Cianbro Chatter - Fall/Winter 2017 by Cianbro Corporation

CHATTER CIANBRO

VOLUME 48 NUMBER 2

FALL/WINTER 2017

P U B L I S H E D B Y T H E C I A N B R O C O M PA N I E S

IN THIS ISSUE: PAR Electric: Page 4

Granite Reliable Power: Page 10

BGE Spring Gardens: Page 14

WEX Global Headquarters: Page 28

CIANBRO LEADERS LIGHT THE WAY FOR THE NEXT GENERATION COVER STORY: PAGE 22

ME PROJECT MAP & INDEX

Off map:

Message from the Chairman and from the CEO

Gamesa Weld Repairs: Illinois, Missouri, Iowa

Pete Vigue

Andi

As you can see, our company has a new CEO who has great vision, embraces technology, and is constantly educating himself on the changing environment around us. I am confident that Cianbro will accomplish tremendous achievements under Andi’s leadership. That confidence springs not only from my knowledge of Andi’s strengths, but also from my knowledge of the talents of Cianbro’s team. One of those talents has always been the ability among Cianbro team members to collaborate with one another. “Nobody in the room is smarter than all of us,” remember? And now as the advancing years lead me to give some of my responsibilities to younger generations at Cianbro, I’m gratified to know that our company’s fabled ability to collaborate also exists between our various age groups. Visit any of our many jobsites and you’ll see tremendous cooperation between the generations of our team. I marvel at how much more achievement my generation saw compared to what our founders saw, thanks to the company’s growing skill level and the advance of technology. Andi’s generation will certainly see our company achieve well beyond what my generation saw. And the generation that arrives behind Andi will see multiple times more in terms of achievements than Andi’s generation will see. Transition is the way of the world, and at Cianbro, it’s a positive collaborative force. It’s a thrill to think ahead to where the journey of the generations will take us, a journey that continues now. 2

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Andi Vigue

Our theme for 2018 is to broaden our thinking and focus everyone on how to leverage the rapid evolution of change in the world. Since incorporating in 1949 we have built a strong reputation of solving complex construction problems, safely building sophisticated projects, and being diverse and nimble. Unfortunately, the construction industry hasn’t always been quick to adapt. Since the end of World War II construction productivity has lagged behind national averages of other industries: manufacturing, mining, and farming. So we in the construction industry must do better. At Cianbro, our adoption of Lean principles as an organization is just part of the answer. We must change our individual behaviors and focus on having a culture of “continuous improvement.” To do this we must be willing to measure everything we do every hour, every minute, every second of every day. Then we need to adjust our processes to yield incremental improvements. This effort will yield safer projects, higher productivity, better quality and satisfied customers. Coupling this approach with the advancement in technology will allow us and the industry to achieve unprecedented output. At the end of the day, it all hinges on our ability to adapt fundamentally as an organization in a fast-changing world. We must continually learn and continually apply our learning to increase our output – whether it’s safety, efficiency, or higher quality – this is how I believe we will get ahead of the curve and lead the construction industry.

PA NJ MD

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

Atlantic Ocean

PAGE

PAR Electric......................................... 4 Pittsfield Solar..................................... 9 Granite Reliable................................. 10 BGE Spring Gardens......................... 14 BGE Manor Gate Station................... 15 Procter & Gamble Auburn................. 16 Casey Arborway................................ 18 Brighton Dam.................................... 20 Dominion Millstone............................ 21 Gamesa Weld Repairs...................... 24 Bangor Savings Bank HQ................. 26 WEX Headquarters........................... 28 Kosciuszko Bridge............................. 30 AEP Transmission Rebuild................ 35 Baystate Medical Center................... 36 Sarah Mildred Long Bridge................ 42

OF INTEREST

Chairman/CEO Message..........................2 Leadership Program Enhancements.........3 Starcon and Hurricane Harvey..................6 ENR and ABC Awards...............................7 Cianbro Gains VPP Status........................8 Blue Future Update.................................12 Cianbro Boot Camp.................................17 Cianbro’s QA Certifications......................19 Leadership Transition..............................22 Cianbro and Storm Aftermath..................29 Their Healthiest Selves...........................31 25 Year Awards........................................32 IT Digital Transformation.........................34 Anniversaries...........................................38 Lean Project Controls..............................41 HSA Savings Tool....................................43

Enhancements to Cianbro Institute’s Leadership Program 2018 AND BEYOND

Cianbro Institute n

By Jim Theriault

As the Cianbro Institute looks forward to the commencement of a new Cianbro/Starcon Leadership Initiative Program in 2018, we are very excited to announce several enhancements to leadership development within the organization. Business Unit, Market, and Department leaders will nominate team members for admission into the program, as in past years. But this year, once the nominations have been received by the Cianbro Institute, applications will be sent out for completion. The Cianbro Talent Council will review all applications and select 20 team members for participation in this revamped yearlong session (extended from six months). Over the past several years, a significant part of a participants’ leadership journey was to envision, design, organize, develop and implement a stretch project for the purpose of enhancing some aspect of Cianbro/Starcon’s way of doing business. Participants would work on their project over the course of six months while applying the leadership lessons learned during the three-day opening session. This year, the leadership projects will be identified by the Cianbro Talent Council and students will elect, in rank order, which of the projects they wish to tackle. Participants will be grouped into teams based on their selections. As in past years, each team will have a Senior Manager mentor to facilitate individual and collective growth along the way. All projects will have a continuous improve-

ment (Lean) focus and be deemed to have a significant impact on the organization. In addition to the project work, the extended duration of the class will allow students to get exposure to various leadership sessions scheduled throughout the year. Topics may include Team Building, The Art of Teaching, Negotiations, Servant Leadership, the Importance of Individual & Collective Visions, or various other offerings. These courses will be delivered through a combination of traditional classroom instruction, and remotely via WebEx technology. One of the interesting aspects of this new approach is that past leadership participants from prior programs may be requested to become ‘ad-hoc’ members of the leadership teams, particularly if their prior leadership projects are somewhat related or similar in scope to the critical topics selected. The goal is to enhance the leadership journey of all past, present and future participants – knowing that their effort will have immediate and important impact to the organization. Cianbro will soon embark on this journey with an opening session planned for early 2018. As Mahatma Gandhi said, “You must be the change you want to see in the world.” It is our hope that our intent and actions are similarly aligned.

Cianbro will soon embark on this journey with an opening session planned for early 2018. As Mahatma Gandhi said, “You must be the change you want to see in the world.” It is our hope that our intent and actions are similarly aligned.

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The project gained attention from industry observers around the nation. Cianbro Lift Superintendent Mike Berry served as a chief planner on the project. He pointed out that other highly competent contractors were originally tapped by the owner to tackle the job, but only Cianbro had the firm belief that the project could be accomplished with cranes on barges.

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PAR ELECTRIC:

A Record-Breaking Waterborne Crane Operation Infrastructure Market n

By Alan Grover

A project to demolish and replace a pair of 425-foot-tall transmission towers in Virginia’s James River was the reason for the tallest crane boom ever placed on a Cianbro barge – or any barge – by any contractor. The operation took place during a nuclear power-plant shutdown that allowed owner Dominion Energy to de-energize the 500 kilovolt line between Prince George County and Charles City County. Cianbro served as a subcontractor for PAR Electric to do the crane-work and other key tasks on the river. And Cianbro’s primary tool was a new state-of-the-art Manitowoc MLC650 crane with 459 feet of boom and a 32-foot jib. Transporting the massive crane to the worksite, on a river that is obstructed by a bridge, required Cianbro ingenuity from the start. “We had to build the boom in the river,” said Cianbro Senior Project Engineer Ron Kief. “Part of the problem is that the yard is nine miles upstream of the actual worksite. We’ve got the lift span about halfway in between. We have 120 feet of clearance under that. So we couldn’t bring any of the cranes down with the booms extended. For the MLC at any rate, we had to bring it under the bridge with just the bare minimum of the crane, and then build the entire boom on a string of barges, 500-feet-long out in front of us, and then raise the boom using the ringer crane. So that was one challenge…all that work had to be done out in the river.” The aging towers were built in the

1960s and required demolition due to their weather-worn condition. The demolition was complicated by the fact that the components were bulky and cumbersome, just like the new preassembled parts that Cianbro handled during the replacement phase of the job. Even though the new pre-assembled pieces weren’t super heavy (approximately 150 kips per base component) the base was very broad, encompassing a 100-foot by 90-foot area. The Cianbro team, using a ringer crane, was close to chart just picking the components off the bulkhead. The pieces were placed aboard the material barge, floated downriver, and then were picked by the MLC and set into place. During demolition, Cianbro crews were also driving pile and placing concrete for new anchor structures on both the north shore and south shore of the worksite. The massive crane picks continued, with team members alternating between demolition and assembly duties as the pieces of the old towers came down and the components of the new structures were erected. “The towers were about a thousand feet off the beach from both sides, and about 3,000 feet between towers,” said Kief. “So, we’re talking the top chord to the bridge of the tower as being 429 feet above the water. We had about a 500foot boom on the MLC. So we had about 55-feet of headroom between the boom tip and the top chord of the structure.” The project gained attention from industry observers around the nation. Cianbro Lift Superintendent Mike Berry served as a chief planner on the project. He pointed out that other highly competent contractors were originally tapped by the owner to tackle the job, but only Cianbro had the firm belief that the proj-

ect could be accomplished with cranes on barges. “The biggest obstacle was being able to put that much boom in a crane on a barge and being able to pick the capacity,” Mike said. “So, when this PAR job started, we only had to pick 30-thousand pounds. That’s what we were told. There were a couple of cranes that we thought we could make work. Then the weight jumped from 30-thousand pounds to 151-thousand pounds. So that was Challenge Number One. Challenge Number Two was that the footprint also changed from being 100 feet wide by 50 feet wide, to 100 feet wide by 90 feet wide. So, luckily the crane was oversized enough to put that much boom in it – and it would still work. Challenge Number Three was incorporating the Poseidon barge into the equation. They were involved almost from day one as well. So, it was incorporating their engineers and our engineers and Manitowoc’s engineers, and making sure all the parts and pieces were going to fit together and not have too much list to make the picks. It all came together like a jig-saw puzzle.” Ron Kief summed it up this way: “We’re very comfortable working from barges. Cranes and barges, for Cianbro, is a very old and long tradition. This is a little more advanced than other projects because the MLC650 is a brand new crane essentially, right out of the shop. It’s got a variable counter-weight, so the counter-weight slides in and out when you need it. That makes for a really super high-capacity crane with a very long reach that we haven’t ever used on a river before. To be able to see it going on…it gives you a sense of pride.” 4 24,932 Project Safe Hours

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TEXAS STRONG:

Starcon Deals with Hurricane Harvey Starcon n

By Ryne Elfstrom

In August of 2017, Hurricane Harvey became the first major hurricane to make land fall in the United States since 2005. Southeast Texas was left in the wake of one of the most devastating storms in history. Thousands of families were displaced as catastrophic flooding engulfed the entire region, including the family members of some of Starcon’s team. Certain areas received nearly 52 inches of rain. In total, it is estimated that Harvey dropped about 19 trillion gallons of water in Texas. At an estimated cost of $190 billion, it will be the most expensive natural disaster in U.S. history. Through the devastation, the storm brought out the best in people. Some of Starcon’s team members were part of heroic rescue efforts as they evacuated neighbors by boat. The Coast Guard, National Guard, local Fire and Police Departments were overwhelmed by the volume of people that needed to be rescued. Had it not been for everyday citizens offering their boats and rescue services, the loss of life would have been much more devastating. Starcon QA/QC Manager South Gary Moreno, and Project Managers Chuck Pitre, Kenneth Glass, and Justin Graham were all recognized by Senior Management as having gone above and beyond to rescue those in need. Other team members immediately sprang into action to help with the cleanup process, or donated their time and much-needed resources to charity. The storm passed, the waters reced6

ed, and still there remains lots of work to do. Immediately after the hurricane, Starcon organized a team out of the La Porte office to assist with recovery efforts in the weeks and months to come. One area in which Starcon could help immediately was with the Gulf Coast Regional Blood Bank. The bank’s supplies were nearly depleted, so the La Porte office staff rose to the challenge to help replenish the supply of blood. Starcon President and COO Peter Cianchette acknowledged the contributions of the company’s men and women in the aftermath of the historic storm: “Throughout Southeast Texas and parts of Louisiana, Hurricane Harvey has left destruction, immeasurable tragedy and chaos in its wake. While the winds and rains may have passed, we

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have so many on our Starcon team who continue to struggle with the devastation and heartache caused by the storm. Many remain displaced from their homes, and tragically, some have lost their home. On behalf of the entire Starcon organization, I want all our team members affected by Hurricane Harvey to know our hearts go out to you and your families. During the last week, I have witnessed immeasurable concern and compassion, along with countless acts of selflessness by so many as they worked to help their fellow team members. I thank and commend you for this. I could not be more proud of your efforts and kindness to one another during this extraordinary time of need. I have seen Starcon’s true soul!”

ENR and ABC Recognize Cianbro Excellence Oil, Gas & Chemical n

By Julie Carmody

In the fall of 2017, Cianbro’s Oil, Gas & Chemical team received an Engineering News Record (ENR) Best Project Award as well as an Associated Builders & Contractor’s (ABC) Excellence in Construction (EIC) Award. Both honors were awarded for the company’s efforts at the Manning LNG Storage and Trucking Facility, owned by UGI Energy Services (UGIES). The facility is located in northeastern Pennsylvania, where natural gas from the pipeline is liquefied, stored onsite, and then loaded onto LNG tank trucks for delivery. Cianbro performed the Balance of Plant construction, which included the installation of major equipment, foundations, mechanical piping, structural steel supports, fire suppression system and underground pipeline connections for the new facility. The Manning LNG project was entered into the Engineering News-Record (ENR) Mid-Atlantic 2017 Best Projects competition under the Energy/Industrial category. Two panels of industry judges reviewed and discussed 70 entries from throughout the region, including Delaware, Maryland, Pennsylvania, Virginia, West Virginia and the District of Columbia. The projects were evaluated on the team’s ability to overcome challenges, the contribution to the industry and community, safety and quality. Sixteen projects were awarded the high

honor of “Best Project” in their respective categories, including the Manning LNG Facility, which now qualifies the project to advance to the national competition where it will be considered for a “Best of the Best” national award. The winning projects were honored in the October 23rd print issue of the ENR Mid-Atlantic Magazine and at the awards ceremony in November. The Manning LNG project also received a first place EIC Award (Industrial category) from ABC Connecticut. The EIC Award winners are projects submitted into this annual competition and judged by an independent panel of professionals, which includes architects, engineers and university professionals. Project submittals must adhere to stringent application requirements for consideration of the year’s top honors. Contractors must not only demonstrate outstanding quality in construction and exemplary references from the project owner, but also a rigorous safety performance. Project Details:

• Installed underground pipeline connections from the new facility to the existing pipeline and existing compressor station. • Installed a fire suppression system including five firewater monitor vaults with automated nozzles. • Installed three WEG fan cooling units, three absorber vessels, and valve skids. • Installed a pretreatment system including the filter separator, meter skids,

regeneration heater, and odorization equipment outside the boil-off gas compressor building. • Installed major equipment including a Solar Taurus 60 Turbine compressor driver, IR nitrogen compressor, liquefaction equipment, cold box, two boil off gas compressors, emergency generator, and a regeneration compressor. • Installed 12,890 feet of mechanical pipe, 36,440 feet of conduit, 178,334 feet of power and control cable, pipe racks, duct banks, cable trays, and lighting fixtures. • Installed a firewater building with pumps and associated piping and electrical systems. • Fabricated and installed all mechanical piping systems onsite, including all valves and fittings, with 3,069 pipe welds at a 99.2 percent NDE acceptance rate. • Procured and installed all piping materials that were smaller than 2 inches. • Performed all civil work associated with building foundations, equipment foundations, the truck load out station, 240,000-gallon firewater tank, and pipe supports. • Fabricated and installed structural steel supports for all pipe supports, equipment, grated platforms, and ductwork.

Congratulations to all team members who were part of the Manning LNG project as well as to the company’s subcontracting partners who helped make the project a success. Many thanks also to UGI for giving Cianbro the opportunity to be part of such an incredible project.

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Cianbro Accepted Into OSHA Voluntary Protection Programs (VPP) Mobile Workforce Safety n

By Ben Connors

On December 8th in Pittsfield, the Occupational Safety and Health Administration (OSHA) presented Cianbro with the VPP Star Participant Flag and a plaque that celebrated the company’s acceptance into the VPP Mobile Workforce program in Region 1 OSHA - one of the most prestigious safety recognition programs in the nation. Cianbro joins just 57 other firms across the country to possess the honor, including just eight others in the heavy construction category. Cianbro is the only VPP Star Mobile Workforce firm in OSHA’s Region 1, which encompasses all of New England except Vermont. VPP is the federal government’s premiere vehicle for recognizing companies that have developed exemplary safety and health programs. The application process includes audits by OSHA inspectors, who visited Cianbro’s corporate headquarters in December of 2016 to ensure that the company’s programs and policies effectively protect all team members. Later in the process, OSHA’s inspection team visited two of Cianbro’s jobsites – the Sarah Mildred Long Bridge Replacement Project between Kittery, Maine and Portsmouth, New Hampshire; and the Covestro Sprinkler Project in Sheffield, Massachusetts. The purpose of the visits was to determine if and how the company’s programs and policies were being implemented. All three of these steps went very well for Cianbro. Once the company completed the required steps, OSHA produced an evaluation report, which went to the Region 1 office for initial approval and then onward to Washington, D.C. for approval at the federal level. On August 10th, OSHA welcomed Cianbro to the ranks of VPP firms. Every Cianbro jobsite within Region 1 is considered to be a VPP site. Cianbro’s new VPP designation provides a range of benefits for the company. The program is official recognition that Cianbro’s safety and health programs are effective. That recognition raises Cianbro’s profile in the eyes of clients who also place a high value on effective safety and health programs. The VPP application process led Cianbro to look critically at the company’s programs to see where improvements could be made. The VPP designation also means that Cianbro will be removed from OSHA’s “scheduled inspection” list, thereby allowing the agency to focus on other jobsites that have bigger safety problems, a further acknowledgment that Cianbro’s programs are effectively taking care of the team. “All team members should be proud of what they do to make Cianbro successful while working safely,” said Cianbro’s Corporate Safety Manager Scott Knowlen. “OSHA could have audited any of our projects and the results would have been the same. In January, we will do the required annual VPP 8

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OSHA presents VPP credentials to Cianbro, December 8, 2017.

L to R: Brian Sullivan (OSHA Region 1 VPP Coordinator), Scott Knowlen (Cianbro HSSE Manager), Mike Bennett (Cianbro Vice President), Tim Irving (OSHA Region 1 Assistant Regional Administrator for Cooperative State Programs), Pete Vigue (Chairman - The Cianbro Companies)

self-assessment report and in 2019, OSHA will revisit to audit our continued participation in the program.” Tim Irving, OSHA’s Region 1 Assistant Regional Administrator for Cooperative State Programs, complimented Cianbro’s efforts in safety and wellness. Prior to presenting the VPP credentials to the company, Mr. Irving said, “I know that Cianbro has been doing this for years and years. And I know that your subcontractors, your vendors, your suppliers, have benefitted from your commitment to safety and health. What you have been doing does matter and it is affecting other organizations. So, feel good, and know that you are affecting other workplaces, not only in the State of Maine, but in the country.” Pete Vigue spoke after OSHA’s representatives presented the VPP Star Flag and Plaque. He remembered when Cianbro went to 100 percent tie off, using a full body harness, and talked about his efforts to get OSHA to adopt the same requirement. “Three times, I went to Congress and testified before the Labor Committee,” Pete said. “And the only people who were standing by my side to get the law changed to make it mandatory that people be tied off was OSHA. Three times, we were ridiculed by members of Congress, communicating to us that as an open-shop contractor, we were unskilled, and we should be able to protect ourselves in elevated positions without being tied off. Then, effective in 1995, 100 percent tie off with a full body harness became law. And so, when these OSHA people speak, and this organization stands tall to do what is right on behalf of the people who work in our industry, it's important. I want to applaud them. I challenge them with continuing in this effort, making us better, making us healthier, and we'll be standing by their side on a go-forward basis, you can be assured of that.”

Cianbro Builds and Commissions New England’s Largest Solar Array Power & Energy Market n

By The Project Team

The Power and Energy team led by Paul Franceschi and Troy Martin achieved commercial operation of Maine’s largest solar array in late December of 2017. The Engineering, Procurement, and Construction contract was awarded to build a new 9.9 megawatt solar array located on 57 acres owned by Cianbro off Route 2 in Pittsfield, Maine. The solar array consists of 40,300 solar panels; 1,680 TerraSmart TF2L tables; nine central inverters; nine transformers; 90 combiner boxes; and switchgear. In addition, the Cianbro line department constructed a 2.8-mile collector line from the solar array to Hartland substation. The site team, led by Project Superintendent Rob Mayhew and Project Engineer Kendra Underhill, mobilized in late July of 2017 with ground breaking in early August. The team installed over 60,000 feet of underground conduits, excavated and backfilled 17,000 feet of trenching, pulled over one million feet of conductor, made 55,000 terminations, installed 40,300 solar panels with a combined weight of two million pounds, and installed 10,000 feet of perimeter

fencing. The solar array was substantially complete in early December which allowed for full access of Cianbro’s commissioning team. The site was commercially operational and selling clean renewable power on December 23, 2017. The management team, led by Senior Project Manager Phil Dube would like to give special thanks to their team members for the hard work and dedication that resulted in completing this project in less than five months from ground breaking to commercial operation – team members like: Patti-Lynn Brann who was key in developing new talent thru hands on training and impeccable planning; Matt Raven who worked closely with the foreman to insure an excellent install; Chris Brann, the logistics coordinator onsite, who insured the safe unloading of all 72 containers of modules; Ryan Lockhart who laid out all 60,000 feet of conduit and 17,000 feet of trench without issue; Jeff Chandler and the earthwork team who worked long hours to stay ahead of TerraSmart with the excavations; Shane Federico who led the module crew to an install high of 2,496 modules in a day through excellent leadership skills; Tom Hamel and team who pulled in all the 15kV cable; Sean Banks and team for installing all 90 combiner boxes; Jordan Lyford and team for pulling in all the PV wire;

the Boot Campers who came from the Cianbro institute and were eager to help and ready to learn; Richard Bachelder and team who completed the Hartland substation expansion; Scott MacDonald, Scott Rand and team for their excellent job installing the collector line; Paul Belanger who managed over 75 subcontractors without issue; Jim Malonson who did an excellent job as lockout coordinator; Todd Folsom who led the commissioning and startup efforts; and Kendra Underhill for going above and beyond to make sure the team had what they needed and promoting healthy lifestyles. Walking around the site on a cold rainy day with over 80 team members working away, and all you could hear was casual talk and bits of laughter. This project will be remembered by those who were involved, and they should be proud of their accomplishments. “It’s good, clean energy,” said Cianbro’s Facilities Manager Tom Ruksznis, who spearheaded the development of the solar project. “We converted a cornfield, a little strip of woods, and a hay field and turned it into an energy-producing facility. It’s quiet, it’s clean, and it will deliver over 20 years of low maintenance electricity.” 4 43,804 Project Safe Hours

Granite Reliable Power LLC Crane Service Project Industrial & Manufacturing n

By Jim Bonney and Brad Therrien

On June 5th, 2017, Cianbro along with Vestas and Sky Climber began to support Brookfield Renewable Energy Group (BREG) with removal and reinstallation of wind turbine blades on four of their turbines in Dummer, New Hampshire. Cianbro’s initial scope was to provide and operate a 2250 Manitowoc crane with 240 feet of main boom and an 80-foot jib, along with rough terrain (RT) crane support, to install the blades on Tower 2. The blades had sat on the ground through the previous winter and were scheduled to be installed after repairs were made on three other towers. The crane had to be completely as10

sembled and disassembled four times as it was moved between the ridges to access the various turbines. A clause was written into the contract which stipulated that had Cianbro been the cause of delays resulting in the need to bring the crane back onsite in the spring of 2018, then Cianbro would be responsible for that cost. Not only did the team put in long hours, weekends and holidays to complete the original scope, they were able to drive the schedule in favor of the project and add an additional turbine to the scope, resulting in a total of five turbines for 2017. The added turbine meant the jib had to be installed and removed three additional times to walk the crane between towers at the last ridge. Cianbro’s team received compliments on the ability to move the crane from site to site. The technicians at the wind farm commented

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many times on how well and quickly the Cianbro team made the crane moves. After the last move from one ridge to another, which was a complete teardown of the crane and a 12-mile trip over the dirt roads between the two towers, Cianbro Wind Services General Manager Parker Hadlock received a text message: “Crane crew is knocking it out of the park – Ridge to ridge crane move, 4 days”. Key people on Cianbro’s team were Paul Holmquist who led the crew and provided the lay out work for the crane pads, the blade laydown areas, and crane moves. Gary Guindon initially operated the 2250 until his presence was needed on another project. Shawn Doran finished out the remainder of the job. Eric Clark operated the RT cranes and helped with taglines when we flew blades. Gary Gagnon was with the team until he was

reassigned and Dave Magoon stepped in to fill his shoes. The crane crew from Pittsfield – Trent Clukey, Phil McKenney, and Dylan Osnoe – helped with the crane moves. The Transportation Group also provided assistance with crane mobilization and demobilization. Other team members who came in to assist with the crane or help fly blades include: Nick Nelson, Walt Willard, Richard Snell, Eben Campbell, Kevin Williams, Scott Remillard, Craig Washburn, Chris Willigar, Ray Halsey, Wayne Canwell, Jeff McPherson, Chris Folsom and Rex Lagle.

Weather was a significant challenge on the project. Snow was still present in some shaded areas when work commenced in June, and flurries showed up for a couple of days during demobilization. Cianbro utilized a storm-tracking service to obtain lightning watch info

when strikes were within a 50-mile radius, and again at a 25-mile radius. Upon receipt of the 25-mile warning alerts, all teams were required to leave the ridges and evacuate to lower elevations. The roads between the ridges were in rugged condition in places. Cianbro received changes to the scope to cover the repair of roads for the crane moves and to improve crane pads where the 2250 would set up when operating. ATVs and wildlife on the roads were common occurrences. One of the ridges had areas which had undergone significant restoration as part of the permitting process. These areas presented a challenge in that some of the remediation was intended to be off-limits to people on foot, much less to heavy equipment. Cianbro’s team worked with BREG’s environmental manager to minimize the impact of the work.

As mentioned earlier, Vestas and Sky Climber technicians were onsite as well to provide the up-tower support and necessary specialty rigging, as well as the blade repair once the blades were removed and on the ground. M&H Logging provided tow assistance and tractor-trailer units during crane moves. Their operators and drivers willingly pitched in and became unofficial members of the Cianbro team during those operations. M&H also did the road and crane pad repairs as a Cianbro subcontractor. With our last day onsite being November 6th, Cianbro’s outstanding performance in 2017 has put the company in a good position to be considered for more of this type of work at Granite Wind in 2018, and in years to come. 4 9,227 Project Safe Hours

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A Blue Future Update Lean By Russell Dunn After being announced in the final weeks of 2016, the Blue Future team transitioned in January from their various roles in Finance, Accounting, Project Engineering, Purchasing, Project Controls, Operational Finance, and IT to begin work on their new mission. With the help of the Facilities team, Blue Future moved into a new open concept area in the corporate office, which would allow for the easy exchange of ideas and foster frequent collaboration. The stage was set for the team to encourage Lean thinking throughout Cianbro and to apply those same principles in improving organization-wide systems and processes. The first task was to contact Operations and Support areas to develop a list of existing processes and practices that were deemed inefficient. Over one hundred team members shared their thoughts during this initial outreach and their feedback was used to identify focus areas for the company. A Lean Frame of Mind While a team dedicated to making improvements can make great strides for any organization, that alone is not the ideal way of gaining and sustaining a competitive advantage. So then, what’s better than a whole team? You probably already know the answer: An entire company that makes continuous improvement part of their jobs. Nobody has the expertise to know the best way to do everything, but collectively Cianbro has tens of thousands of years of experience, so working together we have a much better chance of getting there. To help Cianbro capitalize on the knowledge and talents of its team members, Blue Future made training a focus for 2017. After all, helping everyone to look at things a little bit differently will pay dividends for years to come. Over n

the past year, hundreds of team members have attended sessions at regional offices, the Cianbro Institute, and jobsites to learn about Lean concepts such as Continuous Improvement and Failure Demand. Many have also taken the initiative to educate themselves further. Whether they’ve been recognized in other Chatter articles, during departmental meetings, project progress reviews, or daily stretches, there are a growing number of improvement success stories which can be attributed to team members of all levels and backgrounds. We can be proud of these accomplishments though we must also continue to question, consider, adjust, and reassess. A Systems Approach The Blue Future team has also been working on improving and implementing systems which span across operational groups and departments. These efforts become increasingly vital as we grow, since managing all that new information from within databases creates process efficiencies and establishes visibility of real-time data. In other words, they save us time and allow us to make more informed decisions. While the team has led or supported a variety of other initiatives, much of the focus this year has been in the areas of time capture, purchasing card administration, and project management software. Following an initial assessment of available time capture solutions, the team recognized that we could take action right away using Field Timecard – software that Cianbro already owned. With the goals of automating time entry and eliminating paper timecards wherever possible, Blue Future began a coordinated effort to contact project teams and to visit jobsites. This has facilitated both the training of team members in how to use the software and an assessment of the viability at different types of sites. As a result, dozens of locations are

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free of paper timecards, that number is growing, and time is auto-generated for hundreds of team members each week. The calls and visits have also been a great opportunity to discuss other topics and are providing further input beyond the initial outreach. In the area of purchasing cards, the team is excited to have entered a pilot period for usage of our new Comdata PCards. It has long been recognized that our old system for administering PCards is a time-consuming process for Treasury, Field Administrators, and the cardholding team members alike. Comdata not only costs less per transaction, it will also streamline internal processing with a mobile app we can use to quickly link photos of receipts at the point of purchase. In the event that a

card is compromised, a “hobble home” feature will ensure that traveling team members can still use the card to return home while blocking other unauthorized transactions. After a few months of configuring and testing CMiC Project Management (PM), the Constructware replacement portion of the software went live in May. Since then all new projects have been setup in CMiC PM, while those already in progress continued with Constructware. With the initial functionality made available to project teams, Blue Future moved onto Phase II of the PM implementation, which paired ongoing training and support of new users with the vetting and gradual release of expanded features. Modules such as Punch Lists and Log Builder have been turned on during this phase, though of particular note are Subcontracts, the first

module in the Budget & Cost category. After working closely with Purchasing to prepare the module, projects now have quick and easy visibility into the details of each subcontract and we are piloting the ability for project teams to initiate requisitions and change orders directly within the system. Another focus of Phase II has been expanding the options for accessing CMiC PM, namely Collaboration and Mobile, both of which have also entered pilot periods. Collaboration allows personnel from our partners (Subcontractors, Owners, etc.) to login to CMiC PM directly to create and respond to project communications. The Mobile Field app compiles many of the most commonly used modules into a simpler interface that can be used on phones and tablets. It’s even possible to use them offline and the data will automatically sync once a connection is reestablished.

It’s important to recognize that all of these efforts have benefited greatly from the participation of team members throughout Cianbro, and that kind of continued support will lead to the best results. A Look Ahead So what’s on the horizon for 2018 and beyond? The team’s ongoing projects will continue and you can expect Comdata PCards, Subcontract system initiation, Collaboration, and the Mobile Field app to be made available for general use after successful pilot periods. Modules to be evaluated within CMiC PM include Potential Change Items (PCIs) and other related change management screens, Checklists, and Bid Management. In the accounting side of CMiC many modules will be converted to the new ADF interface and some that we don’t currently use will be explored, such as Job Billing. A project to update our scheduling software, Primavera P6, is staged to commence. The enhancement will expand the ways schedule information can be viewed and maintained including a web interface, greater customization of reports, and the ability to assign tasks to individuals for updating via an app. Of course, these are just some of the initiatives planned at this time. As needs are identified or new ideas are generated, other projects may be added or may even take precedence; part of the Lean mindset is remaining flexible and adaptable. Regardless of the specifics, we all have the opportunity to help shape how we evolve as an organization going forward. At least one thing is certain though - it’s an exciting time to be part of the Cianbro team because the future is not only blue, it’s also very bright.

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Baltimore Gas and Electric – Spring Gardens Valve House Isolation Project Phase II Oil, Gas & Chemical This past fall, Cianbro completed Phase II of the Spring Gardens Valve Isolation Project for Baltimore Gas and Electric Company (BGE), an Exelon Company. BGE is Maryland’s largest natural gas and electric utility, delivering power to more than 1.25 million electric customers and more than 650,000 natural gas customers in central Marlyand. The Spring Gardens Valve House piping system is a major distribution point that supports daily gas dispatch and LNG liquefaction and vaporization send out operations. The Valve House Isolation Project is a phased project that is being completed over multiple years to minimize the impact to the plant’s daily operations. Cianbro completed Phase 1 in 2016 which involved building a new aboveground 36-inch steel pipe header system with seven 24-inch lateral connections and an aboveground 8-inch steel pipe flare header system with eight 8-inch lateral connections. The overall project includes a total of seven 24-inch steel lateral connections requiring connection to one 48-inch, one 30-inch, and five 24-inch existing cast iron mains. Phase II of the project began in the spring of 2017 and entailed installing one of the new 24-inch steel lateral connections from the 36-inch steel above-grade header and connection to existing below-grade cast iron distribution lines. The lateral connection also incorporated an 8-inch steel flare line connection back to the existing 8-inchsteel flare header. The project team also exposed the 48-inch line at its future tie point to allow BGE crews access to take caliper readings of the outside dimensions in order to cast the custom fitting that will be used in a later phase. 14

We are proud of our ability to meet or exceed their expectations with regard to safety, quality and overall performance and look forward to continuing to do so on future projects. The scope of work consisted of welding new uncoated steel piping, and construction of pipe sections and concrete anchor support structures. This also required working with steelto-cast iron fittings. The project team removed the existing lateral connections consisting of approximately 40 feet of 16-inch pipe and an inline check valve. All welds were completed per API 1104 procedures (downhill stick) and the team achieved a 100 percent success rate. Congratulations to Johnny Shelvin, Jacob Trushel, Josh Holston, Kye Chon, Randy Harris, and Wilbur Gonzales.

Upon completing fabrication and pressure testing, the spools were sent off-site to a local coating facility. Final coating and wax wraps were applied in the field. The project also entailed installing sediment and erosion control measures and the excavation of existing 24-inch cast iron pipe sections to prepare for cutting, de-commissioning activities, and connection to the 36-inch header. Cianbro’s team worked with BGE crews for vent line tapping, cutting, and capping of cast iron pipe sections. Cianbro has worked with BGE previously and we are appreciative for their continued confidence in our team. We are proud of our ability to meet or exceed their expectations with regard to safety, quality and overall performance and look forward to continuing to do so on future projects. 4 17,502 Project Safe Hours

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Baltimore Gas and Electric â&#x20AC;&#x201C; Manor Gate Station Upgrade Project Oil, Gas & Chemical This past September, Baltimore Gas and Electric Company (BGE), an Exelon Company, awarded Cianbro the contract for the Manor Gate Station Upgrade Project located in Phoenix, Maryland. Originally constructed in 1957, the Manor Gate Station is a vital part of BGEs natural gas distribution system. As a result, it is critical that the station and its existing equipment remain in-service throughout the duration of construction. Natural gas is delivered to the Manor Gate Station by a third-party interstate gas pipeline. In 2016, the owner of the pipeline upgraded the maximum allowable operating pressure (MAOP) of their piping and relocated the meter runs. Due to this work, BGE agreed to take over regulation of the gas from the pipeline prior to the 2018-2019 winter operating season. Exiting the station are BGEs Manor and Beaver Dam transmission pipelines which operate at a different operating pressure. In order to take the new, higher delivery pressure, BGE must upgrade their existing gate station and install new regulation. This project entails installation of new gate station piping and facilities in order to accommodate the higher pressures of natural gas supplied by the interstate gas pipeline. BGEs equipment will be constructed to the same MAOP to the point of regulation. Cianbro will also upgrade the odorant and regulator buildings and install a line heater and filter/ separator while constructing a new 30-inch station outlet for future upgrades to the Manor transmission line. Once the new station is operational, the existing buildings and associated piping will be decommissioned and removed. The site and civil work includes site preparation, grading, erosion and sedimentation control, and installation of all required concrete foundations for building and equipment structures. The mechanical scope includes installation of all above and below ground mechanical piping. To ensure the highest quality, the majority of the prefabrication of the mechanical pipe spools will be performed indoors within a conditioned and controlled space. The electrical and instrumentation scope includes installing all 120/240VAC power distribution panels and wiring, a new 15KVA UPS system and associated power feed, a grounding grid system and a backup generator for the facility. The project team commenced onsite construction in November 2017 and is scheduled for completion in September of 2018. Cianbro has worked with BGE previously and we are appreciative of their continued confidence in our team. We are proud of our ability to meet or exceed their expectations with regard to safety, quality and overall performance and look forward to continuing to do so with this project. 4 2,129 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 AT P&G AUBURN:

Ten Consecutive Years Without a Recordable Injury Industrial & Manufacturing n

By Alan Grover

It’s been a busy couple of years for Cianbro’s team of industrial and manufacturing professionals at the Procter & Gamble plant in Auburn, Maine. Two major projects took the team through 2016, which saw Cianbro crews adding a production line in the middle of P&G’s complex facility. Cianbro was tasked with modifying a maze of elevator equipment, stairways, and test equipment in order to put the production line in place - a significant challenge that tested the team, but did not prevent them from completing the job in an impressive fashion. Cianbro crews also moved eight packing lines for Procter & Gamble over the past year. With those two projects alone, 2016 was Cianbro’s second busiest year in the 13 years that the company has been working at the plant. The agenda has resulted in jobs for 130 Cianbro team members and subcontractors, a heartwarming figure that carried into 2017. “At this point, these are the projects that we have on hand,” said Cianbro Project Manager Ernie Selberg. “We’re putting an electrical building expansion in. We’re also putting a fire tank building in place, and that’s well underway. We’re putting in a new guard house facility, and what that does is allow a new entrance for all the trucks to come into the plant, and separate them out from the pedestrian traffic which will make it a much safer facility for everyone. We’re doing some punch list and additions to the two-bay expansion that we just completed. The biggest project here will be putting in some new additional HVAC 16

and other equipment that will kind of go hand in hand with the new expansion that we just did to help them produce the capacity of product that they need to produce. So, it is just a very, very busy time for us.” The strong working relationship between the two companies means that Cianbro has not only the ability to handle most of P&G’s mechanical and electrical construction in Auburn, but also has the go-ahead from the owners to do so. As time passes, those opportunities have extended beyond Auburn as well. Playing no small part in that collaboration has been the tremendous success that the companies have had in nurturing a safe working environment. 2017 marks the tenth year in a row that

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Cianbro has worked for P&G without a single recordable incident. It really starts with safety, according to Ernie Selberg. “Our organizations align very well. There are many times when P&G has helped us with safety, and there are also many times where we’ve helped them develop some of their safety programs. And quality is as important to us as it is to them. They have been in Lean manufacturing for many years, and now we’re on the Lean movement. Again, as you look at the two companies, we’re meshing together once again with that movement.” At a luncheon recognizing the Cianbro team for their outstanding safety record, Procter & Gamble’s Site Engineering/Facilities Leader Greg Wilson

spoke to the assembled crews. “I want to thank everybody who has shared an idea or said: I think we can do this better if you think about this. And I just want to thank everyone for each decision or choice that you made to take the safe route or do the safe thing when the pressure might be on for schedule, or it might seem that it’s going to get you in trouble with your co-workers who really want to get things done.” Procter & Gamble Site Construction Process Owner Christine Goulette added a safety message. “So, all of you who have families and children – all of the decisions you are making – it’s not just for your benefit. It’s for their benefit and their security in knowing that when you go out every day and you’re going to earn a living, that they know you are going to be coming home in the same way that you left when you went out the door.” Cianbro’s General Manager for the Industrial & Manufacturing Market Bill Birney pointed out that the team working in Auburn was setting a world class example for other jobsites across Cianbro’s organization with the remarkable safety record. Cianbro Chairman Pete Vigue wrapped up the comments with a safety story from Texas. “I was in a meeting at the headquarters of Exxon in Houston, Texas last year. We were doing a big project for those folks. I was going to a meeting, and I had a briefcase with me, and some other things. And I was going up a set of stairs. A gentleman stopped me, probably a clerical worker who worked within the facility, and he said, ‘Excuse me, would you please use the handrail on the stairs?’ I couldn’t get over that. I couldn’t get over that because it’s the simplest things that get us. A little snow on the ice – can that affect us? Absolutely. It’s the simple things that get us. It requires us to think about what we’re doing next and how we behave, and how we can affect our health and our wellbeing as individuals. So, I want to compliment you. You’ve done a terrific job. Keep up the good work.” 4 642,957 Project Safe Hours

Cianbro’s Industrial Construction Boot Camp

Cianbro Institute n

By Dan Coffey

It’s no secret: the skilled trade shortage has created staffing problems for many construction companies throughout the United States. However, as Cianbro Chairman Pete Vigue says, the company looks at such problems as opportunities. As part of a solution, Cianbro decided to run the Industrial Construction Boot Camp: a four-week program based out of the Cianbro Institute in Pittsfield, Maine. The idea of the boot camp is to create an opportunity for people with little or no construction experience to learn some of the foundational skills and instrumental tasks within the industry. Once completing Cianbro’s two-day New Hire Orientation, boot campers would learn about the company’s safety culture, basic rigging, how to operate various pieces of equipment, safe use of power/hand tools, and would receive certification in First Aid/CPR and other general skills of value for a team member new to Cianbro and the industry. After getting acquainted with these general topics, students pick an area of focus as a Pipefitter, Millwright, Electrician, or an Ironworker/Rigger. From this point on, the up and coming team members learn skills more specific to their discipline of choice. Participants who consistently show up on time and ready to learn, work safely, maintain a positive attitude, demonstrate a strong work ethic, and progress through the learning modules will graduate from the program and head to one of Cianbro’s jobsites to join a crew. The goal is to create a feeder system for Cianbro’s long term development programs such as an apprenticeship. Once the boot campers arrive in the field, they have a great opportunity in front of them. If they continue to exhibit the attributes mentioned above and continuously improve, their supervisor may endorse them into one of our apprenticeships, thereby beginning their path to becoming a journey level tradesperson. As an apprentice, team members continue to receive their wages while they learn, increasing their earnings as they progress through the program and ultimately graduate with zero debt. In 2017, September thru December, the Cianbro Institute ran three Industrial Construction Boot Camps resulting in 42 new team members contributing on jobsites. So far, 15 boot campers have been endorsed to participate in one of Cianbro’s apprenticeship programs, and many more students are expected to follow. C I A N B R O F A L L / W I N T E R C H AT T E R

Cianbro Fabrication & Coating Corporation:

The MBTA Casey Arborway Project

Fabrication & Coating By Chip Zolinski The Pittsfield Fabrication shop started work in early January of 2018 on a job for the Massachusetts Bay Transportation Authority (MBTA). The MBTA Casey Arborway Project Upper Busway Canopy is located south of Boston and is a combination of three architecturally exposed canopy structures made up of rolled hollow structural steel (HSS) shapes. This is a unique fabrication project and the Cianbro Fabrication and Coating Corporation (CFCC) team has worked diligently to put extensive planning, proficiencies, and skill sets to work on making the entire project run smoothly. The main upper busway canopy at 241 tons is a marvel of dual axis rolled HSS members. This canopy will be shop-assembled into the skeletal shape of a “fish.” With more than a 74-foot radius and an 80-foot span, the members rest upon dual pitched HSS columns at two locations of the truss and will be a remarkable sight. (Illustration B). The assembly of a 41-ton fixture that was created, designed and built by CFCC team members Bruce Knox, Rob Bagley, Tom Langille, Jurgen Bell, and Craig Chambers will aid the fabrication efforts being performed at CFCC Pittsfield (Illustration D). This will allow team members to access the “fish truss” safely for assembly of its components without the need for fall protection nor utilizing ladders and/or staging for access. This will make the job safer and much leaner. The use of the fixture also insures accurate and consistent assembly for all twelve trusses. After full shop assembly, the trusses will then be cut in half, shipped to a galvanizing facility, coated and sent to Cianbro’s fabrication facility in Georgetown, Massachusetts for re-assembly and coating touch up. n

Finally, the canopies will be shipped individually to the site. These “Fish Trusses” are the support of an elaborate skylight spanning the interior section of the truss with standing seam metal roofing off the edges between the trusses. There are two other smaller canopies in this scope of work as well. The walkway canopy at five tons is a fully shopassembled single pitch canopy which will offer protection to travelers as they move to and from the Upper Busway Canopy thru the Entrance Canopy. The entrance canopy at 28 tons, has rolled HSS roof members over a 38-foot span, (Illustration F) providing protection to travelers as they move to and from the main bus station building.

Illustration D

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Illustration F

Team sets pipe in the jig. (L to R) Michael Stevens, Tom Bean, Scott Penney, Ralph Pearl, Joe Carreira, John Frontiero, Elias Hershbine, (not pictured: Derrick Graves)

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Illustration B

Quality Matters – Cianbro QA Certifications QAQC n

By Charles Hall

Cianbro maintains multiple industry certifications, allowing us to perform work other construction companies or fabrication shops may not perform. Between CFCC and CCORP, Cianbro maintains the following certifications: CIANBRO CORPORATION • ASME – U Stamp (Manufacture of Pressure Vessels) • ASME – S Stamp (Manufacture and Assembly of Power Boilers – including Power Piping) • National Board – R Stamp (Repairs & Alterations to Boilers, Pressure Vessels and Power Piping) • SSPC – QP1 (Field Application of Coating’s to Complex Industrial & Marine Structures) • SSPC – QP2 (Field Removal of Hazardous Coatings – Lead) • AISC – CSE-A (Advanced Certified Steel Erector)

CIANBRO FABRICATION & COATINGS (Georgetown, MA and Pittsfield, ME)

All QC Plans contain the following which provide consistent and effective control of project activities: Management responsibility, assignment of responsibilities, statement of authority (of QC personnel), establishment of Quality Goals, purchasing and material control, communication with client (RFI process), document control, inspection and testing, calibration of measuring and test equipment, training, nonconformance handling and resolution, and quality records (documentation). Most of the elements contained in QC Plans do not immediately cause people to think of “Quality Assurance.” Recall however, Quality Assurance includes all planned and systematic actions necessary to provide adequate confidence that a system, component, or structure will perform satisfactorily in service. When viewed in that light, the elements of a QC Plan define our processes which provide consistency in our construction activities and assure we meet our quality goals. Project leaders are required to know and understand specific quality requirements for assigned projects. Full compliance with industry QC Plans is Cianbro’s responsibility. If you are assigned to any project covered by an industry specific QC Plan, contact the Market QA Manager to plan for implementation of the appropriate QC Plan.

• AISC – CPT (Certified Component Manufacturer) • AISC – BU (Certified Building Fabricator) • AISC – IBR (Certified Intermediate Bridge Fabricator) • AISC – ABR (Certified Advanced Bridge Fabricator) • AISC – CBR (Major Steel Bridges) • AISC – FCE (Fracture Critical Endorsement) • AISC – SPE (Sophisticated Paint Endorsement)

Each of these certifications and endorsements is authorized only when a company can demonstrate they have the ability to meet the respective industry requirements when performing work. To demonstrate ability, a company must prepare and work in accordance with an industry specific Quality Control Plan (QC Plan). Once the QC Plan is written and implemented, the company is audited by an industry representative to assure all relevant work activities are properly controlled and documented. Certification audits for most industries are performed annually. Although each QC Plan is specific to the industry it is prepared for, most of the elements requiring control are the same or very similar in each of the plans. When effectively implemented, the elements requiring control assure construction is performed consistently and within specifications by competent personnel. C I A N B R O F A L L / W I N T E R C H AT T E R

BRIGHTON DAM Infrastructure Market By Travis Sherman & Malcolm Patterson n

The Brighton Dam Gate and Spillway Repairs contract was awarded to Cianbro in April of 2017 by the Washington Suburban Sanitary Commission (WSSC). The project scope consists of two locations; one which has been under construction since May of 2017 known as Brighton Dam, and the other known as Duckett Dam which will begin construction in the spring of 2018. Dam History

In 2018, the WSSC will celebrate 100 years of providing quality drinking water to the inhabitants of Prince George’s and Montgomery counties in Maryland. Established in May of 1918, the WSSC provides 300,000 gallons of drinking water per day over an area of approximately 95 square miles to a population of roughly 30,000 people. In the late 1930s as the population of the counties continued to grow, more water was needed, and WSSC planners turned to the Patuxent River as a source. The Commission announced

plans in 1941 to construct the Brighton Dam-Triadelphia Reservoir facilities in Brookeville, Maryland. Even with Brighton Dam’s estimated capacity of 6.3 billion gallons of water, the dam could not keep up with the expanding demand and another site was proposed to increase the supply. In March of 1952, twelve miles downstream from Brighton Dam, construction of Rocky Gorge Dam began. It was completed in March of 1954, and is now known as the Duckett Dam. The facility was renamed in 1967 after T. Howard Duckett, one of the founders of the WSSC, and has a capacity of almost 5.5 billion gallons. Today, the WSSC serves a population of nearly 1.8 million people through almost 5,742 miles of fresh water piping, over an area approximately 1,000 square miles in size, and provides suburban Maryland an average of 167 million gallons of drinking water per day! Cianbro’s Work

To prolong the life of the Brighton Dam, the rehabilitation began with a complete spillway re-surfacing where 2¼ inches of shotcrete will be removed by means of hydrodemolition. The team will then proceed to have anchor bars drilled and epoxied across the entire spillway followed by a mat of rebar and a new concrete profile. When the demolition of the spillway surface began in September of 2017, the depth of excavation was greater than what was originally requested due to unsound concrete. Along with this and the identification of non-friable asbestos materials, a new contract price was negotiated with WSSC.

While the spillway is being resurfaced, other teams will be working concurrently to rehabilitate the dam’s 13 Tainter gates. This includes the removal of old components such as seals, heat trace cables and flashboards. The Tainter gates have lead-based paint which will be removed by a lead abatement subcontractor, followed by a new coating of paint which will be applied to all surfaces of the gate assembly. The wall and sill plates that the rubber seals contact will be removed and replaced with new stainless steel plates, and then grouted, while the Tainter gate remains in place. Once the spring water restrictions are over in June of 2018, the Intake Tower work will begin. This feature of the dam controls the volume of water flowing from the reservoir to the dam’s power plant and eventually downstream to Duckett Dam. After installing a cofferdam, the intake structure will be drained to allow the existing trash racks, slide gates and gate operators to be removed and replaced. Additional miscellaneous work includes buttress concrete repairs, replacement of stairs and platforms, and handrail repairs inside of the gallery. The work at the Duckett Dam will begin in the spring of 2018, and involves patching concrete at various buttress and spillway locations. Additionally, precast concrete panels will be demolished and new panels will be installed above the bunger valve which feeds water under I-95 to the remaining counties in the greater DC area and eventually to the Chesapeake Bay. The project is scheduled to be completed by the spring of 2019. Sources: “Rocky Gorge Dam, a 'thing of beauty and pleasure'”: Baltimore Sun, July 5, 2013 by Kevin Leonard. https://www.wsscwater.com/aboutus/wssc-history.html. The WSSC – A Thumbnail History 4 14,863 Project Safe Hours

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Outfall and Fish Barrier Restoration at Dominion Energy’s Millstone Station Industrial & Manufacturing n

By Eve Jordan

The Outfall and Fish Barrier Restoration Project mobilized in June of 2017. This project consisted of the installation of four concrete pads, widening of an existing road, replacement of two fish barrier structures, replacement of water and electric utilities, and underwater concrete repairs on the existing abutments. The site work was completed throughout the summer in preparation for the structure replacement during the fall outage. Each structure was preassembled on shore and set as a complete unit. These lifts were approximately 50,000 pounds each. One of the biggest challenges the project team faced was the small tolerances for installing the new structures into existing abutments. Cianbro’s Temporary Design team worked diligently to model the structure and existing abutments. The team then engineered adjustable rigging to enable

the structure to be installed within these tight tolerances. The project team also worked closely with Cianbro’s in-house steel Fabrication and Coating facility to tweak dimensions during fabrication to align with the modeling. This upfront planning in combination with the expert rigging skills of team members Rod MacKay, Gary Gagnon, Seth Norton, Scott Remillard, Richard Moors, Bob Drzewiecki, and Jeff Robinson resulted in the replacement of

the two fish barrier structures ahead of schedule.

Cianbro received underwater demolition and concrete support from Underwater Construction Corporation. The team completed steel form installation and tremie concrete placement, repairing the existing abutments and providing improved reinforcement to the bottom of the fish barrier. Final touches were put on the new structure including handrail, grating, and walkway lighting through the end of the fall. 4 31,927 Project Safe Hours

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PASSING THE TORCH CIANBRO LEADERS LIGHT THE WAY FOR THE NEXT GENERATION

By Alan Grover

“The senior management team at The Cianbro Companies is pleased to announce that the organization’s Board of Directors has appointed Peter ‘Andi’ Vigue as Chief Executive Officer, effective January 1, 2018. Andi Vigue has also been elected to the Board of Directors of The Cianbro Companies, effective January 1, 2018. Longtime Chairman and CEO Peter Vigue will continue to serve as Chairman of The Cianbro Companies while also devoting time to the Cianbro Development Corporation.” This was the announcement that 22

went out from Cianbro to all corners of the company on the afternoon of January 8, 2018. Newsrooms across Maine received the bulletin that evening. By January 9th, newspapers as far away as Seattle, Washington and San Luis Obispo, California were carrying the story. Clearly, lots of people across the country thought of this development as a very big deal. But that sentiment wasn’t necessarily shared by the two gentlemen at the center of the announcement: Pete and Andi Vigue. As Pete went about his business around the company in the days that followed, he continued to get handshakes from fellow team members who

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congratulated him on his retirement. “Who the heck says I’m retiring?” he answered with a grin while thinking ahead to new ventures for the company. Since the announcement, Andi has settled into the CEO role without further ado. He sees the transition of leadership as a natural part of an organization that has always been in transition, whether moving into new markets, new geographies, new technologies, new strategies … “What we’re going through isn’t something we haven’t done before and it’s something we will have to do again. The beauty of this company is that we’ve always looked at transition as an

Cianbro Board Members (L to R): Elias Karter, Mac Cianchette, James Vamvakias, Pete Vigue, Andi Vigue, Jane Chmielinski, Norbert Young, Jr.

opportunity to improve things, to continue to grow, and an opportunity for the organization to be successful. We’re in a continuum of transition as a company.” As outlined in the news reports of the appointment, Andi’s move into the CEO’s office also includes a place at the Board of Director’s table. The Board that he joins has been watching his performance over the years as part of Cianbro’s evolution, leading up to the day when the natural and well-planned transition took place. “We have been blessed with Pete’s great leadership for many years and we are fortunate that the apple did not fall far from the tree with Andi,” said Cianbro Lead Director Eli Karter. “We knew we had our work cut out for us trying to find someone who could be the successor to Pete. As we got to know Andi and watched him perform in his role, we quickly came to realize that Andi is a very competent young man.” Cianbro Board Member Jim Vamvakias has pointed to Andi’s strong leadership skills. “Andi Vigue has great financial acumen and the strategic ability to connect vision, people, and ideas to drive sustainable growth,” said Vamvakias. “Cianbro is in a very strong position,” said Pete. “Now it is time for me to step to the side and let the next generation of leaders take this company forward. Andi thrives in this highly dynamic environment. He has great vision,

“What we’re going through isn’t something we haven’t done before and it’s something we will have to do again. The beauty of this company is that we’ve always looked at transition as an opportunity to improve things, to continue to grow, and an opportunity for the organization to be successful. We’re in a continuum of transition as a company.” embraces technology, and is constantly educating himself on the changing environment around us. He has demonstrated the ability to identify quickly what needs to improve and has a unique ability to translate his vision into action.” But as Pete has made clear with the Cianbro colleagues who prematurely bade farewell to the former CEO, Andi confirms that Pete’s stepping to the side won’t be a step into retirement. If anything, Pete Vigue is energized with even more large-scale plans than ever. Now, as a key leader within Cianbro’s development team, he’ll have more freedom than ever to turn big ideas into big accomplishments. “I see this as really allowing Pete to focus more time on something that he excels at, and that’s the development of opportunities that provide either construction or annuity revenues to the company,” said Andi. “If you really look at Pete’s tenure and strengths – he’s done a lot of great things – but a few of those things that really resonate are his ability to see an opportunity and then

develop that opportunity into something that is shared throughout the organization. He is full of energy and doing well. And this is going to allow him to focus a tremendous amount of effort on something he loves to do, and is really good at. And should we need guidance and advice from time to time, he won’t be far away. One piece of advice that Pete Vigue shares frequently is that Cianbro is “all about people,” and that it has been the people of Cianbro and not he who has been responsible for the major accomplishments that occurred during his tenure – the multitudes of award winning projects and above all, the naming of the company as the healthiest and safest in the nation by the American College of Occupational and Environmental Medicine. Both Vigues look at their leadership positions as a privilege – the privilege to work for 4,000 people. Speak to either of them and they will tell you that this transition is normal, natural, and well thought out. And they are committed to making it successful.

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Gamesa Wind Tower Weld Repairs In May of 2017, Cianbro was extended the opportunity to assist Gamesa Wind with weld repairs to 25 of their existing 78-meter tall G87 in-service wind turbine towers. Almost a decade ago when these wind turbines were under construction, manufacturing

a General Electric Inspection Services (GEIS) team to utilize automated ultrasonic testing of all welds of the towers in question. This team had to re-scan the towers, correlate all data with respect to 2014 inspection techniques and determine the indications that did not meet Gamesa’s acceptance criteria. Once all of the indication areas were compiled, Gamesa’s engineering team then sorted the indications based on severity in relation to tower failure over the course of the next couple of years by assign-

facilities were struggling to keep up with the initial demand. This, coupled with new processes and preliminary quality standards, made it possible for turbine towers such as these to be manufactured and shipped out with defective welds. Gamesa Wind, original equipment manufacturers (OEM), has since been working with Avangrid (Turbine Site Owner) to correct the most structurally deficient regions of the circumferential welds of the tower sections. Initially, back in 2014, Gamesa had reached out to a different inspection team and weld repair contractor. Both of these teams fell short in delivering a quality product to Gamesa’s engineering department. In 2016 Gamesa brought in

ing Priority numbers. Thus the initial weld repair scope was created in which Cianbro, having previously performed weld repairs on different components of wind towers for Gamesa, was offered to correct the defects. A small, first round of team members led by Foreman Hal Cox, set off to Tiskilwa, Illinois to tackle the Providence Heights Wind Farm turbines first, where the bulk of the repairs were needed on 17 turbines. The primary goal was to focus on the priority numbers 1 to 100 completion before year end out of the 233 priorities found defective. The defects range anywhere from 1/8 inch to 1.5 inches in depth of the tower wall and 2 inches to 144 inches long.

Industrial & Manufacturing n

By Brad Therrien

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Once onsite, the team, then consisting of welders Tariq Riddle, Jason Daley and fire watch Austin Kane worked very closely with both GEIS to understand layout techniques for repair locations, and TGM Wind services who provided and operated their 90 meter Bronto lift so that Cianbro personnel could reach exterior repair locations. Select Cianbro team members had to undergo training at Gamesa’s Pennsylvania facility to provide the lockout-tagout and yaw control operations of the turbines to safely render each turbine inoperable for the duration in which any work or inspection was being performed – especially important for any exterior aerial platform work. The Cianbro team has worked diligently and proactively as they air-arc out, grind, and re-weld the designated defective areas. The hot summer months coupled with flying molten metal above hundreds of acres of cornfields kept team members on their toes controlling any and all sparks. Job-built hot work boxes provided primary means of hot work control, backed up by truck mounted water buffalos, to continually dampen surrounding dry areas. As repairs to the exterior tower shell began to progress, Cianbro also reached out to Spider Staging Systems to help solve the problem of interior weld access using one of Spider’s collapsible, cable-suspended baskets. Some of the interior weld locations are upwards of 80 feet above the decks within the turbine, and access inside the tower decks is limited to a small two person Avanti elevator or a continuous ladder. It was imperative that this work basket, along with its mounting hardware, fit inside the elevator for efficiency purposes. The team relied heavily on the Cianbro design group to help establish a beam suspension system that was not only capable but efficient in assembly and disassembly. The design team knocked it out of the park. Also in an effort to support GEIS with their exterior inspections and mitigate some of the costs

associated with the Bronto lift, the team has brought in an exterior tower access platform through Spider Systems. Once crews effectively began tackling both interior and exterior repairs at Providence Heights, Gamesa asked that additional crews be brought in and one crew break away to begin tackling the other two windfarms that needed repair, the goal being to close out those projects by year’s end as well. Farmer City Windfarm in Tarkio, Missouri had five turbines with defective weld locations, and Top of Iowa Windfarm in Kensett, Iowa had two turbines – both of which Cianbro successfully completed by December 31st. This left only the remainder of Providence Heights to complete. The team at this time has grown to include welders Max Hewes, Drew Baker and Celvin Baker along with fire watch support from Beau Grenier, Vincent Anderson, Richard Berrios, Kyle Denny, Cody Turcotte, Liam Sullivan and Nate Watson. Nick Nelson has also stepped in to assist Hal Cox with the added crew, focusing primarily

on the rigging and de-rigging support of the exterior spider platform. Aside from access concerns, the biggest challenges have been weather-related issues. Mid-summer months demanded keen attention to surrounding cornfields in order to avoid fires. The winds, extremely low temperatures, and blade ice proved to be equally demanding as late fall rolled into winter. Weld preheat and keeping team members warm continue to be a struggle on days when wind chill drives the temperatures downward. But the team continues to push through in an effort to complete the repairs to all 233 weld priorities by early spring. Gamesa has extended a further opportunity to the Cianbro team in the form of the touchup painting of all repaired services, a nod to the team’s continuous drive and a constant focus on safety. This scope was originally extended to other contractors, but strong client relations and Cianbro’s determination to get the job done have pulled this scope potentially into Cianbro’s Spring/Summer 2018 workload. 4 16,916 Project Safe Hours

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Bangor Savings Bank Headquarters Building Market n

By Dave Stenzel

In July of 2017, Cianbro was contracted to construct a new 116,500 square foot, five-story office building along with a four-story, 457-car precast concrete parking garage near the waterfront in Bangor, Maine. Upon receiving the applicable permits, excavations for the new building foundations started in December. The new office complex will be designated as the Corporate Headquarters for Bangor Savings Bank; housing up to 500 employees including back-office workers, payroll, tax services, technical operations, mortgage

center, risk management, and all other departments currently working out of the bank’s Franklin Street Campus. The project site location is perfectly aligned with the bank’s culture – employees will be looking out their windows down the Penobscot River where Bangor Savings Bank was founded during the height of the river logging movement in the 19th Century. From the start, the construction team has been faced with the challenge of performing site work and placing concrete in sub-zero temperatures. The team has worked together, planning work activities and sequencing work with a Lean Construction approach in order to keep an efficient workflow. Well-drilling operations continue to work around temperature constraints while drilling the 80

wells at 500 feet deep for the geothermal heating/cooling loops that will eventually feed heat pumps throughout the building. Team members are pushing through all of the typical “Winter in Maine” challenges while installing foundations in preparation for more than 580 tons of structural steel erection which is scheduled to start in February of 2018. The campus will also be equipped with a gym, café, bike storage, and a roof patio overlooking the waterfront for employees to enjoy. The design for the parking garage 26

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The project site location is perfectly aligned with the bank’s culture – employees will be looking out their windows down the Penobscot River where Bangor Savings Bank was founded during the height of the river logging movement in the 19th Century.

is continuing to evolve, with foundations currently scheduled to start in early summer. The level-four deck will consist of a solar array “roof” system that will supply 60 to 70 percent of the electricity needed by the office building and garage. The Bangor Savings group

has committed to the idea of allowing patrons of Bangor’s Waterfront Concert series to use the parking garage upon completion. This will likely increase concert foot traffic and reduce parking and traffic congestion in the local area. All hands are on deck as the team

develops the GMP (Guaranteed Maximum Price) and continues to drive the superstructure construction. The office building and parking garage are scheduled to be completed early in 2019. 4 3,907 Project Safe Hours

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Cianbro Builds a New Global Headquarters for an Immensely Successful Maine Business Building Market n

By Alan Grover

Within view of the waterfront site where Cianbro famously assembled a pair of oceangoing drilling platforms in the early 2000s, a team of the company’s construction managers is leading the effort to build a world class office building in Portland, Maine. By late 2018, the structure is scheduled to become the new global headquarters of WEX Inc., a rapidly expanding provider of payment processing and information management services. WEX recently passed the onebillion-dollar mark in revenue and has outgrown their current offices in South Portland. Thus, the plans for the new facility on the waterfront, developed by the 0 Hancock Street LLC to be leased to WEX. “It’s 116,000 square feet and four stories, with a 35,000 square foot roof deck overlooking the ocean, right there by the ferry terminal,” said Cianbro’s Assistant General Manager for Building Jon DiCentes. “It’s an all glass building. It’s going to be a Class A office space for 450 employees. That whole section of Portland has been growing, and with a new generation coming in, the whole environment of being in the downtown setting is what WEX really wanted to do. They’re a Maine-based company, and they wanted to stay in Maine, and so they’ve chosen downtown Portland with its urban setting.” Cianbro’s responsibility has been to 28

help facilitate the evolution and the design of the building, the procurement of all the contractors, and the oversight and actual management of the budget and

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schedule. The company is also responsible for the full interior fit-out of the new office space. Cianbro was awarded the job in July of 2017, and received

Planning Board approval and permits in record time. The ground-breaking ceremony took place on October 23rd. It’s a big project with an aggressive schedule. “The unique challenge here is that there’s a lot of construction going on in the same neighborhood,” said DiCentes. “There’s a new hotel being built on a nearby block. Cianbro is also constructing a seven-story addition on the Ocean Gateway parking garage, and that’s only a block away. So the access in and out of the site is a challenge. Our jobsite is on a postage stamp, so we have absolutely no laydown room at all. Everything has to be built from the inside out. And just the access with a truck’s equipment and deliveries, to and from the site, is a challenge right now because of the other projects going on. You can only close so many streets!” Cianbro is no newcomer when it comes to erecting First Class office buildings. These construction projects are popular among the company’s builders because the jobs are usually fastpaced, any risk is manageable, and at the end of the process is a gleaming new example of Cianbro’s expertise. Says Jon DiCentes: “Ultimately, projects like the WEX World Headquarters are an unbelievable resume builder for us.” 4 1,624 Project Safe Hours

Cianbro’s T&D Group Assists in Storm Aftermath Power & Energy Market A severe windstorm packing hurricane force winds swept through the Northeast on October 30th, 2017, knocking out power to more than half a million customers in the State of Maine. Cianbro’s Transmission and Distribution group, headed up by General Foremen Ryan Perkins and Scott Rand, assisted restoring power for both of Maine’s largest utilities – Emera Maine and Central Maine Power. The bucket and digger crews worked many long days and nights helping to get the lights turned back on. Cianbro would like to recognize the following team members who helped with the storm response:

Scott Rand, Ryan Perkins, Warren Gosselin, Terry Malloy, Phil Vigue, Jamie Boucher, Chaz Longmuir, Dan Reuille, Ryan Graffam, Jordan Pomerleau, Mike Clark, Ted Gower, Luke Kostenbader, Brandon Wilson, Rodger Cote, Steve King, Chris Norton, Dean Schofield, and Randy French.

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KOSCIUSZKO BRIDGE Fabrication & Coating n

By Shawn Ramsay

Many Cianbro team members are aware of and very proud of the bridges the company has built, up and down the Eastern Seaboard and beyond. What the team might not realize is the important role that Cianbro plays regarding bridge construction in the New York City market through Cianbro Fabrication and Coating Corporation (CFCC). CFCC has been furnishing fabricated steel to the NYC bridge market for more than a de-

cade, including major rehabilitation steel contracts on the Manhattan and Brooklyn Bridges. In 2014, CFCC was chosen to supply the anchorage weldments for Phase 1 of the new cable-stayed Kosciuszko Bridge, which carries the Brooklyn-Queens Expressway across the Newton River, connecting Brooklyn and Queens. Based on CFCC’s performance while fabricating anchorage weldments on the Indian River Bridge in Delaware with the same Phase 1 contractor, CFCC was selected as the preferred fabricator to furnish the anchorage weldments for Kosciuszko Phase 1. The new Kosciuszko Bridge, also referred to as “K-Bridge,” is being built in two phases. Each phase consists of a cable-stayed bridge span with twin cast-in-place concrete towers. In the core of each tower is a stack of heavy weldments ranging from 10 to 17 tons each, providing bearing anchorages for the 28 stays in each tower. The anchorage weldments require a high level of precision to ensure precise alignment of the cable stay bearings. The Phase 1 contract was designbuild, and as is often the case, the construction was right on the heels of design. Patience, attention to detail, and careful collaboration between CFCC and the general contractor were imperative. As the design evolved, CFCC Chief Draftsman Rob Bagley and team detailers Mike Davis and Tom Langille played key roles in developing the extremely detailed shop drawings. Using 3D modeling software, CFCC was able

to provide detailed perspective to the client’s designer, flush out interferences, and document changes that were made. Fabrication for this phase was completed at the Pittsfield facility under the meticulous oversight of Jurgen Bell and Craig Chambers who developed and followed the execution strategy from start to finish. On the floor, Steve Clendening, Adam Hughes, Ralph Pearl, Mike Stevens, and Tom Bean worked

to assemble the ten anchor weldments, laid well over a ton of weld wire, and fit bearing plates up to 4-3/4 inches thick. Quality control was anything but routine, with 100-percent of full penetration welds being ultrasonically tested and angular alignment of bearing plates being critical. CFCC QC Manager Chet Guilford not only performed routine QC, but developed an in-house laser device that allowed precise alignment of bearing plates with stay geometry. Then came the challenge of blasting and coating. Handling such large, heavy weldments through blast and coating had to be carefully planned and orchestrated. With the support of Jurgen Bell, paint shop foreman Will Cote and the paint shop team executed a plan that accomplished the coating safely and to the required quality standards. Phase 1 was delivered and erected without a single issue and with a very satisfied customer. The project was a resounding success for Cianbro Fabrication & Coating Corporation. With that success behind the team, jump ahead to 2017 and Phase 2. There was little question in anyone’s mind who needed to build the anchorage weldments for phase 2 – and CFCC was awarded the work. This time the weldments are even heavier and the schedule more aggressive. The plan for this contract is to fabricate and coat these components in CFCC’s Georgetown, Massachusetts facility. With input from the Pittsfield team accentuated by their lessons learned, the Georgetown team is eager to get started and expecting as successful a program for Phase 2 as the company had with Phase 1. 4 7,298 Project Safe Hours

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Helping Team Members Achieve Their Healthiest Selves Wellness n

By Andrea Pelletier

We all want to be healthy – both physically and mentally. Many New Year’s resolutions are made towards this goal. Cianbro wants to help our team to be healthier as well. Because we spend one third to one half of our day getting to work, working and getting home, it’s important to have an employer that supports you in your goals. Healthy LifeStyle Program

Cianbro offers all team members and spouses a variety of wellness programs along with access to a personal health coach. The programs help our team members to know their numbers, how to influence those numbers, and offers resources to support them in their wellness efforts. Our personal health coach will support team members with their specific needs. This could entail education, accountability, or even motivation so they can reach their goals. By participating in the wellness program, team members can earn credits towards their medical premium. An additional credit can be earned by meeting certain biometric measurements and having an annual physical. It is so important that we know our personal health numbers. Meeting with a doctor is important not only for ongoing

maintenance but also for early detection of disease and illness, potentially enhancing your chances for successful treatment and a cure. Here is an example from a team member: “My wife had not gone for a physical for quite some time. Through Cianbro’s wellness program she was encouraged to get a checkup. During the physical some abnormalities were found and a biopsy was required. The doctors say if it is cancer they caught it early and will be able to deal with the problem easier. I am thankful that Cianbro cares for the health and wellness of their team members and families.” Fitness & Weight Loss Program Reimbursement

An additional benefit for team members and spouses is the Fitness and Weight Loss Program Reimbursement. Whether it is something that a team member or spouse participates in all year long or something they want to try once, reimbursement is available for up to $300 a year for both a gym membership/fitness classes or a weight loss program membership. Team members and spouses just need to be active in the Healthy LifeStyle Program to be eligible. Daily Workouts

We realize team members and spouses are not always able to make it to the gym after working a long day. Even if you do manage to get to the gym, sometimes you need ideas of other exer-

cises to do once you get there. Cianbro’s fitness coordinator shares daily workouts with videos on Cianbro’s intranet at www.cianbro.net. A spouse of a Cianbro team member recently shared her success. “I have enjoyed Cianbro’s wellness videos. I watched and thought, ‘I can’t do those.’ So then, I took a second or maybe a third look and said, ‘There are some I could try.’ Then I incorporated them into my 2-3 mile gym walk and well ... I lost 40 pounds last year and two sizes. I also dropped my A1C (blood sugar) and gained strength (physical and mental). I am amazed. There are not a lot of ‘senior’ exercises out there, but toe taps, wall sits, soldier walks, high knees all worked for me from the videos.” Cianbro cares about our team and their families. They are what make our company successful. It is important that you live a healthy and safe lifestyle every day. Your family, and Cianbro, is depending on you! In 2018, Cianbro will be placing a heavy emphasis on knowing your wellness numbers (biometrics), what those numbers mean and what you can do to have a positive influence on them. Look for more information throughout the year. Team members and spouses who have questions about these programs can talk to their jobsite wellness champion or health coach.

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YEAR RECOGNITIONS for 2017

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

Victor wears many hats including carpenter, ironworker, cement finisher, equipment operator, and mechanic to name a few. He is known for doing things right the first time and is always reliable and punctual. Victor readily accepts changes in schedule or assignments. This flexibility is greatly appreciated by his supervisors and the rest of the team. George Tapley

George is a top-notch craftsperson, and all agree he’s a pleasure to work with. He overcomes any obstacles that would prevent him from completing a task, no matter how difficult the challenge seems to be. George never refuses an assignment and is always looking for better and more efficient ways to do things. He is an excellent mentor to pipefitters coming up through the ranks. Kim Sieber

Kim is a Regional Engineering Manager who is willing to travel to any region if needed. She excels as a teacher and mentor for other engineers, both new and seasoned. Kim is always willing to share her vast experience. She has bought into the company’s Lean Program and actively promotes it; always looking for ways to improve and streamline the way Cianbro does business. Her hard work, knowledge, dedication and all around great personality has gained her the respect and admiration of TMs, owners, suppliers and subcontractors throughout the industry. 32

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Craig McConaughey

Craig is an extremely versatile team member. He can run just about any piece of equipment. After starting out as a construction worker, Craig has served as an equipment manager, a general foreman, a crane operator, has done marine and concrete work, and he does them all well. He never complains and will do whatever it takes to get the job done. Eusebio Heredia Soto

Eusebio is the definition of a hard worker. He is always looking for ways to contribute and he jumps right in when asked. He continues to be an integral part of the Cianbro family and has helped many pile driving projects become a success. Eusebio always has a smile on his face and is a pure joy to work with.

Dan McPheters

Dan started at Cianbro as an ironworker and is currently serving as a hydraulic crane operator. He does not hesitate to work outside his trade, whether it be spinning tie wire, doing marine work, or working on cofferdams. He excels in the iron-rigging world and sets high expectations for himself. Dan has to do something only once because he gets it right the first time. He gives 100-percent and is a significant asset to the company.

Tom Hamel

Tom began his career at Cianbro as a civil worker and soon became a civil foreman. He made a career change about ten years ago and enrolled in the electrical program at the Cianbro Institute. He is now an electrical foreman and well respected among his peers. His dedication to safety and to the quality of his work is exemplary. His attention to detail has been recognized by many clients as well as by his supervisors. Leonard “Lenny” Brooks

The legend goes like this. Once upon a time before Lenny worked for Cianbro, he would drop by the Severn River Bridge where the crews were working and he would tell them, “here’s how that should be done.” Cianbro eventually hired him and so began his career. He continues to insist that tasks are performed correctly and he is always willing to speak up. He catches rigging issues that most people would not notice. Lenny leads by example and reinforces safe work habits in others. Dave Magoon

Dave has been an ironworker and structural welder for eons and takes pride in a job well done. He is requested by jobsites, since he performs complex tasks with limited direction. Dave is always ready and willing to lend a hand and never refuses work. He practices very safe habits and promotes safety to others constantly. He is definitely a role model for his co-workers.

Jeff McPherson

Jeff is a great asset to Cianbro. He works well with other team members in order to help them reach their full potential. Planning work is one of Jeff’s strong points and he knows the steps to get the job done most efficiently. He is dependable and travels anywhere, anytime, for the company. Jeff may be a man of few words but be sure to listen when he has something to say. Paul Holmquist

Paul is a self-starter. He is a superb leader and never fails to take the time to explain the steps to accomplish the task. He knows that if his crew does the job safely and with attention to quality, the rest will fall into place. This foresight includes looking ahead to identify hazards and being very aware of budget and time factors. Paul is a great rigger and takes pride in his work. He travels to any assignment in any region. Jim Rossi

Jim manages all electrical work onsite at the Procter & Gamble facility in Auburn, Maine – which is a significant task. He has a great knowledge of P&G’s electrical systems, which makes him a super resource for the company. Jim is very dedicated to Cianbro and to this account. He works whenever asked, which includes holidays when equipment can be taken down. Jim traveled to Hungary in 2011 as an electrical technical resource for the installation of lines similar to those installed at P&G Auburn. Jim is a true gentleman. He is the first one to be part of the solution and never the problem.

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Cianbro IT is preparing the Company for a Digital Transformation Information Technology (IT) n

By Russ Rodrigue

You might be asking yourself, “What is a Digital Transformation, why do we need one, and how will we know when we are done?” These are all great questions, but first I want to start with a bit of a back-story explaining how we got to our current state of systems and information. Technology, as most of you know, has been on an acceleration curve unlike anything we have seen since the invention of the automobile. In less than 50 years, technology has gone from a computer the size of a small house to a device you can put in your pocket – the Smartphone. Processing power and storage capacity have nearly doubled every two years since the late 1980s, while the devices continue to get smaller and more integrated into our daily lives. To put it into perspective, the Smartphone in your pocket is millions of times faster than all of NASAs combined computing in 1969! Combine this processing power with the ever increasing download speeds on the Internet and the astronomical number of apps available

for download (roughly 2.2 million apps available to download on iOS devices, according to Apple as of January 2017), and you have the makings of a digital explosion…more data and information than you could possibly ever consume. Cianbro has been producing data for 68 years, albeit much of it is and was paper-based, but data nonetheless. The data was produced and consumed, and decisions were made using this information. Looking back to the late 1980s when computers began to enter the organization, that same data that was paper-based became electronic. Company financials once kept in a ledger book now gave way to computer programs that allowed the user to enter data directly into the accounting system, with the ability to produce reports and statements quickly. We cannot imagine going back to a paper-based financial system now, but confidence and trust in that new computer system took time to develop. For nearly three decades, Cianbro has been creating electronic data as part of our day-to-day work activities. All that data is stored somewhere and has some historical value to the company. Today’s technology, inclusive of computers, data storage systems, software (applications) and the Internet, produce data at a rate that was unthinkable thirty years ago. That data is now, for the most part, digital…meaning it was created using computers.

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Each day, Cianbro team members create or use electronic data to perform their jobs, whether it be email, spreadsheets, presentations, reports, drawings, or system data (e.g. financial information, quantities, work hours, purchase requisitions, estimates, schedules, timesheets, etc.). The data is entered into systems or applications to do one thing: to turn the data into information in order to make decisions or take actions, such as whether to buy something, to determine productivity performance, to hire for or staff a job, to invoice a client, order supplies, book a hotel, etc. Think about how many times each day you create data or produce a digital document. Now multiply that by the nearly 1,000 team members who have computers, tablets or smartphones. Now think about how much information you consume on a daily basis that is still in paper format or how many times you review, edit or share a document. Time sheets, reports, printed drawings and plans, schedules, quantities, safety data, activity plans, forms, forms and more forms, are all in need of digitization to complete day-to-day activities, let alone to become more efficient, accurate or collaborative. This is why Cianbro IT and many others across the company are working hard to establish Cianbro’s Digital Transformation strategy. Technology can be great, but it changes very quickly with new applications, Cloud-based software, or devices arriving on the market every day. Setting the strategy for how best to leverage all of this new stuff is not easy. It requires teams to come together to understand business processes, specific use cases for how the technology could be used, and ultimately how the data created and collected can be transformed to help drive profits, increase revenue, simplify operations, reduce risks, and improve safety. Sounds easy! Digital Transformation is not simply

taking a paper-based form and turning it into an electronic version of the form. Digital Transformation involves strategy and culture to help drive adoption. It requires stakeholder engagement to prevent resistance. It uses principles such as Lean to drive out process waste and improve productivity. It needs the right technology to become a differentiator, and data analytics to drive confidence in decision-making. It must enable us to be more creative and innovative, and thus more competitive. So, when will Cianbro’s Digital Transformation be complete? The short answer is, likely never. Like Lean, digital transformations involve continuous improvement – and as technology or processes change, the digital transformation continues. It is important to understand that this is not just an IT responsibility…it is a company-wide mission. Technology is just an enabler. Strategies change, but our company culture will determine the success of our digital transformation. As renowned management expert Peter Drucker claimed, “Culture eats strategy for breakfast,” thus it is imperative that the appropriate level of cultural change complements any attempt to transform us digitally. This is why our Digital Transformation will drive from all levels in the company – from the field, to the back office to the executive leaders to the Board of Directors. We all must focus on standardizing processes, automating manual procedures, configuring our systems for optimal performance and developing or buying systems that integrate with existing systems. Business Strategy & Culture: If wrong, leads to lack of adoption

Stakeholder Engagement: If wrong, leads to resistance

LEAN & Innovation: Without, leads to ineffectiveness or lower productivity

Technology: Done right, serves as a differentiator

Data Analytics: Done right, drives confidence in decision making Digital Transformation

AEP Lynchburg Transmission Rebuild Project Power & Energy Market n

By Joshua Clark

Everyone said, “It’s just a little three-mile project in Virginia.” The little three-mile Lynchburg project for the major investor-owned utility, American Electric Power, got a whole lot bigger once the Cianbro team started to peel back the layers. For starters, the transmission infrastructure rebuild and upgrade job went directly through Liberty University, with the majority of the project constructed upon campus property amid 15,000 students. Next, the project encountered numerous delays ranging from Virginia Department of Transportation permits, the Federal Aviation Administration looking out for flight paths over the jobsite, and contractors needing to gain access to the right of way. Cianbro worked through each complication with a partnering attitude and a program management approach intended to aid the client through the variety of challenges. Then came the monumental daily coordination effort between Liberty, AEP and Cianbro – often day and night – to keep all parties on the same page while moving the project forward. Compounded by the previously mentioned delays, these coordination efforts became even more essential and were orchestrated brilliantly by Tom Smith and Corey Blagdon, with help from intern Cassidy Blackmore. Lastly came the effort to send transmission lines across US Route 460, which needed to happen four times in order to complete all the work above the highway. Cianbro negotiated through all types of restrictions presented by the Virginia DOT, Liberty University, and the City of Lynchburg. The agreements had to be bargained collectively and agreed upon by all stakeholders. Once all of these “typically common” project matters were addressed, it was just a little three-mile project that began just after the 4th of July and finished before the end of October. Thanks to the entire team for their efforts which made this project successful and safe. 4 11,880 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

WALDRON BAYSTATE MEDICAL CENTER PROJECT Industrial & Manufacturing n

By Matt Foster

In early September of 2016, the Cianbro team arrived on site at Baystate Medical Center in Springfield, Massachusetts. The team was there as the prime construction subcontractor for design-builder Waldron Engineering & Construction to begin building a new combined heat and power (CHP) facility that will supply the medical center with enough power to meet the growing needs of medical care in the western Massachusetts area. Founded in the late 1800s as Springfield Hospital, Baystate Medical center has grown to a 716 bed medical facility, offering western Massachusetts a cancer center, emergency medicine, gastroenterology, heart and vascular medicine,

neurosciences, surgery, radiology, and neurosurgery, as well as the only level one trauma center in the region. As the hospital continues to grow, the need for more power and reliability grows with it and Baystate Medical turned to the team of Cianbro and Waldron Engineering and Construction to help. The new CHP building with its solar gas turbine and generator, Heat Recovery Steam Generator (HRSG) boiler and absorption chiller will supply the hospital with 4.6 megawatts of reliable power, steam, and chilled water for cooling. These systems were located and tied into the existing boiler plant and systems. This made it possible to utilize one control room to watch all of the new systems as well as the existing systems. The strategy eliminated the need to hire more plant operators. The new building itself is placed in a vacant house lot where one of Baystateâ&#x20AC;&#x2122;s houses was once located;

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

this house was moved down the block to a new location by Baystate to facilitate this project. The tight quarters of one city house lot proved to be one of the biggest challenges through the life of the project. The Project Team led by Tim Stauder (project manager), Charles Rackley (project superintendent), Matt Foster (project engineer), and Doug Maxellon (electrical engineer) hit the ground running. First on the agenda: putting together a project management plan that included self-performing a sheet wall, excavation and backfill, purchasing and installing more than 130 tons of building steel, installing all mechanical equipment, electrical equipment and all electrical work. Subcontractors were sourced out for the piping installation, building siding and roofing, concrete work, and other architectural details of the building.

The team brought in General Foreman Doug Ranks, Ironworker Mike Evanchak, and Crane Operator Bob Costine to start driving the 60-foot sheet wall alongside the existing boiler building utilizing a Cianbro-owned excavator-mounted vibratory hammer. This choice of equipment helped deal with the congestion of the site and the lack of laydown to mobilize in a conventional setup. Once this was done, the team was able to perform a mass 1,100 yard surgical excavation – around existing utilities and a live duct bank that feeds the hospital – getting the area down to subgrade and ready for our concrete subcontractor Marguerite Concrete. Marguerite completed all footings, walls and slab on grade by the middle of December 2016, getting the project ready for our justin-time structural steel delivery. This allowed the raising gang (consisting of Chad Page, Mike Evanchak, Bob Costine, Steve Osborne, Doug Williams, Paul Williams, and led by Richard Moores)

to start steel erection in early January 2017. The lack of a sizable laydown area made it all the more critical for Jeremy Whitney, Brandon Wilson, Charlie Riley, and Devin Clavette to get the raising gang what they needed and when they needed it.

Once steel and second floor decking were installed at the end of February 2017, Marguerite came back to pour the slab on deck completing their contract with Cianbro. This allowed another “ontime” delivery, the absorption chiller, to be installed right into the building on the second floor slab. This operation signaled the start of the mechanical installation. With the help of the temporary design crew, the mechanical installation of the Solar turbine generator, electrical gear, HRSG Boiler, black start generator and gas compressor was completed by Ray Lane, Stan Novac, Jeff Carr Jr., and Dutch Newby – led by Garry Billings. Once in place, all code piping and instrumentation and tubing on the HRSG were put together and tested by Austin Clemons, Tony Tibbetts, Mike Raven, and Glen Dickinson, making this

a seamless effort. During this time, Cianbro’s electrical crew (Ron Taylor, Ron Nickerson, Larry Snowman, Steve Mitchell, Deb Grignon, Manley Lyons, Ken Bergeron, Lee Burke, Ricky Viens, Brian Pelletier, Tyler Broughman, Lisa Barnes, and Claude Morin), worked weekdays and weekends

to run more than 20,000 feet of conduit and pull more than 90,000 feet of wire in a very congested work area. This

team kept up with the daunting task and ultimately kept the project on schedule. While mechanical installation and electrical work were going strong, subcontractor Notch Mechanical was installing process piping. Siding was going up with the help of our 75 ton Rough Terrain crane and operator. Roofing was going on and the electrical room was sheet rocked and mudded. The sprinkler system was going up and ductwork for the turbine was being installed. All of this activity in a 50 foot by 60 foot building made for a very busy, congested work place. Continual trade coordination meetings mitigated a lot of the challenges and helped everyone to line out their work for the day to be as efficient as possible. The successful outcome proved once again that when everyone is brought together as a team and pulls for the same goal, a lot of good things can happen With the winding down of all trades in October, the momentum was handed over to Waldron engineering to start commissioning, with support from Cianbro. The commissioning moved forward smoothly and the plant was turned over to the owner by year’s end. 4 43,892 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

ANNIVERSARIES

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

68 Years

Kenneth Cianchette n

52 Years

Thomas I. Caldwell Henry M. Cone n

48 Years

Peter G. Vigue n

45 Years

George Bell n

43 Years

Rodney A. Leach Forester Sprague Jr. n

42 Years

Thomas N. Floyd Frank J. Susi n

41 Years

Steven A. Perrault n

40 Years

Mark W. Nordgren n

39 Years

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

38 Years

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

37 Years

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

36 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

35 Years

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

34 Years

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

33 Years

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

32 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

31 Years

Dennis E. Beisaw Neal T. Dawes Barry J. Gordon Craig O. Holmquist Terence Lemieux Rae F. Randlett Michael A. Raven James H. Richards

Leslie D. Vigneault Kevin M. Violette n

30 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

29 Years

Jacqueline E. Arsenault Theodore B. Baxter Richard E. Beliveau Jurgen G. Bell Garry L. Billings Oâ&#x20AC;&#x2122;Neil E. Boivin Trent C. Clukey Mark D. Cochrane 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 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 n

28 Years

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

27 Years

Wayne M. Denny

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

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

26 Years

Leonard W. Brooks Thomas J. Hamel Eusebio Heredia Soto 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

25 Years

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

24 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

23 Years

Tina Adams 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

22 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 Christopher L. Stevens Raymond M. Therrien Kim A. Tozier Troy T. Twitchell Daniel J. Williams Debra L. Wilson Kenneth P. Woodcock n 21

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 Donald L. Prevost

Charles R. Riley Jr. Keith I. Ryder Carlton W. Sanborn Jr. Larry R. Snowman Jr. Jennifer L. Turcotte Bradley A. Vanadestine n

20 Years

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

19 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 Novak Nedic

Seth S. Norton Michele E. Toothaker Jerilyn R. Underhill Jason T. White Paul L. Williams n

18 Years

Chad H. Alley Tesfahunegn Berhane William E. Birney David A. Bolduc Robert L. Bussell Allen D. Clark 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 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 Santos T. Matul 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 William A. Scott Donald R. Smith Gary W. Smith Patrick N. Steeves Gail M. Stone Kerry A. Swallow Jeremy S. Whitney Walter T. Willard n

17 Years

Hunter J. Anderson Ronald D. Ayres Jason L. Batchelder Maurice B. Batchelder Christopher L. Brann

Scott K. Bumps Ulicer Castro Linwood T. Charette Joshua A. Clark Roland S. Clark Gloria J. Cook John A. Daley Justin D. Desrosiers Terry J. Dingman Sharon G. Ebbs Christopher M. Folsom Lavina J. Freeman Randy S. French Jon M. Gliniewicz Jason J. Harris Oscar A. Hernandez Lance C. Keen Cecil L. Kershner III David P. Maheu Robert A. Mayhew Jr. Mark P. McLean Kevin R. Pond Terry L. Rosensteel Gary E. Simmons Jr. Glenn J. Sirois Stanley W. Tyszko n

16 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 Timothy J. Leclerc Isaac E. Machic Concepcion Majano Mark A. Malatesta 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

15 Years

Danielle R. Anthony James R. Baillargeon Jesus Bernal Lamar J. Boyer Bruce D. Chesley James B. Chick II

Dylan R. Clay Gary L. Crane Daniel J. Dickey Carl D. Franck Michael J. Franck Robert 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 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

14 Years

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. 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 Albert W. Spaulding Richard A. Toothaker David L. Walter Gregory E. Wiers Harry A. Woods Jr. n

13 Years

Ralph E. Allen Charles S. Allen Robert A. Bagley

Jose A. Bernal Marc J. Caldwell Wayne G. Canwell John R. Colburn William A. Cote Adam N. Coulombe Aric Dreher Corey J. Drost Sarah C. Enos Joshua T. Gale Justin L. Goodale 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. Chad A. Page Daniel S. Perkins John A. Rossignol Trinidad B. Suarez Cory W. Verrill n

12 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 Young C. Hong Paul R. Labrecque Rex Lagle Steven G. Lavallee Gregory A. Morse Stuart P. Mullis Steven Peters Michael C. Rand 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

11 Years

Matthew A. Anderson Matthew G. Brawn Steven G. Camire Chih T. Chen

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 Katie A. Noiles Stuart A. Northup Jason B. Obereiner Kevin O’Neill Shane D. Reisinger Jason T. Shinaberry Gary A. Steward Turney E. Taylor Jason R. Thereau Thomas U. Viles Susan H. Weeks Tricia L. White Richard A. White n

10 Years

Jerry C. Adams Marbin A. Alvarenga 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 Daniel T. Coffey Terry A. Collamore Timothy J. Cooley Joseph D. Cote Rodger D. Cote Jason L. Despaw Joseph C. Ducharme Donald D. Duvall Shane C. Ennis Jose L. Felix Justin D. Gemmell Aaron P. Gibbs Michelle L. Godsoe

Wilbert A. Gonzalez Dee Ann L. Grazioso Alan B. Grover Jason L. Hancock Mark M. Hovey Justin K. Huber Cathy M. Hutchins Christopher T. Karlen Michael R. Keim Elizabeth L. Kennedy Steven F. Lancaster Lorie A. Lane Thomas R. Langille Brian M. Larsen Jeffrey C. Lerch Jordan R. Lyford 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 Deborah A. Rowe James K. Roy Cristian R. Santos Steven R. Saucier Timothy C. 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

9 Years

Suzelle G. Allain Garry L. Allan Ulises Alvarenga Corey M. Blagdon Michelle A. Boutilier Derrick M. Brawn Kevin K. Brogden Jeffrey P. Chandler Eric T. Clark Jillian J. Cote Christopher C. Courville Philip DeRoo Russell O. Dunn Derek G. Fitzgerald Tony D. Foster Matthew D. Gale

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

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 Brayden L. Sheive Gabriel M. Sloane Matthew J. Smith Eric D. Vivlamore Suzan West Douglas Williams n

8 Years

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

7 Years

Gerry L. Batchelder Gene M. Bates Guy S. Berthiaume Daniel M. Brann Eric J. Brazeau Stephen Broznowicz 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 Bruce R. Knox Ryan L. Lockhart Edwin A. Luna Ordonez Julio A. Matul

Joseph W. McDonald William C. Mitchell Reed J. Perkins Silvino F. Pojoy Scott C. Rand Russell M. Rodrigue Kevin E. Shilko Wade M. Teryek David W. Thomas Sr. Philip J. Vigue Lauren C. Walsh Corey E. Ward Charlie C. Warren II Nikki M. Yawn Michelle S. Young n

6 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 Mary C. Casey-Walsh Patrick J. Chamberlain Alan W. Chesson William G. Davis David K. Doherty Kelby Duplisea Brett A. Dyer Shane S. Federico Aaron J. Fluellen Jeffrey T. Fortier Omar C. Gonzalez Rodrigu Eric Goodale Roman Gosselin Warren R. 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 Joseph N. Jenness Quinton L. Johnson Ryan P. Keefe Robert King Jr. Jeremy Ladd John Lampinen Nathan M. Lancaster Timothy A. Leonard Norman A. Linnell 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

Luke D. Michaud 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 Kathleen C. Ransom Emmett E. Reid Jason P. Richard Frances J. Riggs Albert A. Rowbotham Jr. Joseph H. Schackart Spencer W. Seiferth Donna M. Simonds Rodney N. Small Bradley P. Smith Kenneth N. Spear Justin T. Stewart Bradley G. Therrien Dale L. Thompson Jeremy R. Tolman 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 Ronald C. Wright Matthew R. Zilliox Andrew J. Zimmerman n

5 Years

Thomas J. Bean Gary R. Bell Miguel A. Benitez Tyler J. Brougham Robert D. Bunnitt Paul H. Burmeister Alison A. Burwell Mark Carbone Rena P. Cater Lizardo De La Cruz Pamela J. Dunphy Amy L. Ellsworth Nathan P. Frazier Delvin Gomez William Harvey David N. Heaton LaTrice N. Hines Jeffery S. Howe Bruce W. Hughes Jr. Eve E. Jordan Brenda Kidwell-Petito Justin V. Kitchin Elwood D. Moore Daniel B. Moulton Robert D. Nickerson Walter J. Oakman Nilesh Patel Malcolm D. Patterson Matthew Paulone

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

Francisco Pena Reyes Jeffery S. Phillips Jordan E. Pomerleau Luke D. Pomerleau Charles J. Rackley Daniel R. Reuille Eric J. Roberts Nicole R. Setzer Robert C. Smothers Jeffrey D. Snyder Christy C. Stock Glenn A. Sutton Stephen M. Thomas Douglas C. Thompson Joel C. Thurman Penny L. Townsend James F. Underwood Christopher A. Varnell Kyle R. Wentworth Ryan L. Witham n

4 Years

Kenneth E. Batchelder Christopher M. Bates Chad R. Bemis Darius Bors Donald E. Bradford Lukas F. Chamberlain Jean Charles Joanna Cohen Kristofer A. Davis Jorge L. Diaz Brendan R. Donaldson Courtney E. Dufour Brian D. Dunn Leonard A. Farrington George E. Feero Jr. Wallace E. Ferreira II Matthew D. Foster Allen D. Hart Peter Heartquist Joseph R. Higby John O. Horne Jr. Paul D. Howdyshell III Federico T. Ilao Ernest J. Kilbride Carman L. Kirkpatrick Alvaro Lemus-Perez Norman G. Magner Peter M. Malikowski Sarah E. Malikowski Dennis R. Martin Ryan A. Merrifield Jeffery R. Miller Mark J. Moore Timothy D. Nelson Jason S. Paugh Cynthia M. Paugh Gary C. Perrett Jennifer Robbins Francisco J. Ruiz Rivera Jose Ruiz Rivera Henry P. Rullo Bobbi J. Ryder Jaime A. Saavedra Edward L. Simpkins Luke P. Sirois Stephanie A. Smith Mitchell P. Spatz Penny A. Sroka Mack F. Susi

Edward Throgmorton Patrick D. Wesseldine Bruce E. White Sr. Michael J. Wyatt n

3 Years

Melody L. Alford Chelci N. Allis Alexander H. Anderson James R. Anderson Keith M. Anderson Peter A. Aziz Susan K. Bagley Travis S. Beem Richard Berrios Alex R. Berry Courtney O. Bierman Jameson N. Boucher Corinne L. Bowden Lawrence E. Bradford Samanah A. Brown Logan A. Bui Antonio J. Canas Benjamin Carranza Jessie W. Champagne Devin R. Clavette Austin M. Clemons Jason T. Daley John L. Davis Michelle Davis Nicholas R. Dawes George M. Dineen Aaron P. Downing Emery A. Duffield Christopher J. Dumont Bradley H. Dwinal Keenan M. Eaton Christina M. Ecret Allen B. Edwards Mark E. Elliott Jr. Kristen W. Finamore Darron J. Fior Katharine M. Foster Justin J. French Christopher D. French David J. Frye Amanda L. Gardner Susanne M. Gelenter Penny N. Godsoe James A. Goodwin Brandon K. Gotwalt Walter F. Govern III Ryan M. Graffam William F. Hadlock Paul E. Haggerty Michael A. Hanson Cameron D. Harlow Ryan K. Hawkins Ramon Q. Hill Moon P. Hong Florent Hoxha Michael S. Hubbard Brandon N. Hyson Damika N. Jones Salomon S. Jurado 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 Matthew A. Lucas Justin M. Marcellino William D. Marconi David J. Martin Jane E. Mason Rafael U. Matul Lopez Jonathan O. McCargar Miguel Molina Valencia Lynn M. Morin Shane A. Moulton Mark A. Murray Sandra E. Noble Christopher M. Norton Juan A. Ortega Jaquez John G. Patten Jacob R. Peabody 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 Dina S. Riendeau Fernando L. Rivera Patrick J. Stefens Adam J. Surface Ryan M. Tupper Kendra E. Underhill Robert J. Zolinski Jr. Cesar I. Zuniga Craig M. Zuromski n

2 Years

Aritz A. Aldecoa Jeffrey J. Allen Alexander R. Aponte Benjamin D. Ayer Devon A. Ayotte Allen R. Baldwin Nicholas D. Barish Daniel J. Batchelder Amber M. Beiring Jacqueline L. Benttinen Ken P. Bergeron Alisha M. Biddle Dylan M. Blanchet Robert A. Blanding Codey F. Bond Angel I. Bonilla Alan M. Bouchard Nicholas A. Bouley Christiane A. Bourgoine Benjamin S. Briggs Keith A. Brown Edsel W. Brown Joshua M. Casey Shane M. Cater Philip P. Cavaretta Colin F. Christiansen Joanann Cloukey Deagan C. Conrad Darryl W. Coombs

Cameron A. Coutts Anthony Cruz Adam N. Davis Thomas E. Davis Noel de Leon Mauricio Jonas L. DeLong Jason D. Derschan Larry F. Dipietro Jr. Tristan M. Elliott John E. Flanagan Zane S. Fletcher II Daniel E. Foglia Mathew D. Foster Ryan C. Gamblin Coty J. Grant Eduardo E. Gutierrez Michael D. Hale Adam T. Hall Raymond Halsey Kevin J. Hebert Kyle K. Holmstrom Daniel A. Inman Daniel A. Keating Corey A. Kelliher Zachary I. Kempthorne Anthony T. Kimmis Scott A. King Lucas D. Kostenbader Rex F. Lagle Mason L. Lasselle Mark F. Leasure Sean M. Leeman Miguel A. Lopez Angel G. Lopez Meza Jose A. Martinez Jorge Martinez Caballe Logan J. Masse Brian L. McCracken Ayman F. Mohamed David F. Montanez Jr. Claude R. Morin Garet J. Murphy Patrick C. Noonan Stanley F. Novak Anthony A. Olivari Gerardo PedrozaCarreno Stacy L. Poulin James F. Prenier Timothy H. Richard Cameron J. Schettler Thomas J. Senior Regan B. Sereyko Raymond Shortsleeve Adam F. Simmons Katherine A. Smedberg Lesley A. Smith Ronald E. Tedford Paul B. Trask Stacey M. Vannah Dustin W. Varney Cristina E. Velez Adam D. Vigue Jason S. Walker Jay K. Walkowski Chase A. Walther Craig B. Washburn Craig A. Weaver Jason E. Williams Robert N. Wilson Colby G. Wood

Nathan L. Wrigley Whitney L. Yates Bryton L. York Ryan M. Zullo n

1 Year

Gordon D. Allen Mark D. Allen Jr. Zachary D. Ambrose Phillip L. Armstrong Jeremy S. Bailey Drew S. Baker Christopher A. Baldwin Benjamin J. Barton Simeon M. Beauchamp Alex M. Becker Esteban Bernal Nathaniel C. Bidet James M. Blanchette Adam M. Boss Austin E. Bouchard Nick Braganca Azevedo Laura A. Breingan Brandon A. Brochu Andrew J. Brown Jordon M. Brundige Michael H. Bruno Rachel H. Carney Isaias Carranza Palacio Cody D. Chapman Carlos R. Chicas Michael A. Clark Michael R. Clisham George M. Close Dane C. Copple John G. Corley Scott P. Cornell Jr. Matthews V. Cornell II Jared L. Cox Hal W. Cox Logan C. Crone Ernest W. Darby Cody L. Deblois Tyler P. Denbow Kyle J. Denny Anthony A. Desjardins Anna M. Dill Richard F. Doane Joshua M. Doolan Justin L. Drake Norman R. Dubois Andrew T. Eller Thomas N. Ertel Zachary G. Erving Robert R. Ewing Stephen M. Flagg Jr. Kris R. Frederes John M. Garland George D. Gladwell II Michael D. Goudreau Justin S. Gray Rico B. Gregorio Orlando GutierrezRosario Ethan N. Herman Leslie D. Hickman Patricia A. Hill Wade B. Huggett Herbert L. Hunt Randy Hunt Jr. Dondre T. Hynson Sr. Anthony L. Johnson

Maurice K. Johnson Austin M. Kane Patrick P. Kelley Jr. Cameron S. Kent Austin R. LaBouef Anthony Lalone Milton Lee Gina M. Lemire Donald L. Levesque Jr. Frank J. Lokant Ernesto Lorenzana Alan D. Lucas Kellie L. Mann Todd A. Marcum Cody M. Mayhew Andrew M. McCrea Jacob D. McGurn Michael McKinney Jr. Jaime Mejia Erik J. Moore Donatus M. Mukum Zachary L. Myers Jeffrey S. Neff Zoe E. Nielsen Stephen J. Page Joshua L. Perreault Patrick B. Pinkham Garret M. Poulin Terry J. Price Andrew C. Pritt II Sabrina D. Rancourt Joshua D. Reed Juan F. Reyes Guerra Robert S. Richard Tariq K. Riddle Jacob B. Rideout Christopher T. Rogers Bryan S. Rogers Casey A. Rouleau Shannon N. Russell Jose J. Santiago Delgado Hannah R. Schwartz Travis K. Sherman Samuel R. Sherrill Kirk F. Small III Victor L. Soto-Claudio Nicholas A. Squillante Garret C. St Peter Laurel A. Stone Shawn D. Thomas Jedidiah F. Thompson Christopher J. Tippitt Nickolas J. Trauscht Ryan M. Tripp Alejandra Vargas Vega Billie S. Ward Derek L. Washburn Frankie L. Wayman Ronald C. Weymouth Jesse J. Williams Jerry L. Wilson Lucas J. Winslow Raymond Wisniewski III James A. Wolf Codey A. Woods Frank T. Xia Ali E. York Ivan L. Young Stephen R. Zadakis

Project Controls:

Time, Cost and Scope … Where does Lean fit in? Lean n

By Rick Bartucca

Everyone in the construction industry knows that the major measurements of a project are Time, Cost and Scope. It’s what clients ask for when they send out a Request for Proposals. It’s how we derive estimates and change orders. We all know what these measurements mean, right? So where does Lean fit in? How do we implement Lean with regard to Time, Cost and Scope? More importantly how do we use the Lean approach to maximize our profitability? When people think about Lean, they Time think about how to do things differently and how to do more with less. Cost Lean practices are also about conPRODUCTIVITY Scope tinuous improvement and, when WORK PACKAGES applied to construction management, affect not only productivity but also Time, Cost and Scope. To help attain the continuous improvement expected from a Lean perspective, team members must begin a project with the proper Project Controls: 1. A solid breakdown of the project’s scope which allows for delineation, and helps the project team to understand what amount of work needs to be planned and what the work consists of. 2. A budget that is in direct alignment with each section of scope breakdown, starting primarily with labor dollars and labor hours. 3. A dynamic schedule, also in alignment with the budget and scope, that allows the team to plan their resource needs while meeting the milestones needed to keep the project on track for completion.

During the execution phase of the project, the proper setup of work packages and scope allows the team to set effective daily goals based on the work package, the budgeted phases, and the schedule (Time, Cost, and Scope). Through the concept of Lean continuous improvement, quantities and obstacles are then reported on a daily basis. The team is able to use the data to make business decisions which improve the process by removing obstacles that prevent the attainment of goals set for the planned duration. The constant feedback and improvement of the operation are where Lean makes its impact, driving the project toward increasing profitability while delivering a quality product safely. C I A N B R O F A L L / W I N T E R C H AT T E R

Sarah Mildred Long Bridge Project: Finale Infrastructure Market n

By Mason Lasselle

Since the last update regarding the Sarah Mildred Long Bridge Replacement Project (Cianbro Chatter, Spring/ Summer 2017), the main focus has been getting the bridge ready for vehicular traffic â&#x20AC;&#x201C; from completing the approach segment erection to fine tuning the lift span operation. Crews have worked diligently throughout the summer and fall to complete the erection of the 126 precast railroad segments and the 229 precast vehicular segments that tie the landside abutments to the lift towers on the edge of the river channel. As the spans were tied together with closure pours and post tensioning strands, crews were following along forming and placing curb, day and night. Completion of the curb on the vehicle bridge allowed for the waterproofing membrane installation to occur in preparation for paving the bridge. Paving commenced soon after completion of the membrane, to beat the frigid New England winter weather. During paving preparations, work

was ramping up to install all of the steel bridge rail along the approaches and lift span along with the installation of the traffic control devices from traffic gates to advanced warning devices which alerts motorists when the span will be moving. All of these components are required to work together to allow for safe operation of the lift span. The precast towers rising over 200 feet high in the middle of the Piscataqua River were erected starting in the fall of 2016 through the summer of 2017. Once erection of the towers was complete and post tensioning strand was installed to secure the towers to their foundations, the roof slab was cast allowing the counterweights to be raised and loaded. On top of each towerâ&#x20AC;&#x2122;s roof slab sit two concrete columns that support the counterweight sheave. There are four sheaves, one on each tower, that allow the counterweight ropes to raise and lower the span. Each sheave weighs nearly 100 tons and is just under 20 feet in diameter. The MLC 300 crane raised the sheaves 200 feet from the Pride barge to sit atop the sheave walls. After the sheaves were set in place, the ropes were connected to the counterweights and laid over the sheaves where they

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

would hang and wait for the lift span to be floated into position. The lift span float-in went off without a hitch with the help of Joe Foley and the Cianbro Temporary Design Group, and the great work from crews who had prepared for weeks in advance of the big day. Once the span was in position on its railroad bearing seats during the second day of the ten day channel closure, team members from the entire job were focusing their efforts, day and night, to complete the tasks necessary to make the span operational. The ropes were connected after the span was in position, the concrete deck was placed, and functional testing occurred to ensure that the 300-foot long, four million pound steel span could be raised in time for the first ship to come through the new bridge on the morning of the eleventh day. The glass encased control room suspended off the Portsmouth East tower where the bridge operator will make their home is where all of the magic happens when it comes to mak-

An Additional Retirement Savings Tool – Your HSA! Retirement n

ing the massive span raise and lower. Cianbro crews with the help of Panatrol, the designer of the control system, have made the control room into a one-of-akind command center. Even after the span became operational and the shipping channel was re-opened, there was still much to do pertaining to the lift span. Finger joints were set on the electrical rooms where the approach bridge transitions to the lift span, aligned and cast into place. Miter rails have been installed on the mechanical room roofs where trains will roll onto the rails that were cast into concrete deck of the lift span. Final balancing occurred with strain gauge testing on the machinery that drives the bridge. This took place after all of the parts and pieces were attached to the movable span and the concrete wearing surface was grooved to assure that the counterweights matched the weight of the span. It has been a long and complex project – from the early days of installing the access trestles and drilled shaft foundations to the final touches on the segment erection and the lift span operation – which utilized the support of all of the Cianbro Companies along the way. Heading into 2018, there is still plenty of work to be completed including final touches on landscaping around the approaches, to installing the ballast and track on the railroad bridge before the first train crosses. All of the finishing touches are being completed in concurrence with the removal of nearly 1,500 feet of access trestle that was integral in constructing the bridge.

By Rachel Porter

With the recent change in vendors from HSA Bank to Fidelity for team members’ health savings accounts, it’s easier than ever to use that account to save towards retirement. An HSA is a great, and often forgotten, way to save additional money towards retirement. Here are some reasons why it’s good to remember this option: • The money in an account can be invested after it reaches a certain balance, so it can grow over time. • There’s a triple tax advantage: The money goes into an account pretax, the investment earnings grow tax free, and qualified withdrawals are always tax free. • Fidelity estimates that a couple retiring at age 65 will spend at least $260k on medical in retirement. That’s a lot of extra money to plan for! • The money rolls over from year to year, so the balance can continue to grow on itself. • The annual contribution limit is in addition to the 401k annual limit. In 2018, the maximum on a single plan is $3,450 and $6,900 for a family plan. People over the age of 55 can contribute an additional $1,000. • When someone retires and is no longer employed, they can use the money in their Health Savings Account to pay for premiums on another health plan. This includes Medicare supplemental plans.

Try to think of an HSA as a retirement account for health care costs. Funds that don’t get used now can be saved and invested for medical expenses throughout retirement.

4 284,916 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

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

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Pittsfield Solar Array under construction

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

E DED

Megan Hart, Jim Theriault, Scott Knowlen, Andrea Pelletier, Rachel Porter, Dina Riendeau, Russ Rodrigue, Carol Ouellette Contributing Writers – Eve Jordan, Jim Theriault, Ryne Elfstrom, Brad Therrien, Jim Bonney, Russell Dunn, Chip Zolinski, Travis Sherman, Malcolm Patterson, Eve Jordan, Dave Stenzel, Shawn Ramsay, Joshua Clark, Matt Foster, Rick Bartucca, Mason Lasselle Design – Jean Cousins T ED T O A N