Page 1








Sarah Long Bridge Project: PAGE 4

Distrigas LNG Import Terminal PAGE 19

Portsmouth Naval Shipyard: PAGE 30

Baytown: PAGE 32


4 Confidential

PRESIDENT’S Message I am happy to share that our Lean journey is well underway and going extremely well. Our team members are very focused on “Doing their jobs and improving their jobs.” The amount of collaboration and teamwork being generated with this initiative gives me every bit of confidence that we will be able to achieve our goal of growing our sales volume while maintaining a flat corporate overhead level. We are beginning to use Kaizen boards in different departments as well as in various business units. When these boards first appeared, individual team members commented that they were not seeing transformational changes being posted. It is important that we all realize that the fact that we are implementing the Lean principles is transformational in itself, and that the continuous deployment of improvements will transform the company forever. Lean, like health and safety, is a never ending journey. Our Blue Future Team continues to work diligently on improving the efficiency of the business processes we use, and eliminating the ones Andi Vigue that are not adding value. One of the key processes the Blue Future team is working to enhance is payroll. The amount of human effort that is consumed each week to ensure that the workhours of nearly 4,000 team members are collected, coded, and processed is enormous. By introducing some technology and streamlining the process, we believe we can significantly reduce the cost of our weekly payroll. The Lean principles we adopt will also allow us to add more value to our customers and position us to do more repeat work. This will be done by sharing our Lean accomplishments and demonstrating the direct and indirect benefits of continuous improvement to the customer. We must never forget that our customers are the ones who provide us the opportunities to construct. Their success directly correlates to our success! As 2016 concludes and 2017 begins, I am happy to share that all the hard work has allowed us to achieve our budgeted goals at year end and positioned us well as we move deeper into the new year. Tremendous gratitude goes to every team member for their hard work and dedication, to the family and friends who support the men and women that make Cianbro successful, and to our customers who entrust us with their construction needs. Now let’s all go make this year a great one!

Andi 2

C I A N B R O F A L L / W I N T E R C H AT T E R


10 Confidential 14 Baytown, Texas


16 Bethune, South Carolina 18 Fort Wayne, Indiana





CT 9











PA 12

MD 12

NJ Atlantic Ocean

VA PROJECT MAP NUMBER 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18


Sarah Long Bridge......................................4 MBTA Merrimack River Bridge....................6 Pisgah Mountain Wind Project....................8 A Decade with an LNG Client.................... 11 Ricker’s Bulkhead Project.........................12 Walk Bridge Update...................................17 Distrigas Mechanical Structures................19 EMMC Modernization................................20 Milford Boil-off Gas Project........................24 LNG Vaporizer Replacement ....................26 Emergency Generator Installation.............27 ESNG Compressor Stations......................28 Portsmouth Naval Shipyard.......................30 Baytown Olefin Furnaces..........................32 Manning LNG Facility................................35 Suominen Nonwovens Machine................36 Madison Solar...........................................42 AEP Allen 138 Kilovolt Line.......................43


President’s Message.........................................2 Cianbro Equipment’s Lean Journey..................3 Safety Means Job Opportunities.......................9 New Project Documentation Solution..............10 Students Visit Cianbro Institute.......................13 Employee Ownership News............................13 An Old and Long-Running Client.....................14 Blue Future Project Introduction......................15 Power Generation Merges with IDM...............16 Cianbro’s Quality Management System..........18 Repeat Business.............................................22 Remembering Pearl Harbor Bridge.................25 Wellness: Get an Annual Exam.......................29 Wellness Scorecard Challenge.......................31 25 Year Awards................................................34 Anniversaries...................................................38 In Memoriam...................................................41

Cianbro Equipment:


By Nick Arena

Cianbro Equipment has begun our Lean journey. Early in 2016 we began learning about Lean and how to incorporate Lean principles into our business. The team is dedicated to supporting the Cianbro Companies as we grow, with an even better level of service, and without adding additional overhead. Since May 2016, managers and supervisors have been participating in Lean education sessions and discussions, with “do your job and improve your job” as the goal. In the fall, a “Continuous Improvement” bulletin board was installed at the Pittsfield facility. The board provides a way for all team members to share any efficiency improvement that they have made to a method or procedure at work or at home. Team members fill out a card for each issue describing the initial situation, the efficient idea that they implemented to improve the situation, and the results. The card is then placed on the board for all to see. By year’s end, more than 400 improvements had been shared, with many of those being adopted by other team members, thereby multiplying the time savings and efficiencies. Taking advantage of technology is one more step down the Lean

path. Cianbro Equipment departments have begun using Visual Management Boards, which allow real time sharing of information between team members who need to know. The data is accessed from a computer or other device, and anyone with any input can add to that content. The updated data is then seen immediately by all participants. Different boards are used for maintenance scheduling, small tool orders and repairs, transportation, forms and scaffolding, and to share continuous improvements. This winter, Cianbro Equipment will begin weekly interactive safety meetings. The equipment group has team members in Portland, Bloomfield, and Baltimore as well as at the main facility in Pittsfield. To ensure that a consistent safety message is shared with everyone, the weekly safety meeting in Pittsfield will be beamed via video conferencing to team members at the other locations. Everyone will be able to participate from any of those locations, providing a great opportunity to share Lessons Learned and Near Misses, as well as Team Member Recognitions. Safety meetings will also be recorded, ensuring that team members who might be away during the meeting will have the chance to view the proceedings at a later time. 2016 was also the first full year of utilizing the Infor M3 software, which was implemented in the fall of 2015. The group has realized the capabilities

and added efficiency that this tool possesses. A wealth of information is at the user’s fingertips, allowing team members to know the status of any tool or piece of equipment: whether it is being evaluated, being repaired, or is ready to rent. Items that are out on jobsites are also easily tracked, from bed ladders to excavators to boom pendants. Knowing what is being utilized and where it is being used is helpful as the team gauges the fleet to ensure that assigned equipment reflects the needs of our customers. The transportation department has benefitted from the application of the M3 software as well. The program has helped to expedite the truck loading process, and soon, transportation invoicing will become more timely and streamlined through M3 processes. Our Lean initiative and embracing the benefits of technology, including new software, have contributed to the success of Cianbro Equipment’s succession plan. Doug LaCroix has been promoted to Equipment and Facilities Manager. Howard Lynds has taken the position of Rental Superintendent and Eric Saucier is now the Maintenance Superintendent. Lastly, Chris Jarvais is now the liaison between the equipment group and the other Cianbro business units and market sectors, along with taking responsibility for Cianbro Equipment’s External Business Development.

C I A N B R O F A L L / W I N T E R C H AT T E R



Raising the New Towers, Razing the Old Span Infrastructure Market n

By John Merrill

As 2016 came to a close, it was becoming easy to see the progress on the project to replace the existing Sarah Mildred Long Bridge, which connects Kittery, Maine to Portsmouth, New Hampshire. With over two years on the project mostly being dedicated to access and substructure work below water, along with stockpiling precast segments, the last six months have really expanded the new bridge into the skyline and into the public’s view. As part of the accelerated schedule to replace the bridge, the project has included a shutdown period from November of 2016 to September of 2017 during which the old bridge could be shut down and dismantled while the new bridge is still under construction. During this time, the Portsmouth Memorial Bridge and the Piscataqua River Bridge (I-95) will detour traffic that would typically use the Sarah Long Bridge. This shutdown kicked off early when a mechanical failure of the existing bridge forced its closure in August of 2016. The bridge was stuck in the open position, and was closed to vehicle traffic. The project team accelerated the demo schedule and in September floated out the existing lift span to be demolished. The machinery and counterweights were removed from the towers, and then the towers were dismantled. The road deck was saw-cut and removed in slabs, the approach spans were demoed, and the four fixed truss spans were floated out, leaving just the piers which will be removed. At the same time that the existing 4

towers have been removed, the new lift span towers have been installed. The concrete foundations that support the towers were installed over the summer, and the precast tower segments were loaded onto barges. Cianbro’s new MLC 300 crane on the Pride barge installed the precast tower segments on the new foundation. Twenty-one precast tower segments, each weighing 100 tons and measuring eight feet tall, were stacked to make each of the four lift span towers. This achievement capped the last year and a half of work by the Cianbro crew that built all 88 of the precast tower segments. The precast crew placed the last segment in January. Work in the towers has also included the installation and alignment of the counterweight guides, and installation of the counterweight boxes and operating drums. A three-foot precast cap topped off the precast towers, which opened up the work on the tower cap which includes a cast in place slab and the sheave walls and pedestals. The new railroad and roadway decks are also made up of precast segments which are being cast offsite and trucked to the site. Segment erection began during the summer with the railroad spans on the Portsmouth side of the bridge. The segments are erected in a balanced cantilever, where segments are set on the pier and then evenly added to each side until they reach half way to the piers on either side. This process is continued on the next pier, leaving a small gap between the two cantilevers which is then filled with concrete. This was completed on five piers, creating 784 feet of railroad deck out of 66 segments. After this, work on the vehicle deck segments began. This work began at Piers 1 and 2, which create the 270-foot span over Market Street in Portsmouth. The work

C I A N B R O F A L L / W I N T E R C H AT T E R

has taken a lot of coordination to be able to work in and over the roadway while maintaining traffic flow. It has also been one of the more visible aspects of the work with the segments balanced out over the roadway and over the traveling public. Work is being done currently to prepare for railroad segment erection on the Kittery side, which began in February, followed by the vehicle segments. Cast in place concrete work continues to take place across the jobsite. The substructure work on the Portsmouth side wrapped up as the vehicle abutment was placed in February. Work remaining on the Kittery side includes the vehicle and railroad abutments, along with the

vehicle columns on Pier 14. The towers remain the largest portion of work for this team. Along with the slabs that top off the precast towers, formwork on the Kittery machinery room roof has begun. The Portsmouth machinery room is not far behind with work on the walls progressing quickly. After the machinery rooms are complete, work on the electrical rooms will begin. The electrical rooms consist of a floating floor, walls, and a roof that spans from one precast tower to the other at each tower pier. In addition to all of this work, there are three integral piers, where the vehicle segments are cast into the pier columns rather than sitting on bearings. This

“There is a lot of work to be accomplished before the new bridge can be opened to traffic, a milestone which is scheduled for September of 2017.�

work began in January and will continue through the spring. Work is also set to begin on site to assemble the lift span. The steel lift span was built off site, and will be disassembled and loaded onto a barge to be towed to the site. Once it arrives it will be reassembled on a barge so that it can be floated into place once the lift span towers and the machinery are ready. There is a lot of work to be accom-

plished before the new bridge can be opened to traffic, a milestone which is scheduled for September of 2017. With the continued solid efforts of everyone on site and the use of all of the valuable resources that Cianbro has to offer, the project continues to move steadily toward a successful completion. 4 336,159 Project Safe Hours

C I A N B R O F A L L / W I N T E R C H AT T E R


Founding a Relationship with the MBTA Infrastructure Market n

By Brayden Sheive

For many years, and with many successful projects added to the list, Cianbro has had the opportunity to work with the Massachusetts Department of Transportation (MassDOT) Highway Division. MassDOT is comprised of four divisions; the Highway Division, the Rail and Transit Division, the Massachusetts Registry of Motor Vehicles, and the Aeronautics Division. All of these divisions are crucial to the safe and reliable infrastructure and transportation needs for the state and the millions of people who rely on MassDOT daily. The Rail and Transit Division is also known as the Massachusetts Bay Transportation Authority (MBTA) and includes the following modes of transportation: bus, boat, paratransit, light rail, heavy rail, and commuter rail as well as other Regional Transit Authorities. The MBTA alone transports more than 1.3 million passengers daily. The Highway Division and the MBTA, in particular, require significant maintenance and capital delivery projects to keep up


with aging infrastructure and increased transportation needs. By spring of 2015, Cianbro recognized that the MBTA was in need of qualified general contractors to aid in the successful construction of many upcoming capital projects similar to the Highway Division. After a rigorous proposal and interviewing process, Cianbro was selected by the MBTA to perform the Design-Build Contract for the Merrimack River Bridge Piers Rehabilitation Project in Haverhill, Massachusetts. The project is unique in the fact that it is one of the first Design-Build alternative delivery projects that the MBTA has undertaken. Inherently, this is an excellent opportunity to demonstrate to the MBTA Cianbro’s ability to manage and perform alternative delivery projects such as this, safely and successfully. The uniqueness of this project requires the Cianbro team to create a solid partnership with the MBTA, and to date, the team has done so effectively. In late October of 2015, Cianbro was given Notice to Proceed. Since then, the design has been further developed and

C I A N B R O F A L L / W I N T E R C H AT T E R

finalized and the first of three construction work seasons has been executed. In the early stages of development for the project, Cianbro identified Louis Berger Group of Needham, Massachusetts and their sub-consultants Mueser Rutledge Consulting Engineers of New York, New York and Lamson Engineering Corporation of Newton, Massachusetts as the Engineers of Record for the project. The general project scope consists of designing and installing substructure improvements and scour countermeasures for a 500-year flood event for the piers and abutments at the

Merrimack River Bridge. The work at each of the four piers entails dredging existing materials, installing steel sheet piles for scour protection and grout containment, installing and removing structural steel temporary work platforms, drilling and permeation grouting the soils beneath the piers, and installing concrete embedded rip rap between the sheet pile and the footing of the piers. At the north and south abutments, the work consists of installing

design was created to limit the areas of impact as well as incorporating temporary containments around the piers and abutments to allow work activities to take place during the Time of Year Restrictions. Work has been strategically sequenced and scheduled in a manner that allows the team to overcome these challenges as well. Two Flexi-float Jackup barges were chosen as part of the equipment package in order to overcome the challenge of limited draft, and even

and removing temporary containment, installing and removing temporary work platforms, installing a continuous wall of 14-inch diameter reinforced concrete secant piles beneath the river bed, and installing concrete embedded rip rap between the secant piles and the footing of the abutments. There are several other items that make this project unique. Some of the more influential items are Environmental Time of Year Restrictions, tidal conditions of the Merrimack River, existing mud-line of the river bottom at and around the bridge, and limited headroom due to the superstructure. Cianbro’s design approach, means and methods, and equipment selections were all solutions to the items above. The

“no water” at times, for the barges. Additionally, a vibratory hammer mounted on an excavator was chosen to aid in the advancement of steel sheet piles in the areas of limited headroom. Not only does the Merrimack River Bridge carry passengers of MBTA’s Haverhill commuter rail line daily, but the structure also allows for the daily passage of Amtrak’s Downeaster from Maine to Boston, as well as various freight trains. It’s of the utmost importance to the MBTA that continued rail use is not altered or delayed. The range of solutions to the unique challenges of the project are another reason Cianbro was chosen by the MBTA to perform the work. The MBTA and their Fiscal Man-


Alex Berry, Dylan Blanchet, Robert Blanding, Kyle Bohunsky, O’Neil Boivin, David E Bond, Matt Bradeen, Richard Brown, Thomas Caldwell, Tara Coffin, Henry Cone, Robert Costine, Jason Daley, Thomas Davis, Brian Donaghey, Adam Eastman, Wayne Enman, Sarah Enos, Michael Evanchak, Anthony Faiola, Luke Finley, Alan Fisher, Peter Foster, Dean Frederick, Joseph Friant, Jean Gantnier, Gary Guindon, Charles Hall, Thomas Hamel, Cameron Harlow, Ryan Hawkins, Benedict Jasud, Daniel Keating, Ronald Kief, Bruce Knox, Carlos Kwakutse, Jeremy Kyllonen, Jeffrey Lerch, Spencer Lynds, Ryan Marcotte, Carl McAdam, Dylan McKenna, Shanna Merrill, Brian Michaud, Daniel Moulton, Bill Moulton, Griffin Mowatt, James Musselwhite, Novak Nedic, Mark Nelson, Matthew Novicki, Travis Noyes, Christopher Pond, Kevin Pond, Adrian Reimann, Fernando Rivera, Cameron Ross, John Rossignol, Jason Rourke, Deborah Rowe, Keith Ryder, Brayden Sheive, Mike Sieber, Kimberly Sieber, Stephanie Smith, Patrick Sughrue, Pete Vaillancourt, Lauren Walsh Lohn, Craig Weaver, Rosanne Wess, Richard Westberry, Jonathan Wheaton, James White, Daniel Williams, Paul Williams and Harry Woods.

agement and Control Board made some significant strides in late 2016 to plan for efficient and timely deliveries of capital projects over the next five years and beyond. It’s clear that this approach is something the MBTA views as critical to their operations. Cianbro and its team will continue to build the foundation of a strong relationship with the MBTA, their consultants and other influential parties through the successful rehabilitation of the Merrimack River Bridge piers. 4 35,065 Project Safe Hours

C I A N B R O F A L L / W I N T E R C H AT T E R


Pisgah Mountain Wind Project Power & Energy Market n

By Aaron Cianchette

The Pisgah Mountain Wind Project is a prime example of Cianbro’s commitment to clients and helping them find solutions to make their projects successful. Cianbro first started assisting the project’s initial owner, Paul Fuller, back in 2011 with preconstruction services. That assistance continued intermittently before a contract was finalized in February of 2016 with the project’s new owner - SWEB - an Austrian and Nova Scotian company that specializes in renewables. Fuller didn’t have any engineering completed at the time that he called upon Cianbro. The company helped him to create a roadmap for what the project would look like, including how the site 8

would be accessed, the design of the road network, the electrical engineering plans, the interconnect with the grid, and more. SWEB hired Cianbro as an EPC contractor, in charge of the engineering, procurement and construction for the entire project. Team members handled everything from site civil design, electrical design, foundation design, all while conforming to the project’s permit. The extraordinarily tight permit constraints proved to be Cianbro’s biggest challenge on this job, leading the company to deal with all of the grades and access and contours to fit the permit. By December of 2016, as contracted, the project was making power with its five 1.8 megawatt Vestas turbines. The facility is rated for an output of ten megawatts, and was tied into the grid by Emera electricians. Cianbro constructed and commissioned a 115/34.5 kV substation, and installed overhead and

C I A N B R O F A L L / W I N T E R C H AT T E R

underground collection lines, to facilitate the tie-in. “We helped the customer climb through a lot of obstacles,” said Cianbro Wind Energy Services Manager Parker Hadlock. “We were highly complimented by the turbine manufacturer, Vestas, for the quality of the work that we turned over, which they said was the best in the world...the best they’ve ever seen. So, we’re extraordinarily proud of those two items.” This EPC project was led by Aaron Cianchette, Superintendent Ben Blodgett, and project engineers Jesse Chase and Brad Therrien. General Foreman Patti Brann, and Foreman Paul Holmquist provided the frontline experience and leadership that played an integral role in the safe completion of the project. Excellent working relationships, and the client’s experienced team, provided a collaborative atmosphere that could solve problems and ensure the

success of the project. Cianbro’s engineering was led by Pete Foster who coordinated the efforts of engineers at CES (permit compliance), Sebago (site civil), Barr (structural foundation), and RLC (electrical collection and substation), all providing a high quality deliverable on a tight time table. Richard Bachelder and Ted Dunn led the effort at the substation. Safety, quality, and productivity at this yard were second to none. A Cianbro T&D crew led by Corey Blagdon mobilized and made short work of the overhead collection. Many team members showed their versatility and adaptability which Cianbro has held up over the years as a source of pride. Aaron Stevens, Derek

Grenier, Dale Wilson, Brad Vanadestine, Brandon Wilson, Steve Lancaster, Lamar Boyer, Jeremy Whitney, and Scott Bumps

are just a few of the team members called upon to perform multiple tasks in several phases of the project to include earthwork, substation and turbine foundations, underground collection, turbine erection, and commissioning. Large numbers of team members who played an integral part in the turbine erection were specifically chosen to expand our turbine erection team, and many tackled larger crucial roles. Among the many are up-tower Crane Signalman Chris Bates, trained by John Rossignol, down tower Electrical Foreman Roland Clark and Mechanical Foreman Nick Nelson. Hats off to Office Manager DeeAnn Grazioso. Thanks also to Interns Kate Handville and Cameron Coutts. Cianbro’s Equipment Group supported the Pisgah project by purchasing a new “BRS” or Boom Raising System (seen in red in the photograph on page 8). This new accessory to Cianbro’s M-16000-WA crane gives the team the ability to lift 350 feet of boom and erect wind turbines that are up to 100 meters in hub height. All of these team members accepted the challenge and helped deliver Cianbro Quality turbines, safely and ahead of schedule, to a very satisfied client.

Cianbro’s Beyond Zero Safety Philosophy Also Means Multiple Job Opportunities Safety n

By Ben Connors

Working safely is how we conduct our business at Cianbro as is demonstrated by the message of Beyond Zero: Cianbro is committed to sending team members home in better condition than when they arrived at work -- healthier, more educated, and able to influence people around them in their own lives. This means taking care of our team members and our subcontractors. If we all do our jobs as leaders every day (leadership is a behavior), watch out for each other, and look for and speak up when we see hazards, then we will go home safely to our loved ones. While there is nothing more important than the health and wellness of our team members, that is not the only benefit we receive when we work safely. Our ability to manage our work, manage our subcontractors, and put quality work in place – on time and on budget while working safely – allows Cianbro to obtain work with the clients we most want to work for. Our safety performance is often the difference between securing work and not securing work. We target clients who value safety themselves and who value our ability to manage work safely. Cianbro knows that having safety as the foundation of everything we do allows us to turn out a higher quality product. A safe workplace tends to be a more efficient workplace. Focusing on working safely carries over into our focus on quality and production. By working in a clean, efficient environment, team members are able to reduce distractions and truly focus on what they do. The results: A better project, which creates customer loyalty and better margins for Cianbro. “One of the most important items that our clients look at is our safety culture,” said Cianbro General Manager of Generation Bill Birney. “Many companies have great safety plans and procedures but do not follow them. Our clients want to witness our worksites and team members to ensure that we do what we say we do. Clients see the value of work that is performed with extensive planning and hazard elimination as a focal point. The jobsite culture of continuous improvement creates a quality product without incident.” “The opposite is also true,” said Cianbro HSSE Manager Scott Knowlen. “If we are not planning effectively, not focusing on hazard recognition and control, not managing our subcontractors, and are allowing schedule to influence safety, then we create situations where we cannot even bid on work that we would target. It is all about creating the kind of productive, efficient, and safe workplace we all deserve. It is about creating a highly successful company that clients can be comfortable with, knowing that productivity goes hand in hand with safety.”

4 35,217 Project Safe Hours C I A N B R O F A L L / W I N T E R C H AT T E R


Job Sites Will Get a New Solution for Project Documentation in 2017 Information Technology (IT) n

By Russ Rodrigue

It has been 16 years since Cianbro began using the Constructware application to help project teams manage the day-to-day activities associated with project documentation and contracts. Over the years, Constructware has been used to track project bid items and packages, document change controls with owners and subcontractors, collect and track submittals, RFIs, daily journals, punch lists, written communications and many other key project details. Unfortunately, the makers of Constructware have not consistently invested in the product, leaving Cianbro with the decision to replace the solution. The goal: To find a new solution with a better technology, more robust features, improved collaboration, integration with other software packages and of course it had to work on iPhones and tablets. After several months of analysis, testing and contract negotiations, Cianbro will be implementing CMiC PM as its new solution for all project documentation and contracts. CMiC PM will be implemented in the first half of 2017. Cianbro has been a partner with CMiC since 1999 and the company was one of two CMiC customers not utilizing CMiC PM for project documentation. Back in 2000, when the company was looking for a solution, CMiC PM did not have all the functionality needed to manage project documentation … but all that has changed over the years. The Cianbro/ CMiC partnership has been in place for nearly two decades and over the past six years as CIO I have met with many other construction companies (also CMiC clients) where I have heard one consistent message, “Cianbro has some of the most knowledgeable and skilled CMiC users across the construction industry.” These power users, combined with a long-term partnership, tell a great story about going the extra mile for our customers and partners to gain trust and build a reliable, repeat business. CMiC’s PM solution provides the application users with functionality to complete all the day-to-day project documentation activities, and does so via an improved CMiC interface 10

C I A N B R O F A L L / W I N T E R C H AT T E R

“The goal: To find a new solution with a better technology, more robust features, improved collaboration, integration with other software packages and of course it had to work on iPhones and tablets.”

and new mobile applications. Power users of PM will likely tend to utilize the full CMiC PM application, whereas field users may opt for the simplified mobile applications. Each job site has a variety of unique, ever changing deliverables that require some form of human interaction. Many of these documents change with great frequency and often dictate the course of the project, requiring a significant effort on behalf of the project team to deal with the massive amount of project documentation. An Advisory Team was tasked with identifying the scope of the project, mapping out current processes, gathering requirements, and evaluating and testing software. They presented their findings and recommendations to the IT Governance Board, made up of senior leaders from across the company, where the decision was made to proceed with implementing CMiC PM. An Implementation Team, now part of the Blue Future initiative, will be responsible for applying Lean principles, process change, new technology and people to simplify and standardize how project documentation is managed. The CMiC PM project has just kicked off and the excitement continues to grow within the project team and across the company, as new jobs are starting and users are geared up to begin working with this new solution. The team has a lot of work to accomplish to certify that everything is in work-

Work at LNG Facility Spans More than a Decade Oil, Gas & Chemical n

ing order, business processes are well documented, and plans are in place for effective training. To guarantee success, the CMiC PM project team has selected a handful of new job sites that will be used to implement the software and work out the kinks. There are three projects that have been selected as the first to utilize CMiC PM. The projects are: Portsmouth Naval Shipyard (NAVFAC) Dry Dock #3, Portsmouth Naval Shipyard Berth 11 Repairs, and Maryland Transportation Authority Baltimore Harbor Tunnel Vent Fans. It is imperative that the team successfully deploy CMiC PM, not only to ensure accurate project documentation standards company-wide, but also because the Constructware support contract is set to expire at the end of November 2017. ADVISORY TEAM: Keith Anderson Michelle Boutilier Bruce Cummings John Daley Russell Dunn Dan Duperry Sharon Ebbs Nate Frazier Seth Goucher Matt Hebert Eve Jordan Carla Kelley Peter Malikowski Christine Nadeau Nicole Setzer Kim Sieber Matt Smith Mack Susi Kevin Talley

IMPLEMENTATION TEAM: Chelci Allis Michelle Boutilier Emily Carrier Russell Dunn Jim Flear Nate Frazier Florent Hoxha Eve Jordan Carla Kelley John Lee Christine Nadeau Jason Obereiner Nicole Setzer Dave Shorey Kim Sieber Mack Susi Whitney Yates

By Hsiao-Chin Hwang

Cianbro is focused on building long term client relationships that go beyond one-time projects. The company takes on the first project with the goal of providing value to a client on a consistent, ongoing basis. That was Cianbro’s objective in 2004 when the team was first contracted by this client to provide construction services at their active LNG facility located in the Mid-Atlantic Region. Since then, we have completed countless projects including a facility “Cianbro is focused expansion, power on building long plant SCR modifications, meter station term client expansion, and varirelationships that ous facility upgrades. go beyond one-time It is a testament to projects. The Cianbro’s dedication company takes on to safety, quality, and customer satisfaction the first project that our services are with the goal of continuously being providing value to requested by this a client on a client. consistent, Throughout 2016, Cianbro was conongoing basis.” tracted for several projects within the existing facility as well as outage assistance with a current expansion that is being performed by another contractor. 2016 projects included: CPX outage, 101FG tank entry, curb installation, various platform installations, miscellaneous maintenance, and temporary compressor piping. Work entailed mechanical, electrical, instrumentation, piping, and fabrication construction. The projects were led by Darryl Bowers, Ron Wheeler, and Bernie DiAngelo, and were all completed safely, on time, and to the client’s satisfaction. Special thanks go to the project team and others who provided support, including Human Resources and Administration within Cianbro. 4 2,633 Project Safe Hours C I A N B R O F A L L / W I N T E R C H AT T E R


Ricker’s Bulkhead Project Infrastructure Market n

By Project Team

The Bulkhead Project is located at Cianbro’s deep water port facility – Ricker’s Wharf – in Portland, Maine. The project was completed in November of 2016 and consisted of installing a sheet wall and tie back system along the east end of the facility. The project was finished with the disturbed area being backfilled and brought to grade. The project has updated and improved the loading capabilities for cranes and barges at the marine facility. The project was designed to allow for cranes to be loaded onto barges more efficiently and safely. The upgrade will


“The project has updated and improved the loading capabilities for cranes and barges at the marine facility.” allow a Manitowoc 4100 S2 crane to be working within 20 feet of the wall. The completion of the project also allows for both 4100 S2 and 2250 cranes to be loaded onto barges at the facility. This was not previously feasible due to the capacity of the existing pier and bulkhead. The long term planning – including the design, permitting, and land acquisition – ensured that this facility now has

C I A N B R O F A L L / W I N T E R C H AT T E R

an improved infrastructure to best serve our clients in the preconstruction and modularization of construction projects. With this new and improved bulkhead, Cianbro is not only able to load and off load larger equipment, but also heavier construction materials. Project Team: Joe Friant, Mark Nordgren, Linc Denison, Ben Jasud, Richard Brown, David Bond, Tom Caldwell, Stephanie Smith, Charlotte LeMar, Kevin Pond, Bob Courtney, Pat Sughrue, Alex Berry, Owen Grimes, Wayne Enman, Paul Williams, Paul Belanger, Sean Leeman, Brian Michaud, Chris Pond, Lamar Boyer, Keith Brown, Bruce Weston, Ruel Poissonnier, Griffin Mowatt, and Tim Bubar.

4 2,546 Project Safe Hours

High School Students Pay a Visit to the Cianbro Institute


By Alan Grover

It’s a message that is coming in to Cianbro more and more these days: Secondary school officials are requesting an opportunity to put their students in touch with some of Cianbro’s nationally renowned instructors and fieldtested trainers. The goal is to introduce the youngsters to the many high-quality career opportunities that await them in the construction industry. “Chad Bell, the Principal of Winslow High School, reached out to us,” said Cianbro Institute Manager Dan Coffey. “Every year, Winslow puts together a college/career tour day for their kids, to give them a chance to visit a college or other educational institution that piques their interest. There was interest among the teens to get exposure to some of the opportunities within the construction industry. So Chad asked if it would be possible for a bus to go to Cianbro this year. I told him – Absolutely! As we know, there is a demand for skilled trades people throughout the country and it’s extremely important for us to take every chance we get to engage with students to ensure they are aware of the

many opportunities that exist within the industry.” During the Winslow high schoolers’ visit to Cianbro, they got a sample of hands-on training from some of the best in the business: Cianbro’s Rigging and Ironworking Craft Coordinator Garth Miller, Millwright Training Coordinator Moe Gould, Electrical Craft Coordinator Scott Mitchell, Pipefitting Craft Coordinator Shawn Reid, and 2013 ABC National Craft Instructor of the Year Tony Ayotte all gave generously of their time on behalf of the nearly two dozen visiting youngsters. The teens were encouraged to get their hands onto some tools, to ask questions of the instructors, to have a dialog with them, and hopefully receive some of the enthusiasm that the Cianbro Institute team has for

their various construction disciplines. The interests among the students ranged across the full gamut of constructionrelated occupations, from equipment operation to welding. “That’s really what today is about,” said Dan Coffey, “just making sure the kids know that there is no reason to panic if they aren’t all that interested in pursuing a college degree. We’re here to tell them that there are other ways to make a high-paying salary, without accumulating a whole lot of debt. We want to give the students some guidance on what sorts of prerequisites they can be focusing on now in order to best position themselves for some of these construction opportunities that we’ve been talking about. It’s also important for them to realize the amount of value a skilled trades person adds to our society. Without them we wouldn’t have safe bridges or well-maintained roads to travel, dry warm homes to return to, power to enjoy all the technology we utilize day in and day out, reliable vehicles to commute in, etc. The list goes on. The point is, trades people are the fabric of this country and they should take great pride in what they do.”

Cianbro Employee Ownership News Cianbro is consistently in the top third of the largest employee-owned companies in the US. The National Center for Employee Ownership (NCEO) publishes a list titled The Employee Ownership 100. In 2016, Cianbro was listed as #31 on that list. The rankings are based on the number of employees at each company. 2016 also introduced a listing in the Maine Biz Book of Lists for the top employee owned companies in Maine. Who ranked number one? You guessed it – Cianbro! The company’s recognition as one of the largest and most successful employee owned businesses in the nation adds to the credibility that Cianbro cultivates with clients, vendors, and the communities where Cianbro team members live and work.

C I A N B R O F A L L / W I N T E R C H AT T E R


Portland Pipeline: One of Cianbro’s

Oldest and Longest-running Clients Infrastructure Market n

By Linc Denison

One of Cianbro’s longest standing clients is Portland Pipeline Corporation (PPLC). Cianbro began doing work for PPLC in the late 1960s and continues to perform for the company today. PPLC operates a tanker-unloading facility and a tank farm in South Portland, Maine. Their tanker-unloading facility consists of a renovated pier (Pier 2) in South Portland and six unloading arms (three north arms and three south arms), which remove oil from the tankers. The pier is capable of accommodating and discharging two vessels at a time. The tank farm consists of 23 storage tanks. Two separate pipelines – one 18 inch and the other 24 inch, as well as pump stations that are operated out of South Portland – move the crude oil from the tank farm to Montreal. Cianbro’s history with PPLC began when Ellis Snodgrass was involved in the construction of Pier 2. Snodgrass was purchased by Cianbro in 1967. Throughout the 1970’s, Cianbro worked 14

annually at the Pier 1 and Pier 2 facility. Projects included: chipping ice off the oil boom, maintaining the oil boom, cleaning the fire pump intake, inspection/replacement of anodes under the pier, removing and replacing fenders, installation of a light tower, etc. In the 1980s a lot of the same maintenance work went on at Pier 2. As the 1990s came, Cianbro installed new fire monitors and removed oak from the fenders, replacing it all with HDPE plastic rub strips. Once in a while, various emergencies would come up at the pipeline, during which Cianbro was able to jump into action quickly. In 2002, Cianbro was contracted by PPLC to perform work on various Pier 2 upgrades. This work consisted of widening the pier from 40 feet to 60 feet, modernizing the pier’s operating system, and a complete upgrade of the pier’s electrical system. This project allowed PPLC to bring larger vessels into the facility. In the mid-2000s, Cianbro worked on the sewer and water lines, repaired a headwall, and worked on the tanks at the tank farm. Leading into the 2010s, Cianbro began replacing large sections of the Pier 2 concrete deck and modifying the

C I A N B R O F A L L / W I N T E R C H AT T E R

railing systems on the tanks while taking on other smaller miscellaneous projects. Since 2012, PPLC has awarded several projects to Cianbro: annual unloading arm maintenance, a fender changeout, removing and rebuilding three unloading arms, removal and storage of three unloading arms, replacing the concrete deck in designated sections of Pier 2, removing/replacing steel bracing under the Pier 1 facility, various electrical fixes and upgrades, relocating water and sewer lines, etc. PPLC is a client that has many of the same values that Cianbro holds in terms of safety, ingenuity, and fostering relationships. Cianbro must meet certain safety criteria and statistics each year before PPLC allows the company to work at their facilities. Portland Pipeline’s personnel regularly audit our PPLC projects for safety, looking at every detail from how we plan to how we execute our work. Cianbro’s commitment to safety, and to finding new and creative ways to perform work, has allowed the relationship with PPLC to span nearly six decades with a lengthy history of repeat business.

Blue Future Project Introduction n

By Megan Hart

In 2016 Cianbro introduced their team members to the principles of Lean. The focus was put on “Doing Your Job” and “Improving Your Job.” It has become clear that by embracing Lean concepts, like continuous improvements within team members’ individual roles, they are experiencing success. This success has positioned the company to take the next step in their Lean journey. In December, a company-wide Lean initiative was announced. A core team of individuals have stepped away from their current positions in the company to lead this project full time until completion. The team has been given the name Blue Future. They have been tasked with leveraging the new behavioral changes of continuous improvement to make a greater impact on the processes used throughout the organization. Why Blue Future? “Blue” is not only Cianbro’s color but it also references a business strategy book titled Blue Ocean by W. Chan Kim and Renee Mauborgne. In essence, the book questions why someone would swim and feed in the red ocean where the sharks are also feeding, having to fight tooth and nail for a small bite, when there are more opportunities in the uncontested blue ocean. “Future” represents the future ahead. Cianbro is in control of their own destiny and by working together in the spirit of Lean the future has the potential to be incredible. The core team of Blue Future has a combined 130 years of experience in the areas of Finance, Accounting, Project Engineering, Purchasing, Project Controls, Operational Finance, and IT. The team is led by Jerilyn Underhill and will draw support on an as-needed basis from other areas of the company The areas include, but are not limited to, Project Controls, Human Resources and IT. As the initiative evolves, other team members who have knowledge and competence in the area of focus will also be engaged.

“Cianbro is in control of their own destiny and by working together in the spirit of Lean the future has the potential to be incredible.”

The team’s initial focus will be to contact Operations and Support Areas to develop a priority list of existing processes and practices that are deemed inefficient. Upon completion of outreach, the team will build and execute a strategy to enhance our overall performance by means of improved processes. All team members have been encouraged to share thoughts and ideas with the Blue Future team. The intent is to focus on corporate enterprise system(s) and to streamline business practices so that growth and success will continue to transpire. This initiative does not replace the focus of “doing your job” and “improving your job” nor the current efforts being taken at the project level to improve Safety, Quality and Productivity. It is an approach to enhance and spread the success further throughout the company. By focusing on the Lean principles, we will pave the way towards a new approach in thinking and problem solving. As stated by Andi Vigue in a

company-wide memo, “Blue Future means that if we all keep a Lean frameof-mind, we can help take our company to the next level of excellence in our path toward achieving our ultimate vision: Being the Best Employee-Owned Construction Company in the World.” Blue Future Team: Jerilyn Underhill, Russell Dunn, Kellie Duplisea, Megan Hart, Carla Kelley, Christine Nadeau, Barbie Poirier, and Michele Toothaker

C I A N B R O F A L L / W I N T E R C H AT T E R


Industrial & Manufacturing Industrial & Manufacturing n

By Joe Cote

In early 2015, Cianbro Corporation reorganized its operations to best position the company for future growth, and to better support its customer and client needs. The reorganization essentially created five distinct market-based operating groups within Cianbro Corporation with the primary purpose of bringing together core competencies within the different markets. Prior to 2015, the company was predominantly geographically and regionally structured whereby each “region” had to staff and support any number of projects that cut across all markets. For the past two years following the


reorganization, Cianbro and its customers have experienced great success with market-based operations. The company’s decision to realign management and resources which apply specifically to certain markets has enhanced Cianbro’s ability to respond to the needs of clients. Customers enjoy direct and timely contact with Cianbro’s service providers, and build relationships with Cianbro managers who have specific knowledge about the clients’ industry and work type. Furthermore, Cianbro can better respond with resources when planning and executing maintenance and capital work. As the company continues to evolve and further seek opportunities that streamline operations, Cianbro has moved those team members who focus on Power Generation from the Power & Energy Group to the company’s Indus-

C I A N B R O F A L L / W I N T E R C H AT T E R

trial & Manufacturing (IDM) group The Power Generation market includes plants that use hydroelectric, fossil fuel (coal, natural gas, petroleum), nuclear, and renewable sources to create electric and thermal energy. The transmission and distribution of electric power generated by these assets will continue to be serviced by Cianbro’s Power & Energy group. With this change, General Manager Bill Birney will lead Cianbro’s Power Generation efforts, reporting to IDM Vice President and General Manager Joe Cote. Bill has done an outstanding job at developing power-related opportunities for Cianbro. Combining Bill’s strengths in operations and business development will help support the quest to grow the team’s resources and develop new business with new customers.

Walk Bridge Update Infrastructure Market n

By Chet Muckenhirn

The Cianbro/Middlesex Joint Venture Team has just completed 17 months working with the Connecticut Department of Transportation (CTDOT) on the Walk Bridge Program as their Construction Manager General Contractor (CMGC) assisting with preconstruction related activities including: • Estimating • Geotechnical Investigation • Constructability Reviews • Design Review • Temporary Design & Construction Staging/Sequence Plans • Permit Applications and Template Preparation • Metro North Railroad Coordination • Utility Coordination • Right of Way Planning • Attending meetings and making presentations on all of the items listed above.

The majority of this work has taken place at the CTDOT’s District 3A office in New Haven where Cianbro is colocated with the Department, the Design Engineer HNTB, the Engineer and Construction Inspection firm (ECI) Berger Lehman, the Independent Construc-

tion Estimator (ICE) and the Program Manager Parsons Brinckerhoff. There is an additional sizeable supporting cast of Engineering Firms and Consultants that are participating in the process and providing oversight. Last November, the team completed the Emergency Fender Repair breakout package headed up by Dan Butler, Nicole Setzer and Chris Downs. In late February, we completed a significant Test Pit and Utility Location program led by Gary Waters (TMC) and Zack Perrin. We have also been awarded the Early Procurement Project to procure and deliver the six rail crossover (switches and turnouts) for the CP243 interlocking. Currently we are estimating and preparing to submit our 100-percent Guaranteed Maximum Price proposal for the CP243/Dockyard in March of 2017, with a Mid-July start of construction and a 38-month schedule. For a great overview of the Walk Bridge Program please visit www.walkbridgect.com to see what’s going on and follow along with the project. ABOUT THE PROGRAM

The Connecticut Department of Transportation (CTDOT) is undertaking the Walk Bridge Program to replace the deteriorating railroad bridge over the Norwalk River in Norwalk, Connecticut. One of the oldest movable bridges in

the country, the Walk Bridge is a critical transportation link on the Northeast Corridor between Washington, D.C., New York City and Boston, carrying four tracks of Metro-North Railroad, Amtrak and freight service. The Northeast Corridor is the busiest passenger rail line by ridership and service frequency in the country. It carries Metro-North Railroad’s New Haven Line, the busiest commuter rail line in America, with 125,000 passengers daily and ridership that is expected to double by 2065; Amtrak’s Acela Express, the only high-speed rail service in the nation, and Northeast Regional service; and CSX and P&W railroad freight service. The existing 120-year old swing bridge opens to provide navigational access to numerous commercial and private maritime users along the busy Norwalk River. It connects the rail line, which passes through the heart of historic South Norwalk on the west side of the river, to East Norwalk. The new bridge, currently under design, will provide safe and reliable rail service and efficiencies of rail transportation while improving navigational capacity and dependability for marine traffic. It will be a redundant structure with two independent movable spans and will be designed and constructed to be resilient and sustainable for extreme weather events including storm surges and high winds.

C I A N B R O F A L L / W I N T E R C H AT T E R


Quality Matters:

Cianbro’s Quality Management System QAQC n

By Charles Hall

Cianbro’s QA program, based on ISO-9001, requires that we conduct a Management Review at least annually. The purpose of the Management Review is to assess the suitability, adequacy and effectiveness of Cianbro’s Quality Management System (QMS). The review is performed by looking back over the previous year at performance indicators that identify the things we do well, and the things that may be improved upon. Management Review affords Cianbro senior leadership the opportunity to review resources and make changes as necessary to meet our Quality commitments. As with any effort such as this, the real point is to identify opportunities that help Cianbro to improve performance continuously. •S  UITABLE: Is the QMS appropriate for the scope and scale of Cianbro’s activities? • ADEQUATE: Is the level of detail of the QMS sufficient to provide assurances Cianbro’s Quality Goals may be met? •E  FFECTIVE: Are Cianbro’s Quality Goals routinely met?

2016 was a good year from the standpoint of Quality Indicators. Multiple projects, subcontractors and suppliers were audited and many lessons were learned and shared by Cianbro project leaders. In 2013, Cianbro implemented a Quality Tracking Program for the purposes of collecting real time data related to quality performance. The company collects information regarding job performance from each project, daily. Where problems are encountered, they are shared among the various Market Mangers to help eliminate recurrence. Throughout 2016, field supervisors were extremely diligent in reporting out on a daily basis, affording other 18

projects the opportunity to learn from our performance (both positive performance and areas for improvement). We are reminded of the benefit of double checking survey and layout points at all times. Minor layout errors may result in costly rework. It takes very little time to double check items as simple as anchor bolts locations, compared to the time it takes to rework anchors installed in an incorrect location. Other 2016 performance indicators:

• Audit results reveal Cianbro should

remain vigilant in managing subcontractors and suppliers. All work and materials provided by Cianbro, including those by our subs and suppliers, must meet specifications. It is our responsibility to assure that this requirement is met. Effective planning and communications, with a consistent protocol for oversight is a minimum expectation for managing subs.

• Document Control is also an area Cianbro should continue to focus upon. Making sure the current approved construction documents are in use by appropriate personnel is crucial. Our best work “ever” is unacceptable if it is produced from an obsolete drawing. • Cianbro developed and implemented a Flanged Assembly procedure to provide assurances that flanged piping components are assembled correctly. There are two levels each the Cianbro

C I A N B R O F A L L / W I N T E R C H AT T E R

team should be aware of: General Piping Systems and Critical Piping Systems. There are more stringent inspection and documentation requirements for Critical Piping Systems. • Calibrated Inspection, Measuring and Test Equipment (M&TE) requires dedicated attention. When measuring parameters and recording values for certification of work, or to turn over to an owner, a calibrated tool should be used. The user must be familiar with the calibration status of the tools or equipment in use. If there is any question about the status of tools being used for these purposes, contact your supervisor for clarification. • On Design-Build projects, Cianbro must understand and oversee the efforts of our engineering partners or subcontractors. Just as Cianbro must produce work that undergoes some form of inspection (QC), engineers produce drawings and specifications that must be subject to a rigorous checking and QC program. It is Cianbro’s responsibility to make sure that effective oversight of engineering partners is implemented to assure they perform appropriate QC steps.

Editor’s note: Beginning in January this year, the point of contact for OGC is Adam Cristoforo; Jeffrey Lerch is the contact for P&E (including Power Generation); Dana Bragdon is the contact for IDM; and Charles Hall is the contact for Buildings & INF.

Distrigas of Massachusetts LLC Mechanical Structures Upgrade Oil, Gas & Chemical n

By Max Reiser

This past Spring, Cianbro had the pleasure of returning to the Distrigas Liquefied Natural Gas (LNG) Import Terminal in Everett, Massachusetts to perform structural upgrades. Distrigas of Massachusetts LLC, a subsidiary of ENGIE, opened the Everett LNG Import Terminal in 1971. It is the longest continuously operating facility of its kind in the United States. In line with Distrigas’ commitment to maintaining their terminal as an “Evergreen Facility,” this project focused on upgrading pipe supports along a dike containment wall. The scope of work included the installation of electrical pipe and temporary steel support, designed by Cianbro’s Construction Design Team to withstand the load of the conduit, while the existing bar joist structures and pipe supports could be removed. The project team had to work diligently with plant personnel to coordinate times for the excavations, concrete placement, and the rigging and placement of the old and new steel over the dike containment wall. Once the new steel support structures were installed to the adjusted elevations, the team transferred the load onto the new steel support structures and began removing the temporary steel. Working in an active and operational LNG

terminal in the immediate vicinity of high-pressure LNG pipe and vessels poses significant challenges and potential hazards. As with all Cianbro projects, the top priority is safety, which is a sentiment that Distrigas strongly shares. In addition to their exemplary safety record, the Everett LNG Terminal also maintains a history of reliable operation. Serving nearly all the gas utilities in New England as well as key power producers, it was vital that the terminal remained fully operational during construction. To that end, Cianbro veteran Ernest Long did an excellent job in adjusting, communicating, and coordinating work activities with the terminal’s personnel to ensure that construction did not disrupt their day-to-day operations. With this project, Cianbro has proven not only a commitment to safety and quality craftsmanship, but also the ability to integrate with the terminal’s personnel to ensure that both parties can continue seamlessly and accomplish goals set for the day. The aforementioned, coupled with the overall work ethic maintained by Cianbro team members, provided the foundation for this project’s success. 4 2,762 Project Safe Hours

C I A N B R O F A L L / W I N T E R C H AT T E R


EMMC Modernization: Phase Two Building Market n

By Alan Grover

Midway through 2016, the Cianbro/ Brasfield & Gorrie joint venture completed phase one of the Eastern Maine Medical Center modernization project in Bangor. The construction team turned over approximately 65 percent of the overall project to the owners, including the main lobby, patient rooms, neonatal intensive care unit, a mechanical level and a sterile processing area. For the rest of the year, the JV tackled the second and final phase of the modernization, which Cianbro/Brasfield & Gorrie is pushing hard to complete well before the leaves start to fall in late 2017. “We’ve really been working on Phase Two,” said Cianbro Project Manager Joe Campbell. “That includes 20

an all-new Cardiac Catheterization area, imaging, operating rooms, and a new Level Five which has been used temporarily for Labor and Delivery, but at the end of the day is going to be their Critical Care Unit. We’re also adding the Pre/Post-Anesthesia Care Unit expansion onto the existing building.” The Joint Venture has turned Level Five over to the hospital, and the team is getting close to completion on Level One, where crews are in the process of finishing ceilings and installing tile and flooring. The team will see the first arrival of major medical equipment for Level One in mid-March. Level Two, where Invasive Cardiovascular procedures will take place, is in the midst of roughing in electrical, plumbing, mechanical, and medical fixtures. Drywall and painting are also underway. Level Three is the last level that will

C I A N B R O F A L L / W I N T E R C H AT T E R

be completed, and will house 14 new operating rooms and the 67-bed Pre/Post Anesthesia Care Unit (PACU). “If you’re coming into the hospital for an operation, this is where they’ll prep you,” said Cianbro Project Superintendent Steve Lavallee. “They’ve got a system on that wall if they have to hook you up to med-gas or oxygen. And of course, the unit contains all of the electrical devices to monitor your heart, your breathing, your pulse. They’ll take you from there, get you prepped, you’ll have your procedure, and then they bring you back to the PACU where you come out of the anesthesia.” The operating rooms are in close proximity to the PACU so that patients who are coming in or going out are within a short distance down the hall. Among the challenges facing the hospital and the construction team in 2016 has been a matter of finalizing

decisions regarding medical equipment and deciding where, precisely, all of the technological components would be located. During the year, those critical decisions were made and set in stone with the help of “clash detection” technology, also known as BIM, or Building Information Modeling. “With the BIM process, every trade – electrical, mechanical, plumbing and sprinkler – has a modeler that works with our team,” said Joe Campbell, “and all of their content that’s going into the building is first done virtually inside the model. We go through a process called “clash detection” which, as the content is being entered into the building, if two entities occupy the same space then that’s known as a “clash.” And through the modeling process, we can actually relocate certain utilities, conduits, ductwork, whatever it is that’s having the clash, to make sure that it works in the space that we have out in the field. So we know, before we actually install it, that the content will actually fit where it is supposed to go. The JV is also employing Lean production techniques to the project. Among other benefits, the Lean perspective serves as a sort of “clash detection” for crews, making sure that teams are not in each other’s way during the complex construction process. “Morale is good,” according to Steve Lavallee. “With the Lean concept of construction, everybody has to pull together as one team, because with Lean, we talk about what we’re going to be doing not in months or weeks or even days – we talk about hours. So, all the workers are involved with this Lean construction. We have meetings every day with the site foremen, and they have meetings with their crews. Lean tech-

“With the Lean concept of construction, everybody has to pull together as one team, because with Lean, we talk about what we’re going to be doing not in months or weeks or even days – we talk about hours.”

niques prevent us from overloading an area to the point where people are just working on top of each other. When they work on top of each other, that’s when the morale goes down. We’re not doing that here. Everybody’s got their turn in a space. And when that person is done, the next team comes in and they do their thing, so it’s like an assembly line.” With the project’s drawings finalized and in good order, and progress being made on all fronts, the construction team is poised for the 2017 sprint down the home stretch. Project leaders foresee a finished product that will be of the highest quality, completed on time, with benefits that extend far and wide. “It’s been a great project for us,” said Campbell. “We’ve definitely made partnerships in business with our joint

venture partner, as well as with the hospital. We continue to build on lasting relationships with our subcontractors, and really start to forge long lasting relationships with them. It’s been a good job for everybody involved. At the end of the day, they’re going to have a very high quality project that’s going to benefit not only themselves, but the community that surrounds the hospital and makes up all their patients and staffs. It’ll be a world class facility that will help the professionals on staff to provide the best health care possible to their patrons.” 4 78,443 Project Safe Hours

C I A N B R O F A L L / W I N T E R C H AT T E R


Cianbro’s Sarah Mildred Long Bridge Replacement Project is co-owned by the Departments of Transportation in Maine and New Hampshire. Both DOTs have relied on Cianbro on numerous projects over the decades.

REPEAT BUSINESS Building Lasting Relationships


By Alan Grover


ave you ever wondered why so many of Cianbro’s clients keep coming back to the company whenever there is an important project to complete? In fact, there are many reasons to talk about, but underlying all of those reasons are Cianbro people like veteran trucker Dale Wilson. Dale recently retired after 37 years of service with Cianbro, and on his final work day, he still carried with him a brass key that had been worn down over the years to the thinness of a knife blade. Cianbro’s project teams are well aware of the fact 22

that brass keys like Dale’s, known by all as “2126 Keys,” are used to open up gang boxes, gates, and other secure areas of the company. In other words, the 2126 Keys have allowed access to Cianbro over the decades. Dale Wilson carried the same 2126 Key throughout his career, and acknowledged its value by the way he protected it. For him, the key represented the fact that somebody entrusted him with having access to the extent that he did. The professionalism that Dale exhibited extended beyond the key, and spoke volumes about who he is, but also told of the culture of his organization. Dale’s equipment was always spotless.

C I A N B R O F A L L / W I N T E R C H AT T E R

You never saw his truck dirty. Never. It was a matter of pride. Dale Wilson was an ambassador of the company, going all the way back to an era when truckers traveling from jobsite to jobsite might be the only face the crews saw from corporate headquarters for months. He set the standard by the way he took care of his equipment, the way he communicated news about Cianbro, and the way he took pride in his role. What’s more – Dale’s commitment to excellence doesn’t end with him, but is seen in multiple examples throughout every level of the organization. When owners and clients see these sorts of high standards, one word sums up their reaction. Trust.

“The team’s approach has always been to roll up their sleeves, engage some of Cianbro’s engineers who possess a tremendous amount of knowledge, experience, and problem-solving capacity, and meet the challenges alongside the owner.” Repeat customers trust that the company will represent them in the best way that Cianbro expertise allows, and Cianbro expertise is deep after nearly 70 years of operations. The perspective within the organization is that Cianbro doesn’t just build things. The company solves problems for the clients who work with Cianbro on an ongoing basis. If a manufacturing facility has a significant breakdown, or a delay or impact that affects their operating capacity, and the owner picks up the phone at midnight or on a holiday and asks Cianbro

The recent Black Bear Tissue Machine installation at the Woodland mill in Baileyville, Maine was the latest Cianbro project in a 20 year relationship with Woodland’s owners.

to help them, their issues also become Cianbro’s. Working collectively with the owner, the company’s problem solvers feel there is a resolution for every issue. If there are equipment related issues, Cianbro can resolve them. If there are process-related issues, the company has experienced people who have significant backgrounds in a variety of areas that

can assist. Cianbro has been involved in projects where structural problems or other types of major issues arose, unexpected in the eyes of the owners. The team’s approach has always been to roll up their sleeves, engage some of Cianbro’s engineers who possess a tremendous amount of knowledge, experience, and problem-solving capacity, and meet the challenges alongside the owner. “When you look back and see the experience that we have, in many instances it goes back multiple decades,” said Cianbro Chairman and CEO Pete Vigue. “And when applying our knowledge and experience together, we can solve any problem. Not only that, it’s a lot of fun – because I think what we find in our company is that a lot of our people really like to solve problems. They really take a great deal of interest and pride in successfully taking on challenges or issues that many other people are incapable of tackling. It gives Cianbro people a very positive feeling to know that they’ve done something that was considered difficult, or even impossible, by others.” Another characteristic of Cianbro’s dealings with clients is that the interaction goes beyond the contractual relationship. After decades of emphasis and focus on areas such as safety, wellness, and technology, Cianbro has made itself a leader in the disciplines that define modern businesses. The company is generous when it comes to sharing this sort of know-how. Cianbro has supported a number of clients over the years who at times did not have experience, knowledge or resources in certain areas of business; sharing Cianbro insights and information to help partners become better companies – safer, more efficient and more productive in a variety of ways. At Cianbro, clients are not contracts. They are human beings. Customers who have returned to Cianbro know that there are some wellknown phrases within the company: “No one is smarter than all of us,” and “People should be treated with dignity

and respect.” The people who make up Cianbro take these views personally. Their mindset, culture, and attitude is that resolving problems collectively in an environment that allows people to express themselves and to support one another is all part of the job. That mindset extends not only among fellow Cianbro team members, but also radiates outward to the communities where they live and work, and to the clients and customers who partner with the company. Cianbro professionalism – so attractive to the clients who have returned to the company through the years – is all in a day’s work. Just ask someone like Dale Wilson.

Tim Washburn and Guy Berthiaume stretch their bucket above the Indiana mist to tie-in the new Logtown substation to an existing AEP 138 kV transmission line. The station was constructed to gather power from the expansion of a nearby wind farm. See page 43 for other Cianbro-led AEP projects.

C I A N B R O F A L L / W I N T E R C H AT T E R


Southern Connecticut Gas:

Milford Boil-Off Gas Project Oil, Gas & Chemical n

By Bruce Brown

This past fall, Southern Connecticut Gas (SCG), a subsidiary of AVANGRID, Inc., awarded Cianbro with an electrical upgrade project at their Liquid Natural Gas (LNG) Peak Shaving Plant in Milford, Connecticut. Cianbro has previously worked on an LNG project at SCG’s sister utility, Connecticut Natural Gas Corporation (CNG) and demonstrated commitment to safety, quality, and client satisfaction, ultimately leading to this new opportunity The project includes the installation of a new Boil-Off Gas (BOG) compressor at the LNG facility in Milford. The new compressor will be installed in an existing compressor building and will run in parallel with the existing BOG


compressors. The new compressor will utilize the existing foundation, which previously supported a gas-driven Feed Gas compressor. Cianbro will provide new concrete and steel installation for the upgraded electrical and mechanical systems. Electrical work includes the installation of all cable tray and supports within the Control Building, across the outside yard, and into the Compressor Building and the installation of all conduit, wiring, and controls as needed inside the Compressor Building and Motor Control Center (MCC) electrical room. The BOG Compressor Building is classified as a hazardous location, and as such, all equipment, materials, and wiring methods will comply with strict requirements. Additionally, Cianbro will install the VFD Cabinet in the MCC Room and wire connections to the CompressorSupplied PLC Control Panel, motors,

C I A N B R O F A L L / W I N T E R C H AT T E R

and field devices. The mechanical work includes furnishing and installing all mechanical piping, valves, fittings, and supports. This includes pipe painting and coatings, as well as all required pressure testing, flushing, and purging of piping. Ron Werner is heading up the project team, and has earned the trust and respect from the client as Cianbro continues to work through the challenges of integrating new equipment, piping, and electrical components into a fully operational facility. This project is currently underway and will continue through spring of 2017 for the mechanical portion, with completion scheduled for early summer. The company is extremely appreciative and thankful for the confidence that SCG and CNG has in the Cianbro team. 4 2,808 Project Safe Hours

Pearl Harbor Memorial Bridge:

A Cianbro Milestone Infrastructure Market n

By Chet Muckenhirn

On December 7, 2016, members of the Cianbro/Middlesex Joint Venture team were invited to take part in the celebration for completion of the I-95 New Haven Harbor Crossing Corridor Improvement Program. This mega-project took more than 18 years from inception to completion and cost in excess of one billion dollars. The Cianbro/Middlesex JV team played an integral role working on the Contract B1 portion of the project from 2008 thru 2011. Approximately 200 of our team members worked on the project, which was extremely successful for the JV and which we can all be proud to have participated in. There is a website, www.i95newhaven.com, that is filled with information regarding the project. Scroll to the “Contract Details “and click on “B1” to get an overview of the Cianbro/

Middlesex project. Continuing to the “Media Gallery,” hit “Browse Albums” and click on the “B1” link to view 117 pictures of Cianbro’s portion of the contract. Thanks to everyone who was involved with the project. Take time to visit the Q Bridge program website and view the pictures of the project. Editor’s note: After three years of effort, the Cianbro/ Middlesex Joint Venture completed work on the Pearl Harbor Memorial Bridge project in New Haven, Connecticut. The team was responsible for installing the main span footings, west approach ramps and utility operations on adjacent roadways throughout the site. The work represented about 20 percent of the overall effort to replace the 50-year old span which carries Interstate 95 over the Quinnipiac river. After the work executed by Cianbro/Middlesex, the focus shifted to the contractors who completed the bridge replacement. C I A N B R O F A L L / W I N T E R C H AT T E R


Cianbro Completes an LNG Vaporizer Replacement Project Oil, Gas & Chemical n

By Steve Dube

In October of 2016, the Cianbro team successfully completed a vaporizer replacement project at a Liquid Natural Gas (LNG) Peak Shaving Plant located in Massachusetts. The vaporizer system converts liquid to gas to add supply to the natural gas transmission system during peak demands. This complex buildout consisted of three different contracts from two separate customers and was constructed as one project on an accelerated schedule without disrupting the operating plant. The project required over 50 onsite team members working seven days per week. The civil and demolition scope started with conducting surveys, laying out equipment and structures, and installing vacuum excavated test pits to locate existing underground utilities. Cianbro excavated, backfilled, and placed concrete for all footings, foundations, and new underground utilities. We then began with the installation of the Power Distribution Center (PDC) building, transformer pad, cable tray supports, and blower and control panel foundations. Work also included the demolition of existing concrete slab and foundations and preparation of new foundations for equipment setting and grouting. One 26

of the challenges during this scope included working in confined spaces to conduct concrete repairs to the vaporizer burner pits. The team identified this challenge during the planning phase and developed a thorough plan to perform the work to ensure a safe outcome. The mechanical and structural scope began with removing the existing vaporizer assemblies, equipment, instruments, piping, tubing, and associated steel supports to make way for new equipment. Team members then prepared the foundations for equipment setting, aligning, and grouting before the installation of the new mechanical skid, burners, blowers, and stack components associated with the vaporizer. Cianbro furnished and installed all piping, fittings, valves, and steel supports associated with the new vaporizer system. Given the temperature of gas and liquids, the piping installation also involved specialized painting, coating, and insulation. Additional work entailed installing new piping and electrical, skid piping and tubing modifications, makeup water modifications, 12-inch yard pipe modifications, drain pipe replacement, cable tray steel supports, rupture disk removal and relocation, and designing and replacing the vaporizer-area fire deluge system. Cianbro also performed all final system pressure tests. The electrical and instrumentation scope included installing new stainless steel control cabinets and installing

C I A N B R O F A L L / W I N T E R C H AT T E R

power, control cable, and additional wiring throughout the PDC building, equipment skids, compressor building control room, and vaporizer area. We installed a ground grid system, instrumentation and tubing on the equipment skids, and installed, tested, and certified a fiber optic system and associated components. The scope also included installing and wiring a relay panel within the PDC building, removing and replacing the heat trace system, and installing and wiring the life safety system with safety entry panels. The team also installed, tested, and terminated the 5 kV medium-voltage cable and performed the control room modifications to interface with the new monitoring equipment. In November of 2016, the new vaporizer system went into service ahead of schedule. The success of this project was due to the excellent planning and collaboration between the owner, the plant operators, and the construction team. Since our relationship began over a decade ago, we have completed several power related projects for this client and have continuously demonstrated an overall ability to meet or exceed expectations. It is that dedication that led to our success on this project and ultimately led to supplementary work at the site, as well as additional work at one of their other gas facilities located in Connecticut. 4 32,894 Project Safe Hours

Connecticut Natural Gas Rocky Hill LNG Phase II Emergency Generator Installation & Boil-Off Gas Electrical Project Oil, Gas & Chemical n

By Bruce Brown

Working in and around existing operational Liquid Natural Gas (LNG) plants requires an advanced level of knowledge and skill that Cianbro can provide. Cianbro’s resume includes a long list of projects that demonstrate this ability which helped secure two new projects at Connecticut Natural Gas Corporation’s (CNG) facility in Rocky Hill, Connecticut. CNG is a subsidiary of AVANGRID, Inc. Cianbro recently completed the Phase II Emergency Natural Gas Generator Installation project and will soon kick off construction for the Boil-Off Gas Compression Electrical project. Cianbro completed Phase I of the Emergency Natural Gas Generator (ENGG) project in 2014 and the client was very pleased with the team’s dedication to safety, quality, and overall performance, which led directly to this new opportunity. Phase II work entailed the installation and commissioning of a new 400 kW ENGG. Adding this ad-

ditional ENGG to the existing two units (installed in Phase I) required intensive electrical systems integration. The utility side of the plant required transformer upgrades, which involved removing the existing 750 KVA transformer and installing a new 1,500 KVA transformer. The transformer replacement required careful coordination for the integration into the existing electrical system at the operational facility. The generator and transformer upgrades included the installation and pouring of all concrete foundations, rigging and setting of all major equipment, including the transformer and large generator, installation of all underground and aboveground conduit and cabling, controls, and instrumentation, and all required mechanical gas piping to the generator unit. The team worked through many logistical challenges and ultimately completed the project safely, to the established quality standards, and on schedule. One challenge involved rigging a very large generator into a tight window surrounded by many existing mechanical and electrical structures. The rigging effort was flawlessly executed due to the attention to detail and upfront planning done by the team. Another challenge was the plant’s regulatory restrictions on generator runtime for non-emergency related issues. With extensive pre-planning between Cianbro, the client designer, and the utilities, the team was able to reduce the proposed two-day outage and perform the complete service change in two mini-outages over a combined eleven hours. This minimized the run time on the owner’s generators and helped them to stay compliant with regulations. Under a separate contract, Cianbro will be performing the electrical scope of work on the Boil-Off Gas (BOG) Compression project. Work will include installing all electrical cable tray, sup-

ports, conduit, controls, and instrumentation to accommodate the installation of a new BOG Compressor, a BOG Shell and Tube Heat Exchanger, and a BOG Compressor Air-Cooled Heat Exchanger. The scope also includes all Motor Control Center wiring, Variable Frequency Drive equipment, and outdoor conduits that will require Ground Penetrating Radar and vacuum excavation to mitigate any unforeseen underground utilities. The upfront coordination and planning with the operators of the plant are necessary on a daily basis to ensure there is no interruption to the active plant. The interactions between the Cianbro team and the client have been a testament to the mutual appreciation for safety and hazard mitigation. Cianbro looks forward to providing innovative solutions to support CNG in their upcoming efforts at their various facilities. 4 6,192 Project Safe Hours

C I A N B R O F A L L / W I N T E R C H AT T E R


Eastern Shore Natural Gas - Bridgeville & Delaware City Compressor Stations Oil, Gas & Chemical n

By Tom Mawhinney

In April of 2016, Cianbro was awarded a contract to build two compressor station expansions in Delaware for Eastern Shore Natural Gas (ESNG). The Bridgeville station includes the installation of one compressor unit, while the Delaware City station includes two. All three units are Ariel JGD/4 single stage compressors with a CAT 3606 LE Engine, rated 1,775 horsepower each. Cianbro’s scope of work includes installing the compressors, compressor buildings, control buildings, backup generators, and additional ancillary equipment. Cianbro built a similar project for ESNG in 2013 and was invited to bid on these projects based on prior performance and owner relationship. Cianbro began planning the projects in early May. During the pre-planning 28

phase, Cianbro awarded subcontracts and material purchase orders including the piping shop-prefabrication work. Team members began mobilizing to both project sites in August of 2016. To prepare the sites for construction, the project team, with assistance from Cianbro’s Environmental group, started installing the erosion and sediment control measures. Once in place, crews began excavation and site work followed by formwork, rebar, and concrete work. The compressor units were set at both sites in the last week of September. The setting of the compressors required analysis and planning of appropriate critical lift plans. The Delaware City project included the fabrication and installation of approximately 1,600 linear feet of 16inch diameter underground gas piping, including tie-ins to existing mainline gas piping, which Cianbro performed concurrently with the compressor foundation work. Once pipe testing was

C I A N B R O F A L L / W I N T E R C H AT T E R

complete, the tie-in work began in midNovember with final tie-ins completed in mid-January. The building foundation work started once the permits were released in late August. In parallel to the foundation work, Cianbro’s electrical subcontractor began the primary electrical service and grounding installation. Once the compressor building foundations and floors were complete, the building subcontractor began the building erection work while Cianbro continued with the control building and other foundation work. With the building structural steel and interior liner panels installed, the interior building work started. Interior work included compressor unit buildout, piping and cable tray structural support installation, electrical cable tray, conduit, and device installation, piping and instrumentation installation, control building build-out, and electrical Motor Control Center and equipment installation. The team began pulling electrical

cable after the pre-cast electrical trench was installed between the compressor and control buildings. The exterior work continued concurrently, which included the installation of the 16� and 20� underground highpressure gas piping, backup generators, filter separator tank, aboveground and underground storage tanks, station blowdown, JW/AW water coolers, gas coolers, intake/exhaust silencers, and underground piping tie-ins. The team has worked through a few challenges, including significant rain and icing which ultimately created muddy conditions throughout the project sites. The Delaware City site had limited space and access, which made material and equipment deliveries difficult.

To mitigate this, the project team developed a plan for logistics and material handling which ensured efficient and safe loading and unloading of equipment and materials. Tight schedule requirements required diligent coordination between trades, as numerous trades shared the same workspace. Additionally, both sites worked night shifts to allow critical path work to continue in the compressor buildings. Cianbro began startup and commissioning at the end of January/early February and the remaining site work is expected to be completed at the end of March. Hats off to the teams for their continuous hard work throughout the cold, rain, and muddy conditions as well as their commitment to building the projects safely.


A Key to Your Health Wellness & Benefits n

By Andrea Pelletier

One of the best ways to stay on top of your health is to have your annual preventive exam. Seeing your primary care physician on a regular basis helps you to stay in tune with your body and find problems early. Often, the earlier a disease is diagnosed, the more likely it is that it can be cured or successfully managed. When you treat a disease early, you may be able to prevent or delay problems from the disease. At Cianbro, we want our team to stay well at home and at work, now and for many years to come. Our team works hard for their company and their family. Not only will our medical insurance provider help team members and their families find a primary care physician, but our internal health coaches will also share resources and tools that can connect them with a doctor. Additionally, Health Advocate, a benefit provided by Cianbro for team members and their families, provides a personal health advocate that can find doctors, arrange appointments, explain conditions and treatments, and a whole lot more. Outside of visiting their doctor regularly, Cianbro team members and spouses are also encouraged to make healthy choices in their daily living. In 2016, Cianbro implemented a new wellness software called Vitality. Team members and spouses can participate in our wellness program by completing a health questionnaire through the Vitality website (www.powerofvitality. com). The results will generate education and resources that are tailored to the participant and any health areas that they may want to work on. Participants will also have access to additional tools and information to help guide them in their efforts towards healthier living. Vitality can be accessed at anytime, anywhere and from any computer, tablet or mobile device with an internet connection. Staying on top of your health requires some work, but with the right tools and support you can live healthier and enjoy a better quality of life now and for your retirement years.

4 66,933 Project Safe Hours C I A N B R O F A L L / W I N T E R C H AT T E R


Portsmouth Naval Shipyard Infrastructure Market n

By Brandon Glencross

With decades of experience at Portsmouth Naval Shipyard (PNSY), Cianbro has always made it a priority to understand the need to support our client. In September of 2014, Cianbro was awarded the Bridge #1 Structural Repairs Project after submitting an elaborate technical package including schedule deadlines and creative construction methods. Fast forward two years and Cianbro still has a strong presence at the shipyard, between preparing for completion of the Dry Dock #3 Pump Well Repairs Project, started in 2015, and the preplanning of both recently awarded projects for Structural Repairs to Berth 11 and the Dry Dock#3 Caisson Replacement/ Seat Repairs. This string of success is a direct correlation between Cianbro’s commitment to our client, diversity of construction abilities/ personnel, and the ability to persevere 30

through difficult circumstances. With this focus, Cianbro has completed these projects safely, on time, and within contract requirements. Cianbro’s ability to manage workflow and commit to deadlines is a key reason for our success at the shipyard. In 2015, Cianbro promised that the new train rail would be installed on the outgoing vehicle rail by December 15th and that’s exactly what was accomplished. Design groups evaluated the structure and the team committed to a 7-day shutdown schedule from June-November to install the second half of the bridge on time and as promised. In the Spring of 2016, Cianbro faced a similar deadline to install the outer sheet wall to the pump well and return both dewatering pumps in order to maintain dock certification. By constantly looking ahead, Cianbro not only completed the sheet wall ahead of schedule, but the dewatering pumps were removed, refurbished, and reinstalled in time. Cianbro will again commit to a seven-day schedule on Berth 11 in order to complete the upcoming project on time and not disrupt

C I A N B R O F A L L / W I N T E R C H AT T E R

the submarine berthing schedule or land side activities on base. On Bridge #1, preconstruction work packages prepared by Cianbro design groups proved the ability to complete work around live lines and open traffic, minimizing any impacts to shipyard activities. Cianbro was able to display the company’s construction, planning, and engineering diversity to NAVFAC/ NAVSEA in a way that benefitted the Navy’s specific needs. These engineering skills allow Cianbro to prove its problem solving abilities before arriving on site. To keep familiarity and in an effort to grow, Cianbro has maintained senior and experienced management on projects while instituting succession planning, thereby growing the depth of our PNSY team. The team has grown in abilities and has now helped to sculpt what is to be expected when Cianbro arrives on site. Fast paced projects bring constant change in both construction and design. Cianbro’s ability to adapt to changes and to help mitigate future issues in design are key components that help the

Wellness and Safety Scorecard Challenge Winner Wellness & Benefits


company to persevere during difficult tasks. After assisting in the redesign of the utility layout to help the construction schedule, the Bridge #1 team got innovative with the entire demolition process in order to cut the schedule in half. Constant team meetings were held to develop a plan to minimize moving debris and waste. This plan allowed a reduction in schedule time for all similar activities. The Pump Well Repair Project brought challenges that were not easily identifiable until mechanical equipment was removed from the building. Collaboration, sequencing, re-sequencing, and remarkable determination between the Cianbro/ NAVFAC/ NAVSEA team allowed this schedule to be met. Cianbro has committed to our client relationships at PNSY before our boots hit the ground. In addition to understanding our client’s needs, Cianbro’s commitment to schedule, diversity of internal talent, and perseverance of the crew at the front line are the reason we are able to meet the needs of our client. With these defining qualities, Cianbro hopes to maintain their reputation as a competitive and responsible contractor at PNSY. 4 81,556 Project Safe Hours

By Andrea Pelletier

Part of supporting Cianbro’s team is providing a healthy environment that encourages team members in their wellness efforts. During the fall of 2016, many jobsites joined in a wellness and safety workplace challenge. The challenge included a scorecard that jobsites used to evaluate their site. Jobsites that participated earned points for sharing educational pieces on safety and health, increasing participation in the Healthy LifeStyle Program, challenging team members to an activity or weight loss challenge, implementing a Lean concept or strategy, and several other wellness initiatives. The Ricker’s Wharf Office scored the most points and was awarded a wellness banner to celebrate their healthy and safe jobsite. Ricker’s had an impressive scorecard with 92-percent completion of the Vitality Health Review (VHR). They also had 100-pecent participation in their physical activity challenge. Kudos go to their leadership, Pat Sughrue and Keith Anderson, and their wellness champion, Taylor Doyon, for all the work that they did. The EMMC Modernization Project took second place. Thanks to the other jobsites that participated in this year’s challenge! We had 35 jobsites/departments that participated – which is double our participation from last year. This really shows how much Cianbro supports wellness, and that means a lot to our team members. Thanks to all the jobsites/departments that participated: • Baystate Medical Center • Bloomfield Office • Cabin Creek SS • Chesterfield Ave SS • Corporate 3rd Floor • Corporate HR • Delaware Bridgeville • Delaware City • DMT Berth 1-2 Cutoff • Dogtown Rd SS • Dominion Line 4 • EMF Brewer • EMMC Mod

• Equipment Pittsfield • Pisgah Mtn Wind • FAB OPS Building • Pittsfield Fab & Coat • Falmouth Office • Potter SS • Fitchburg Paperboard • Rickers Wharf • Georgetown CFCC • Sarah Long Bridge • Greggs SS • Suominen Non-Wovens • Haverhill & PNSY • The Wharf • Cianbro Institute • Towson Generator and SS • Madison Solar • UGIES Manning LNG • Morgan’s Wharf • Waugh Chapel • NNE Annex • Oxford Expansion & New Hotel

C I A N B R O F A L L / W I N T E R C H AT T E R



Starcon’s Capital Project for World Class Gulf Coast Chemical Company Starcon n

By Fred Weisinger

In the second quarter of 2013, Starcon received a request for quotation from Mitsui Engineering and Shipbuilding (MES) of Japan for the erection of eight olefin furnaces. Olefins are chemical compounds, derived from naturalgas processing, which are used in the production of plastics. Olefin furnaces are significant components of that refining process. The eight furnaces in question are part of a suite of projects in 32

and near existing facilities in Baytown, Texas. The chemical company has committed to investing billions of dollars in facilities and infrastructure for producing olefins utilizing increasingly abundant regional natural gas supplies. Over the next two years, Starcon Lead Estimator Chuck Bruce and Estimating Manager Steve Rediess worked unwaveringly with MES and their construction management division, Engineers and Constructors Inc. (ECI), to define and mutually agree to the field installation scope, methods and strategies to price and construct. Final contract negotiations were carried out for Starcon

C I A N B R O F A L L / W I N T E R C H AT T E R

by Richard Brescia, Peter Cianchette and Danielle Bortka. The parties issued and signed a contract in May of 2015. The furnaces each consist of fifteen modules plus the stack, Induced Draft Fan, and associated ducting. At completion, the furnaces stand more than 200 feet high. The modules are shipped to the site on a “just in time” basis and are offloaded and staged by Starcon. The modules are permitted to be transported from ECI offsite receipt and storage locations only during the night shift, due to the size and escort requirements. Preparations in the staging area – including installing scaffold, platforms

and handrails, where possible – are done by Starcon crews prior to loading and transport to the erection cranes locations. Starcon Equipment Manager David Latham and Night Superintendent Carter Sherman, along with a host of others including Cianbro Vice President of Equipment George Bell, have done a great job of coordinating the “ballet” required to stage, move and safely erect these multiple large modules in a very restricted area. “It’s a very challenging project, a large-scale project, a complex project,” said Cianbro Chairman and CEO Pete Vigue. “We’re making significant progress and doing it safely and productively, by bringing the resources of Cianbro and Starcon together. As a result of the Starcon folks and the Cianbro folks sharing their knowledge, their experience and

their resources, we will be successful.” The project is forecast to peak at more than a thousand craft personnel and to expend more than one million direct work hours before work is completed in 2017. “I’m very proud of all the people involved,” said Pete. “The success of the Starcon organization is thanks to the people, and also to their recognition of the value of sharing not only people resources, but utilizing all that Cianbro has to offer, including our tooling, our systems, our processes, our IT, our HR, and more. Their enthusiasm and willingness to collaborate and create one organization – one entity – makes us a team that can take on any challenge, and do it successfully without hurting anybody.” Starcon President Peter Cianchette characterizes the project as a unique and

challenging opportunity to collaborate with world class organization like MES/ ECI and the owner. “This work is very important for the future of one of the world’s largest and most successful companies,” said Peter. “We’re talking about a multi-billion-dollar investment on the part of the owner, that is creating jobs, regional economic activity and tax revenues – this while positioning the owner to develop important products for the benefit of people at home and around the globe. It is a privilege for Starcon and Cianbro to have been tapped by MES/ECI and the owner to take part in this milestone project. It is also a testament to the confidence that MES/ECI and the owner have placed in our highly skilled team.”

C I A N B R O F A L L / W I N T E R C H AT T E R




The following team members have each devoted a quarter century of service to Cianbro. Chairman Pete Vigue and Cianbro Corporation President Andi Vigue offer comments on the contributions that each team member has made towards the company’s success… Kellie Duplisea

Kellie has always done her work with accuracy and in a professional manner. She is committed to continuous improvement and always gets the job done to perfection. Kellie helps whenever needed and is always willing to go the extra mile while maintaining a positive attitude. Billie Perkins

Billie was still a teenager when she came to Cianbro as a member of the company’s safety team. After spending some time in the field, she found her niche in accounting and has held a variety of positions in that discipline. She is accurate, detail-oriented, and helpful to fellow team members. Billie has proven that Cianbro made a good decision when hiring her straight out of high school. Shawn Ramsay

Shawn has a deep understanding of fabrication and coating and is detailed-oriented. He is a project manager who readily shares his knowledge and experience with his team. He has effectively run very complicated projects and has been instrumental in their success. Others look to him as a resource and find him easy to work with.


C I A N B R O F A L L / W I N T E R C H AT T E R

Richard Godin

Rick is known for his excellent client relations and ability to reach out to new customers. He has an excellent technical knowledge of his work and the systems involved. Rick is a natural leader and is highly respected by his crews, who also appreciate his good-natured attitude on the jobsite. Lawrence McAlpine

Larry has always been dependable, on time, and gives 100 percent to whatever he is working on. He is always willing to share his vast knowledge of equipment with others, and has a reputation for being one of Cianbro’s best operators. Larry is considered a role model and a team member who is always looking out for his colleagues. His cheerful attitude is also a trait that fellow team members appreciate about Larry. Dann Hayden

Dann is very organized and continues to motivate his team of engineers. He has strong technical skills which enable him to see clearly through difficult technical challenges and make the solutions look easy. His key roles on landmark projects such as the Motiva Modules job are examples of Dann’s ability to handle crucial responsibilities.

UGI Energy Services, LLC – Manning LNG Facility Oil, Gas & Chemical n

By Matt Smith

Since mobilizing in April of 2016, Cianbro and subcontractors have been in North Eastern Pennsylvania at the UGI Energy Services, LLC (UGIES) Manning LNG Facility. Cianbro was awarded the contract in March for the balance of plant (BOP) for a new Greenfield LNG Facility including a 500,000-gallon storage tank and truck loading area. Cianbro’s scope of work includes the installation of the Liquefied Natural Gas (LNG) plant portion of the site, fire suppression system including a 240,000-gallon water tank, and underground pipeline connections from the owner’s pipeline and existing compressor station. The LNG BOP scope includes all civil foundations, structural steel, piping, electrical, and instrumentation systems. This scope includes installation of all the Cosmodyne supplied LNG equipment including a new solar turbine, IR nitrogen compressor, glycol pump skid, aftercooler nitrogen skid, turbo expander, and LNG cold box. Cianbro is also installing three compressor units with coolers, four fin fan cooling units, three absorber vessels

and valve skids, an emergency generator, and a pretreatment system including filter separator, meter skids, regeneration heater, and odorization equipment in the boil-off gas compressor building. Since beginning the project, the scope has grown, and with an already aggressive schedule, the Cianbro team has worked collaboratively with UGIES to integrate the additional work as it has emerged. It is through the dedication and hard work of Cianbro’s greatest resource, its people, that the project has stayed on track for the scheduled completion. One of the biggest opportunities to showcase the company’s self-perform capabilities on the project has been the significant mechanical piping work. There are numerous piping systems that require varying ASME and API down hand welding procedures, depending on the system and location. Cianbro’s in-house QA/QC team has provided outstanding support to the project team as well as to the client. The project has successfully completed over 2,500 pipe welds to date with a minimal weld rejection rate of less than 0.90%. UGIES chose Cianbro for the project

because of the company’s proven quality and experience in the Oil & Gas Market. The owners have been pleased with Cianbro’s ability to work seamlessly with the various stakeholders in order to navigate the emerging design enhancements throughout the course of the project. The project is nearing mechanical completion which will transition to plant commissioning, followed by final completion in February. It is Cianbro’s can-do attitude and commitment to safety, quality, and client satisfaction that will lead to repeat business in the future. The Cianbro project team has included the following team members: Chris Hendl, Scott Jackson, Jeremy Mace, Jim Flear, Gage Lake, Kevin Kokotovich, Kris Ballard, Shawn Bryant, Scott Hunt, Mike Keim, Bill Sawyer, Sterling Gore, Jeremy Rhine, Jon Collins, Russell Ballard, Chelci Allis, Sam Baker, Wayne Denny, Mike Isaacs, Alvaro Lemus-Perez, Miguel Cabrera, Max Wahl, Johnny Shelvin, Malcolm Patterson, Ben Carranza, Derrick Brawn, Kye Chon, Josh Holston, Tesfa Berhane, and Matt Smith.

4 23,588 Project Safe Hours

C I A N B R O F A L L / W I N T E R C H AT T E R


Southbound to Suominen

Perpetuating Cianbro’s Future in the Southeastern USA Industrial & Manufacturing n

By Dave Heaton

“The greatest thing in this world is not so much where we stand as in what direction we are moving.” ~ Goethe 2015 marked a milestone year for Cianbro, with the decision to implement a market-based approach to the company’s solution-driven business strategy. This was a major strategic move from Cianbro’s historically regional-based delivery strategy. A key driver behind the decision to restructure to the marketbased approach was to best position Cianbro to meet its customer needs. This is achieved by building a highly competent team which has significant experience and capacity, a thorough understanding of the work and industry, and can effectively and economically work with custom-


ers right through project delivery. 2016 marked yet another milestone development year for Cianbro. Building on the foundations of the market-based approach and looking beyond the walls of regional boundaries, Cianbro initiated a strategic business development focus in the southeast United States. Company leaders actually began to look south of Cianbro’s traditional Mid-Atlantic region approximately five years ago. The goal of growing the firm required an expansion of its traditional geographic areas, and the South was attractive due to factors such as a general affinity for open shop contractors and a relative shortage of construction resources in the area. The initial target region included North Carolina, South Carolina, Tennessee, Georgia, Florida and Alabama. Cianbro’s Power & Energy (P&E) team will continue to work with established southern clients such as Dominion, Brookfield and Duke, with an emphasis on the team’s transmission and substation capabilities. The Industrial & Manufacturing (IDM) team continues to target pulp and paper, nonwovens, food and beverage, life sciences and general manufacturing, along

C I A N B R O F A L L / W I N T E R C H AT T E R

with power generation capabilities that have reorganized under IDM from P&E (see page 16). In February of 2016, Dave Heaton rejoined Cianbro after spending the past 12 years in the Southeast developing industry relationships – with construction teams and clients – by emphasizing values such as teamwork and commitment. Joining Dave was a well-seasoned, professional team of managers, engineers, supervisors and crafts, all of whom take Cianbro’s core values to heart: exercising judgment and taking action; accepting accountability for their actions; learning from experience and a desire for continuous improvement; and treating others with honesty, dignity and respect. The team includes Senior Project Engineers Jay Walkowski and Tom Ertel; Project Engineer Craig Paquette; Craft Superintendents Jose Martinez and TJ Price; Foremen Antonio Martinez, David Montanez, Hal Cox and Scott Jonas; and Field Admin Darlene Couchman. Within two months of pursuing opportunities in the Southeast industrial market, Cianbro was awarded a project for Suominen in Bethune, South Carolina.

Headquartered in Finland, Suominen is a global leader in nonwovens for wipes in the medical, personal hygiene, and industrial markets. Cianbro was contracted by Suominen to install a new, state-ofthe-art, Wetlaid nonwovens machine, on an ultra-fast track schedule. Construction started in June of 2016 with the demolition of approximately 1,500 cubic yards of concrete foundations inside an existing manufacturing building. Cianbro’s concrete team placed and finished nearly 2,700 cubic yards of new concrete foundations inside the building by September. Shortly thereafter, a seasoned mechanical and piping team fresh off the St. Croix Tissue Project in Maine began installation of the new nonwovens tissue machine, ancillary equipment, and 15,000 linear feet of process piping. The erection of approximately 150-tons of miscellaneous structural steel coincided with the installation of the process equipment and piping. The installation of the process equipment and tissue machine was substantially complete by December 31st, as was a significant amount of the process piping. Suominen successfully began Input/Output system check-outs in December of 2016. The biggest challenge for the Cianbro team was working within the confined parameters of a very congested space. Suominen and their engineering partners successfully ‘shoehorned’ a technologically advanced tissue machine into an existing building with restricted headroom, limited clear span, and functioning system utilities to include fire protection, above and below ground plumbing, steam and condensate, process electrical and lighting, and compressed air. Suominen provided the construction management for the project, and Cianbro took the construction lead, cooperating with multiple other prime subcontractors working under the contractual direction of the client (process electrical and instrumentation, HVAC, fire protection, coatings, structural platforms, instrument air, roofing penetrations). Suominen, Cianbro, and the other contracting partners safely constructed the Bethune Nonwovens Project in approximately eight months. The springboard growth experienced

from the Suominen project is never by mere chance; it is the result of forces preparing and working together as a team, and success occurs when opportunity meets preparation. In preparation for our southeastern growth, special recognition is due to team members who willingly volunteered to travel south in support of the Suominen project: Project Superintendent Tom Meunier; Project Engineers Zach Hayes, Corrine Anderson and Eric Shockley; Craft Superintendents Garry Billings and Eric George; Safety representatives Lori Lane and Katie Foster; QC Supervisor Adam Mazorolle; Foremen Cindy Paugh,

Dan Brown, Dutch Newby, Don Beliveau, Jim Towle, Ray Lane, Andy ‘Rag’ Gould, Nate Landon, Randy Morin, Ernest Darby, Jason Paugh, and Art Perrault; and Field Admin Cheryl Waters. Dann Hayden and his technical team featuring Mark McLean and Seth Goucher continue to provide unsur-

passed engineering and technical support to the projects from Brewer, Maine. This form of ‘Lean implementation’ has proved to be an effective project delivery attribute, and will be imperative to our growth and continued success. Our Power & Energy market continues to gain a foothold in the Southeast, securing work with both Duke Energy and Southern Company Georgia Power. The Substation team is currently working on a nuclear station project for Duke Energy in North Carolina. Additionally, the Substation team has secured two more projects with Duke Energy at sites in Florida. The Generation team is on schedule to mobilize a project in April of 2017 for Georgia Power at Bartlett’s Ferry Dam in Georgia. The Cianbro team will replace 19 spillway flood gates on the 91-year old hydroelectric dam. 4 90,579 Project Safe Hours

C I A N B R O F A L L / W I N T E R C H AT T E R



Pages 38 thru 41 honor our active Cianbro team members who have one or more years of service n

68 Years

Kenneth Cianchette n

51 Years

Thomas I. Caldwell Henry M. Cone n

47 Years

Peter G. Vigue n

44 Years

George Bell n

42 Years

Forester Sprague Jr. n

41 Years

James M. Bonney Thomas N. Floyd Frank J. Susi n

40 Years

Steven A. Perrault n

39 Years

Mark W. Nordgren n

38 Years

Charles Cianchette Roderick L. MacKay Jr. John L. Purinton Douglas E. Ranks Thomas E. Stone n

37 Years

Eric S. Brown Henry T. Cook Donald Keresztenyi Bryan Libold Kaven Philbrook David D. Shorey David A. Webster Archie Wheaton n

36 Years

Thomas J. Belanger Howard L. Briggs Jeffery A. Carr Michael L. Crider Daniel L. Duperry William Hadlock Michael D. Hayden Ernest E. Kilbride Brent F. Kirby David P. Lewis Gary A. Parker Shelby A. Sawyer David C. Sutcliffe Gregory E. Wing n

35 Years

Dominick Arena 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 Nathan S. Weston Jerome D. Wood n

34 Years

Mona D. Evy Alan D. Fisher Ronald K. Oliver Daniel S. Perkins Michael A. Potter Brian W. Watso n

33 Years

Lynn M. Cianchette Scott Clements Douglas A. Dow Robert M. Drzewiecki Gary R. Gagnon Troy G. Martin Herschel Rackliff David G. Saucier Ernest Selberg Jr. Stanley E. Webster n

32 Years

John S. Clifford Joseph P. Foley Jr. Owen H. Grimes James M. Haut William A. Reid n

31 Years

Penny-Lynn H. Abbott Paul R. Belanger Laura H. Henry Jerome J. Humphrey Scott B. Ludden Bradley H. Marquis Robert C. Owens Michael L. Raven Timothy F. Vigue n

30 Years

Dennis E. Beisaw Neal T. Dawes Barry J. Gordon Craig O. Holmquist Terence Lemieux Keith B. Magoon Rae F. Randlett Michael A. Raven James H. Richards Leslie D. Vigneault Kevin M. Violette n

29 Years

Anthony A. Ayotte Shawn H. Bickford David E. Bond Brenda L. Cote Kevin H. Curry

Joseph C. Friant Jean E. Gantnier Ernest J. Long Thomas B. Meunier Ronald S. Nickerson Roderick A. Pease Scott M. Remillard Dale D. Smith Scott S. Young n

28 Years

Jacqueline E. Arsenault Theodore B. Baxter Bruce H. Beane Richard E. Beliveau Jurgen G. Bell Garry L. Billings O’Neil E. Boivin Trent C. Clukey Mark D. Cochrane Robert B. Currier Glen S. Dickinson Jack H. Dodge Jr. John P. Gamage Michael R. Hilton Howard A. Lynds Glenn G. Masse Douglas J. McPheters Darin W. Merrifield Brian E. Michaud Charles W. Nutter Carol J. Ouellette Thomas G. Ruksznis Norman L. Scribner Mark A. Stone Ronald E. Taylor James E. Towle Elbridge G. Watson Thomas Wozniak Mark J. Zagrobelny

27 Years

Kris M. Ballard Vera L. Bryant Philip R. Dube Richard G. Fish Brian T. Hartness Timothy N. Jackson James F. Leavitt Aaron L. Wedgewood Daniel L. Wyman Douglas H. Wyman n

26 Years

Wayne M. Denny Kellie A. Duplisea Richard J. Godin Dann L. Hayden Lawrence W. McAlpine Billie J. Perkins Shawn H. Ramsay n

25 Years

Leonard W. Brooks Thomas J. Hamel Eusebio Heredia Soto

C I A N B R O F A L L / W I N T E R C H AT T E R

Paul M. Holmquist David L. Magoon Craig R. McConaughey Jeffrey T. McPherson Daniel R. McPheters James M. Rossi Kimberly G. Sieber George W. Tapley Jr. Victor Ugalde n

24 Years

Duane J. Boissoneault Charles A. Brower Lauren E. Dow Terrance L. Hayes Mark J. Masse William J. McLeod Scott B. Mitchell Joseph R. Oliver John R. Ryan Jonathan D. Sacks Robert Q. Seegmiller Charles E. Tapley Andi Vigue Max S. Wahl n

23 Years

Mark S. Blanchard Thomas E. Carranza Kevin B. Crowell Eric E. George Tim E. Gorham Edward W. Grignon Rick C. Leonard Michael S. Stevens Cory P. Thompson Andrew L. Tower n

22 Years

Tina Adams Clint H. Chase Tara K. Coffin Jon G. Collins Milton A. Cruikshank II Dawn Erb Paul D. Franceschi Yves P. Gagnon Kevin L. Grass Chester H. Guilford III Carla E. Kelley Craig M. LePage Lawrence Litchfield Jr. Brent E. Luce Amy E. Webber Von L. Weese Michael S. Zemla n

21 Years

Chris G. Alexander Richard A. Bachelder Jr. Michael W. Bennett Michael D. Bishop Norman C. Blakely Jason A. Butler Jason A. Curry Lincoln C. Denison Jr.

Thomas G. Dewey Chester B. Dolloff Todd J. Folsom Robert A. Gould Dennis A. Greene Mitchell E. Hayden Joseph B. Hyde Edward E. Jones Joseph A. Kennedy Scott A. Knowlen Kevin Kokotovich Michael R. Lilley Kirk R. Maenhout Thomas E. Mahar Wayne D. McNally Timothy G. Murphy Joseph G. Orlando James J. Peakes Sandra E. Perreault Joseph H. Plourde Patrick L. Slawek Timothy F. Stauder Christopher L. Stevens Raymond M. Therrien Kim A. Tozier Troy T. Twitchell Daniel J. Williams Debra L. Wilson Kenneth P. Woodcock n

20 Years

Michael A. Berry Andrew E. Bowden Patti-Lynn Brann Kristen A. Chipman Ralph S. Clukey Robert B. Costine Wayne S. Enman John E. Farnham Roy D. Fitzmaurice Timothy E. Flewelling Jeffrey A. Hall Charles G. Hall Brent A. Haskell Cesar O. Matul Donald L. Prevost Charles R. Riley Jr. Keith I. Ryder Carlton W. Sanborn Jr. Larry R. Snowman Jr. Kenneth D. Tibbetts Jennifer L. Turcotte Bradley A. Vanadestine Ronald E. Wedgewood n

19 Years

Allen P. Beaulieu David A. Bousquet Barry G. Brooks Joshua M. Brown Darcey T. Bubier Craig L. Chambers John P. Coon Jr. Keith Costigan Patricia L. Dickinson Richard P. Dilsner

Christopher K. Downs Michael G. Dube Chaderick A. French Maurice A. Gould Debora L. Grignon Jeffrey L. Hetzer Douglas J. Lacroix Laurette Laverdiere Brian R. LeSage Eric R. Lewin Manley B. Lyons Thomas Mawhinney Randy M. Morin Mark M. Nelson Thomas W. Noble Scott S. Penney Richard A. Preble Susan L. Roberts Juan F. Salazar Kelly G. Shank Jeremy S. Sherman Robert E. Small Aaron W. Walsh Dana R. Woods n

18 Years

Scott L. Alexander Christopher R. Bagley Aaron F. Barbalate Esteban Bernal Shawn M. Bickford Benjamin R. Blodgett Richard S. Brescia John G. Clark Bobbi J. Collins Robert P. Courtney Keith R. Edwards Kelvin R. Friend Buaris J. Gervais Jeffrey A. Gillespie Gary Guindon Christopher S. McKenna Thomas L. McVaney Novak Nedic Seth S. Norton Michele E. Toothaker Jerilyn R. Underhill Jason T. White Paul L. Williams n

17 Years

Chad H. Alley Tesfahunegn Berhane William E. Birney David A. Bolduc Robert L. Bussell Allen D. Clark Thomas E. Clarke Wesley M. Corson Rodney W. Crocker Adele D. Diodato Jacob R. Dionne Shawn A. Doran Neil G. Dupont Michael T. Edwards Howard L. Fernald

Luke E. Finley Barbara Fortin-Poirier Peter A. Foster Langis D. Gagnon Donald A. Goodwin Ryan J. Graves Darren E. Gray Leslie C. Hayden Aurelius S. Hinds III Mark E. Hutchins Scott A. Jackson Donna A. Jacques Shawn A. Lambert Eric M. Lane Jeremy W. Lane Jose A. Luna Torres James E. Lyons Jeremy B. Mace Ryan L. Marcotte Gary L. Mason Cesar A. Matul Santos T. Matul Rodney A. McAvoy Garrett R. McVaney Garth Miller Russell J. O’Neal Lora J. Pitcairn Christopher R. Pond David A. Powers Shawn A. Reid George Rendon Thomas S. Richter Jason G. Rourke Francisco Salazar Paul R. Saucier Joy L. Schobel Gary W. Smith Donald R. Smith Patrick N. Steeves Gail M. Stone Kerry A. Swallow Jeremy S. Whitney Walter T. Willard n

16 Years

Ernest A. Adams Hunter J. Anderson Ronald D. Ayres Maurice B. Batchelder Jason L. Batchelder Christopher L. Brann Scott K. Bumps Ulicer Castro Linwood T. Charette Roland S. Clark Joshua A. Clark Darrell D. Clement Gloria J. Cook John A. Daley Donald F. Davis Justin D. Desrosiers Terry J. Dingman Sharon G. Ebbs Lavina J. Freeman Randy S. French Joseph A. Glidden Jr. Jon M. Gliniewicz Jason J. Harris Oscar A. Hernandez Frank Holliday Jr.

Lance C. Keen Cecil L. Kershner III David P. Maheu Robert A. Mayhew Jr. Mark P. McLean Sue Noiles Kevin R. Pond Terry L. Rosensteel Gary E. Simmons Jr. Glenn J. Sirois Stanley W. Tyszko n

15 Years

Darryl S. Bowers Michael A. Cavaliere Kye N. Chon Kate M. Cooley Bruce A. Cummings Dana J. Cyr Destiny S. Demo Alfred D. Desrosiers Douglas W. Easter Brian R. Edwards Seth M. Goucher Genaro G. Guardado Robert F. Higgins Jr. Clark J. Holden Benedict S. Jasud Christopher P. Kammann Timothy J. Leclerc Isaac E. Machic Concepcion Majano Stephen R. Montgomery Susan L. Morrison Devon E. Nadeau Clyde M. Newby III Ronny M. O’Brien Garrett J. Plourde Matthew T. Raven Mark I. Seavey Thomas R. Smith Scott D. Thies Joshua M. Turner Jerry J. Upton Adam S. Violette Mark D. Whitley n

14 Years

Danielle R. Anthony James R. Baillargeon Jesus Bernal Lamar J. Boyer Jeffrey N. Carver Bruce D. Chesley James B. Chick II Gary L. Crane Daniel J. Dickey Robert J. Franck Carl D. Franck Michael J. Franck Lewis A. Gatcomb Todd W. Gilley Michael D. Hachez Gary L. Hanmer Gary R. Hayes Matthew M. Hebert Mathew J. Henry Wayne A. Kimball Jeremy E. Kyllonen

Brian E. Labbe Thomas M. Leonard Jean-Paul J. Lettre Richard K. Lyons Terry L. Malloy Gail E. Mayo Peter McCormick Charles H. Moulton Billie J. Nelson-Clark Jeremie R. Nutter Paul A. Osborne Derek S. Perkins Aaron L. Preble Christopher P. Queen Rae F. Randlett III Jeffrey D. Robinson Leigh A. Ross Dean N. Schofield Harold E. Sherwood Jr. David A. Stenzel Patrick M. Sughrue Ted J. Swenson Lesli C. Swieczkowski Domingos B. Tavares n

13 Years

Matthew A. Bradeen Jose F. Carreira Jeffery K. Crowell Ted B. Dunn Timothy M. Fiske Robert M. Gallant Jeffrey D. Gilbert Roy A. Harris Edwin J. Hutchens Jr. Jeffrey M. Jones Russell R. Lane Brian M. LeComte Randy T. Matthew Albert J. Michaud Michael J. Morelle Richard M. Noblet Amy L. Page Andrea L. Pelletier Thomas G. Perrier Debra B. Scott Julia C. Smith Richard A. Toothaker David L. Walter Gregory E. Wiers Harry A. Woods Jr. n

12 Years

Ralph E. Allen Charles S. Allen Robert A. Bagley Jose A. Bernal Bruce J. Brown Marc J. Caldwell Wayne G. Canwell John R. Colburn William A. Cote Adam N. Coulombe Aric Dreher Corey J. Drost Sarah C. Enos Eric C. Fudge Joshua T. Gale Justin L. Goodale Jose N. Guzman Otero

Mark A. Hansen Christopher M. Henry Jacques P. Hobbs Christopher E. Jarvais Marc S. Jedlowski Stephen G. King Robert D. Kitchin Justin L. Ladd Nathan D. Landon James E. LePage Troy S. Murch Sr. Justin D. Murray Sarah S. Nelson Chad A. Page Daniel S. Perkins John A. Rossignol Trinidad B. Suarez Cory W. Verrill Richard E. Westberry Jr. n

11 Years

Clifford S. Albert Lisa M. Barnes Isaac Benitez Richard J. Bryant Stephen W. Clendenning Adam J. Cristoforo Robert R. Deppe Jonathan E. DiCentes Kurt A. Dickinson Steven T. Dube John W. Eckenroth Thomas M. Figura Barbara E. Gudroe Elias J. Hershbine Dave W. Holst Hsiao Chin Hwang Paul R. Labrecque Rex Lagle Steven G. Lavallee Gregory A. Morse Stuart P. Mullis Steven Peters Michael C. Rand William A. Richardson Eric D. Saucier Ruben J. Schofield Peter H. Smedberg Darren R. Smith John B. Stewart Craig A. Stockwell David F. Stoddard Joseph M. Thomas Jr. Anthony J. Tibbetts Peter A. Vaillancourt Michael G. Varney Jose U. Vasquez Jamie D. White n

10 Years

Walter H. Akers Jr. Matthew A. Anderson Matthew G. Brawn Shawn R. Bryant Steven G. Camire Chih T. Chen Jason E. Croman Carl J. Cross Jr. Debra L. Cyr Joshua B. Emmons

Robbie W. Ferguson William K. Gassert Zaccheriah J. Gidney Jacob M. Gorman Derrick J. Graves Michele J. Guyette Benjamin A. Hall Nicole R. Hardy Megan L. Hart Ryan C. Hutchinson Wayne A. Jordan Ronald Kief Miranda L. Kinney Carlos E. Kwakutse Dustin L. Kyser Jesus Limon Michael P. MacVane Stephen C. Malatesta Allison M. McDonough Andrew C. McFarland Philip D. McKenney Nicholas A. Meader Bruce R. Metrick Christine M. Nadeau Gary R. Nash Katie A. Noiles Stuart A. Northup Jason B. Obereiner Kevin O’Neill Daniel T. Pellerin Shane D. Reisinger Joshua B. Sault Jason T. Shinaberry Gary A. Steward Turney E. Taylor Jason R. Thereau Thomas U. Viles Susan H. Weeks Richard A. White Tricia L. White n

9 Years

Jerry C. Adams Marbin A. Alvarenga Michael L. Anderson Samuel A. Baker Sean A. Banks Megan M. Barnes Donald J. Beliveau William E. Bonneau Robert N. Bouley Daniel R. Brown Joseph S. Buckley Ray L. Bush Miguel A. Cabrera Jeffery A. Carr Jr. Paul D. Carter Aaron Cianchette Daniel T. Coffey Terry A. Collamore Timothy J. Cooley Joseph D. Cote Rodger D. Cote Jason L. Despaw Thomas P. Dodge Joseph C. Ducharme Donald D. Duvall Shane C. Ennis Jose L. Felix Justin D. Gemmell

Aaron P. Gibbs Michelle L. Godsoe Wilbert A. Gonzalez Kleber J. Gould Dee Ann L. Grazioso Alan B. Grover Jason L. Hancock Mark M. Hovey Justin K. Huber Lori J. Hughes Cathy M. Hutchins Nathan L. Jamison Kazimierz Jedrzkiewicz Christopher T. Karlen Michael R. Keim Elizabeth L. Kennedy Steven F. Lancaster Lorie A. Lane Thomas R. Langille Brian M. Larsen Patricia A. Lawrence Jeffrey C. Lerch Jordan R. Lyford Nolvir H. Macario Adam J. Mazerolle Shawna L. McKenney Robert R. Meckley Alejandro Mejia-Gamez John P. Merrill Dale P. Michaud Steven D. Michaud Joshua J. Moore Brenda E. Nichols Aaron P. O’Donnell Cosme G. Paredez Ralph C. Pearl Kyle D. Pellerin Juan R. Perez Ryan P. Perkins Zachary E. Perrin Aaron M. Poole Will A. Portillo Matthew Q. Proctor Deborah A. Rowe James K. Roy Cristian R. Santos Jeremy J. Saulis Timothy C. Sawyer William A. Sawyer Christian E. Stefens Matthew S. Sullivan Ernesto A. Tejada James L. Theriault Christopher M. Tibbetts Anthony V. Turner Kenneth R. Underhill Zebediah E. Underwood Christopher M. Vainio Joseph P. Vanidestine Timothy D. Washburn Scott E. Wright n

8 Years

Suzelle G. Allain Garry L. Allan Ulises Alvarenga Corey M. Blagdon Michelle A. Boutilier Derrick M. Brawn Kevin K. Brogden

C I A N B R O F A L L / W I N T E R C H AT T E R


CIANBRO ANNIVERSARIES continued Debra L. Brown Jeffery P. Chandler Eric T. Clark Jillian J. Cote Christopher C. Courville Philip DeRoo Russell O. Dunn Derek G. Fitzgerald Tony D. Foster Christopher M. Furrow Matthew D. Gale Robert L. Greene Jr. Andrew W. Hallett Rigoberto B. Hernandez Kyle P. Jensen Sean G. Kelley Eui C. Kim Jacob A. Klaiss Jack A. Klimp Janelle H. MacDermott Scott R. MacDonald Amanda M. McDermott Nicholis R. Nelson Brian P. Pelletier Jay M. Reynolds Douglas J. Robinson John D. Savage Billy A. Sawtelle Brayden L. Sheive Gabriel M. Sloane Matthew J. Smith Eric D. Vivlamore Douglas Williams n

7 Years

Chad E. Burgess Benjamin B. Connors Glen K. Conrad Bernard F. DiAngelo Adam J. Eastman Michael Evanchak James M. Flear Michael D. Gomes Adam J. Hughes Karen J. Hyland Daryl M. Kelly John D. Lee Wilson A. Macario Nicholas J. Martin Stephen D. Mitchell Scott L. Morris Patrick A. Morse Steven M. Osborne Russell W. Pritt John D. Schill John M. Sieber Ryan M. Smith Patrick J. Smith Aaron M. Stevens Robert D. Stewart Douglass D. Timms Michael R. Tripp Jonathan J. Wheaton Ronald J. Wheeler James W. White n

6 Years

Gerry L. Batchelder Gene M. Bates Guy S. Berthiaume


Michael A. Bouchard Daniel M. Brann Eric J. Brazeau Stephen Broznowicz Jesse S. Chase John E. Ciolfi Michael P. Davis Thomas L. Desjardins Jason M. Edmonds Anthony M. Faiola Austin J. Fisher Monique S. Foster Colin French Scott H. Gibbs Derek L. Grenier Bruce R. Knox Ryan L. Lockhart Edwin A. Luna Ordonez David B. MacMartin Julio A. Matul Joseph W. McDonald William C. Mitchell Samantha Neal Reed J. Perkins Silvino F. Pojoy Scott C. Rand Russell M. Rodrigue Cameron D. Ross Kevin E. Shilko Wade M. Teryek Robert A. Tourtelotte Philip J. Vigue Lauren C. Walsh Lohn Corey E. Ward Nikki M. Yawn Michelle S. Young n

5 Years

Sean P. Abramson Andrew J. Aldrich Richard Bartucca Jr. Benjamin I. Beaulieu Roy H. Bolton III Dakota W. Bryant Lee E. Burke Eben Campbell Joseph L. Campbell Julie K. Carmody Frank P. Carter Mary C. Casey-Walsh Patrick J. Chamberlain David Croteau William G. Davis Michael Dill David K. Doherty Kelby Duplisea Brett A. Dyer Shane S. Federico Travis D. Fergola Aaron J. Fluellen Jeffrey T. Fortier Brandon C. Glencross Eric Goodale Warren R. Gosselin Roman Gosselin Tyler Graves William E. Grimm Daniel E. Guiliani Ross Hallowell Adam L. Harmon

Christopher Harney Randall S. Harris Michael T. Hathaway Zachary L. Hayes Christopher G. Hendl Joshua Holston Timothy Irish Joseph N. Jenness Quinton L. Johnson Ryan P. Keefe Robert King Jr. Jeremy Ladd John Lampinen Nathan M. Lancaster Norman A. Linnell Charles H. Longmuir Ronald Malonson Randall D. Marcotte Sarah H. Martin Terry A. Martin Jeffrey J. Mason Douglas C. Maxellon Carl V. McAdam Cameron McLellan Robert L. McMullen Patti L. Mikeska Jeremy R. Moody Cameron D. Moore Matthew A. Novicki Dennis V. Ordway Dylan S. Osnoe Anthony J. Passmore Jack M. Patterson John A. Perkins Jr. Kyle Pike Frank E. Poirier III David J. Pomerleau Rachel Porter Jacob L. Ramp Emmett E. Reid Jason P. Richard Frances J. Riggs Albert A. Rowbotham Jr. Joseph H. Schackart Spencer W. Seiferth Christopher Simmons Donna M. Simonds Rodney N. Small Bradley P. Smith Kenneth N. Spear Bradley G. Therrien Dale L. Thompson Tammy J. Vance Anita M. Verrill Richard A. Viens Cheryl L. Waters Ronald E. Werner Scott A. Wheeler Chris S. Willigar Sr. Brandon D. Wilson Neil T. Wooley Ronald C. Wright Matthew R. Zilliox Andrew J. Zimmerman n

4 Years

Thomas J. Bean Gary R. Bell Miguel A. Benitez Andrew P. Bisol

C I A N B R O F A L L / W I N T E R C H AT T E R

Tyler J. Brougham Robert D. Bunnitt Paul H. Burmeister Alison A. Burwell Mark Carbone Rena P. Cater Richard A. Clark Terrence M. Daigle Jr. Lizardo De La Cruz Pamela J. Dunphy Amy L. Ellsworth Nathan P. Frazier Delvin Gomez William Harvey David N. Heaton LaTrice N. Hines Bruce W. Hughes Jr. Leonard Janssen Eve E. Jordan Brenda Kidwell-Petito Clay B. Maker Elwood D. Moore Daniel B. Moulton Ryan M. Nadeau Robert D. Nickerson Walter J. Oakman Nilesh Patel Malcolm D. Patterson Matthew Paulone Francisco Pena Reyes Renee A. Perkins Luke D. Pomerleau Matthew J. Pooler Charles J. Rackley Patrick R. Rivard Eric J. Roberts Nicole R. Setzer Robert C. Smothers Jeffrey D. Snyder James W. Stills III Christy C. Stock Glenn A. Sutton Stephen M. Thomas Douglas C. Thompson Penny L. Townsend James F. Underwood Christopher A. Varnell Kyle R. Wentworth Rosanne M. Wess Kevin W. Williams Ryan L. Witham Andre M. Wright n

3 Years

Russell A. Ballard Kenneth E. Batchelder Christopher M. Bates Chad R. Bemis Devon J. Blodgett Darius Bors Sam L. Bouchard Donald E. Bradford Buck A. Bright Lukas F. Chamberlain Jean Charles Joanna Cohen Kristofer A. Davis Keith D. DeCoste Jorge L. Diaz Brendan R. Donaldson

Courtney E. Dufour Brian D. Dunn Leonard A. Farrington George E. Feero Jr. Matthew D. Foster Krista J. Gartland Allen D. Hart Joseph R. Higby Paul D. Howdyshell III Federico T. Ilao Matthew L. Jones Ernest J. Kilbride Carman L. Kirkpatrick Alvaro Lemus-Perez Selvyn Macario Barrios Norman G. Magner Peter M. Malikowski Sarah E. Malikowski Dennis R. Martin Ryan A. Merrifield Stanley C. Michaud Jeffery R. Miller Mark J. Moore Timothy D. Nelson Travis A. Noyes Cynthia M. Paugh Jason S. Paugh Randy L. Pender Gary C. Perrett Bradley M. Phillips Jennifer Robbins Francisco J. Ruiz Rivera Jose Ruiz Rivera Henry P. Rullo Bobbi J. Ryder Jaime A. Saavedra Luke P. Sirois Stephanie A. Smith James L. Sosebee Mitchell P. Spatz Penny A. Sroka Mack F. Susi Edward Throgmorton John K. Woo Michael J. Wyatt n

2 Years

Melody L. Alford Chelci N. Allis Alexander H. Anderson James R. Anderson Keith M. Anderson Jacob D. Applebee Peter A. Aziz Susan K. Bagley Travis S. Beem Richard Berrios Alex R. Berry Courtney O. Bierman Jefferey D. Blaine Jameson N. Boucher Corinne L. Bowden Lawrence E. Bradford Samanah A. Brown Caleb N. Bryant Logan A. Bui Wyatt G. Butler Antonio J. Canas Benjamin Carranza Jessie W. Champagne

Devin R. Clavette Austin M. Clemons Cory M. Currier Jason T. Daley John L. Davis Michelle Davis Nicholas R. Dawes George M. Dineen Frank A. Dinsmore Aaron P. Downing Perry J. Downs Samuel T. Dudley Emery A. Duffield Christopher J. Dumont Bradley H. Dwinal Keenan M. Eaton Christina M. Ecret Allen B. Edwards Mark E. Elliott Jr. Mindy P. Ellis Kristen W. Finamore Darron J. Fior Katharine M. Foster Christopher D. French Justin J. French David J. Frye Amanda L. Gardner Susanne M. Gelenter Ethan N. Gilbert Penny N. Godsoe James A. Goodwin Brandon K. Gotwalt Walter F. Govern III Ryan M. Graffam Joshua A. Gray William F. Hadlock Ryan M. Haggan Paul E. Haggerty Michael A. Hanson Cameron D. Harlow Ryan K. Hawkins Johon M. Hidalgo Cruz Colby L. Higgins Ramon Q. Hill Moon P. Hong Florent Hoxha Michael S. Hubbard Scott M. Hunt Haley A. Hunt Griffin Brandon N. Hyson Matthew D. Jay Damika N. Jones Salomon S. Jurado Jesse F. Kamienski Brendon M. Keister Nicholas C. Kendall Caleb R. Keune Patrick A. Kilbride Scott D. Knight David V. Korb Gage A. Lake Craig M. Lane Andrew J. Leali Gerard R. Leblond Charlotte A. LeMar Joshua K. Linscott Elise A. Littlefield Matthew A. Lucas Justin M. Marcellino William D. Marconi

David J. Martin Jane E. Mason Rafael U. Matul Lopez Jonathan O. McCargar Tim I. McClintick Rebecca A. McGinnis Trevor R. Miller Dalton J. Miller William G. Mixer II Miguel Molina Valencia Lynn M. Morin Nathan A. Morris Shane A. Moulton Mark A. Murray Sandra E. Noble Christopher M. Norton Juan A. Ortega Jaquez John G. Patten Matthew J. Pearl Riley W. Pelletier Ruel K. Poissonnier Austin D. Porter Shelby L. Pratt Brendan A. Quinn Elizabeth F. Redmond Mark G. Reed Adrian A. Reimann III Maxwell C. Reiser Jeremy R. Rhine Dina S. Riendeau Fernando L. Rivera Carrie A. Saindon Kurt L. Shann Eric J. Shockley Tracie D. Skelly Kameron K. Souza Patrick J. Stefens Adam J. Surface Jake D. Swift Jessica M. Tilton Ryan M. Tupper Kendra E. Underhill Kendrick D. Waterman Jared T. Wood Robert J. Zolinski Jr. Craig M. Zuromski n

1 Year

Aritz A. Aldecoa Jeffrey J. Allen Alexander R. Aponte Mark B. Averill Benjamin D. Ayer Devon A. Ayotte Allen R. Baldwin Daniel J. Batchelder Thomas V. Bauder Amber M. Beiring Timothy D. Belyea Jacqueline L. Benttinen Ken P. Bergeron Alisha M. Biddle Dylan M. Blanchet Robert A. Blanding Kyle D. Bohunsky Codey F. Bond Angel I. Bonilla Alan M. Bouchard Nicholas A. Bouley Christiane A. Bourgoine

Benjamin S. Briggs Keith A. Brown Colby J. Brown Edsel W. Brown Timothy R. Bubar Emily J. Carrier Joshua M. Casey Shane M. Cater Philip P. Cavaretta Jose R. Chapa Rebecca L. Chernin Colin F. Christiansen Joanann Cloukey Thomas C. Clukey Craig P. Coburn Deagan C. Conrad Darryl W. Coombs Cameron A. Coutts Jeffery S. Crookshanks Anthony Cruz Adam N. Davis Thomas E. Davis Noel de Leon Mauricio Jonas L. DeLong Jason D. Derschan Jose M. Diaz Gonzalez Larry F. Dipietro Jr. Brian B. Donaghey Robert E. Dow James R. Doyle Andre L. Eason Tristan M. Elliott Archie R. Engstrom III John E. Flanagan Zane S. Fletcher II Eric W. Flowers Daniel E. Foglia Mathew D. Foster Ryan C. Gamblin Luis A. Garcia Michael D. Gerrish Ruben Gonzalez Nelson A. Gonzalez Joel D. Gonzalez Sterling W. Gore Coty J. Grant Brendan W. Grant Eduardo E. Gutierrez Orlando GutierrezRosario Michael D. Hale Adam T. Hall Raymond Halsey Joseph W. Harger Jr. Alejandro Hernandez Barcen Joshua J. Hilton Kyle K. Holmstrom Daniel A. Inman Daniel A. Keating Corey A. Kelliher Zachary I. Kempthorne Anthony T. Kimmis Scott A. King Christopher R. Krueger Rex F. Lagle Paige A. Larochelle Mason L. Lasselle Mark F. Leasure Sean M. Leeman Miguel A. Lopez

Angel G. Lopez Meza David Lopez Meza Bryant S. Lorette Jose A. Martinez Rolando Martinez Antonio Martinez Jorge Martinez Caballe Carlos Martinez Robles Logan J. Masse Zackary R. McNamara Shanna G. Merrill Ayman F. Mohamed David F. Montanez Jr. Jose Montejano Garcia Ubaldo Montes Munguia Claude R. Morin Carrie L. Muniz Garet J. Murphy Charles G. Nichols Luis A. Nieves Santiago Patrick C. Noonan Stanley F. Novak Anthony A. Olivari Jenaro Ortega Asarael Ortiz Diaz Jose L. Ortiz Roche Christian A. Parrish Gerardo Pedroza-Carreno Connor P. Perkins Eric J. Perkins Stacy L. Poulin James F. Prenier Benjamin D. Priest Timothy H. Richard Benancio B. Rodriguez Adolfo Ruedas Guerrero Cameron J. Schettler Thomas J. Senior Regan B. Sereyko Johnny P. Shelvin Jr. Raymond Shortsleeve Adam F. Simmons Katherine A. Smedberg Lesley A. Smith Brian R. St George Ronald E. Tedford Nakia Thompson Jimenez Mathew L. Thornton Joseph A. Turlo Stacey M. Vannah Dustin W. Varney Rosalio Velasquez Cristina E. Velez Shane P. Vigue Adam D. Vigue Melissa M. Wainwright Jason S. Walker Jay K. Walkowski Craig B. Washburn Craig A. Weaver Kenton R. Weigelt Shane T. White Jason E. Williams Robert N. Wilson Colby G. Wood Nathan L. Wrigley Whitney L. Yates Ryan M. Zullo

In memory of

Frank LeClair

Veteran Cianbro Ironworker/Rigger Frank LeClair passed away unexpectedly at his home in Portland, Maine on October 31, 2016. He was 72 years old. Frank touched all of the big projects in the region during his 44-year career at Cianbro which began in 1968. He was a mentor to many of Cianbro’s most skillful rigging supervisors. His methodical approach – thinking through every move to accomplish the task safely and with the least effort – was a trademark of working with Frank. His steady positive attitude also made him a favorite to have on any project. Like great athletes, he made those around him better. Memories of Frank abound among his old Cianbro teammates. Parker Hadlock remembers a day when Pete Vigue visited the Casco Bay Bridge jobsite. When Pete left, Frank said with a smile, “You always want to treat your lowliest crew member well, because he might become the president of the company someday!” Frank was referring to one of Pete’s first jobs with Cianbro, when the future CEO was sent to Portland to work for Frank on the waterfront. It was 1970 when Pete first worked with Frank after joining the company. “I have had a tremendous amount of respect for Frank and recognize him as being extremely competent and a great worker,” said Pete. Gary Chisolm remembers going to work with Frank on the Portland Pipeline in 1968, the first year at Cianbro for both team members. Gary and Billy Van Voorhis remembered that Frank was known for his skills in rigging, cofferdam building, pile driving, dredging, and as a deck hand on Cianbro’s tugs and barges. “Frank was truly the gentle giant,” remembers Bill Moulton. “He fed the gulls and had his flock that hung out waiting for a tidbit. ‘Don’t pick on the gulls, what did they do to harm you?’ he would say - a true defender of the underdog. I suspect he fed the songbirds also.” There’s another story that is perhaps a fitting epitaph for the way Frank’s friends felt at the news of his passing. After days of rain on the Casco Bay Bridge, there was some grousing in the crew about the weather. Frank responded with a big cheerful smile, ‘It’s just a clearing shower.’” C I A N B R O F A L L / W I N T E R C H AT T E R


Madison Electric Solar Power Project:

4.8 Megawatts from the Sun

Power & Energy n

By Rob Mayhew

The Madison Electric solar project – located in Madison, Maine – achieved commercial operation on January 11, 2017. The solar farm will generate nearly 4.8-megawatts DC for Madison Electric Works over the next couple of decades. At full capacity, the array will generate enough clean renewable electricity to meet the needs of the 3,000 residential customers of Madison Electric. The project was completed on time and under budget thanks to more than 45 Cianbro team members working safely and productively through some difficult challenges. The majority of the electrical work extended into November and December due to delays with the owner’s racking system installation. Project Superintendent Rob Mayhew worked


closely with Allison McDonough to support other ongoing projects and backfill team member vacations through the Holidays. The electrical team worked more than 15,000 hours during this time to support an on-time energization of the solar farm. There were many major milestones accomplished by the team which was led by General Foremen Robert Bunnitt and Jeremy Moody. As the team installed the last module, Electrical Foreman Matt Dolan gave this celebratory speech: “Let it be known on this day, seven men took on 680 modules, and with this last module we have successfully installed 14,454.” This figure happens to be the most modules that the team had installed in one day. Electrical Foreman Andrew Aldrich led the team in installing the 104 miles of photovoltaic (PV) wire that was required to connect the modules to the inverters. Electrical General Foremen Richard Bachelder, and Mike Raven led the teams in installing all of the AC conductors and switch gear, allowing all

C I A N B R O F A L L / W I N T E R C H AT T E R

of the generated power to be connected to the grid. As the project neared completion, third party inspectors (SEIP) performed their work for owners IGS. The inspection team, which looks at arrays all across the United States, said it was nice to see such a well-constructed array. Cianbro has been awarded the electrical install of Phase 2 which will provide Madison electric with an additional 534.6-kilowatts DC and is located adjacent to the existing solar PV array. Work on the addition will commence in the spring of 2017 and is scheduled to be ready for commercial operation in the summer. Project Manager Phil Dube would like to thank all Cianbro team members who helped in successfully completing this project. He stated that the company’s successes on the Madison Solar project has highlighted Cianbro’s capabilities and will bring future work. 4 24,975 Project Safe Hours

AEP ALLEN Power & Energy Market n

By Josh Gale

In January of 2015, Cianbro signed its first Master Services Agreement with American Electric Power (AEP). This came after more than a year of focused efforts at multiple levels within the Cianbro organization, starting with Chairman and CEO Pete Vigue. Why? AEP is the single largest owner and investor in electric transmission assets in the United States. They also share Cianbro’s passion for safety. Throughout 2015, Cianbro would bid on relatively few AEP transmission and substation projects, being awarded only one contract – a small substation upgrade – in December. In 2016, the company continued to bid work while simultaneously working on developing relationships with AEP’s contracts and project management groups in an effort to be included on more bids. In August of 2016, an opportunity presented itself in a state we didn’t expect: Indiana. The Allen Project, a 25-mile dual-circuit 138-kilovolt line in Fort Wayne, Indiana would represent the largest electric transmission contract Cianbro has ever been awarded outside New England. With crews starting on site in September of 2016, the Cianbro team is well underway constructing the Allen Project in an effort not only to succeed on this project, but to establish ourselves as a superior contractor for AEP. The startup efforts in Fort Wayne were led by Project Superintendent Scott MacDonald, along with Transmission Superintendent Josh Turner, Safety Manager Shane Ennis, Senior Project Engineer Tom Smith, and General Foreman Shawn Bickford. Cianbro will continue to focus on AEP transmission and substation work as an opportunity to grow those areas of our business. Since starting up on the Allen project, more AEP awards have come through the door for projects in Charleston, West Virginia; Columbus, Ohio; Lynchburg, Virginia; and most recently a second major transmission project in Fort Wayne, Indiana. Thanks are due to John Farnham, Zeb Underwood, Chad Allen, Todd Folsom and John Savage for their roles in securing these awards. 4 11,810 Project Safe Hours

C I A N B R O F A L L / W I N T E R C H AT T E R


CIANBRO An Equal Opportunity Employer


Contact: Haley Hunt Griffin (207) 679-2234 hgriffin@cianbro.com — buildings@cianbro.com

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


Contact: David Schill (860) 856-4286 dschill@cianbro.com


Contact: Darryl Coombs (207) 553-2726 dcoombs@cianbro.com


Contact: Julie Carmody (860) 856-4287 jcarmody@cianbro.com


Contact: Tim Vigue (860) 690-8704 tvigue@cianbro.com

Chatter Editor – Alan Grover Chatter Team – Nick Arena, Julie Carmody, Kris Chipman, Dan Coffey, Ben Connors, Michelle Godsoe,

Haley Hunt Griffin, Charles Hall, Jessica Tilton, Scott Knowlen, Andrea Pelletier, Rachel Porter, Dina Riendeau, Russ Rodrigue Contributing Writers – Bruce Brown, Aaron Cianchette, Joe Cote, Linc Denison, Steve Dube, Josh Gale, Brandon Glencross,


SINCE 1949




J U R Y-


Lift span float-out, Sarah Mildred Long Bridge Replacement Project Kittery, Maine – Portsmouth, New Hampshire



Feedback: Do you have questions or comments about the Chatter? If so, we’d appreciate hearing from you! Please email: agrover@cianbro.com • call: 207-679-2542 • or mail to: Cianbro Corporate Office, Attention: Chatter Editor


Megan Hart, Dave Heaton, Hsiao-Chin Hwang, Tom Mawhinney, Rob Mayhew, John Merrill, Chet Muckenhirn, Carol Ouellette, Max Reiser, Brayden Sheive, Matt Smith, Fred Weisinger Design – Jean Cousins T ED T O A N


Profile for Cianbro Corporation

Chatter Fall/Winter 2016  

Volume 47 Number 2

Chatter Fall/Winter 2016  

Volume 47 Number 2

Profile for cianbro

Recommendations could not be loaded

Recommendations could not be loaded

Recommendations could not be loaded

Recommendations could not be loaded