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Congratulations on making 2010 the safest year in our company’s history – Zero Lost Time Injuries and our lowest ever Recordable Injury Rate of 0.86! On the health and wellness front, we continue to make progress. Our level of participation in our wellness program continues to improve and our results are impressive. Although overall health care costs continue to increase significantly year after year, our 2011 projected health care costs will again be below the national average. As we move ahead, it is important to take control of our personal health. We must focus on wellness through diet and exercise, preventative care, and cost management. Each of us needs to educate ourselves on our individual plan options and the associated costs. In doing so, I am confident that we will continue to be one of the healthiest and safest companies in America. I am also proud to communicate that our 2011 health insurance rates will not increase for the third year in a row. This is the result of your hard work, commitment to living a healthy life, and support of our Healthy Lifestyle Program! Our accomplishments in safety and wellness are significant and demonstrate that when we work together and focus on common goals, we can achieve the impossible! The economic times over the past two years have presented unprecedented challenges for our companies and for the many clients we serve. However, our belief that every challenge is an opportunity has again been confirmed. Our backlog in each of our companies is significant and continues to Pete Vigue grow despite the competitive nature in the market and a reduction of investment in private industry. The diversification and expansion of the services we provide, the multiple markets we serve, coupled with our expanded footprint, have all contributed to our success during these difficult times. Our acquisition of Starcon this past November will present tremendous opportunities to Cianbro, providing us access to the U.S. refining and petrochemical industry and expanding our geographical presence to 40 states while nearly doubling the number of team members in the Cianbro family of companies. Building on Starcon’s excellent reputation and brand in the refining and petrochemical industry will provide our modular manufacturing, steel fabrication, and equipment businesses with expanded opportunities. Traditionally, Starcon has provided maintenance and turnaround services to the refining and petrochemical industry. In the future, those services will expand to include capital projects. Our ability to crosspollinate the activities of our companies will continue to contribute greatly to our future growth and success. We will work closely with the Starcon organization, with the intent of growing our organizations and providing personal growth opportunities for our respective team members. As we reflect on the past year and begin another year that will present significant opportunities, let us be thankful for all that we have! Your hard work and unwavering commitment to improve in safety and wellness while becoming more productive, better utilizing our resources, developing people, satisfying our customers, and preserving our culture is greatly appreciated. Thank you for all that you have done to make our company successful in 2010!






December 2010

Not shown on map 5 Galveston Causeway Railroad Bridge, Texas 10 Sakhalin Island Oil Production Facility Chayvo, Russia

MAINE 7 15 13


1 8


11 Starcon, Gulf Coast, Midwest, and California



Atlantic Ocean



PA NJ 16 9

MD 2



PITTSFIELD, ME: Corporate Office, NNE Regional Office, Fabrication & Coating Facility; PORTLAND, ME: Ricker’s Wharf Facility; BLOOMFIELD, CT: SNE Regional Office; BALTIMORE, MD: Mid-Atlantic Regional Office, Fabrication Facility

PROJECT MAP NUMBER 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17




Stena Forth Thrusters . . . . . . . . .4 Pennington Avenue Bridge . . . . . .5 Niantic River Bridge . . . . . . . . . .7 M/S Mount Washington . . . . . . . .9 Galveston Causeway Bridge . . .11 Pearl Harbor Memorial Bridge .12 UMaine Wind Laboratory . . . . .13 GMRI Pier Project . . . . . . . . . .14 Roth Rock Wind Project . . . . . .16 Russian Oil Facility . . . . . . . . . .17 Cianbro Acquires Starcon . . . . .18 Portsmouth Naval Shipyard . . .20 Portland Pipe Line Repairs . . . .21 Oyster Pier Facility . . . . . . . . . .22 Swan’s Island Ferry Terminal . .25 NPS Tow Path Restoration . . . .28 Brightman Street Bridge . . . . . .35



Chairman’s Message . . . . . . . . . .2 BD: Strategy to Win . . . . . . . . . .3 Breast Cancer Awareness Walk . .6 MAR Puts Community First . . . .6 Beach to Beacon 10k . . . . . . . . . .6 New Field Timecard . . . . . . . . . .8 Power Reliability Program . . . .10 Retirement Planning . . . . . . . . .11 Televised Safety Training . . . . .15 Cianbro Partners with Colleges .17 Zero Tolerance . . . . . . . . . . . . . .23 Tambrands Team . . . . . . . . . . . .23 Scholarship Winners . . . . . . . . .24 Letters . . . . . . . . . . . . . . . . . . . .26 Healthcare Spending . . . . . . . . .27 In Memory . . . . . . . . . . . . . . . . .29 Patriot Award . . . . . . . . . . . . . . .30 Cianbro Honors Veterans . . . . . .30 Anniversaries . . . . . . . . . . . . . . .31 Equal Opportunity Employment .34


Cianbro’s Business Development Team has a Banner Year despite Recession ■

By Rebecca Moore

Low Bidder! Successful Proposer! – The outcome of Cianbro’s winning strategy for over 60 years. Experiencing the largest backlog in the history of the company, Cianbro continues to receive these victorious results as recognition of our success. Cianbro presents bids and proposals to owners and clients in both the public and private sectors, in more than eleven markets across the United States and now abroad, with only a small group of Estimating and Business Development team members. This group of team members spans the company, across the Corporate, Regional, and Satellite Offices. This team focuses on the most diminutive details (which most people would never notice). They are always in motion; they do it all for the company…and for that next big win. Estimating and Business Development identify the strategy, but Safety, Human Resources, Quality Assurance/Quality Control, Purchasing, Procurement, Contracts, Finance, Information Technology, Creative Services, Public Relations, and ultimately Operations, Temporary Design, Fabrication & Coating, the Modular Facility, and the Equipment Group, all play their part. From the identification of the opportunity to placing the shovel in the ground, there are many team members involved, and significantly more details to be discussed, implemented, and executed by all who participate. The identification of an opportunity (a lead as they are often termed) occurs by means of public notification or through private rapports with key individuals in the industry. Occasionally, these leads are only in the developmental stage, by which investors, stakeholders, and owners might only be requesting budgetary pricing from prospective contractors. However, customarily, these leads will be offered as either open and solicited or closed and unsolicited opportunities. At this stage, the opportunity is either presented to the Operations Team or the Risk Committee (based on a prescribed list of criteria) for a “Go” / “No Go” / “Conditional Go” decision. With a “Go” or “Conditional Go” decision, the team submits a Letter of Intent/Interest or an Intent To Bid/Respond to the owner. Upon receipt of the Request For Qualification, the team prepares and submits a Statement of Qualifications, based upon the specific requests of the owner. Upon

evaluation, the owner typically shortlists two to five companies to receive a Request For Proposal. Owners usually request the submission of a Technical and Price Proposal. Submission of a Proposal characteristically binds Cianbro to our bid and project approach for an allotted period of time, at which point we are notified of their decision, or requested to attend a meeting, to reiterate our offer and negotiate the terms. Not only do owners and clients evaluate Cianbro, but we too assess risk associated with doing business, by examining the Terms and Conditions presented by each owner, for each project, in each location, under each unique circumstance. After negotiations have ceased (should they be necessary), a decision is reached and an award is offered. At this time, the team reengages the Operations Team at a Turnover Meeting, in preparation for the development of the Project Management Plan. Historically, Cianbro contracted work by estimating projects and achieving the low bid against the competition. As the construction industry continues to evolve, so does the selection process. Public projects continue to be awarded based on the low bid approach; however, private projects are typically awarded based on a lengthy evaluation of financial, commercial, and technical factors. Whereas price and cost will always be the driving force, so too will terms and conditions, schedule, means and methods, personnel, and past experience. Even public owners that have begun using the design-build or engineer-procureconstruct methods are selecting teams based upon best-value procurement. All owners are beginning to recognize the significance of not only cost-effectiveness, but a project that is safe for the workers and community, completed on schedule, and represents quality craftsmanship. The lifecycle of a project is defined by the duration of time from inception to completion. Fast track projects may take less than a year; comprehensive projects may take over five. This lifecycle includes the stages of development, to commissioning and utilization by the end-user. The Business Development Team’s involvement lies throughout the entire process, from identification of the opportunity, to marketing the success of the project to future potential clients with similar visions. Business Development is accountable for finding the work (identifying the opportunity), CIANBRO

securing the work (receiving the contract award as the successful proposer), as well as relaying the work’s successes through marketing activities. Marketing is a key component to both repeat business and new ventures. Consistency and quality remain at the forefront of Cianbro’s presentation of past experience, existing capabilities, and future capacity. This is represented when Business Development Managers initially engage in face-to-face meetings with potential partners or clients. This continues during the submission of qualifications, proposals, as well as during interviews, presentations, and meetings. And finally, this continues through to displaying these successful projects on,, Collateral Material (i.e. Brochures), Presentations, Trade Shows, and Media outlets. Cianbro continues to enter into unventured territory – new clients and new markets, with new roles and under new contractual methods. Business Development is continually adapting and embracing change to leverage our competitive advantage. The diverse nature of Cianbro’s construction services will present unique and exciting challenges for the Business Development Team. With The Strategy to Win – Cianbro has endured the economic challenges in 2010. With those challenges behind us and the year coming to a close, Cianbro continues to strive for the same results, looking onward to a record-breaking 2011. S UMME R/FAL L



Stena Forth Thruster Replacement ■

By Bill Follett

The Stena Drilling Company contacted Cianbro Corporation last May to discuss our ability to support them with the replacement of three 7,500 horse power azimuth thrusters on their deep sea drilling vessel Stena Forth. The Stena team had three requirements to perform the work: a sheltered area with water depths in excess of 100 feet, a contractor with the appropriate supporting equipment and lastly, personnel and logistical support to ensure a quick turnaround. Cianbro and the area of Rockland, Maine were selected as a high potential contractor and location. Cianbro and Stena held several meetings in early May to discuss the proposed plan and our capabilities to perform the

about 200 miles south of New Orleans. Following the ship tour, intense planning took place at Ricker’s Wharf to determine how to remove the thrusters safely and quickly. Cianbro’s Joe Orlando from the design group, Mike Berry from the equipment group, Superintendent Hank Cook, and project lead Bill Follett collaborated in determining what equipment would be appropriate to remove the 88 ton thrusters from the ship. The conclusion was to use a 4100 Manitowoc crane in a ring configuration supported on a “U” shaped 100 foot by 140 foot Flexi Float system. On May 26th, Cianbro was awarded the project and notified that the ship was expected to arrive in Rockland on June 15th. Cianbro quickly engaged the equipment group to begin gathering the neces-

Cianbro crews hoist the last thruster onto the barge with a company-owned Manitowoc 4100 in a ring configuration work. Cianbro invited the Stena group to Maine for a tour of our facilities in order to highlight Cianbro’s experience and the State’s resources. Ricker’s Wharf was the first stop, followed by a short visit to the Gulf of Maine Research Institute pier jobsite for an overview of our crane operations. Next, the group proceeded to Rockland to visit the staging point for the job at Prock Marine, and the anchorage point. The location for Stena’s vessel was about a mile and half northeast of the Rockland breakwater. Shortly after the initial meetings, Cianbro was asked to send a representative to perform a site visit onboard the vessel. Cianbro’s Bill Follett traveled to Louisiana and was transferred by helicopter to the vessel which was anchored 4



Thruster ready for installation sary equipment, while Chris Sweetser and Dick Cameron went to meet the Stena Forth, offshore in the Gulf of Mexico. Chris and Dick remained on board for the 10 day transit to Rockland, allowing them time to get familiarized with the ship and begin to develop detailed work plans. Cianbro equipment and crews started C H AT T E R

to arrive in Rockland on June 8th. Dave Lewis and Trent Clukey from Cianbro’s equipment group supervised the barge and crane assembly onsite, working long hours to be ready on June 14th. On the logistics side, Brian Rancourt supervised the contracting and other legal aspects, while maintaining client and media relationships. Also supporting the project at the field office were Project Engineer Carlos Kwakutse, Superintendent Tom Kennedy, and Administration Specialist DeeAnn Grazioso. On June 17th, the City of Rockland awoke to the sight of the 750 foot long, 137 foot wide Stena Forth anchored off of the breakwater. Cianbro mechanical crews arrived and received their orientation from Safety Supervisor Jim Foley for their trip aboard the ship. This was a different experience for the crews, since they stayed aboard the ship for the duration of the job. Structural Foreman Owen Grimes stated “the food aboard the ship was really good.” The Cianbro crews aboard ship installed the strand jack equipment and lifting frames required to remove the thrusters. This work required that the strand jacks and lifting frame be broken down and set up in 3 different locations without crane support. On the water side, the barge crew worked on offloading the new thrusters from the supply vessel. Once the new thrusters were loaded onto the material barge, Cianbro’s crane barge moved alongside the Stena Forth. The 160 foot crane boom tip rose only 20 feet above the vessel's bridge. The removal of the thrusters began on June 19th. They were removed by utilizing a cross haul method. The thrusters were disconnected from internal mounting points on the ship and a water tight dome was placed over the top of the thrusters. They were then connected to three strand jacks. The strand jacks were tensioned, the dome checked to make sure it was watertight, the remaining securing bolts were removed and the thrusters were lowered away from the hull. The thrusters were lowered to a depth of 65 feet below the hull. Divers in the water connected the rigging and ensured the thrusters cleared the hull. Once the thrusters were fully lowered; the cross haul procedure began by slacking the inboard strand jack line, which caused the thruster to swing and rotate into position under the two outboard strand jack lines. At this point, the crane slowly raised the thrusters allowing them to be cross hauled from under the ship's hull to its lifting point under the crane. When the crane had the entire weight of

Pennington Avenue Bridge Rehabilitation Wins Excellence in Construction Award

By Brenna Frania Cianbro Corporation’s Mid-Atlantic Team has received the 2010 Associated Builders and Contractors (ABC) Chesapeake Excellence in Construction Award for the Pennington Avenue Bascule Bridge Rehabilitation in Baltimore, Maryland. In addition to the company award, two members of the Pennington team received individual ABC Outstanding Team Member awards for their performance. Jeff Hetzer, Assistant Project Superintendent, was recognized for his outstanding performance in the implementation of the temporary bascule bridge controls, including replacement of the electrical and controls portion; and Joe Hyde, Mechanical Foreman, was honored for his outstanding performance on the mechanical work, including replacement of a trunnion bearing. The original contract began in January 2008 and included replacement of the main operating machinery, gearing, electrical equipment, lighting and traffic control, as well as a trunnion bearing inspection. The work was completed in two phases (North and South) to allow one lane of traffic to continue during construction. During inspection, one of eight trunnion bearings was found to be cracked, requiring replacement. The Cianbro team performed a tough fix that included the removal and replacement of the trunnion bearing on the Southwest Span of the bridge. To perform this work, the United States Coast Guard and the City of Baltimore granted Cianbro a tight six-week window, during which half of the Curtis Creek Channel was shut down to boat traffic. The Cianbro team jacked the entire Southwest Span of the bridge, and removed the cracked 7,240 pound bearing. Alan Fisher, who designed the jacking system, described the bridge jacking process to be similar to changing a flat tire. Once the bearing was removed, the team installed and aligned the replacement bearing. The team had to jack up all four corners of the Southwest Span approximately two inches in order to remove the bearing. Though two inches doesn’t seem like much, it took a total of eight 280 ton jacks to lift the two million pound bridge. The cracked bearing was heated to 500 degrees for easier removal from the trunnion shaft. Because of limited access to the site, the five-foot replacement bearing was lifted and placed through a very narrow opening by a bargemounted crane. Prior to installation, the team tested all South Span operations including new electrical motors, relays, mechanical gears and reducers. The news of Cianbro’s Excellence in Construction Award comes shortly after the Mid-Atlantic Region was awarded a significant $9.2 million extra work order from the City of Baltimore for the Pennington Avenue Bridge project. This work will consist of structural repairs, replacement of floor beams and purlins, replacement of deck grating and painting of the entire bridge. The additional work commenced in August and will be complete in December of 2011. ■

Dave Bond and Kevin Crowell install thruster rigging the thruster it slowly hoisted them onto the barge deck. The old thrusters were transferred from the crane barge to the material barge and secured. The replacement thrusters were removed from the material barge and the process was reversed for installation. Good communications proved essential between the ship crews, barge crew, dive team and crane operators. The direction and supervision from Hank Cook and Bill Van Voorhis on the barge combined with the steady hands of Kevin Curry and Kim Tozier operating the crane, which ensured that the thrusters were lifted and transferred between the barges safely and quickly. The last thruster was installed early on the morning of Friday, June 25th, just 6 days after the first thruster was removed. The last few days were a flurry of activity aboard the ship and ashore as the new thrusters were commissioned and the old thrusters were loaded and secured for their return trip. On Sunday, June 27th, 10 days after arriving, the Stena Forth left Rockland and conducted sea trials in the outer reaches of Penobscot Bay. The dive team made one final check of the thrusters and then the vessel went on her way to the next assignment. CIANBRO TEAM: Dennis Beisaw, Bob Beisaw, Mike Berry, Dave Bond, Chad Burgess, Dick Cameron, Jason Chicoine, Gary Chisholm, Trent Clukey, Hank Cook, Tara Coffin, Deb Croteau, Kevin Crowell, Kevin Curry, Don Davis, Vanessa Davis, Bill Dusty, Jim Foley, Al Fluellen, Paul Forest, Jeff Gilbert, Doug Foster, Barry Gordon, Dee Ann Grazioso, Owen Grimes, Nicole Hardy, Les Hayden, John Henry, Mike Hilton, Jim Peakes, Tom Kennedy, Carlos Kwakutse, Dave Lewis, Ernie Long, John McAfee, Ron Macomb, Torrey McDonald, Dan McNally, Brian Michaud, Bill Moulton, Carmine Nile, Joe Orlando, Brian Rancourt, Eric Saucier, Dean Schofield, Vaughn Sinclair, Glen Siros, Fod Sprague, Darren Smith, Mike Smith, Brian Stebbins, Chris Sweetser, Kim Tozier, Bill Van Voorhis, Ben Wagg, Dan Williams, Dana Woods, Harry Woods.

✔ 84,593 Project Safe Hours

✔ 7,290 Project Safe Hours CIANBRO




Front row: Kayla Pomroy, Nicholas Pomroy, Brianna Pomroy, Bev Rollins, Susan Weeks, and Brenda Cote Back row: Kristen Theriault, Gary Rollins, Lori Hughs, Liz Kennedy, Megan Godfrey, Michelle Godsoe, Cameron Ross, and Valory Slymon Not present in photo: Velma Palmer, Charlene Dodge, and Dan Cline

2010 Breast Cancer Awareness Walk ■

By Bev Rollins

The sky was cloudy and there was a mist in the air, but the weather did not discourage the Cianbro Team from walking in the 2010 Annual Breast Cancer Awareness walk, which was held October 16th in Pittsfield, Maine. Each year the walk is held to raise funds for breast cancer services and research, and to increase awareness of this devastating disease. The funds stay in the Pittsfield area and are used to pro-

vide services to area women who are battling breast cancer. Over the past year, Sebasticook Valley Hospital provided more than 140 free mammograms at a cost of roughly $25,000. The Cianbro team, along with the SHARE committee, held chili lunches at the equipment area, fab shop and corporate office. Also, a theme raffle and other donations from Cianbro Corporation, family, and friends raised over $1,400. The Cianbro Team came in third place for the largest fundraisers turned in on

MAR Team Puts Community Action in the Forefront ■

By Brenna Frania

Cianbro's Mid-Atlantic Region has put the community first this October. MAR held their second Annual Autumn Food Drive to benefit the Maryland Food Bank during the week of October 25th. Last year, the region collected 400 pounds of food just in time for the holiday season! MAR began supporting the Maryland Food Bank as a “common sense” fit with Cianbro’s Healthy Lifestyle Program. It is important to us that we help our local communities live healthier lives, and Marylanders simply cannot live a healthy lifestyle if they do not have enough food for themselves and their families. Therefore, our goal is to help put food on the table for those who otherwise would have gone without. MAR now holds a food drive in the spring and fall. The Cianbro MAR Team joined more than 20,000 Marylanders in the Susan G. Komen Race for the Cure walk/run on October 3rd, in support of Breast Cancer Awareness month. The Cianbro Team included Brenna Frania, Paul Day, Neeley Stanton, and Jae Park. Online donations to Cianbro’s Team Page were posted in honor of breast cancer survivors or loved ones who had lost the battle to breast cancer. In total, the team donated $680 to the Susan G. Komen Foundation. We thank our family, friends, and team members for supporting these worthy causes. 6




the day of the event. More than $17,000 was raised at the Pittsfield walk this year. The Cianbro team wishes to thank everyone who made donations or supported this event. Way to go Cianbro team members!

Beach to Beacon 10K ■

By Jessica Kandel

It wasn’t the typical crowd of beach-goers lining the scenic coastal streets of Cape Elizabeth, Maine, but rather a different group of people who still required lots of water, towels, and sunglasses. Their goal was to run in the internationally recognized 13th Annual Beach to Beacon 10K road race. Over 6,000 Jessica Kandel and participants from all points of the world, Adam Miller including Cianbro team members Adam Miller, Jessica Kandel and Hank Dunn, started at Crescent Beach and ended the 6.2 mile race at the Portland Head Light. Cianbro would like to congratulate these team members for promoting a healthy lifestyle. The 2010 race benefitted Junior Achievement of Maine, a non-profit organization providing economic education programs which prepare Maine kids for life in a global economy. This year’s event resulted in a $30,000 cash donation by TD Bank, the prime sponsor of the Beach to Beacon road race.

After a Century of Service, the Niantic River Bridge in Connecticut gets a Facelift ■

By Chet Muckenhirn and Anne Kutscher

Cianbro Corporation’s rapid response to a November 2009 emergency repair job on Amtrak’s Niantic River Bridge positioned the company favorably with the client when it came time, three months later, to award a contract to replace the century old bridge and an adjacent boardwalk. Once again partnering with the Middlesex Companies out of Littleton, Massachusetts, work began on the project in the spring of 2010. When completed, the project will consist of a 141 foot long single leaf bascule bridge, spanning a 100 foot wide navigation channel. Challenges abound in this project, beginning with efforts to integrate with the local community to ensure citizens that the work will be completed expeditiously, with as little impact to the thriving boardwalk and boating community as possible. Much of the work that has been underway on the project during the summer of 2010 has involved prepping the narrow project site, which is approximately 100 feet wide by 4,000 feet long, nestled between Long Island Sound to the south and a busy Amtrak railway to the north. Another serious challenge entailed removing piers that were originally constructed in the 19th century. The existing boardwalk was also removed over the summer. Once the demolition phase was completed, work got underway to install more than 3,350 linear feet of prestressed concrete sheet piling. Using pile driving crews who first learned their craft by driving concrete sheet pile on the Pearl Harbor Memorial Bridge project in New Haven, Connecticut, 25 percent of the solid foundation has been driven into the sandy shores of the Niantic River. Plans are also being generated to install over 4,000 linear feet of electrified two-track approaches during the course of this three year project. By the time the completion date rolls around in May of 2013, the project will have placed approximately 134,300 tons of wall and embankment scour protection with the placement of stone weighing anywhere from 10 pounds to 7,000 pounds. The stone will be delivered via barge and truck. That, along with over 72,000 cubic yards of beach replenishment, which will restore the community’s picturesque beach front once the new bascule bridge is in place. Middlesex and Cianbro teams at the Niantic River Bridge Project have completed 66,672 safe hours through the fall of 2010. The dedication, hard work, and constant focus on safety that the

Southern New England team displayed during the emergency repair in 2009 made the client’s decision to bring the Cianbro/Middlesex team back on site a logical choice. Team members on the Niantic job include: Ronald Ayres, Kris Ballard, Joseph Ballard, Valerie Ballard, Matthew Bergonzi, Pierre Boucher, Scott Boucher, Bruce Brown, Steven Clark, Joseph Clough, Kenneth Cloyd, Scott Davis, Steven Dube, Gary Hayes, Justin 66,672 Huber, Scott Jackson, Joshua Justin, Mary Project Safe Laisure, James Marcella, Hours Jason Menard, Chet Muckenhirn, Dan Musselwhite, Gary Nash, Robert Owens, William Ray, Daniel Records, Brigitte Reid, Douglas Sandin, Jeff Sargis, Vandana Sood, Albert Spaulding, Mariana Tubolino, Michael Welles, Daniel Wiedmer, Mark Zagrobelny





New Field Timecard and Mobile Timecard Entry Systems are Deployed ■

By Sean Kelley

Imagine for a moment, that you are the foreman overseeing your crew on an island jobsite off the coast of Maine. Your crew is busy finishing the week’s work. You’ve been blessed with reasonable weather all week. Everything seems in order. You have one or two last-minute details to finish up before the day is done. Preparing your crew’s timecards is the last bit of paperwork for the week. As you scan the timecards and prepare an email to get the timecards sent to your field administrator, you notice that the typically marginal Internet connection is down. No data traffic at all! How will you possibly get the information submitted in time? The timecards must reach your field admin in time to make payroll! The previous scenario is very real for Cianbro supervisors and foremen. As

such, it is also one of the many driving forces behind the development and deployment of the Field Timecard and Mobile Timecard Entry systems. The Field Timecard and Mobile Timecard Entry systems primarily cater to supervisors and foremen that find themselves and their respective crews in locations with limited resources, and limited time. Although highly customizable, the Field Timecard is simple enough to be easily employed by team members at static locations as well, such as Corporate Human Resources and Corporate IT. Let me give you some background information. Born from the Timecard Entry system, the Field Timecard and Mobile Timecard Entry systems were developed 8



as an electronic data entry method allowing supervisors, as well as individual team-members, to enter their own respective timecard data. Previously, this would have been the sole responsibility of the local or field administrator. With the Field and Mobile systems, an administrator can assign multiple jobs to a supervisor. The jobs stay in the system and are available for selection every time data is entered, expediting time entry greatly. The supervisor simply adds how many hours, per team member, per job. In addition, timecard data can be entered daily or weekly. A supervisor also has the option to add detailed information about the job, which is easily called up right from his or her computer screen. With regard to features, the Mobile Timecard system does not even require a constant active signal in order to use it. You simply add timecard data as needed, and once the signal to your mobile device is restored, the information is automatically made available to payroll. Field Timecard Entry has already proven useful in a number of ways. The foremost benefit is that it alleviates the need for paper, although printing timecard data is possible. With electronic timecards, the resources, physical storage space, and management of multiple paper copies are no longer necessary. Data entry errors due to misinterpreted written information are drastically reduced. Redundant processes have been streamlined due to data getting entered and submitted one time only. Cianbro Programmer/Analyst Kelly Shank cited Tambrands as a prime example of a jobsite that benefits from the customization and flexibility of the Field Timecard system. Tambrands requires supervisors to submit timecards daily. As such, supervisors update daily information, which potentially can be copied from the previous day’s information. It then is quickly checked by Project Manager Ernie Selberg and then submitted to Field AdminisC H AT T E R

trator Vanessa Davis. Vanessa has the option of making any final changes and the process is complete. As Vanessa’s involvement is minimal, she is able to branch out with regard to responsibilities. Vanessa says, “Supervisors don’t need to call us if we forget to print them a travel voucher or they need a name added to it. They can add or delete names and print these themselves. They don’t need to call us for new timecards or to arrange their crews for them, as they have that capability now. They don’t need to call us for Hours Summary Reports to see how many hours have been charged to a certain phase because they have access to this in their programs. They can search for the correct phases to be sure they are using the right ones, instead of guessing or leaving columns blank. Most importantly, all of these features, in my opinion, will help supervisors to be able to track hours and time spent on work more efficiently.” Corporate Human Resources Information Systems Analyst Debbie Cyr says, “Aside from reducing paper and duplication of keying, the greatest benefit that the field time card can provide is faster, better data. Our ability to know where team members are working comes directly from payroll. The field timecard lends itself to daily time entry, which gives us better data faster and improves our ability to locate our team.” Although in its infancy, both the Field and Mobile Timecard Entry systems demonstrate incredible potential for streamlining processes involving the distribution of information and data entry. This is but one method of remaining open to employing technology in a diverse, thoughtful manner through persistence and teamwork.

M/S Mount Washington Engine Replacement ■

By Bill Follett

The M/S Mount Washington is a 230 foot long vessel located on Lake Winnipesaukee in New Hampshire. The Mount, as she is known by her crew, was originally built in 1888 as the Chateauguay on Lake Champlain in Vermont. In the early 1940s, she was disassembled and moved by rail car to Lake Winnipesaukee where she was reassembled and christened the Mount Washington. The Mount was powered by two direct reversible 8 Cylinder 650 horse power diesel engines installed in 1946. Although the engines ran well and were meticulously maintained by her crew; they did not meet today’s stricter emissions standards. In keeping with Mount Washington Cruises commitment to the local area and the environment, the decision was made to replace the engines with new clean burning engines. Cianbro Corporation received a call in December of 2009 from Captain Jim Morash, the owner operator of Mount Washington Cruises. Senior Project Engineer Bill Follett went to review the project and worked with the Mount Washington’s crew to develop the work scope and schedule. In late January we were notified that we had been awarded the job and were asked to start as soon as possible. Work began in early February when Stuart Twitchell and his crew arrived at the Center Harbor Shipyard on Lake Winnipesaukee. The Mount Washington presented several challenges.

Due to the orientation of the shipyard and the vessel, winter mooring cranes could not be used to remove the existing engines or to install the new engines. The first task for the Cianbro crew was to disassemble the existing engines. In order to remove the 23 ton engines, each unit had to be broken down into large components; the heaviest piece weighing in around 10 tons. To facilitate the removal process and installation of the new engines, team members erected structural support steel and a trolley beam in the upper engine room. The trolley beam extended from the engine room and cantilevered over the ship side through a hole cut in the side of the ship. The engines were rigged up and out of the engine room through the side of the vessel and onto the pier. Once on the pier, they were skidded down the pier and onto shore. With the old engines removed, the existing engine support systems were taken out and the foundations were prepped for the new engines. Prior to the new engines being placed, Cianbro’s civil skills were put to the test with the placement of 18 yards of concrete ballast in the ships bilge. The new concrete ballast was required to maintain the vessel's stability and to compensate for the 70,000 pound difference in weight between the old and new engines. In March, the new 700 horsepower engines arrived and were quickly lowered into place and mounted to their foundations. The Cianbro team members were then able to align the new engines to the existing shafts and install the new engine support

Henry Rullo installs shaft guard

systems. The engines were aligned, plumbed, and ready for service in late April just in time for the start of the Mount Washington’s spring season. The Mount performed a successful engine startup and shakedown cruise in early May and was deemed ready for service. Soon after, the Cianbro crew was invited back for the Mount Washington’s annual first cruise; an area tradition attended by Governor Lynch of New Hampshire and other state and local officials. The Cianbro team members were recognized in an award ceremony during the cruise for being instrumental in getting the job done on time. Captain Morash said, “We couldn’t have done it without you guys.” The Mount Washington is running well and had a successful summer. The Cianbro team members on the Mount Washington job were: Senior Project Engineer Bill Follett, General Foreman Stuart Twitchell, Andy Leach,

Kevin Pond, Justin Desrosiers, Henry Rullo, and Tim Gorham. Additional help was provided by Tim Jackson and Ryan Bordeau. Ted Baxter and Joe Plourde

provided Safety support.

✔ 2,245 Project Safe Hours

The Power of the Program

Cianbro and The Maine Power Reliability Program Four years ago, Cianbro was presented with an opportunity by Central Maine Power (CMP) to study and develop a potentially large transmission line project for Central and Southern Maine. This project, known today as the Maine Power Reliability Program (MPRP), is the largest energy infrastructure project in Maine’s history, and the first major upgrade of its bulk power electricity grid in 40 years. The MPRP is a $1.4 billion transmission project that will ensure long-term reliability for customers by increasing the capacity and efficiency of New England’s transmission grid, while also supporting the develop-

tract on the Maine Power Reliability Program includes the Site Development of three major MPRP Greenfield substations and complete responsibility for Engineering, Procurement and Construction (EPC) of five Greenfield substations. Cianbro has formed a valuable and well collaborated team with Burns & McDonnell, Program Manager of the MPRP. We share similar philosophies relating to team member safety and quality craftsmanship. We both follow a proactive, well thought-out and well communicated plan to accomplish the project goals of the MPRP. This past June, Cianbro was awarded Site Development Construction Services from Central Maine Power for the Albion Road Substation in Benton, Raven Farm Substation in Cumberland, and Larrabee Road Substation in Lewiston. Site work has already started at the Albion Road Substation, and work on all three substations will continue through 2011. Site

ment of new renewable energy resources. The project includes the site development and construction of substations, and approximately 450 miles of new and/or rebuilt transmission lines. The MPRP will pump more than $1 billion in spending into the state’s economy and provide more than 2,000 jobs on average, each year, over the next five years. September 28th kicked off the beginning of the Maine Power Reliability Program at the South Gorham Substation in Gorham, Maine, with a groundbreaking ceremony joined by Governor John Baldacci, Iberdrola Group Chairman Ignacio Galán, Iberdrola USA CEO Bob Kump, Central Maine Power President Sara Burns and The Cianbro Companies’ CEO Peter Vigue. After the ceremony, Vigue said, “It’s a tremendous victory for our company, and I couldn’t be prouder of the people in our organization and their ability to respond to challenges.” Cianbro’s work presently under con-

development will consist of importing and exporting up to 200,000 cubic yards of material, 275,000 square feet of slope construction, and up to 30 acres of clearing, of which 18 acres of construction will be performed for substation areas. Also, 1,500 feet of access roads will be built, and 2,000 feet of transmission lines will be relocated. Each site will require several thousand work hours. Combined, these sites will have a value of several million dollars. In September, Cianbro, along with our partner, Sargent and Lundy from Illinois, were awarded the contract for Substation EPC located in Central and Southern Maine for the three substations listed above, as well as the Monmouth Substation in Monmouth, and Coopers Mills Road Substation in Windsor. Engineering is underway and construction will commence in earnest, in early 2011, and continue through most of 2014. Major work at these sites will include the construction of 345 kV and 115 kV substation yards with new

By Jennifer Edwards

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CMP President Sara Burns, Iberdrola USA CEO Bob Kump, Iberdrola Group Chairman Ignacio Galán, and Maine Governor John Baldacci at dedication ceremony 345 kV autotransformers. Other major equipment to be installed will include circuit breakers, disconnect switches, and the installation of all other miscellaneous equipment and control systems necessary for a complete operational substation facility. Tens of thousands of work hours will be performed on these substations, and each substation will have a value worth several millions of dollars. There is no shortage of enthusiasm surrounding the MPRP project, and the opportunities that it will bring to our company and the State of Maine. The MPRP project represents a significant boost to the economy and will provide Cianbro, our team members, and many local subcontractors and suppliers solid backlog and opportunity for the next several years. This work for CMP will serve as a springboard, allowing Cianbro’s business in the utilities market to grow to the next level. We recognize the importance of maintaining existing relations with all of our utility customers, and this project will place Cianbro in an even stronger position to better serve the needs of all our clients. Additionally, Cianbro team members will benefit from personal development and growth opportunities as we train and build our workforce to manage the new work. Although many parts of our country and regions around the world experienced great economic adversities over the past couple of years, Cianbro persevered and continued steadfastly with improvement in our safety records and solid financials. We are realistic in that upturns in the economy do not last forever, but neither do downturns. We have uncovered new opportunities, continued to put out great products and provided tremendous service to our clients while remaining competitive. No matter what obstacles have come our way, we have confronted them all, remained focused and connected. To be awarded Site Development Construction and Substation EPC for the MPRP is further testament of our continued steadfastness and hard work. We have maintained a solid working relationship with CMP, and look forward to working with them on the Maine Power Reliability Program.

Retirement Planning in a Recession

By Lauren Benttinen When the stock market is unusually calm, like it was from 2004 to 2006, we may forget what it feels like when that sudden and dramatic downturn in the stock market occurs. After all, who naturally likes to think about buying an umbrella when it is warm and sunny outside? Likewise, excessive volatility, such as the volatility in the market from 2000 to 2003 and again from 2007 to 2009, can lead to anxiety and a loss of confidence that can push us to abandon long-term investment goals in favor of seemingly safer investment options such as cash. In other words, volatility—whether low or high—can give way to greed and fear. These are generally not reliable emotions on which to base long-term investment decisions. What seems reasonable to assume is that volatility will ebb and flow as we’ve witnessed in the past. If you have done the hard work to understand your tolerance for risk, when you plan to retire, and what your financial goals are, then you may be better equipped to deal with the inevitable ups and downs…here are some tips that may help you navigate volatile markets: ■

TAKE A HANDS-OFF APPROACH AND INVEST IN A LIFECYCLE FUND: • Fidelity Freedom Funds. These funds are designed with a strategy built in, based on your age. Therefore, in the name of each fund is the year when a team member is expecting to retire. The fund’s investment strategy becomes increasingly conservative as it approaches the target date and beyond. FOR TEAM MEMBERS CHOOSING THEIR OWN INVESTMENT STRATEGY IN THE TEAM EQUITY PLAN ACCOUNTS: • Do not try to time the market. Even in the best of times, it is hard to know when to get in and out of the more aggressive investments. When markets are volatile, people tend to buy and sell at the wrong time—undermining the potential success of a savings plan. • Stay diversified across and also within asset classes. A diversified mix of stocks, bonds, and other asset types remains an appropriate strategy for most long-term investors. • Visit a Fidelity Investor Center near you. Go to to locate the nearest center. They can assist you in creating a financial plan to meet your needs in retirement – FREE! • Follow your plan. If you have a sound long-term investment strategy that appropriately reflects your risk tolerance, time horizon, and other unique financial and personal circumstances, stick with it.

USE ONLINE FINANCIAL TOOLS AT WWW.401K.COM WITHIN YOUR ACCOUNT TO PROJECT RETIREMENT NEEDS–IT AUTOMATICALLY POPULATES YOUR RETIREMENT PLAN INFORMATION FOR QUICKER RESULTS! • Retirement Quick Check. This tool is for team members not yet nearing retirement who want to understand what dollar amount they’ll need in order to have a secure retirement. • Retirement Income Planner. This tool is for a team member nearing retirement who has a good handle on what their expenses will be in retirement and whether they are on track to retire.

JUST REMEMBER In volatile markets, it’s common to feel uneasy about your investments. This is only natural. But rest assured, market volatility is completely normal and is to be expected. In fact, whether you invest in a lifecycle fund like the Fidelity Freedom Funds, manage your own investment strategy or choose to have them managed by a professional investment manager, the current stock market conditions may actually work to your advantage!

Galveston Causeway Railroad Bridge Project ■

By Jessica Kandel and Brian Watson

After receiving an Order to Alter from the United States Coast Guard, Galveston County Commissioners announced that they would replace the lone rail accessway to Galveston Island, Texas. While outside of Cianbro’s normal geographical footprint, the location did not deter Joint Venture partners Cianbro and Brasfield & Gorrie from bidding on and being selected for rebuilding and expanding the old causeway bridge. Originally built in 1912, the Galveston Causeway Railroad Bridge has been declared by the USCG as very treacherous and difficult for current sea vessel passage. Following the approved schematics of design firm Modjeski & Masters, the proposed bridge alteration includes the construction of a totally new, completely operational, moveable vertical lift bridge adjacent to the existing single-track bridge. The work includes the construction of a 382 foot long vertical lift span, widening the horizontal channel clearance from 150 feet to 300 feet, two new steel pile supported piers, modifications of two existing arch spans, bridge deck and track work, and installation of a control house platform and house atop a new pier. Also included are the replacement of two waterlines, and the removal of the existing 124 foot long rolling lift bascule span. An interesting aspect of the project is the 72 hour window that the team has been given to change out the old bascule, float in a new one, and have the new bascule fully operational. Project Manager Brian Watson is leading the team safely through each phase of construction. “We look forward to the opportunity of working in a new geographic area, and with our joint venture partner, to providing a safe, high quality bridge for our customers.”

✔ 46,558 Project Safe Hours S UMME R/FAL L



Pearl Harbor Memorial Bridge Update By Chet Muckenhirn and Anne Kutscher ■

Work for joint venture partners Cianbro Corporation and Middlesex began on the Pearl Harbor Memorial Bridge in August 2008, keeping a consistent pace as it moved through the many phases of the project. Over the past six months the project has had smooth sailing as milestone after milestone was met. Those milestones include the completion of piers and caps, the erection of steel girders, deck placements, and completion of underground utilities. Surface activities such as sidewalks, road ways and abutments have transformed the landscape of the neighborhood, highlighting the fact that this project is well on its way to becoming a reality. The joint venture has proven to be a successful union, with two companies using their strengths to churn harmoniously through activity after activity, achieving many targeted goals. These objectives could not be met without the hard work and diligence of many team members such as Supervisor John Johansen, Greg Shanahan and Chris Gemmell who provide the structure and organization necessary to coordinate equipment and

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general site management. They ensure that each crew has the necessary tools, supplies, staging, and equipment to complete their work. Crews have also relied heavily on Survey Manager John Quinn and his team of John Armstrong, Justin Woychowski, and Tom Boisvert who have spent many hours ensuring that the correct location and elevation are mapped out for the construction of this critical bridge for the New Haven area. With our Commanders-in-Chief at the helm of the ship, Chet Muckenhirn, Aric Dreher, and Tom Wood; there has been nothing but smooth sailing. Project Document Control Specialist Kim Gemmell keeps a tight ship ensuring all submittals, transmittals, and RFI’s are uploaded into CONNDOT’s Contract Manager program in a timely manner. Additionally, Kim ensures that all team members are compensated for their hard work. Project Scheduler Vandana Sood aids the crew with her patience, using her crystal ball to decipher field supervisors’ projects so that she can map out a colorful timeline of activities that have been completed and those that are in the pipeline. Onsite Project Controller Mary Laisure and Financial Analyst Karen Hyland have been keeping our leaders current on financial policy, procedures and potential problems. Yvette Feiteira, Financial Administrator, brought purchasing to a higher level by keeping the field supervisors on an even keel, matching purchase orders with packing slips. Safety Professionals Kris Ballard and Peter Smith have implemented current regulations along with rolling out new policies. Safety Administrator



Aida Hernandez has been responsible for entering CAPP cards for this project as well as the entire region, updating safety supply inventories and making the safety department a “greener” environment by uploading all documentation into data bases. With so much concrete as an integral part of the project, it would have been sunk without the expertise of Concrete Project Engineers Ryan Schott and Chris Bailey spearheading day-to-day activities pertaining to all aspects of the piers, intelli-Rock concrete monitoring systems, deck placements, post tensioning, fiberglass drainage, and scupper installs. Expert planning and precise field activities were implemented by the crews on site with the collaboration of Superintendent Aric Dreher, General Foreman Garrett McVaney and Justin Shelton. Foremen Kyle Chapman, Dale Smith, Nick Martin, Jed Aldstadt, Dave Powers, Andy Whitehead, Wojciech Olak and their outstanding team members BJ Radley, Tim Shelton, Dennis Morin, Teras Lisowtich, Jacob Morse, Orene Ferris, Milt Cruickshank, Bill Allen, Jed Alstadt, Josh Clark, Kate Cordone, Evelynn Devin, Mike Cavanagh, Jared Shelton, Tim Leonard, Kevin Davis, John Beebe, Ray Elmer, Trevor Micoletti, Wilfredo Nieves, Jared Shelton, Doug Sandin, Chris Vane, Cory Benedict, Sylvester Wynter, Jennifer Cowles, Pete Hill, Dave Thomas, Chris Frasier, Justin Kitchen and Tim McCane spent many hours meeting and exceeding schedule expectations. Major milestones this team accomplished include: first dock placement on June 15th, Ramp I post tensioning completed on August 2nd, and the last pier poured on August 6th. Structural Project Engineer Marshall Goodchild has meticulously organized and coordinated steel delivery and erection layout with Superintendent Darryl Francoeur and General Foreman Tod Parisek. The skilled ironworker team of Craig Stockwell, Dave Stoddard, Mak Rosado, Mike Ziolko, Mike Welles, and Scott Boucher teamed up with expert crane operators Scott Underwood

UMaine Offshore Wind Laboratory ■

Iron workers bolt-up field splice number 13 on the Ramp I structure and Robert Drzewiecki to secure and erect 3,100 tons of steel and 168 bearings that form the superstructure supporting the bridge. Dan Wiedmer, John Krieski, and Joe Stumpf provided mechanical support. The civil field, led by industrious Civil Project Engineer Doug Franklin, Supervisor Tom Sweet, and Electrical Foreman Matthew Bergonzi, have completed incredible accomplishments with their team of John Quadrato, Andrew Wianrski, Al Allen, Gil Gonzales, Ron Docarmarma, Miguel Hernanedez, Joel LaFlamme, Hipolito Lopez, Scott Witowsky, Jamiro Barbosa, Dan Records, and Joey Phinney. Their tasks have included the installation of 30 drainage structures and 425 meters of reinforced concrete pipe, over 500 meters of granite stone curbing, and 1,800 square meters of sidewalks along roadways. They have also placed more than 9,000 cubic meters of structure backfill material at various pier and abutment structures to address erosion/environmental concerns, all while dealing with several adversities ranging from public traffic to night operations. In the Quality Control sector, Welding Inspector Jim Rusconi, Mechanical Engineer Scott Davis, and intern Tom Boisvert have ensured that work has been installed per the specifications and CONNDOT’s Materials Testing manual. They received support from NACE Level 3 Inspector Zachary Gardiner. Together, the team received and inspected more than 1,500 deliveries, examined the materials for quality and accuracy, and supervised thousands of direct field inspections ranging from welding, bolts, bolt torques, painting, and concrete. With practically no failures inspected, this team’s efforts in supporting all crews to remain compliant are gratifying, knowing that our teammates throughout the jobsite take pride in their work. Last but not least, the support from various subcontractors and our regional offices in Bloomfield, Littleton, Baltimore, and Pittsfield all play an intricate part in making this project a beacon of success.

✔ 210,317

Project Safe Hours

By Bruce Cummings

In March 2009, Cianbro Corporation was selected to be the Construction Manager of choice by the University of Maine for their AEWC Advanced Structures and Composite Center. The AEWC (Advanced Engineered Wood Composites) Center will be located at the University of Maine’s Orono campus. This 18,388 square foot expansion of the existing AEWC building includes office spaces, a lab center, a new mechanical room, and a high bay area for testing offshore wind blades. The funding for the project came from the Maine Technology Asset Fund (MTAF) awarded to the AEWC through the University of Maine System. This project is now referred to as the AEWC Test Stand Expansion and it will be the only facility of its kind in the United States. Once complete, this center will be used for designing, prototyping and testing large structural hybrid composite and nanocomposite components for the deep water offshore wind energy industry. Maine Governor John Baldacci, Energy The first phase of the project Secretary Steven Chu, Congressman Mike began construction in July of 2009. Michaud, Senator Susan Collins join CianThis included constructing a conbro CEO Peter Vigue on a tour of the facility crete stand, the critical component of the facility, with an embedded steel test plate and site work. The test stand has approximately 2,000 cubic yards of concrete in a 27 foot square by 53 foot tall frame that extends 30 feet below ground. The test plate is a 15 foot square, 23 ton steel assembly that is mounted 15 feet above the finish floor. The test stand will be used for mounting wind blades, allowing AEWC to perform experiments with different designs and types of wind blades. One of these tests will be a stress and fatigue experiment with offshore wind blades. Toward the completion of the first phase in May 2010, the AEWC was awarded another grant through the U.S. Commerce Department’s National Institute of Standards and Technology (NIST) with American Recovery and Reinvestment Act money. Cianbro worked with the University of Maine, the AEWC Center and WBRC as PreConstruction Managers to add to the original design. The new project funded by NIST and MTAF allowed for more lab space, now called the AEWC Offshore Wind Laboratory. With the additional grant, the project nearly doubled in size with a new approximate value of 17 million dollars. The mission for the AEWC Offshore Wind Laboratory will be UMaine facility under construction to develop durable and advanced composites materials suitable for the harsh offshore environment. This will be achieved through engineering research programs with a focus on the State of Maine’s prime resources, wind energy and wood. Maine has an estimated 149 gigawatts of offshore wind energy within 50 nautical miles of its shoreline according to the University of Maine. The new laboratory will have dedicated space for the development of conventional nanocomposites. In addition to the nanocomposite section, there will also be an area for prototyping the composite structures. This testing space will be able to support wind blade design up to 230 feet. The rest of the Offshore Wind Laboratory will include sections for mechanical and environmental testing. Some specific capabilities of the laboratory are an environmental chamber able to reach -50 degrees Celsius to +50 degrees Celsius with 100% humidity, a salt fog chamber, a salt water immersion pool and over 1,700 embedded anchor assemblies on the test floors. The embedded anchor assemblies will be used to bolt steel reaction frames to the floor in order to fatigue and stress all the different types of models. The AEWC Offshore Wind Laboratory will be a LEED certified building through the United States Green Building Council (USGBC) with a goal of a silver rating. The project completion date is scheduled for April 2011. Construction has progressed smoothly to date with almost 30,000 work hours to date with no lost time or recordable injuries.

✔ 29,744 Project Safe Hours CIANBRO




Ben Jasud and Cliff Albert align and set pre-cast deck planks which include pre-installed hand rail

GMRI Pier Project: Changing the Face of Portland’s Working Waterfront

By Brayden Sheive and Pat Sughrue

In early 2010, Cianbro Corporation was awarded the contract to build a world class working pier for the Gulf of Maine Research Institute in collaboration with the United States Coast Guard and Maine Department of Transportation. Cianbro’s team at Ricker’s Wharf began preliminary work on the GMRI Pier Replacement Project by accepting deliveries of spiral wound steel pipe pile, production of steel reinforced concrete lagging panels, pretied concrete cap rebar cages, and fabrication of innovative steel soffit forms. Cianbro was contracted to build a 440 foot long by 21 foot wide state-of-the-art concrete and steel pipe pile pier, but first had to demolish an existing pier of similar size which had been used by the Coast Guard for years as a berthing facility for its vessels. In the eight month stretch from February to October of 2010, crews at the GMRI Pier Replacement completed a tremendous amount of work safely and efficiently. Foreman Mike Zemla and his team drove, spliced, and concrete-filled 83 spiral wound, epoxy coated 12.75”, 24”, and 30” steel pipe pile at 125 feet in length. Another team led by Foreman Chris Pond formed, reinforced, and placed 33 concrete pile caps to support the main deck. The deck is comprised of 95 pre-cast deck planks set by Zemla’s crew, and 165 cubic yards of low permeability concrete overlay placed by all team 1 4


members on-site, including help from other local projects. In the midst of the recession, Cianbro was preparing for the opportunity to build this modern pier. Led by Project Superintendents, Pat Sughrue and Bill Moulton, the team went to work creating innovative and efficient ways of performing the work along with Cianbro’s Temporary Design group, Equipment group, Formwork group, and all other internal resources. Team members began the work as soon as possible by performing activities and constructing portions of the pier at the Ricker’s Wharf facility, which is located along the same body of water as the pier: the Fore River. By performing such tasks at Ricker’s, Cianbro was able to control the environment and resources, and delivered the completed portions to the jobsite by barge. The team also mobilized and de-mobilized a pair of cranes, 150 tons and 175 tons respectively, which stood out along the Portland skyline for about six months. Putting the cranes to work onsite was a challenge because of the minimal area available to complete the work by barge. So, in the bidding and early stages of production, Cianbro team members put their heads together and designed a Rip Rap road to perform all pile driving and cap placement from land. Another innovative and cost-effective design was the fabrication of a two piece steel soffit form for the concrete pile caps. Three of these forms were fabricated in



order to allow for forming, curing, and stripping time. These soffit forms were able to be separated, stripped, and re-bolted on shore in only a couple hours. This approach saved time, reduced wood form waste, and set an example for use on similar applications in the future. This was not the only innovative plan developed by Cianbro team members. Originally, the main deck was to consist of 165 pre-cast concrete deck planks. But after early collaboration and planning, Cianbro and the owners decided to use only 95 deck planks while changing the design from five planks wide to three planks wide, spanning from pile cap to pile cap. This resulted in far less construction debris waste, while minimizing material handling and safety exposures. From there, Cianbro’s innovations went even further by casting a curb in the two outside deck planks between each pile cap in order to act as the formwork for the concrete overlay. Crews also cast embeds in the planks for all handrail brackets and mechanical brackets along the pier. These tactics eliminated the need for team members to dangle over open water while installing the pier’s accessories. Lastly, and one of the most important cost savings measures, was the proposal by the team, with a big assist from Electrical General Foreman O’Neil Boivin, to place all electrical conduit for the pier in the concrete overlay. This move protected the conduit from exposure to the harsh Maine marine envi-

ronment along the outside of the pier. Performing the work and putting the work in place were not the only innovative aspects of this project. The team also aligned the project with the rest of Cianbro and the company’s environmental initiatives of the 2010 NNE Business Plan. All equipment was run exclusively on biodiesel, including cranes, reach trucks, welders, pile driving hammers, and all other miscellaneous equipment. The timber from the demolished pier was processed and delivered to a biomass boiler for energy. All metals from the existing pier, and waste metals from the construction of the new pier, were recycled. All waste concrete from the new pier and any existing concrete was recycled into new aggregate. There were approximately 1,200 cubic yards of hazardous material dredged and de-watered on-site. The client also had the opportunity to save approximately $100,000 when Cianbro team leaders obtained the permitting to classify the spoils as “beneficial use material.” The values of the Gulf of Maine Research Institute and of Cianbro aligned seamlessly to produce a modern pier that has changed the face of Portland’s working waterfront. The accomplishment could not have been possible without the passion, hard work, and commitment of all team members who were involved:

Jose Salazar, Gary Mason, and Chris Pond place concrete pile cap Cliff Albert, Richard Bachelder, Duane Boissoneault, O’Neil Boivin, Andrew Bowden, Tom Caldwell, Steve Colby, Jason Coombs, Robbie Ferguson, Todd Folsom, Jeff Gilbert, Owen Grimes, Ben Jasud, Bob Lane, Gary Mason, Mark Nelson, Kyle Orlando, Chris Pond, Darren Pulkkinen, Bill Ring, Jose Salazar, Darren Smith, Jeff Stackpole, Pete Vaillancourt, Ron Wedgewood, Rick Westberry, Darren Weymouth, Art White, Jamie White, and Mike Zemla Project Management, Engineering and Administration included: Tharryn Smith, Pat Sughrue, Bill Moulton Brayden Sheive, Dan Musselwhite, Anthony DeRice Vanessa Davis, Tara Coffin, Lisa Cunningham, and Allie McDonough

✔ 19,388 Project Safe Hours

Giving Wings to Great Ideas:

Cianbro’s New Televised Safety Training ■

By Becky Thibodaux

For years Cianbro brought in all of the Safety personnel from our jobsites to the corporate office for three days of annual safety training. While this had proven to be very effective, it was at a huge cost to the travel budget and would leave projects without their safety personnel for several days. At the end of each Safety Training, participants are asked to give their suggestions on improvements in order to make the safety training better. Great ideas like, “I want to have more of these sessions throughout the year in order to stay connected and keep up with safety updates”…and…“Can’t we do these sessions remotely so we don’t have as much travel Training participants at the corporate office. Four and so much time away other locations tune in by video in background from our jobs?” Heading into 2010, with an entire nation in recession, we felt that these two ideas made smart business sense, and we resolved to make the ideas a reality. We knew the technology needed to work extremely well if we were ever going to take a chance on delivering a training session like this again. Putting complete trust into technology to deliver this training probably seemed crazy. But there is nothing like a good challenge to motivate the true “Can Do” Cianbro spirit in our teams. Once the new delivery idea was approved, preparation for the training systems began immediately. A task force was formed between the Safety and IT teams and the first order of business was to decide what types of systems we would use. Tests were conducted on the chosen systems, with great success. A Safety and IT team member was sent to each location to monitor and troubleshoot any issues that might arise. We were finally ready to try it out. With nervous anticipation, we started the training. The presenters did a great job speaking to the entire group and keeping the participants engaged, including those on the TV monitor who had tuned in from all the other areas of the company. We made sure that we had no more than hour-long sessions before we would encourage participants to get up and move around. When all was said and done, the training had gone off without a hitch. The first year’s session was a hit, with great feedback from our participants, who proclaimed that the program had worked very well. The next mid-year session was a success again, and this December we will close out the safety training for 2010 with one last televised session. Giving wings to these two ideas from our team meant that five different locations were trained at once from the corporate office. Travel expenses were drastically reduced and time spent away from the project for the safety specialist was minimized. Alan Burton, our senior manager sponsor for the project, sums the project up the best. “I think the biggest thing is that the team members who are working for you have ideas,” he said. “They have ideas to improve the way that we’re doing things, to improve the delivery of training programs…and the thing that I learned the most was that I’ve got to be open to those ideas, accept those solutions, try it, see if it works, and if it does work, let’s go for it.” CIANBRO




Roth Rock Wind Project Puts Cianbro’s Mid-Atlantic Region on the Industry Map ■

By Chad Allen

For those of us who enjoy spending our free time recreating in the woods and mountains, the expansion of wind energy development throughout our regions offers Cianbro team members exciting opportunities to work in those same areas. For the dedicated team on the Roth Rock Wind Farm project, they are experiencing the challenges and pleasures of working atop Maryland’s highest peak, Backbone Mountain, located on the Maryland/West Virginia border. Cianbro was contracted by Nordex USA Inc., a German-based turbine supplier, to erect and complete twenty 2.5 Megawatt wind turbines. While these turbines are designed to be “plug and play” to the extent possible, there is considerable work to be done, including: • Offload turbine components at each site • Install drive trains and gearboxes into each nacelle • Erect four tower sections for each unit, nacelle, hub, and three blades • Complete mechanical systems • Complete electrical systems

In addition to Project Manager Brian Larsen, Project Engineer Brad Grillo, and QAQC Manager Andy Kelley, the

project includes talented team members having a wide variety of skill sets, including crane operators, ironworker/riggers, millwrights, electricians, equipment operators, and generalists. Rigging Superintendent Brian Hartness leads the offloading and turbine erection. Paul Williams and his team, utilizing a Manitowoc 4100, offload components at each tur-

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bine site, where the crane pads, laydown, and foundation were previously completed by others. Don Smith, Bill Moulton, and Rusty Pritt lead the erection team while Kevin Curry controls the mighty 400 ton Manitowoc 16000 and Mike Cavaliere operates the Manitowoc 2250. The team has steadily increased their pace, working towards a goal of erecting three turbines per week. Each tower section is approximately 13 feet in diameter, 60 feet long, and weighs 70 tons. The nacelle sits 263 feet atop the tower and is the size of an RV, weighing 105 tons. Each blade is 144 feet long. Rigging plans, developed by Jeremy Bragg, are unique to each site and are an essential element in combination with detailed activity planning and communication to ensure that each lift can be accomplished safely. There will be a total of more than 400 heavy lifts in order to complete this project. Chet Dolloff and his team of millwrights install the drive train and gearbox into each nacelle before it is erected. Once turbine erection activities are complete, his team climbs each tower to complete all mechanical systems, including hy-torquing more than 894



fasteners per tower. The final scope of work to complete on each tower, prior to an in-depth QAQC inspection, is to complete all electrical systems. The electrical teams of Jeff Hetzer, Ron Nickerson, and Ron Taylor take care of that task. A vertical ladder inside the tower is the only means to get to the top. The pain is literal for anyone having to climb any more than necessary to complete their work! Wind farms in our region are typically built atop mountains for one reason: strong winds. Unfortunately strong winds can shut down crane operations, which the team has already experienced, along with blinding fog and rains making newly built roadways impassable. Further challenging the team is the fact that the site is in a very remote location, with limited access to support services and communication. Planning, coordination, and communication are critical to our continuous improvement in this field. Planning for this project started in May with a trip to Scotland to see another Nordex project in construction. Mobilization started in late August and work was underway in earnest by late September. The goal is to complete the project by Christmas, as long as Mother Nature cooperates.

✔ 28,331 Project Safe Hours

Cianbro Partners with Colleges to offer Credit for On-the-Job Skills and Training ■

By Michelle Godsoe

The construction business is evolving continually. Every day there are advancements in technology, building materials, and safety requirements that are pushing the industry forward. To keep up with these trends, Cianbro is investing in our team members, giving them the opportunity to develop their skills and advance their knowledge. The training provided by the Cianbro Institute is always developing to meet industry and customer needs. Through Cianbro’s diligence, we have proven to area institutions the quality of our training. Team members who have taken classes through the Cianbro Institute can now apply that training toward a degree at Eastern Maine Community College, the University of Maine at Augusta, and Kennebec Valley Technical Center. The Institute is working to expand the number of educational institutions that accept Cianbro training toward a degree. A key benefit offered by these partnerships is that anyone in Cianbro, regardless of the region in which the team member lives and works, can take advantage because the majority of the continued education can be accomplished through online courses. All positions in the company, craft and non-craft, can gain college credit for their Cianbro training. Our new partnership with the University of Maine Augusta is a great example. The University is willing to award credits for on-the-job experience, and training that team members have

gained through leadership, software, and other supervisory classes. UMA is accepting these various training programs as credit toward a Business Management or Finance degree. Eastern Maine Community College is recognizing the NCCER millwright and pipefitter programs and is awarding 18 to 20 credits towards an Associates degree in Applied Science in General Technology, or in Trade and Technical Occupations. The table below illustrates the variety of Cianbro classes that the University of Maine Augusta is accepting for credits. Cianbro encourages all team members to develop in their positions. The company continually seeks ways to help team members achieve personal goals. The Cianbro Institute will assist any team member interested in taking advantage of these partnerships. For more information, please call the Institute at 679-2596.

Many Cianbro team members are eligible to earn college credit for skills learned on the job



Basic Communications Skills + Basic Employability Skills

COL 214: Professionalism in the Workplace


National Electrical Code

SCI IXX: Descriptive Science Elective


Computer Systems Basic Cost + Basic Scheduling + Cash Flow Reporting + CorelDRAW + CorelPHOTOPAINT + Cost to Complete Reporting

CIS IXX: Computer Information Systems Elective


CMiC + CorelDRAW

CIS 270: Management Information Systems


Project Engineer + Basic Cost + Basic Scheduling

CIS 470: Project 470


Fundamentals of HR A minimum of 12 modules

BUA 361: Human Resource Management


Leadership Initiative

SSC 317: Leadership Seminar


OSHA 10 + OSHA 510 + OSHA 500




Sakhalin Island Oil Production Facility Expansion Chayvo, Russia

By Jessica Kandel

In early 2010, Cianbro Fabrication & Coating Corporation Vice President and General Manager Jack Klimp received a very long-distance call. The request came from Sakhalin Island, located in the Far Eastern region of Russia. CJSC Orenburg had contacted Jack to support the establishment of a fabrication shop being constructed within Sakhalin Island’s largest city, Yuzhno-Sakhalinsk. The Russians also requested Cianbro to provide a few of the company’s talented project managers for civil work construction at a remote Exxon-affiliated processing facility located at Chayvo. Orenburg has the reputation of taking part in major international projects in the complicated climate conditions of Russia’s Far East, and was recently awarded a contract for the Chayvo Oil Production Facility Expansion project civil works. The contract included the installation of piles to support the new modules and pipe racks that were planned for the site. Cianbro was able to provide Senior Project Estimator Matthew Proctor to support fabrication shop planning, and Senior Project Manager Michael Bissonnette to manage the two civil construction projects. Contracts Manager Lynn Cianchette continues to facilitate and provide tremendous guidance throughout the contractual process. She maintains communication with Mike who currently remains on site, returning to the states every six weeks. Orenburg’s Tim Erickson has been Cianbro’s contact and has patiently walked Mike and Lynn through the process for working in Russia. According to Earle Cianchette, Cianbro’s Senior Vice President of Operations, “This relationship is key to opening doors to many other clients, industries, and future proposed projects. We are proud of the dedication that Matt, Mike, and Lynn have put forth to support the company’s growth.”

✔ 792 Project Safe Hours CIANBRO





By Alan Grover

Late in 2009, senior managers at Cianbro began to take a closer look at Starcon, International. In effect, one of the most diversified heavy construction contractors on the eastern seaboard was interested in a leading service and maintenance provider for the nation’s refining and petrochemical industry. Starcon and Cianbro had already worked side by side during the early stages of Cianbro’s module project for the massive expansion at the Motiva refinery in Texas. It soon became clear that the two organizations were very compatible, with similar cultures, award-winning craft skills, and a common emphasis on safety. Before long, leaders of both companies began to imagine the expanded opportunities that would arise by joining forces. It’s a

synergy that is ready to be tested, now that Cianbro has announced that it has acquired 100 percent of Starcon stock. “Starcon has a great brand,” said Cianbro Chairman and CEO Peter Vigue. “We’ve interviewed a number of the customers and clients that Starcon currently has. They would love to see more from Starcon. Yet, Starcon is limited in terms of the resources they have and the ability to take on growth. We think that Cianbro brings a lot of that to the table.” Dale Kuntz is Starcon’s President and COO. He has pointed out that Starcon is excited about combining forces with Cianbro because it will offer a lot of growth potential for his company. “It’s going to give us financial stability to be able to expand our business,” Kuntz said. “It’s going to give us new opportunities with our customers, and allow us to reach out and provide them with some new service lines that we currently can’t provide based on the resources that we have today.” The geographic reach of both companies will expand with the acquisition, as well. Vigue says the addition of Starcon to the Cianbro Companies allows additional exposure to geographic regions where Cianbro has not traditionally had a presence. “We typically would not do work in these regions because we don’t have the knowledge of that region, we don’t have the relationships, and we don’t have the people resource,” said Vigue.

“With the acquisition, we can learn a lot more about these different regions. It allows us to take a giant step, to become aware of these areas and establish relationships that in some cases might take years to build.” “Cianbro is very strong up along the East Coast, and Starcon is strong in the Gulf Coast, the Midwest, and in California,” Kuntz said. “So therefore, we feel there’s going to be a lot of opportunities from a geographic standpoint for us to reach out to our customers in places where Cianbro is extremely strong. And we will be able to provide more support to those customers in those areas. And Cianbro, likewise, will be able to reach out to our existing customers.” Vigue sees Cianbro’s expansion into Starcon’s territory as a way to gain work in regions that could take advantage of Cianbro’s six decades of expertise in heavy construction. “All of the states where Starcon is presently located, are potentially states where we can do the kinds of things that we do, whether it’s transportation related opportunities, industrial related opportunities, or any of the diverse capabilities that Cianbro possesses,” said Vigue. The 27 year old Starcon organization will keep its name and business model as a wholly-owned subsidiary of the Cianbro Companies. Starcon will continue, as is, in terms of the services the firm provides to more than 40 refineries and petrochemical plants across the nation. But in the near future, the Starcon team might do more than their usual maintenance and turnaround duties, perhaps expanding into larger capital projects in the refining and petrochemical industry, among other advances. “If anything, Starcon will grow and expand,” Vigue predicts. “They will have the capacity, backed up by our financial position, to take on more opportunity, to grow their organization, to do fixed-capital work at a number of these refineries, which they’re not involved in currently due to the fact that they just don’t have the capacity to be able to do that. Now, on top of Cianbro’s financial clout, Starcon will be able to use our education and

training resources for their people, our management systems and plans for their organization, and we believe those assets will create a surge of success at Starcon.” Cianbro’s enhancements through the acquisition include a ticket to the big leagues of refining and petrochemical production. Typically, the industry seriously evaluates organizations that want to come on board. They look for people who have experience and success in the industry. With sterling projects like the Motiva modules for Saudi-Aramco, the completion of a polar tanker for ConocoPhilips and the repairs to the deep water drilling ship Stena Forth, Cianbro can present impressive credentials to the industry — especially with Starcon on board as a wholly-owned subsidiary. “We had some opportunities to visit with 15 or 20 customers this summer,” said Kuntz. “And we talked to them about our alliance relationship that we have with Cianbro. And each and every one of our customers was extremely excited about us being a part of Cianbro because now, we’ll be able to provide them with a different service line. And basically, when we do that, it’s going to help reduce their total overall system cost, because today, they have many

providers that are providing many services. So if we can develop a strategy between Starcon and Cianbro, to where we can bundle up some of those services to our customers, it really gives us a competitive advantage. But it also brings value to those customers and helps them to reduce their costs.” As would be expected, an acquisition of this magnitude requires attention to many details, and can lead to a host of


questions. For instance, what impact will the deal have on individual team members in each company? And what new clients might be on the horizon? A team of Cianbro and Starcon executives is traveling to every Starcon job site to speak to those issues. Meanwhile, senior managers in both companies remind all team members that the acquisition is a reason for celebration. According to Pete Vigue, “This acquisition sets up not only Starcon to be stronger, but it also allows Cianbro to expand and grow. And so, this is about capitalizing on the resources of both companies, and working in a collaborative manner to become successful. This is the beginning of growth and expansion for our company. Starcon is an organization that could significantly impact opportunities for both of us, both long-term and short-term.” Dale Kuntz has offered a similar assessment. “When I get into meetings, and I start having conversations about what’s important to Starcon, I find that Cianbro is totally aligned with the same things we look at: Safety being a core value, quality, being productive, treating our people fairly, and treating our customers fairly. Because we are so wellaligned in those areas, we’re going to be able to develop and implement new strategies very quickly that are going to hit the ground running and are going to be a very positive thing for Starcon team members as well as Cianbro team members, not to mention our many clients, today and into the future.”




Portsmouth Naval Shipyard Dry Dock Project By Josh Gale, Dave Shorey and Jim Richards â–

In October 2009, Cianbro Corporation was awarded a contract by the Department of the Navy to extend Dry Dock #2 and furnish a new caisson at the Portsmouth Naval Shipyard in Kittery, Maine. A caisson is basically a floating steel gate that seals the end of a dry dock to keep the water out while a vessel is in dry dock. This caisson weighs 550 tons and is approximately 90 feet wide, 45 feet high and 12 feet wide. The rebuild to the dry dock consisted of six basic phases of work including installation and removal of a cofferdam system, demolition of the existing granite and concrete channel walls, installation of rock anchors and dowels, construction of the concrete floor and walls, removal and reconstruction of the existing sill, and construction of a steel caisson gate. Immediately following the award, a team was assembled to outline the plan for safety, quality, and production. Resources throughout Cianbro were pressed into action assisting with purchasing, temporary design, and the expedited fabrication of the required cofferdam frames. Work began in January of 2010 with the construction of a series of circular coffer cells which were 50 feet tall and 52 feet in diameter. The cells are arranged in an arc formation and filled with approximately 13,000 cubic yards of sand and 1,500 cubic yards of concrete to seal the bottom to ledge. Shortly afterward, the demolition of the existing inlet canal walls began. Maverick Construction Management and their fleet of excavation equipment were contracted to assist with the demolition of over 1,000 granite blocks and 750 cubic yards of concrete in the walls and floor. These granite blocks, weighing between 9,000 to 30,000 pounds each, were installed as part of the original construction of the dry dock and inlet channel in 1901. The demolition work was performed in tandem with installation of rock anchors to maintain the stability of the exposed channel walls. The water level was lowered in five foot increments and 98 anchors varying from 40 feet to 70 feet long were installed and tensioned 2 0


Overhead view of cellular cofferdams and dry dock area during rock anchor installation before proceeding to the next level. After completing the wall anchor installations, the cofferdam area was dewatered and the channel floor was demolished to ledge. In the floor of the channel, 98 rock dowels approximately 30 feet in length were installed and tensioned to prevent uplift of the new base slab, in case water should penetrate beneath it. The combination of the anchors and dowels also served as additional reinforcement for the new caisson seat. In total, 196 anchors and dowels were installed and the project changed gears from demolition to new construction. The dry dock extension, which is approximately 90 feet wide, 50 feet long and 40 feet tall, required over 1,850 cubic yards of concrete and 126 tons of reinforcing steel. Caisson seat slots were cast into the new dry dock walls and floor, installed to a tolerance of just 1/8th of an inch. Ninety team members are working three hard shifts to complete the project on schedule. Once the new dry dock is complete the team will concentrate on the removal of the cofferdam system and installation and testing of the new caisson and seat. Cianbro collaborated with Atlantic Marine, from Jacksonville, Florida to fabricate and deliver the caisson. The caisson was towed to Kittery, Maine in October 2010. The fabrication of the structure,



mechanical work, electrical work, outfitting and painting started in January 2010. The vessel was built on the ground and was launched into the river on September 1, meeting the original eight month fabrication schedule. The new caisson underwent commissioning until the tow in October. During this timeframe, Cianbro field engineers made several trips to Jacksonville to verify all tolerances were met. The engineers used the Leica Geosystems Laser Scanner to provide three-dimensional modeling to verify dimensional accuracy of the caisson. From the data collected, they helped ensure that all mating surfaces were within 1/8 inch of the plan. The caisson gate delivery and the dry dock rebuild completion were on parallel paths that converged in October of 2010. Once the caisson was onsite, the dry dock extension was completed, and the coffer dam was removed, the installation of the caisson and subsequent testing was performed. This included testing of the water-

tight seal between the caisson and the new concrete sill structure as well as the ballasting and dewatering systems within the caisson. The final phase of the work will commence upon the successful testing of the caisson system. This will include removal and reconstruction of the existing sill concrete and granite, encompassing an area of about 50 feet by 90 feet. New concrete will be placed in this area to level the floor surface and a new drainage system will be installed, completing the construction in late January 2011. Since the award of the contract in October 2009, the quality of our work and our team members has helped to secure additional work in the facility. The Navy has awarded Cianbro several other phases of work including mechanical, electrical and additional civil work. Team members are currently working on utility repairs and upgrades, concrete repairs to the floors and walls, discharge piping repairs for maintenance dewatering, and installation of fiber optic lines. The additional concrete repairs include demolition of deteriorated concrete wall and floor sections and replacement with new concrete. A crew of team members has been working diligently throughout the summer to accomplish 2,000 square feet of repairs. The utility work includes a variety of system replacements which include 800 linear feet of six inch underground air lines, 400 linear feet of 12 inch water lines, 600 linear feet of heating lines, 70 linear feet of underground steam and condensate lines. This work has been accomplished without disruption to the shipyard’s operational facilities. Five months into the project, the Navy noticed the team’s outstanding safety record, as well as Cianbro’s commitment to safety. Cianbro team members and officials were invited to a forum alongside other Navy contractors to discuss the Navy’s safety expectations for work within their facilities. Cianbro was asked to share information on our company’s award-winning safety program and the injury free project. By the time the forum was over, the Navy had conveyed their satisfaction with our safety achievements in the form of an award (see page 26). The project is similar to many other current Cianbro projects: aggressive schedule and challenging conditions. Despite this, the team has maintained a “can do” attitude that is continually recognized by all involved. With the hard work of the project team and the continual help of our company resources, we will continue to be successful in the completion of this project and others.

L to R: Al Morey, Chris Queen, Tom Caldwell, Paul Saucier, Web Sanborn, Danny Williams, Jason Evasius, Danny Perkins, Jonathan Wheaton, Tom Wozniak, Charlie Butts, Ryan Marcotte, Dana Woods, Kevin Pond, and Matt Sullivan

Portland Pipeline Pier 2

By Scott MacDonald

In the spring of 2010, Cianbro Corporation was awarded the contract to replace the Portland Pipeline’s concrete deck at their Pier Number 2 facility. The pier was originally built in the World War II era as part of the South Portland Yards where the Liberty Ships were assembled. Currently it is being used as an offloading facility for oil tankers that supply oil to Portland Pipeline. Cianbro crews are no strangers to this pier. Team members have been working there for over 30 years on a variety of construction and maintenance projects. As part of their ongoing maintenance and upgrade program, the Portland Pipeline Corporation released a bid package to reconstruct a portion of the concrete deck that had deteriorated beyond repair. The original scope of work was nearly doubled after the bids were evaluated and Cianbro was presented with a challenge. The Portland Pipeline would only add to the scope if Cianbro was able to complete the additional work in the same time frame outlined in the original proposal. Cianbro worked out a plan to accommodate the extra work while maintaining the schedule and budget. In addition to the aggressive schedule, team members had to maintain a safe business route through the work zone so that the Pipeline’s operation would not be interrupted. This meant maintaining access for pedestrians, vehicular traffic, and emergency vehicles. Due to the access restraints and the structural capacity of the existing deck, crews were limited with equipment size and placement. Demolition was the first on the list of activities. Team members cut nearly one mile of concrete in order to demolish 200 tons of reinforced concrete decking and remove fifteen 30 foot concrete beams. Each of the old beams was replaced with two structural beams. Once the beams were placed, they were encased in concrete using a suspended formwork system. After the core of the deck was installed, crews completed the final activity of placing the concrete deck. This project involved multiple Cianbro disciplines including: the Fabrication Shop which provided all the structural steel, and the Equipment Group which provided the plans to form the beam and deck placements. The calculations for the crane placement, rigging, and platforms were provided by the Engineering Group. This project had zero reportable injuries while finishing within budget and one month ahead of schedule. This success is attributed to a solid work plan, a strong focus on collaborative teamwork, and excellent site communication. The team members on this project truly showed their can-do spirit and excelled in a very difficult environment.

✔ 99,782 Project Safe Hours

✔ 14,717 Project Safe Hours CIANBRO



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MAR Constructs State-of-the-Art Oyster Pier Facility for the University of Maryland ■

By Brenna Frania

Cianbro Corporation’s Mid-Atlantic Region recently completed construction of an oyster setting facility to support oyster cultivation research at the University of Maryland Center for Environmental Science (UMCES) Horn Point Laboratory. The state-of-the-art facility in Cambridge, Maryland is designed to double production of juvenile oysters, known as “spat,” to more than 2 million annually. The increased output will help researchers in their efforts to restore habitat in Chesapeake Bay and its tributaries. The MAR team constructed a new pier, research laboratory, and mechanical building on the site of a former DuPont hunting lodge. The pier holds fifty-two 12 foot by 4.5 foot deep circular tanks for the oyster spat, while the research laboratory allows UMCES scientists to study and monitor the spat before distributing them throughout the bay. The mechanical building houses pumps to circulate 2,500 gallons of seawater per minute to provide an ideal oyster habitat. Advanced water quality sensors and controls have been installed on the tanks to measure salinity, temperature, nutrient content and other critical water quality data. UMCES researchers now have the ability to monitor the oyster tanks remotely

and make any adjustments needed for optimal spat production. In the event of an emergency, UMCES staff can also perform a remote shutdown of the system. Construction of the $9.6 million Horn Point Oyster Setting Facility included a temporary causeway, concrete and steel driven piles, precast concrete slabs, pile cap falsework, mechanical and electrical systems for the laboratory building and pier, and related site work. The construction team’s safety and productivity were exemplary. Team members logged 47,881 work hours and zero recordable incidents through the duration of the project. Performing tasks in and around the Choptank River, Cianbro’s team worked diligently to protect the environment while maintaining existing onsite services. Significant challenges included a tumultuous winter, featuring historic snowfall and icing conditions as well as high water events that created access and constructability challenges. Maryland Governor Martin O’Malley joined UMCES officials, local dignitaries, Cianbro team members and the general public for a dedication ceremony on August 15th. “By increasing the number of oysters available for sanctuaries, harvest reserve areas, public oyster grounds and our burgeoning aquaculture industry, this new facility will play a major role in our efforts to return the

Maryland Governor Martin O’Malley speaks at dedication ceremony

Chesapeake Bay’s oyster population to the vital ecological, economic and environmental resource it once was,” said Governor O’Malley. “The State’s investment in this project demonstrates our long-term commitment to that goal, and our faith that UMCES scientists will continue to expand and improve the science that makes large-scale restoration possible.” Many Cianbro team members contributed to the success of the project including Project Manager Kevin Mitchell; Supervisors Paul Gaboury, Don Kerestenyi, Mike Potter, John Ciolfi, Jeremy Sherman, Calvin Andrews, Alvin Weaver, Hsiao “Chow” Hwang, Ron Wheeler, Lamar Harrell, Chris Eckert, Kevin Jones, Lee McCoubrey, Lee Aylward, and Esteban Bernal; and Crew Leaders Dave Walter, Jim Dunnigan, and Victor Ugalde. A special thanks to project safety supervisor, Paul Day, and supportive contributions from Bill Bonneau, Pokie Sinclair, Scott Knowlen, Mona Evy and KJ Gould.

✔ 47,881 Project Safe Hours

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Zero Tolerance Safety Policy ■

By Earle Cianchette

As we continue to advance Cianbro’s success through new opportunities with clients, projects, and expanding our geographical footprint, it is clear that many of these opportunities would not have been achievable without the continual improvement of the company’s safety measures. Our ability to land projects during these challenging economic Earle Cianchette times can be attributed to the hard work that each of our team members brings to the jobsite every day. Their dedication to heightened safety awareness, implementation of new

Cianbro team member at SAPPI shutdown in Hinckley, Maine

practices, and daily planning contribute to the team’s accomplishments and most importantly, ensure that every team member can return home safely. Our focus to become the healthiest companies in America entails that we strive for our goal of ZERO injuries. This ability to lead the industry in workplace safety practices will open the door

to attract top-quality leaders, craft personnel, and prestigious client opportunities. We will continue to show measurable improvement in the areas of environmental, health, and safety initiatives in 2011 and beyond. Thanks to all team members for their hard work and dedication to achieving Cianbro’s goal of ZERO workplace injuries.

Cianbro’s Tambrands Team Achieves Three Years Without a Recordable ■

By Alan Grover

Day number 1,149 was a time of celebration for Cianbro team members at the Tambrands facility in Auburn, Maine. The number represents the total consecutive days worked by the Cianbro team and their subcontractors without a recordable injury. That adds up to more than three years of safe operations. In recognition of the achievement, Cianbro Corporation President Andi Vigue joined Procter & Gamble Plant Manager Felicia Coney and Site Construction Owner Gary Bair for a round of congratulations sent out to the ultra-safe team members. Part of the celebration was a steak and chicken lunch prepared by Cianbro’s master barbecue specialist, Paul Bertrand. “Thanks go out to our key leaders for making this safety achievement possible,” said Project Manager Ernie Selberg. “Namely, we’re talking about Mechanical General Foreman Kim Chapman, Electrical General Foreman Jim Rossi, Mechanical Foreman Dave Sutcliffe, Safety Specialist Erica Heinssen, and Electrical Foremen Mike Edwards and Darcey Bubier. But it’s important to recognize that this accomplishment is the work of our entire crew. It’s a team effort, requiring lots of coordination and the use of all of our safety tools and techniques.” In his remarks to the team, Andi Vigue pointed out that the Tambrands TMs are leading the way for the rest of the company in the area of safety. Andi also thanked Procter & Gamble for helping Cianbro to learn critical safety lessons that have led to sterling safety records throughout the company. Ernie Selberg points to ten key tactics that have been employed by his team to achieve their remarkable safety record. 1. Activity planning and hazard prediction. 2. “Near Miss” reporting. 3. “Next Near Miss.” This program was designed by the Tam-

Cianbro’s close-knit Tambrands team goes home in the same condition that they arrived at work brands team and includes Near Miss investigations of hypothetical incidents. 4. Safety Walkthroughs. 5. Pictures and Reviews. During this critique, Tambrands team members offer input into the safety practices of fellow crews. 6. Daily Reviews of Companywide Incidents. The day’s incidents from other jobsites within both Cianbro and Procter & Gamble are reviewed for lessons so that accidents elsewhere are not repeated in Auburn. 7. CAPP. The Tambrands team has achieved a rate of 36% in terms of reviews within the Cianbro Accident Prevention Process, well beyond the norm. 8. Conventional Training. 9. Looking out for one another. 10. Procter & Gamble’s SAFESTART program. This effort seeks to eliminate four key states of mind from P&G job sites across the nation: rushing, frustration, fatigue and complacency. So, what’s next for the safety-minded crew at Tambrands? Ernie says his team will focus on safely getting through today. But all eyes are also looking toward the day when the team can claim four years without a recordable, and beyond.

✔ 131,956 Project Safe Hours CIANBRO



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Each winter, scholarship applications come pouring in from some very talented students who are sons and daughters of our team members. These students are leaders in their communities and in their schools. Their achievements and challenges are presented in essay form where they describe their aspirations, and how they will use their new knowledge to change our world. The scholarship committee has the toughest job of all, to review and score each of these candidates. We are very proud of every student who applied this year and wish them all the best of luck in their future endeavors! THE CIANBRO CHARITABLE FOUNDATION MADE AWARDS TO 51 OUTSTANDING STUDENTS FOR 2010. CONGRATULATIONS TO: Abby Arena, Danielle Belanger, Katherine Bernier, Brittany Bigger, Evan Bissonnette, Jenna Bonneau, Rachel Brown, Kailey Bubier, Audra Cianchette, Evan Cianchette, Eliot Cochrane, Elizabeth Cote, Erika Cote, Kellie Crider, Amelia Croteau, Hannah Dickinson, Christopher Eastman, Eric Flewelling, Gabrielle Foster, Jared Foster, Nathan Franck, Nicole Guindon, Danielle Guindon, Ilka Hadlock, Patrick Hapworth, Keri Holst, Seo Hong, Parker Hovey, Taylor Hovey, Thomas Kennedy II, Sally Klimp, Erin Knight, Sarah Lavorgna, Kinda Lilley, Rachel Lovely, Megan Melillo, Mariah Mills, Lily Mitchell, Elliot Mitchell, Alyssa Owens, Kathleen Sandin, Travis Saucier, Alex Sidelinger, Lauren Stoddard, Stephen Strout, Ethan Stubbs, Dale Thomas III, Leann Toothaker, Katherine Ward, Rebecca Warren, Crystal Williams

Look for the 2011-2012 application on in December 2010!

Swan’s Island Ferry Terminal ■

By Emily Bickford

Swan’s Island is located off the coast of Maine, south of Mount Desert Island. The only access to this small but populated island is by ferry. The Swan’s Island Ferry Terminal had become deficient in functionality and was in severe need of repair when, in May of 2009, Cianbro Corporation was awarded a contract to rehabilitate the facility. This project had two primary phases, one being demolition, and the other being reconstruction. Demolition specified the removal of the existing structure, which included creosote timber piles, creosote fendering fence structures, and access walkways and stairs. The new construction consisted of 44 sixteen inch diameter pipe piles, six concrete dolphins, two berthing fences and two wave fences. The wave fences required 77 timber piles each to provide the necessary support. Also in the scope were two wood stairways, nine steel dolphin fenders, five aluminum gangways, a new transformer and seven light poles. Project Superintendent Gary Chisholm and crew mobilized onsite on July 15, 2009. At the same time, Assistant Superintendent Billy Pulk and his team started work at Cianbro’s facility in Brewer, Maine. Work at the Brewer facility included six precast templates that were used to drive the foundation pipe piles and later became the bottom portion of the dolphins. Manager of Projects Tharryn Smith decided to utilize the Brewer waterfront facility for the first time. Tharryn’s team worked with Cianbro Constructors, not only to assemble the pre-fabricated portions for the

project, but also to mobilize an additional barge and crane. The Brewer facility was used as the loading point for this barge and crane. The assembly was towed down the Penobscot River and then into the Gulf of Maine to Swan’s Island. The decision to mobilize from Brewer removed the difficulties of trying

Bass Harbor until 5:00 p.m. every day, which presented tricky logistical challenges on more than one occasion. The Cianbro team safely completed the job and officially demobilized the site on August 13, 2010. Team members had to plan well in order to maintain a safe work environment at this remote

Cianbro’s Swan’s Island team worked well together to complete the project

to coordinate the loads with the local ferry service and saved time. This project had multiple challenges including severe weather, tides, and miscellaneous items such as unmarked underground cables. In addition to these challenges the jobsite was isolated on an island and the client required the ferry terminal to remain operational. Being completely isolated on the island, our team needed to plan all of our work and procurement very far in advance. And when crews needed materials, tools, equipment, etc., we would have to call either our vendor on the mainland or Cianbro Transportation to provide the materials and then make a reservation with the ferry to guarantee a spot on one of the trips before the end of the day. The ferry only runs from 7:30 a.m. at


and hazardous location. Onsite team members included: Gary Chisholm, Billy Pulk, Emily Bickford, Danny Williams, Bob Higgins, Keith Ryder, Novak Nedic, Kim Tozier, Steve Baker, Don Eagan, Kevin Crowell, Richard Brown, Eric Lane, Ron Taylor and Billy Ring. Deb Croteau, Vanessa Davis and Tara Coffin

provided additional support from the Ricker’s Wharf facility. The project team would like to express their appreciation to Cianbro Fabrication & Coating Corporation, Cianbro Equipment, Cianbro Transportation, and Cianbro Constructors. The quick response and attention to detail by everyone involved kept this island project running smoothly.

✔ 37,052 Project


Safe Hours


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Helping Team Members Control Healthcare Spending by Controlling Health ■

By Andrea Pelletier

We all want to enjoy life and spend our dollars wisely. How we live our lives can reduce the money we spend on healthcare and allow us to have a higher quality of life. Retirement arrives faster than you think – we want our team members to go into it healthy! We all can make changes now that will contribute to a healthier, richer future. Reaching a healthy weight Even a 10% weight loss will reduce blood pressure, cholesterol levels, glucose levels and decreases your risk of diabetes by 58%. Significantly overweight adults pay 42% higher healthcare expenses than adults with a healthy weight. Getting more exercise Getting at least 30 minutes of physical activity 5 days a week can put you at a lower risk for heart disease and stroke. More than three-quarters of healthcare costs in America are due to chronic diseases like heart disease. Dealing with stress When team members feel overwhelmed and try to balance the challenges of work and life, Cianbro’s Employee Assistance Program (EAP) can help. Free, convenient, confidential information and/or referrals are available. After all, healthcare expenditures are nearly 50% greater for workers who report high levels of stress. Pursuing wellness exams, screenings and tests Under Cianbro’s medical plans, preventive care is covered at 100%. Team members and their covered dependents pay nothing! Quitting tobacco use Cianbro provides free nicotine patches to team members and their spouses who are serious about quitting. Studies show that people who smoke incur an average of $16,000 more in lifetime medical expenses than nonsmokers. Cianbro also offers team members the benefit of a personal coach to guide them toward improved health through the Healthy LifeStyle Program. By being healthy and preventing disease, we can avoid the need for expensive sick care…keeping more money in our pockets! Team Member Tom Smith, Survey Engineer The greatest benefit I’ve experienced with the Healthy LifeStyle Program is the help I received when I made the decision to quit smoking cigarettes. The health coaches helped me get patches and suggested ways to deal with the physical and mental cravings. After five years smoke free, I can honestly say that I am rid of the habit for good.

Tom Smith

Team Member Saulio Saleta, Project Engineer The Healthy LifeStyle Program has been of great help in motivating me to stay fit and eat healthy. By being in the program, I feel that I am better informed about the good health habits that I should follow. I think that the program is an excellent form of education for my health as well as that of my family. Team Member Brenda Nichols, Senior Design Engineer The Healthy Living Reward (earned through the Healthy LifeStyle Program) was one of my motivations for starting to lose weight. I actually look forward to meeting with my health coach, and I think it’s great that Cianbro sees the connection between healthy employees and a healthy company. CIANBRO



2 7

The NPS Tow Path Restoration Project ■

By Alan Grover

Cianbro’s efforts to rebuild a deteriorating section of the Chesapeake and Ohio Canal Tow Path near Williamsport, Maryland became a reality due to decades of effort by dedicated citizens who cherish the historic old landmark. George Washington was among the first Americans who thought that a canal along the Potomac River linking northwestern Maryland to the nation’s capital was a good idea. Mules on a tow path tugging barges up and down the canal once helped to fuel the region’s economy. Now, nearly 200 years after

from its inception as a National Historical Park until the present day, this part of the tow path has not existed, at least in a safe manner that people could really pass. For more than 38 years now, the National Park Service has been trying to find a way to get this project underway, and make this restoration work occur.” Among the influential supporters of the Big Slackwater Restoration is Maryland Senator Ben Cardin. He remembers: “During the confirmation hearings of the assistant secretary for the Department of the Interior, where my colleagues were bringing up issues, I brought up what I thought

Cianbro Business Development Manager Mike McGeady joins Maryland Senator Ben Cardin, Park Superintendent Kevin Brandt, and local dignitaries at ground breaking ceremony construction first began, the historic tow path is a popular destination for hikers and bicyclists. In the 90 years since the canal ceased commercial operations, a section of the 185 mile tow path has deteriorated under the strain of severe floods. That section is known as Big Slackwater, because of its location along a wide expanse of the Potomac. And now, thanks in large part to federal stimulus funding, Cianbro Corporation will be fixing the damage. “The park was created as a National Historical Park in 1971,” said Park Superintendent Kevin Brandt. “But almost immediately, the year following the establishment of the Park, the remnants of Hurricane Agnes come through and literally washed away the tow path. So, almost 2 8


was the most important issue – What are you going to do about Big Slackwater? And the assistant secretary said, ‘It’ll go on our to-do list.’ I said, ‘Not good enough! We want to get it done, not just on the todo list.’” The job is being done from barges offshore, including one equipped with a Manitowoc 4100 crane. Cianbro Project Manager Kevin Mitchell and his team have the full confidence of the supporters of the Restoration, who feel that Cianbro will make the project look easy. “I’m sure you're going to do that,” said Superintendent Brandt, “because to me, anything that involves side-scanning sonar to figure out how to design is a complicated project. We look forward to working with you over the next couple of years as



we execute this project.” “We’ve got one of the best teams put together for this,” said Mitchell. “I know we’ve got some challenges ahead, but I'm sure we’re going to do fine. One of the challenges that come to mind is the water. The water fluctuations can be two to three feet from month to month. We could expect three or four floods throughout the year. Along with the floods, we could have some ice conditions during the winter. But we're doing a lot of planning to overcome those challenges.” Cianbro Business Development Manager Mike McGeady points to the fact that the company won the contract not only on the basis of a good price, but also due to Cianbro’s technical ability, the ability to plan and execute the work, and the company's competence in dealing with the challenges of high-water events. “So, it really is a Cianbro job in a lot of different ways, and it’s great to have one of those in Mid-Atlantic,” said McGeady. “We did a groundbreaking with Senator Cardin, a United States senator, the Secretary of Transportation from the state of Maryland, and some state senators. Anytime we can turn a shovel of dirt with those guys, I think we’re doing okay.” A bonus for the company and the Park Service is contained in a valued engineering cost proposal put forward by Cianbro which will generate savings compared to the original cost of the project. The new plan proposes to do away with the use of four foot diameter caissons which are used to support the elevated precast concrete tow path structure. Instead, Cianbro will use post tensioning techniques to anchor the substructure and superstructure to the local bedrock. Mitchell says that, on top of the savings, the new plan will also put more team members to work, since the less expensive strategy uses more manpower and less machinery. Before the 18 month project is complete, upwards of 500 truckloads of equipment, supplies and construction materials will be loaded onto barges and transported to the jobsite from a Cianbro-built bulkhead. Meanwhile, local citizens look forward to the day in 2012 when a ribbon cutting ceremony will commemorate the completed restoration of the Big Slackwater tow path. Project Manager Kevin Mitchell’s team includes Project Superintendents Wade Simons and Mike Crider, Senior Project Engineer Tom Mawhinney, Project Engineers Jake Klaiss and Pat McGinnis, Surveyor Kevin Jones, Cost Engineer KJ Gould, Safety Manager Paul Day, and Administrator Dawn Erb.

✔ 10,936 Project Safe Hours

In Memory of

Emil Dunnell

Former team member Emil Milton Dunnell, 91, passed away at the Springbrook Nursing Facility in Westbrook, Maine on September 4, 2010. A lifelong resident of Buxton, he only recently moved to Springbrook due to failing health. Mr. Dunnell is also the father of Cianbro Project Manager John Dunnell. Emil was born in Buxton on May 12, 1919 and attended Buxton schools where he excelled in track. After graduation he enlisted in the Army and was stationed much of that time at Schofield Barracks in Hawaii. He received an honorable discharge and was traveling home when the Japanese attack on Pearl Harbor occurred. He immediately reenlisted in the Army Air Corps and was deployed to the South Pacific where Emil Milton he served with distinction. He participated in the Battle of Dunnell Midway and received numerous commendations for valor including the Distinguished Unit Citation and the Bronze Star with Oak Leaf Cluster. He was honorably discharged from the Army Air Corps with the rank of Staff Sergeant. He took great pride in his service to his country. He met his wife, Eleanor, while both were stationed with the military in Oklahoma. After the war he returned to Maine and purchased a small farm where he resided for the next 65 years. He worked most of his life as a concrete finisher for Ellis C. Snodgrass Company and Cianbro Corporation (where his son was his boss at times) until 1981 when he retired at the age of 62.

In Memory of

Tom Smith

Veteran Cianbro team member Thomas Smith passed away peacefully on October 28th at his home in Madison, Maine. Tom spent 22 years on the job for Cianbro, mostly working out of the Pittsfield area, but always willing to travel to any location where the company needed him. “He was really proud to have worked for Cianbro,” said Tom's niece, Shelley Phillips-Mills, who currently serves in Cianbro's IT department. “He spent time as a foreman, worked with heavy equipment, and did carpentry and welding for the company. He thought of himself as a ‘jack of all trades,’ and often could be heard saying: the more you learn, Tom Smith the better you are.” Tom’s work assignments took him to New York, Maryland, Connecticut, New Hampshire, and all across Maine. The Penobscot Narrows Bridge Project in Verona, Maine was one of Tom's last jobs before retiring in 2007. One of Tom’s favorite Cianbro stories involved Corporate President Andi Vigue when Andi was a newcomer at the company. Tom often described how Pete Vigue put Tom in charge of showing Andi around. Pete’s instructions to Tom were, “Put Andi in a ditch and make him work hard.”

In Memory of

Roger Dow

Roger Dow

Former team member Roger Dow passed away on September 18th, at his home in Newport, Maine. Roger worked as a millwright within the company for nearly 12 years, most recently serving on the Motiva Refinery Expansion project in Brewer before illness forced him to retire from the workplace. Many Cianbro team members remember Roger for being a devout man and a conscientious craftsperson.


In Memory of

Paul Caret

Former Cianbro Safety Specialist Paul Caret passed away after a lengthy illness on September 13th, at his home in Belgrade, Maine. He hired on at Cianbro in 1984, and became a good friend to many Cianbro team members during his two decades with the company, including Pete Vigue, Alan Burton, Charlie Cianchette, Frank Susi, and Joe Plourde. Paul helped to get Cianbro's CAPP program off the ground in the early Paul Caret days of the behavioralbased safety program. “He was a very good trainer, real good with people,” remembers fellow safety colleague Scott Knowlen. “He was just naturally funny, and had a way of using humor without being offensive. He was a very knowledgeable safety professional.”

In Memory of

Marvie Dunbar

Two Cianbro team members, Mike Goucher and his son Seth, lost a family member who once worked for Cianbro during the company’s earlier years. Marvie Dunbar passed away on May 29 at the age of 80. He served as a truck driver with Cianbro, and also owned and operated his own trucking company in Canaan, Maine. “I remember seeing his old metal Cianbro hard hat in his shop,” Seth says. Marvie’s son-in-law, Mike Goucher, is a 23 Marvie Dunbar year Cianbro veteran and currently works as a project superintendent at Sappi Hinckley. Mr. Dunbar’s grandson, Seth Goucher, worked as the chief field engineer at the Motiva refinery modules project at the Eastern Manufacturing Facility in Brewer, Maine, and has led his team in the development of laser scanning techniques which have won high-profile accolades for the company.




Cianbro’s SNE Receives Patriot Award Cianbro actively supports our troops who are deployed to war zones. That support is shown in a variety of ways ranging from sending care packages, to ensuring that Cianbro team members in the Military Reserve receive up to two weeks of pay for annual reserve training. This year, Cianbro’s Southern New England team celebrated Veterans Day by announcing that the Department of Defense, through the DoD’s agency, Employer Support for the Guard and Reserve, had named the company as the latest recipient of The Patriot Award. This award is given to employers who are nominated by an active member of the military, in recognition for the employer’s support of their troops. That support takes many forms, including:

Reserve recognition day.

• Features Guardsmen and Reservists on Company bulletin boards, in newsletters, or at meetings. • Has a published leave policy. • Has a published military mobilization policy. • Provides pay differential during periods of military training. • Provides pay differential during mobilizations. • Provides paid military leave. • Provides continuation of insurance and monetary benefits during mobilizations. • Assigns a company sponsor to families of Guard and Reserve employees that have been deployed. • Offers means of communication for family members of Guard and Reserve employees who have been deployed.

• Maintaining contact with Guard and Reserve employees while TM is on annual training, or is mobilized.

The Southern New England team was nominated for the award by team member and Army SPC Matt Long, who serves with the 197th Field Artillery Brigade. Matt has been on active deployment since September 11, 2010. Cianbro’s Regional Staffing Specialist Colleen O’Hare also deserves a salute for supporting Matt and other Cianbro veterans during their tour of duty.

• Sponsors a company Guard and

Cianbro Honors the Company’s Veterans

This fall, we observed the ninth anniversary of the 9/11 attack on America. The United States has been on the battlefield since October 7, 2001, including many Cianbro team members, in response to the September 11th attacks. At the Cianbro Companies, we would like to thank all of our team members who are now serving in the Armed Forces on behalf of our national security. We also tip our caps to all team members who have served in the past. If you see a familiar name, please take the time to say “thank you.”

Adams, Jerry C Adams, Tina Almand, Wilson F Aylward, Lee A Banks, Sean A Beliveau, Donald J Bell, Jurgen G Bickford, Shawn M Brann, Patti-Lynn Briggs, Howard L Briggs, Joseph A Brooker, Kenneth R Brower, Charles A Brown, Debra L Brox, Ronald R Calkins, Bruce L Sr Campbell, Louis F Chambers, Jerry J Chatto, Christopher A Ciolfi, John E Clanton, Richard D Cleaves, Faunce L Cloutier, Mark S Conley, Louis M Cooley, Leonard F Cooper, Edmund C Crandall, James C Crocker, Rodney W Cross, Jerome C Davis, John L Davis, Kevin R 3 0


Day, Paul L Day, Stephen A Denny, Wayne M Desrosiers, Alfred D Dube, Steven T Dubois, Daniel A Dunham, Jeffry L Dunham, Sidney E Dunnell, John A Dunnigan, James P Dunphy, Mark A Dunton, Richard D Erving, Dwight S Everich, Edward J Fitzgerald, Wyatt E Fluellen, Alvin J Fox, Michael Garland, James Gemmell, Alan M Gilbert, Stanley M Goodale, Justin L Gould, Robert A Grant, Stuart L Hachez, Michael D Hanson, Jaime V Hayden, Leslie C Heinssen, Erica L Higgins, Robert F Jr Hilton, Alan R Hinds, Aurelius S III Hines, Zachary W

Hobbs, Jacques P Hughes, Earl H Hughes, Terry L Hutchins, Roger D Inforati, Brad W Jarvis, Dennis A Kelley, Andrew C Kelley, Sean G Kimball, Wayne A King, Matthew D Kingsbury, Thomas G Klimp, Jack A Kokotovich, Kevin Kramer, Robert E Jr Kundert, Timothy E Lane, Willis L Larby, Robert S Lavallee, Steven G Leach, Rodney A Leavitt, James F Lehay, Robert S Leighton, David D Leo, Malcolm C LePage, Edward D Lerch, Jeffrey C Lidinsky, Jerome J Long, Matthew R Luckern, John W Lugo, Efrain Lyons, Manley B MacDermott, Janelle H



Mace, Brian D MacKay, Roderick L Jr Martin, Denis E Martin, James M Martin, Louis S Martin, Milton E McAfee, John L McAlpine, Shawn J McFarland, Andrew C McPherson, Gary E Meader, Nicholas A Merry, Benjamin J Metrick, Bruce B Michaud, Clarence B Mitchell, Bruce A Mitchell, Christopher J Montgomery, Stephen R Moody, John S Morrison, Shane E Murphy, Timothy G Noddin, William R O'Neal, Russell J Parr, Stuart A Parsons, David E Pelkey, Philip D Pepin, Richard A Perault, Arthur F Perrault, David L Perrier, Thomas G Peterson, Ronald G

Petrauskas, Bernard J Phengvath, King J Pollis, Dana L Jr Popick, Thomas J Pratt, Matthew D Pray, Alan D Radley, Bruce G Ray, William L Richardson, William R Ritz-Perkins, Terry N Rogers, Brian A Rogers, Everett O Rossi, Jim Rullo, Henry P Ryan, Dennis A Sr Sandin, Douglas E Sawtelle, Garry A Schissler, Enos J Scott, Larry R Seavey, Mark I Sheehan, David M Sherman, Irving E Sinclair, Vaughn A Sirois, Glenn J Smith, Gary W Smith, Michael B Smith, Paul S Smith, Peter G Spaulding, Albert W Stevens, Aaron M

Stevens, Alfred J Stevens, Michael S Sweatt, Nathan A Sweatt, Wesley A Swenson, Ted J Talley, Plummer L Tancrede, Ron J Taylor, Norman W Teryek, Wade M Thibeault, Daniel W Thomas, Stephen M Tibbetts, Nathan J Tierney, Scott M Tootill, Dwayne A Turner, Anthony V Twitchell, Stuart Varney, Sean R Vickers, Andrew A Vigue, F Timothy Walter, David L Watkins, Joy L Weaver, Thomas J Wedgewood, Ronald E Whitney, Brian M Wilczynski, Michael J Williams, Daniel J Williams, David C Wright, Scott E Zagrobelny, Mark J Zwizinski, Thomas J

Compiled by Lisa Cunningham, Allie McDonough and Lisa Brown


65 Years

Pages 31 thru 34 Honors our Active Cianbro Team Tembers with One or More Years of Service

Kenneth L. Cianchette ■

45 Years

Paul E. Bertrand Thomas I. Caldwell ■

44 Years

Henry M. Cone Franklin Leclair ■

42 Years

Gary F. Chisholm Thomas R. Mucci ■

41 Years

Paul A. Magoon Richard E. Padham ■

40 Years

John A. Dunnell Peter G. Vigue ■

39 Years

David A. Varney ■

38 Years

Edward D. LePage Bruce A. Mitchell Wayne A. Ray ■

37 Years

George Bell Malcolm Cianchette Gary L. Taylor ■

36 Years

Lincoln C. Denison James I. Ellis Stanley M. Gilbert Rodney A. Leach William D. Van Voorhis Brian M. Whitney Dale E. Wilson ■

35 Years

Roger S. Leach Jr. David W. Leavitt Stanton J. Martin Allen L. Rollins Forester Sprague Jr. ■

34 Years

James M. Bonney Manley E. Bragdon Thomas N. Floyd Frank J. Susi ■

33 Years

Alan R. Burton Franklin D. Dunton Steven A. Perrault Everett O. Rogers Beverly A. Rollins Larry R. Scott Stuart Twitchell ■

32 Years

Rita M. Bubar Louis F. Campbell John L. McAfee Mark W. Nordgren John L. Purinton ■

31 Years

Roy H. Bolton II Charles Cianchette Roderick L. MacKay Jr. Douglas L. Moore Douglas E. Ranks Michael B. Scott Nancy L. Sidelinger Thomas E. Stone Terry Vanadestine ■

30 Years

Eric S. Brown Chris A. Cianchette Henry T. Cook Paul L. Day James Garland Robert Jamison Donald Keresztenyi Bryan Libold Kaven Philbrook David D. Shorey Charles Tibbetts Benjamin L. Wagg David A. Webster Archie Wheaton ■

29 Years

Thomas J. Belanger Howard L. Briggs Coleman W. Butler Jeffery A. Carr Michael L. Crider Daniel L. Duperry Douglas W. Foster Thomas F. Gilbert William Hadlock Mark D. Hayden Michael D. Hayden William A. Holmes Ernest E. Kilbride Brent F. Kirby David P. Lewis Lawrence E. Moores Gary A. Parker Allan G. Pressey Shelby A. Sawyer David C. Sutcliffe Thomas J. Weaver Gregory E. Wing ■

28 Years

Domenick Arena Wayne L. Blodgett Dana S. Bragdon Richard L. Brown Jr. Cindy R. Clark William H. Dusty Alan R. Goepner William W. Merrill Aubrey L. Moore Richard K. Moors ■

William N. Moulton Chet J. Muckenhirn Rufus W. Simons Nathan S. Weston Jerome D. Wood

27 Years

Bonnie Brown Mona D. Evy Alan D. Fisher Michael F. Foster Brian D. Mace Ronald K. Oliver Daniel S. Perkins Michael A. Potter George B. Ward Brian W. Watson ■

26 Years

Lee A. Aylward Roland N. Bell Lynn M. Cianchette Scott Clements Douglas A. Dow Robert M. Drzewiecki Gary R. Gagnon Roger D. Hutchins Troy G. Martin Lee R. McCoubrey Dan D. Orcutt Herschel Rackliff David G. Saucier Ernest Selberg Jr. Stanley E. Webster ■

25 Years

Kimble F. Chapman John S. Clifford Joseph P. Foley Jr. Owen H. Grimes James M. Haut Lloyd E. Moore Carl B. Morgan Jr. Frank J. Raye William A. Reid Douglas Sidelinger ■

24 Years

Penny-Lynn H. Abbott Paul R. Belanger Robert O. Bouchard Laura H. Henry Jerome J. Humphrey Terence Lemieux John W. Luckern Scott B. Ludden Thomas J. Lufkin Bradley H. Marquis Robert C. Owens Michael L. Raven James R. Rusconi Timothy Vigue ■

23 Years

Jacqueline E. Arsenault Dennis E. Beisaw Kenneth R. Brooker Jerrold P. Cross Neal T. Dawes ■

Jeffry L. Dunham Barry J. Gordon Gary D. Gorman Michael L. Goucher Craig O. Holmquist Keith B. Magoon James C. Merrill David E. Parsons Ronald G. Peterson James P. Pond Rae F. Randlett Michael A. Raven James H. Richards Gerald V. Rollins William F. Stetson III Terry A. Trask Leslie D. Vigneault Kevin M. Violette Eric L. Witham

22 Years

Anthony A. Ayotte Shawn H. Bickford David E. Bond Leonard F. Cooley Brenda L. Cote Kevin H. Curry Joseph C. Friant Jean E. Gantnier John J. Henry James F. Leavitt Ernest J. Long Thomas B. Meunier Ronald S. Nickerson Roderick A. Pease John A. Pelland Scott M. Remillard Mark A. Richardson Dale D. Smith Alfred J. Stevens Scott S. Young ■

21 Years

Theodore B. Baxter Bruce H. Beane Richard E. Beliveau Jurgen G. Bell Garry L. Billings O’Neil E. Boivin Kyle E. Chapman Trent C. Clukey Mark D. Cochrane Robert B. Currier Glen S. Dickinson Jack H. Dodge Jr. Donald J. Dostie John P. Gamage Michael R. Hilton Timothy N. Jackson Howard A. Lynds Glenn G. Masse Dan P. McNally Douglas J. McPheters Darin W. Merrifield Brian E. Michaud Charles W. Nutter Carol J. Ouellette Leland V. Page Jr. David G. Parsons ■


Barry J. Perkins Timothy D. Pushor William W. Ring Thomas G. Ruksznis Norman L. Scribner Mark A. Stone Ronald E. Taylor Glen A. Thornton James E. Towle Elbridge G. Watson Ross A. Wilder Thomas Wozniak Mark J. Zagrobelny

20 Years

Kris M. Ballard Richard T. Baumgartel Faunce L. Cleaves Philip R. Dube Richard G. Fish Allan D. Harriman Brian T. Hartness Thomas A. Kennedy Paul J. Leighton David L. Magoon Jeffrey T. McPherson Vaughn A. Sinclair Tharryn D. Smith Aaron L. Wedgewood Daniel L. Wyman Douglas H. Wyman ■

19 Years

Paul K. Anaman Thomas L. Batchelder Wayne M. Denny Sidney E. Dunham Kellie A. Duplisea James R. Foley Yves P. Gagnon Andrew P. Gamez Richard J. Godin Dann L. Hayden Lawrence W. McAlpine Darren L. Pelletier Thomas J. Popick Shawn H. Ramsay David A. Smith Michael S. Tripodi ■

18 Years

Leonard W. Brooks Earle A. Cianchette Larry F. Coston Daniel A. Dubois Thomas J. Hamel Eusebio Heredia Paul M. Holmquist Daniel R. McPheters Gary W. Reed James W. Reinhardt James M. Rossi Francisco Salazar Kimberly G. Sieber Gary W. Smith Phillip A. Smith George W. Tapley Jr. Victor Ugalde Victoria L. Weaver ■


17 Years

Lauren E. Benttinen Duane J. Boissoneault Charles A. Brower Clint H. Chase David A. Chase Ronald F. Cote Greg G. Ginnelly Robert M. Hall William J. Harter Terrance L. Hayes Todd A. Hoffa Dawn M. Lewis Mark J. Masse William J. McLeod Kevin C. Mitchell Scott B. Mitchell William J. Mixer Douglas F. Moore Roderick M. Nicholson Joseph R. Oliver Tod M. Parisek Alan D. Pray Brian A. Rogers John R. Ryan Jonathan D. Sacks Robert Q. Seegmiller Randy A. Stedman Charles E. Tapley Dwayne A. Tootill Andi Vigue Max S. Wahl Scott A. Warren ■

16 Years

Michael A. Abbott Mark S. Blanchard Thomas E. Carranza Kevin B. Crowell Milton A. Cruikshank II Eric E. George Tim E. Gorham Edward W. Grignon Earl M. Jones Malcolm C. Leo Rick C. Leonard Dennis A. Ryan Jr. Michael S. Stevens Cory P. Thompson Andrew L. Tower ■

15 Years

Tina Adams David A. Bohannon Bruce L. Calkins Sr. Tara K. Coffin Jon G. Collins James M. Curtis III Everett B. Doughty Sr. Dawn Erb Paul D. Franceschi Kevin L. Grass Adam S. Guiggey Chester H. Guilford III Carla E. Kelley Craig M. LePage Lawrence Litchfield Jr. James D. Musselwhite ■


3 1

William R. Richardson Herschel E. Sinclair Jr. Amy E. Webber Von L. Weese Michael S. Zemla

14 Years

Chris G. Alexander Craig G. Alexander Richard A. Bachelder Jr. Robert E. Beisaw Michael W. Bennett Michael D. Bishop Jason A. Butler Kerry W. Chapman Jason A. Curry Lincoln C. Denison Jr. Thomas G. Dewey Chester B. Dolloff Jason P. Evasius Christopher M. Folsom Todd J. Folsom Langis D. Gagnon Timothy A. Garnett Jeremiah D. Gorman Robert A. Gould Dennis A. Greene Mitchell E. Hayden Earl H. Hughes Terry L. Hughes Joseph B. Hyde Edward E. Jones Joseph A. Kennedy Scott A. Knowlen Kevin Kokotovich Andrew J. Leach Michael R. Lilley Michael L. Lovejoy Kirk R. Maenhout Thomas E. Mahar Wayne D. McNally Timothy G. Murphy Mark M. Nelson Joseph G. Orlando James J. Peakes Sandra E. Perreault Joseph H. Plourde William N. Pulk Jr. Patrick L. Slawek Timothy F. Stauder Christopher L. Stevens Raymond M. Therrien Scott M. Tierney Gail B. Tourtelotte Kim A. Tozier Chris Tozier Troy T. Twitchell Juan A. Ugalde Robin M. Wiley Daniel J. Williams Debra L. Wilson Gary E. Wise Kenneth P. Woodcock Dana R. Woods ■

13 Years

Michael A. Berry Andrew E. Bowden Patti-Lynn Brann Richard B. Cameron Jason N. Chicoine Kristen A. Chipman Thomas R. Closson Ralph S. Clukey Robert B. Costine Jamie R. Douvielle Michael G. Dube Kenneth R. Eaton Jr. Wayne S. Enman ■

3 2


John E. Farnham Roy D. Fitzmaurice Timothy E. Flewelling Alvin J. Fluellen Paul J. Gaboury Charles G. Hall Charles A. Handley Jr. Brent A. Haskell Andrew C. Kelley Robert L. Lane Jr. Brian R. LeSage James A. Maher Jr. Matthew J. Mortensen James L. Pelletier Donald L. Prevost Darren B. Pulkkinen Charles R. Riley Jr. Keith I. Ryder Carlton W. Sanborn Jr. Garry A. Sawtelle Christopher M. Scott Larry R. Snowman Jr. Brent A. Spencer Walter Stefanyk Wesley A. Sweatt Norman W. Taylor Jarrod K. True Frank J. Trumble Jennifer L. Turcotte William T. Van Hoesen Ronald E. Wedgewood

12 Years

Francis J. Arsenault Jr. Christopher R. Bagley Allen P. Beaulieu David A. Bousquet Torrey B. Brown Darcey T. Bubier Jose A. Castro Craig L. Chambers Delmont L. Chase Jr. Christopher J. Chasse John P. Coon Jr. Keith Costigan Jerome C. Cross Patricia L. Dickinson Richard P. Dilsner Christopher K. Downs Chaderick A. French Jose F. Garcia Alan M. Gemmell Maurice A. Gould Anthony A. Graham Debora L. Grignon Jeffrey L. Hetzer Douglas J. Lacroix Laurette Laverdiere Eric R. Lewin Manley B. Lyons Thomas Mawhinney Thomas L. McVaney Randy M. Morin Raul Navar Thomas W. Noble Scott S. Penney Dana L. Pollis Jr. David A. Powers Richard A. Preble Juan F. Salazar Kelly G. Shank Jeremy S. Sherman Kenneth M. Spalding David A. Walker Aaron W. Walsh ■

11 Years

Scott L. Alexander Aaron F. Barbalate ■

Esteban Bernal Shawn M. Bickford Benjamin R. Blodgett Richard S. Brescia Michael J. Brooks Charles E. Butts Steven M. Colby Bobbi J. Collins Allyson B. Coombs Robert P. Courtney James P. Dunnigan Keith R. Edwards Kelvin R. Friend Buaris J. Gervais Jeffrey A. Gillespie Joseph A. Glidden Jr. Jon M. Gliniewicz Gary Guindon Brian L. Kendrick Joshua A. Kerr Christopher McKenna Novak Nedic Seth S. Norton Scott R. Parlee Bernard J. Petrauskas Gerardo A. Ramos George Rendon Saulio S. Saleta Brian K. Sheeder Justin A. Shelton Tracy N. Sofield Rebekah L. Thibodaux Michele E. Toothaker Jerilyn R. Underhill Jason T. White Paul L. Williams

10 Years

Chad H. Alley Tesfahunegn Berhane William E. Birney David A. Bolduc Robert L. Bussell Brian K. Buswell Amy J. Chute Allen D. Clark Thomas E. Clarke Dylan R. Clay Rodney W. Crocker Edgar E. Dacheux Adele D. Diodato Jacob R. Dionne Shawn A. Doran Neil G. Dupont Donald J. Eagan Michael T. Edwards Howard L. Fernald Luke E. Finley William E. Follett Jr. Barbara Fortin-Poirier Peter A. Foster Richard C. Foster Stephen C. Foster David G. Gardner Donald A. Goodwin Joan T. Grandshaw Ryan J. Graves Darren E. Gray Leslie C. Hayden Jason A. Hilton Aurelius S. Hinds III Mark E. Hutchins Scott A. Jackson Donna A. Jacques Shawn A. Lambert Eric M. Lane Jeremy W. Lane Young T. Lee Robert S. Lehay ■



Jose A. Luna Torres James E. Lyons Jeremy B. Mace Ryan L. Marcotte Gary L. Mason Rodney A. McAvoy Garrett R. McVaney Garth Miller Russell J. O’Neal Christopher R. Pond William J. Potter Brigitte M. Reid Shawn A. Reid Thomas S. Richter Wade J. Rideout II Terry N. Ritz-Perkins Chester L. Robbins Jr. Jason G. Rourke Paul R. Saucier Mary L. Schreiber Donald R. Smith Gary W. Smith Patrick N. Steeves Gail M. Stone Kerry A. Swallow John W. Sweatt Scott J. Underwood Kevin P. Walker Loren F. Walker Joy L. Watkins Arthur L. White Mark D. Whitley Jeremy S. Whitney Walter T. Willard Shawn E. Wing

9 Years

Ernest A. Adams Hunter J. Anderson Calvin A. Andrews Ronald D. Ayres Ralph E. Bailey Jason L. Batchelder Maurice B. Batchelder James P. Benson Ryan J. Bordeau Merton H. Bowring Christopher L. Brann Elizabeth A. Brescia Scott K. Bumps Ulicer Castro Linwood T. Charette Kelvin E. Charles Joshua A. Clark Roland S. Clark Darrell D. Clement Patrick M. Cronin Lisa Marie Cunningham John A. Daley David C. Dalton Donald F. Davis Shawn R. Dennison Justin D. Desrosiers Terry J. Dingman Sharon G. Ebbs Lavina J. Freeman Randy S. French Kimberly R. Gemmell Jason J. Harris Oscar A. Hernandez Frank Holliday Jr. Lance C. Keen Cecil L. Kershner III Vincent R. Lago Stacie A. Leavitt Korey H. Leo Roger L. Lockhart Jr. David P. Maheu Milton E. Martin ■

Robert M. Mayhew Mark P. McLean Samuel A. McVea Ryan D. Melius Gregory A. Morse Sue Noiles David L. Perrault Garrett J. Plourde Kevin R. Pond Gloria J. Richards Peter K. Robshaw Michael S. Roderick Chad E. Rogers Makiel Rosado Terry L. Rosensteel Nicholas L. Rossi Jose B. Salazar Gary E. Simmons Jr. Glenn J. Sirois Albert W. Spaulding Stanley W. Tyszko Byron A. Weymouth III Michael J. White Michael J. Wilczynski Eileen M. Wright Robert A. Young Thomas J. Zwizinski

8 Years

Darryl S. Bowers Shelly L. Campbell Michael A. Cavaliere Kye N. Chon Steven A. Clark Kate M. Cooley Bruce A. Cummings Dana J. Cyr Destiny S. Demo Dana R. Demos Alfred D. Desrosiers Douglas W. Easter Brian R. Edwards Gary L. French Charles J. Gervais Seth M. Goucher Genaro G. Guardado James A. Henry Robert F. Higgins Jr. Clark J. Holden Benedict S. Jasud Christopher Kammann Thomas G. Kingsbury Robert E. Kramer Jr. Timothy J. Leclerc Concepcion Majano Mark A. Malatesta Louis S. Martin Stephen R. Montgomery David P. Moreau Susan L. Morrison Devon E. Nadeau Clyde M. Newby III Terry A. Newton Carmine J. Nile Ronny M. O’Brien James W. Potter Matthew T. Raven Mark I. Seavey Paul S. Smith Thomas R. Smith Samuel F. Spinney Jr. David A. Stenzel Scott D. Thies Mariana S. Tubolino Joshua M. Turner Jerry J. Upton Andrew A. Vickers Adam S. Violette Charles R. Witt ■

7 Years

Wilson F. Almand Danielle R. Anthony James R. Baillargeon Steven A. Baker Tommy F. Barnes Jonathan B. Beebe Jesus Bernal Arthur G. Bolduc Lamar J. Boyer Jeremy J. Bragg John W. Campbell Jeffrey N. Carver Paul E. Carver Bruce D. Chesley James B. Chick II Michael S. Cianchette Lyle A. Clark Gary L. Crane Jason E. Croman Carl D. Franck Michael J. Franck Robert J. Franck Lewis A. Gatcomb Todd W. Gilley Kellie A. Guarino Michael D. Hachez Gary L. Hanmer Jeffrey S. Harrington Gary R. Hayes Matthew M. Hebert Mathew J. Henry Alan R. Hilton Michael W. Holmes Leonard M. Jackson Jeffrey M. Jones Joshua M. Justin Wayne A. Kimball Jeremy E. Kyllonen Brian E. Labbe Kenneth D. Landry Thomas M. Leonard Jean-Paul J. Lettre Harlow J. Libby Jr. Richard K. Lyons Terry L. Malloy Michael J. Manoski Gail E. Mayo Ronald F. McComb Jr. Peter McCormick Larry D. Mercier Allen R. Morey Charles H. Moulton Malvin W. Neal Billie J. Nelson-Clark Jeremie R. Nutter Paul A. Osborne Derek S. Perkins Aaron L. Preble Christopher P. Queen Rae F. Randlett III William L. Ray Jeffrey D. Robinson Leigh A. Ross Laura D. Schmelter Dean N. Schofield Jared M. Shelton Harold E. Sherwood Jr. Peter G. Smith Patrick M. Sughrue Ted J. Swenson Lesli C. Swieczkowski Wayne A. Tencati Raymond O. Ward Joshua R. Wells Daniel H. Wiedmer Remond L. Willette ■

6 Years

Walter H. Akers Jr. Isaac Benitez Matthew A. Bradeen Donald M. Busch Jose F. Carreira Patrick L. Child Chad R. Cote Jeffery K. Crowell James P. Cushing Manuel Del Rio Kevin M. Donovan Timothy M. Fiske Robert J. Fleury Jr. Robert M. Gallant Jeffrey D. Gilbert Roy A. Harris Ryan M. Holt Thomas P. Kinsella Timothy E. Kundert Russell R. Lane Gary G. Laskowitz Brian M. LeComte Randy T. Matthew Gary E. McPherson Albert J. Michaud Kevin O’Neill Amy L. Page Andrea L. Pelletier Lisa L. Perry Debra B. Scott Julia C. Smith Richard A. Toothaker David L. Walter Gregory E. Wiers Jamie G. Willett Harry A. Woods Jr. ■

5 Years

Charles S. Allen Ralph E. Allen Albert J. Arsenault Robert A. Bagley Jose Antonio Bernal Michael D. Brady Bruce J. Brown Jordan M. Bushey Marc J. Caldwell Wayne G. Canwell Jerry J. Chambers Joanne Choate Mark S. Cloutier John R. Colburn Devin S. Cooley Melissa A. Corbett William A. Cote Aric Dreher Corey J. Drost James M. Dungan Sarah C. Enos Christopher J. Everett Scott A. Ferrin Terry L. Fisher Christopher L. Frasier Eric C. Fudge Joshua T. Gale William K. Gassert Justin L. Goodale Brian M. Gormley Stuart L. Grant Jose N. Guzman Otero Mark A. Hansen Jacques P. Hobbs Patrick D. Holland Young C. Hong Christopher E. Jarvais Stephen G. King Robert D. Kitchin Justin L. Ladd ■

Nathan D. Landon Timothy A. Leonard James E. LePage Abraham E. Lovejoy James P. Marcella Jesse T. McVaney Magen L. Merrill James A. Moody Jr. Dennis J. Morin Justin D. Murray Sarah S. Nelson Christian W. Nielsen Chad A. Page Arthur F. Perault Daniel S. Perkins Ryan P. Perkins David A. Plunkett Joseph L. Poulin Brian M. Regan John C. Santoro Susan A. Scheyd Enos J. Schissler Ryan P. Schott Timothy C. Shelton Michael B. Smith Wendy S. St Amand Trinidad B. Suarez Guy N. Susi Nathan A. Sweatt Plummer L. Talley Zebediah E. Underwood Cory W. Verrill Richard C. Walkling Jr. Timothy C. Walton Charlie C. Warren Seth L. Webber Richard E. Westberry Jr. Darren S. Weymouth Tim Whitmore Alvin D. Williams William F. Woods

4 Years

James R. Adams Clifford S. Albert Mark F. Ashline Christopher C. Banker Cory M. Benedict Matthew A. Bergonzi Richard J. Bryant Erica D. Caldwell Stephen Clendenning James C. Crandall Adam J. Cristoforo Ryan Deppe Jonathan E. DiCentes Kurt A. Dickinson Nicholas D. Drake Steven T. Dube John W. Eckenroth Edward J. Everich Thomas M. Figura Megan L. Godfrey Gary Gonzales Marshall G. Goodchild Barbara E. Gudroe Elias J. Hershbine Dave W. Holst Hsiao Chin Hwang Karl Jahn Dennis A. Jarvis Kazimierz Jedrzkiewicz Kyle R. King John E. Krieski Paul R. LaBrecque Rex Lagle Steven G. Lavallee Richard L. Marvel ■

Steve N. McCallister Nathan C. McIver Lance C. McNally Thomas J. Morand Terry L. Munn Vickie L. Nadeau Wojciech Olak German C. Palestino Steven Peters Fredis A. Pineda Russell W. Pritt Bruce G. Radley Michael C. Rand William A. Richardson Eric D. Saucier George A. Schoeller Ruben J. Schofield Eric Daniel Seaman Dale E. Smith Darren R. Smith John B. Stewart Craig A. Stockwell David F. Stoddard Dale A. Thomas Joseph M. Thomas Jr. Anthony J. Tibbetts John A. Vadala Peter A. Vaillancourt Christopher M. Vane Michael G. Varney Jose U. Vasquez Patrick L. Violette Alvin A. Weaver Jamie D. White Sylvester Wynter Joseph M. Ziolko

3 Years

Carey A. Abbott Nicklas B. Altvater Matthew A. Anderson Chris M. Bailey Ramon A. Benavides Ronald W. Beneville Lisa A. Brown Shawn R. Bryant Nathan R. Butler Timothy M. Carrig Jorge L. Castro Chih T. Chen Peter E. Cianchette Travis G. Cilley Kenneth P. Cloyd Gary D. Cobb Raymond A. Collins Edmund C. Cooper Stephanie A. Cote Cecil Cowan Christopher A. Cowan Carl J. Cross Jr. Debra Cyr Scott R. Davis Keith S. Dawley Brad M. Dufour Joshua B. Emmons Robbie W. Ferguson Christopher M. Furrow Zaccheriah J. Gidney Adam J. Gilman Wilbert Gonzalez Jacob M. Gorman Derrick J. Graves Michele J. Guyette Benjamin A. Hall Nicole R. Hardy Shalakow E. Hebig Erica L. Heinssen Timothy C. Higgins Peter A. Hill ■

Randy C. Hutchinson Jr. Ryan C. Hutchinson Jeffrey R. Hyde Brian J. Jonah Kevin Jones Daniel M. Kelsey Clinton P. Kibbin Ronald Kief Anne M. Kutscher Carlos E. Kwakutse Dustin L. Kyser Ryan W. Laney Brian M. Larsen Jesus Limon Richard J. Loisel William J. Lovely Michael P. MacVane Cassandra J. Magoon Stephen C. Malatesta Troy T. Maloon Knowell A. Matthews Allison M. McDonough Andrew C. McFarland Philip D. McKenney Miranda L. McKusick Shane D. McPherson Nicholas A. Meader Diego Melegari Bruce B. Metrick John S. Moody Rebecca K. Moore Christopher Morrill Christine M. Nadeau Gary R. Nash Shawn P. Neal Wilfredo Nieves William R. Noddin Katie A. Noiles Stuart A. Northup Brent T. Nunn James F. O’Connor Carlos Oseguera Hong Ki Park Joshua A. Parker Andrew S. Peer Philip D. Pelkey Daniel T. Pellerin Timothy A. Perrault Ashley R. Perry Bret R. Pokorny Steve M. Pound John M. Quadrato John F. Quinn Jr. William R. Rackliff Daniel J. Records Shane D. Reisinger Kevin J. Rezendes Adam J. Rock Cameron D. Ross Dennis A. Ryan Sr. Joshua B. Sault George A. Schoeller Jr. Robert J. Schroeder Aldo R. Servello Jason T. Shinaberry David E. Sparaco Gary A. Steward Don J. Sullivan Robert C. Sweetser Turney E. Taylor Jason R. Thereau Kristen E. Theriault Larry D. Thomas Nathan J. Tibbetts Carly Z. VanCamp Sean R. Varney Adam P. Wallace Benjamin L. Ward Susan H. Weeks CIANBRO

Suzan West Richard A. White Tricia L. White Shawn T. Withee Adam M. Yeo

2 Years

Brett K. Adams Jerry C. Adams Matthew S. Adams Luc L. Allain Fredi D. Alvarenga Marbin A. Alvarenga Michael L. Anderson Michael J. Astle Samuel A. Baker Sean A. Banks Megan M. Barnes Alfred T. Baron Holly J. Belanger Donald J. Beliveau Larry A. Billings Jr. Michael N. Bissonnette William E. Bonneau Matthew R. Bosiljevac Pierre A. Boucher Robert N. Bouley Daniel R. Brown Joseph S. Buckley Otey A. Burdette William D. Burdette Christopher J. Burrill Miguel A. Cabrera Jason J. Canarr Mario A. Cardona Rigoberto B. Castro Seth T. Cates Betty-Jo Chambers Christopher A. Chatto Keith A. Chubbuck John E. Ciolfi Daniel T. Coffey Anthony S. Connor Timothy J. Cooley Kate E. Cordone Christopher G. Correia Darren T. Cote Joseph D. Cote Rodger D. Cote Deborah A. Croteau Laura L. Curtis Levi N. Daku Steven M. Damon Vanessa L. Davis Zachary R. Davis Russell S. Dean Todd C. Dean Anthony R. DeRice Thomas P. Dodge Jeffrey M. Doucette Joseph C. Ducharme Mark A. Dunphy Donald D. Duvall Shane C. Ennis Dimitri Escrich Arrin J. Farrar Jose L. Felix Max C. Fish Wyatt E. Fitzgerald David C. Fosselman Michael Fox Nicholas D. Fox Scott R. French Michael L. Garnes II Justin D. Gemmell Christopher A. Gerold Aaron P. Gibbs Timothy N. Gleason Michelle L. Godsoe ■


Nathan L. Goff Omar C. Gonzalez Mark A. Goodman Kleber J. Gould Dee Ann L. Grazioso Ashley A. Grindle Alan B. Grover Nelson Guzman Jason L. Hancock William E. Handy Jaime V. Hanson James R. Hanson Cody A. Harrison Curtis M. Hatt Jeremy P. Hendrickson Aida L. Hernandez Selvin Hernandez Lopez Conrad A. Hichborn Jonathan P. Hicks Randolph B. Higgins Zachary W. Hines John O. Horne Mark M. Hovey James M. Howe Justin K. Huber Lori J. Hughes Brad W. Inforati Nathan L. Jamison Jeffery W. Jernigan Jordan J. Johnston James J. Jones Travers D. Jones Jessica A. Kandel Christopher T. Karlen Michael R. Keim Trevor A. Kelley Elizabeth L. Kennedy Eui C. Kim Joseph D. Klekotta Christopher M. Koppes Amy L. Lane Lorie A. Lane Willis L. Lane Thomas R. Langille Robert S. Larby Joshua A. Lavine Patricia A. Lawrence Pierre Leclerc John D. Lee Joshua Lee Jeffrey C. Lerch Ricardo Limon Matthew R. Long Michael A. Long Renaldo R. Lowry Jordan R. Lyford Joshua T. Madden Todd E. Maloon William D. Mason Thomas H. Matson Adam J. Mazerolle Zachary T. McFarland Shawna L. McKenney Robert R. Meckley Alejandro Mejia-Gamez Jamie E. Melia Jason Menard John P. Merrill Dale P. Michaud Steven D. Michaud Joshua J. Moore Andrew R. Moss Solomon Cathy M. Mudge Brenda E. Nichols Aaron P. O’Donnell Colleen K. O’Hare Jason A. Oko Nelson E. Padinha C H AT T E R


Christopher J. Palmacci Jae Park Ralph C. Pearl Ryan N. Peavey Kyle D. Pellerin Richard A. Pepin Juan R. Perez Zachary E. Perrin Jonathan Peterson Shelley A. Phillips-Mills Ashlin K. Piehl Christopher M. Pineau Kayla J. Pomroy Aaron M. Poole Jacob L. Poole Will A. Portillo Jose F. Portillo Munoz Matthew D. Pratt Matthew Q. Proctor Brian P. Rancourt Jose M. Recinos Kyle A. Rideout Joseph G. Rivera Ryan W. Robbins Thomas G. Robinson Anthony C. Robles Carlos A. Rodriguez James K. Roy Timothy J. Rutecki Kevin P. Salaoutis Gerardo L. Santos Victor Santos Timothy C. Sawyer

William A. Sawyer Keith S. Seekins Kevin W. Sellars Glenn A. Severance Jonathan D. Sharp Brayden L. Sheive Irving E. Sherman David K. Sinclair Joshua J. Slama Robert J. Slama Heather J. Smith James M. Smith Hector Sosa Graydon H. Spencer Jeffrey A. Stackpole Christian E. Stefens Timothy N. Storer Matthew S. Sullivan Erin S. Susi Josh M. Tanner Ernesto A. Tejada John W. Templin Wade M. Teryek Oliver C. Thayer James L. Theriault Daniel W. Thibeault Andreus D. Thomas David W. Thomas Sr. Stephen M. Thomas Dylan C. Thompson Matthew C. Tinker Wayne A. Tracy Michael S. Tripodi

Anthony V. Turner Kenneth R. Underhill Christopher M. Vainio Jorge A. Valdiviezo Joseph P. Vanidestine Anita M. Verrill Filomena Vieira Jonathan E. Ward Seth M. Washburn Timothy D. Washburn Bradley J. Weiland Benjamin Weingarden Michael A. Welles Ronald J. Wheeler Jon M. Whitney Andrew M. Winiarski Jason A. Worster Scott E. Wright Taylor D. Wright Cesar I. Zuniga

1 Year

Suzelle G. Allain Garry L. Allan Joseph R. Almand Ulises Alvarenga Kenyon R. Becker Emily A. Bickford Corey M. Blagdon Thomas A. Boisvert Scott A. Boucher Michelle A. Boutilier Kevin K. Brogden ■

Debra L. Brown Ronald R. Brox Gregory A. Cannady Jeffery P. Chandler Michael E. Child Eric T. Clark Christopher W. Cochrane Louis M. Conley Jason A. Coombs Jillian J. Cote Richard J. Cote Christopher C. Courville Patrick C. Daley Kevin R. Davis Stephen A. Day Philip DeRoo Russell O. Dunn Richard D. Dunton Mark G. Dwyer Jennifer L. Edwards Yvette M. Feiteira Orene L. Ferris Derek G. Fitzgerald Tony D. Foster Brenna N. Frania David E. Gagnon Matthew D. Gale Zachary Gardiner Christopher K. Gernand Ramon A. Gomez Manuel Gonzalez

Robert L. Greene Jr. Bradley N. Grillo Andrew W. Hallett Lamar B. Harrell Jeffery H. Harvey Zachary L. Hayes Brian Hetherman Derek M. Hilton Joseph G. Hutzel Kyle P. Jensen Sean G. Kelley Justin V. Kitchin Jacob A. Klaiss Jack A. Klimp Matthew W. Kling Matthew B. Knarr Mark A. Lagasse Clay W. Lawlor David C. Leith Jr. Joseph M. Lucas Brooke K. Lynch Janelle H. MacDermott Scott R. MacDonald Leonard A. Maggiani Nicholas J. Martin Adam K. Matheny Shawn J. McAlpine Edward J. McCormick Amanda M. McDermott Torrey C. McDonald Michael C. McGeady Clarence B. Michaud Trevor C. Micoletti

Christopher J. Mitchell Bryan K. Moore Shane E. Morrison Douglas C. Nelson Nicholis R. Nelson Eddy R. Ordonez Steven M. Osborne Scottie R. Peters King J. Phengvath Scott C. Rand Jay M. Reynolds Matthew R. Rickards Douglas J. Robinson Raymond E. Ross Douglas E. Sandin Jeff J. Sargis John D. Savage Billy A. Sawtelle Kurt M. Silvia Gabriel M. Sloane Matthew J. Smith Vandana Sood Owen M. Souer Flavio Spadotto Neeley J. Stanton Robert A. Tourtelotte Jason E. Vetter Brian C. Williams David C. Williams Douglas Williams

Equal Employment Opportunity & Workplace Harassment Cianbro is an equal opportunity employer committed to the principles of equal employment opportunity. We do not discriminate based on marital status, race, color, gender, religion, national origin, gender identity, age, veteran status, union affiliation, disability, or sexual orientation. We are also committed to employing and advancing qualified veterans and disabled veterans.

It is the policy of Cianbro to: 1. prohibit illegal discrimination against any Cianbro team member or applicant; 2. implement affirmative actions to achieve our diversity goals; 3. employ only U.S. citizens or lawfully authorized alien workers; and 4. apply appropriate discipline for any violation of this policy. In addition, all Cianbro team members have the right to work in an environment free from harassment based on marital status, race, color, gender, religion, national origin, gender identity, age, veteran status, union affiliation, disability, or sexual orientation. Harassment of any kind is not only a violation of Cianbro policy, it’s against the law. Cianbro does not allow any form of workplace harassment by its supervisors, workers, subcontractors, or suppliers. Cianbro will take any action necessary to prevent and correct it from happening. Cianbro does not allow team members to physically or verbally harass other team members of the same or different gender. This conduct includes, but is not limited to, display of offensive images, slurs, off-color jokes, or 3 4


degrading comments concerning marital status, race, color, gender, religion, national origin, gender identity, age, veteran status, union affiliation, disability, or sexual orientation, graphic verbal comments about an individual’s body, and display in the workplace of sexually suggestive or offensive objects or images. Although it may not be anyone’s intent to offend, this behavior is strictly not allowed when it has the effect of offending another team member.

Both federal and state laws prohibit sexual harassment. Sexual harassment is defined as unwelcomed sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when: • submission to such conduct is made explicitly or implicitly a term or condition of employment; • submission to or rejection of such conduct is used as a basis for employment decisions; or • such conduct has the purpose or effect of substantially interfering with work performance or creating an intimidating, hostile, or offensive work environment. Cianbro is responsible for its acts and the acts of its supervisory team members with respect to sexual harassment regardless of whether the specific acts complained of were unauthorized or known by Cianbro and regardless of whether we knew or should have known of their occurrence. No supervisor is permitted to threaten or insinuate (either openly or implied) that a team member’s submis-



sion to or rejection of sexual advances will in any way influence decisions regarding the team member’s employment, evaluation, wages, advancement, assignment, or any other condition of employment or career advancement. Team members must give management the opportunity to correct the situation in cases of supervisory or co-worker harassment. To help ensure team member safety, please report protection order or personal situation that may compromise workplace safety, to your supervisor.

Team members who believe they have been harassed or discriminated against should immediately report their concerns to any of the following: • supervisor • project EEO coordinator • project leader • regional HR manager • corporate EEO officer • corporate assistant EEO Officer Cianbro’s EEO officer is Alan Burton, vice president of human resources, safety, and health. He can be reached at (800) 315-2211, opt. 1, ext. 2169 or (207) 679-2169. Rita Bubar, corporate human resources manager, is Cianbro’s assistant EEO officer and can be reached at (800) 315-2211, opt.1, ext. 2110 or (207) 679-2110. If the complaint is not resolved to your satisfaction, contact the Human Rights Commission (or appropriate agency) in your state. It is unlawful for Cianbro to retaliate against anyone who files a complaint of discrimination or harassment.

September 15, 2010: Brightman Street Bridge Passes a Big Test ■

By Alan Grover and Anne Kutscher

Since beginning work at the Brightman Street Bridge project between Fall River and Somerset, Massachusetts in 2007, a major milestone that Cianbro/ Middlesex crews set their sights upon was the installation and initial lift of the East Bascule Spans. On September 15, 2010, this engineering feat was accomplished due to the hard work, dedication and expertise of the team members on site. It took three years of effort involving 470 tons of steel H-pile, 24-thousand cubic yards of concrete, 15-million pounds of structural steel and 655-thousand work hours. But when the target date arrived, Cianbro/Middlesex team members were ready. Planners back in 2007 had set aside the 15th of September for the first lift of the East Bascule Spans, and by eight o’clock in the morning, all the plans were coming together smoothly. “It’s an extraordinary project,” said Cianbro’s Electrical Superintendent Steve Dube. “It’s large. There are a lot of factors with safety. And obviously, safety is always our number one focus. And the planning of the bridge operations goes through multiple levels of people, and multiple meetings. We’re always fine-tuning. Things are always arising as things move on. So, it’s always a work in progress.” Project Manager Kaven Philbrook added, “We’ve been having meetings daily on all the steps that we have to go through. We have a very, very well thought out and detailed

Project Engineer Joe Clough, Project Manager Kaven Philbrook, and Electrical Superintendent Steve Dube monitor the first lift

lock out tag out program. This bridge is four million pounds of weight that’s moving. It has no feelings on hurting anybody or whatever. You get one shot. And we take that very seriously. We had a meeting before we opened it, with stationing everybody in certain locations with radio contact and a checklist. It’s all about safety. And once we get the thing moved, then the millwrights can make all their checks, and make sure it’s all operating properly.” In the pre-lift meeting, about two percent of the discussion was about the procedure that would lift the span, and 98-percent about safety. Philbrook pointed out the incredible amount of detail that had gone into the three year journey to get to this crucial test. Inside the bridge’s state-of-the-art control tower, 7000 control wires were terminated and double-checked in the last few days leading up to September 15th. The control panel manufacturer, Panatrol, had been on site with JV electricians, double-check-


ing all the terminations, and troubleshooting. So, when the long-awaited moment arrived, all the details were behind the team and all that was left to do was to push the button and see how the bascule spans would react. The signal to go forward with the test was three blasts of the bridge horn. Three blasts later, the bridge span rose flawlessly. “It makes me proud,” said Dube. “And I’m saying this not just from an electrical standpoint, but from a team standpoint. There are many people involved here, right down to having concrete in place and ready, the balancing of the bridge, the ironworkers having stuff fastened down, the millwrights having all of their equipment in place, and so forth and so on. It’s a joint effort, and it shows.” Project Manager Philbrook compared the experience to coaching an athletic team. “For me, it’s just a great feeling to watch everybody working together and make something happen,” he said. “We’re in the playoffs, and we take one game at a time. So, we’ll celebrate this achievement now, and this afternoon, we’ve got the next achievement to hit. So we’ll just roll up our sleeves and get back to work and continue on.” Fine tuning of the leaf mechanical systems is scheduled to be performed throughout the coming winter to ensure that the bridge is in optimum working order when it is handed over to the Massachusetts Department of Transportation.

✔ 509,495 Project Safe Hours



3 5

Presort Standard US Postage PAID Permit No. 112 Bangor, Maine 04401

CIANBRO An Equal Opportunity Employer




J U R Y-



■ Chatter Editor – Alan Grover Chatter Team – Lauren Benttinen, Bonnie Brown, Kris Chipman, Lisa Cunningham, Laura Curtis, Brenna Frania, Michelle Godsoe, Jessica Kandel, Sean Kelley, Anne Kutscher, Dawn Lewis, Andrea Pelletier, Brian Rancourt, Lesli Swieczkowski, Becky Thibodaux Contributing Writers – Chad Allen, Emily Bickford, Earle Cianchette, Bruce Cummings, Steve Dube, Jennifer Edwards, Bill Follett, Josh Gale, Scott MacDonald, Allie McDonough, Rebecca Moore, Chet Muckenhirn, Jim Richards, Bev Rollins, Brayden Sheive, Dave Shorey, Pat Sughrue, Brian Watson Special thanks to – Betty Brescia, Devon Nadeau, Design – Jean Cousins D TO A N A TE I IC Feedback: Do you have questions or comments about the Chatter? If so, we’d appreciate hearing from you! SINCE 1949 Please email: • call: 207-679-2542 • or mail to: Cianbro Corporate Office, Attention: Chatter Editor OR KPL EE W A

Top left photo:

Southern New England Region Pearl Harbor Memorial Bridge New Haven, Connecticut Photo by Dan Musselwhite Bottom left photo:

Mid Atlantic Region Roth Rock Wind Turbines Oakland, Maryland Photo by Brad Grillo Large photo:

Northern New England Region Gulf of Maine Research Institute Pier Portland, Maine Photo by Dan Musselwhite

Cianbro Chatter  

Volume 40 Number 2 - Summer/Fall 2010

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