli + moergeli consulting engineering (m+m)
UID: 107.601.945

m+m/dmStandard Operating Procedures (SOP's),

Work in progress.


Our current training
For our training of the last years, please see our menu
ABOUT US => Menu Training =>

- Training 2020 - ..., or

- Training 2010 - 2019, or

- Training 2002 - 2009

=> Pick the year in which you are interested, let's say e.g. 2007

=> Download the respective pdf file
m+m/am and m+m/dmStandard Operating Procedure (SOP),

Work in progress.


We are documenting all our training and all our own effectiveness and efficiency assesments since 2002.

3.Updates of our Websitem+m/amSOP,

Work in progress.

2.Business Development
Proposals, winning new clients/contracts & mandates

Work in progress.

1. Terminate our US-based company (mcllc)

11736 Ferdinand Street
P. O. Box 2852
St. Francisville, LA 70775 – USA

DUNS Number: 079546984


Established in St. Francisville, Louisiana

on August 25, 2009

Dissolved in St. Francisville, Louisiana

on October 22, 2021

Please feel free to contact our Registered Agent if you have additional questions:

Toni L. Ladnier, CPA LLC.


Office +1 (225) 635 3845

Cell +1 (225) 721 4058