Chatter Fall - Winter 2013

CHATTER CIANBRO

VOLUME 43 NUMBER 2

FALL/WINTER 2013

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

Cianbro Adapts to Industry’s Trends Cover Story : Page 22

IN THIS ISSUE:

Maine Hydro Power Upgrade: Page 4

Virginia Power Plant Repairs: Page 15

Cumberland Civic Center: Page 12

Brightman Street Bridge: Page 6

CHATTER PROJECT MAP & INDEX ME

PRESIDENT’S Message

Andi

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

NH

VT

As we begin another year, it is important that we not lose sight of what we accomplished in 2013. Your willingness to work together as a team, and to stay focused on our goals while satisfying our customers, allowed us to overcome the many challenges we faced.

Our focus on safety and looking after one another has allowed us to improve our Experience Modifier Rate (EMR) to 0.39. This rate is the lowest in our 65 year history and is among the best of the best in the country! This accomplishment is a key indicator of our ability to work safely and efficiently. The achievement is the result of everyone’s hard work, continual safety improvements, and our quest to be the safest company in America.

Equally impressive is the fact that we continue to manage and improve our individual health and wellness. Your efforts have allowed us to lower our overall health risk exposure and, in-turn, better control our costs.

In fact, our wellness efforts continue to minimize our overall medical costs. The cost increases in our medical premiums for 2014 are driven mainly by the effects of the Affordable Care Act and associated administration costs.

Last year, Cianbro was recognized by several state and Andi Vigue national organizations for various accomplishments. Those accolades include: Project(s) of the Year, safety accomplishments, and The #1 Best Place to Work in Maine for companies with over 250 people. All this success is a direct result of working hard to achieve our goals and our customers’ expectations. Well done -- I couldn’t be more proud of each of you!

Looking forward, we will continue to build on all that you have done.

This includes furthering the use of Behavioral Based Safety to achieve ZERO safety incidents, measuring our productivity and quality performance to reduce costs, expanding our geographical footprint, and further penetrating emerging markets. Most importantly, we will continue to focus on and understand our customers’ needs in our goal to achieve 100% customer satisfaction.

I am very optimistic in what the future holds for our company, and I strongly believe that each of us working together can make 2014 a great year. I ask that you remain open-minded and I encourage you to continue to be innovative and creative while remembering that “No one is smarter than all of us.”

Thank you for your hard work and commitment!

2

8

11

13

NY

9

4

CT

3

PA 12

NJ

MD

6

VA

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

10

15

1 7

16 14

5

MA RI

2

17

Atlantic Ocean

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

PAGE

Skelton Hydro Station........................... 4 Brightman Bridge................................. 6 DTE Gas..............................................8 Algonquin Boiler................................... 9 Cumberland Civic Center................... 12 Virginia City Energy............................ 15 Little Bay Bridge................................. 16 P&G Auburn.......................................17 Grand Isle Bridge............................... 17 Wheelabrator Ash Facility................... 19 MPRP................................................25 Daleville Compressor......................... 31 GMP Hydro Upgrade.......................... 33 Maine Gas Work................................. 36 Eastman Chemical Projects................36 EMMC Modernization......................... 41 Pave Paws Turbines........................... 43

OF INTEREST

PAGE

Chairman's Message................................. 2 Best Place to Work................................... 3 Cianbro High Tech.................................... 5 SNE Project of Year.................................. 7 Lineworker Training................................ 10 Race for Cure..........................................11 Ricker’s Wellness................................... 14 VPP Effort.............................................. 18 Retirees Update..................................... 20 Cover Story............................................ 22 In Memoriam.......................................... 24 Quality Matters....................................... 26 CURT Honors CCON............................. 27 Black River Award.................................. 28 Tool Crib Guys........................................ 29 Letters.................................................... 30 MAR Project of Year............................... 31 Language Classes.................................. 32 Leadership Program............................... 32 Shared Leadership................................. 33 25 Year Awards...................................... 34 Anniversaries......................................... 37 Retirement Advice.................................. 40 Bates Ribbon-Cutting............................. 42

CIANBRO is Best Place to Work in Maine, Says Coalition of State and HR Experts Cianbro has been named the Best Place to Work in Maine among large companies with 250 or more employees. Cianbro outscored 12 other large Maine firms in the rankings program which is sponsored annually by the Maine State Council of the Society for Human Resources Management, the Maine Department of Labor, the Department of Economic and Community Development, Best Companies Group, Maine HR Convention, Maine State Chamber of Commerce and Mainebiz magazine. Cianbro was matched up against a variety of businesses, including healthcare providers, banks, insurance firms, retail outlets, financial advisers, and other construction companies.

The rankings are generated by a twopart assessment of each company. In part one, the employer completes a questionnaire. The employer questionnaire is more than 80 questions long and is where important information is captured about company policies, practices and demographics. In part two, employees of the company complete an employee survey. The Employee Engagement & Satisfaction Survey consists of approximately 72 statements that employees respond to on a five point agreement scale. The survey also includes two openended questions and seven demographic questions.

The results are analyzed and categorized according to eight Core Focus Areas: Leadership and Planning, Corporate Culture and Communications, Role Satisfaction, Work Environment, Relationship with Supervisor, Training and Development, Pay and Benefits and Overall Engagement. The col-

“The added fact that the team members who were surveyed also happen to own the business shows that they see the company as more than just a place to work. They want to make Cianbro better than anyplace else to work, and they have a lot of say about how that gets done.”

– Andi Vigue Cianbro Corporation President lected information from the two instruments is combined to produce a detailed set of data enabling the analysts to determine the strengths and opportunities of the participating companies. The workplaces are ranked based on this data and then the Employee Feedback Reports are returned to each participating company. Hundreds of Cianbro team members were surveyed to help generate the company’s top ranking.

“This award is highly based on feedback and information collected from the people in the company, which means that the people who work here are the ones who see Cianbro as the Best Place to Work in Maine,” said Cianbro Corporation President Andi Vigue. “The added fact that the team members who were surveyed also happen to own the business shows that they see the

company as more than just a place to work.

They want to make Cianbro better than anyplace else to work, and they have a lot of say about how that gets done. I feel great for all those owners who, as a group, have been able to make this company Maine’s best place to come to work.”

Cianbro’s Chairman and CEO Pete Vigue said he couldn’t be more proud of the people in the company. “I’m so impressed with what they’ve accomplished, and the recognition that they’ve brought to Cianbro,” said Pete. “I am confident that they will continue to work hard to maintain our position as the Number One Best Company in which to work. Meanwhile, we will be erecting banners at each of our fixed facilities in Maine, proclaiming Cianbro’s accomplishment.”

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

3

Skelton Hydro Station Upgrade n

By John Merrill

Since late 2012 Cianbro crews have been onsite at Skelton Hydro Station on the Saco River between Dayton and Buxton, Maine. The work consists of upgrading the station with new hydroelectric generator units and all of the associated mechanical and electrical equipment. The overall goal of the project is to increase the low flow generation capacity of the station, increasing the reliability of the station to provide power.

The project also will make the station fully automated, allowing the power to

team was responsible for installing and connecting motor control centers, power distribution panels, and automatic transfer switches. An emergency generator needed to be tied into the system, and all of the existing plant systems needed to be tied into the new panels. This phase of work also included installing all of the new raceways required for the next phase of work. During this phase of work, the station was still online, and this presented a challenge to the electrical team. The station is a backup site, so if another site goes down this site needs to be available to go online. The

Scott Remillard tags new rotor as it is lowered into station

be generated on demand, remotely.

Cianbro was initially contracted by Voith to install a new power distribution system. The aging station was not equipped to handle the infrastructure required for the upgrades planned in the next phase of work. The electrical 4

team members had to plan each cutover with a backup to allow the station to go online at any time. The team pulled off this portion of work without interruption to the station’s normal operation.

Cianbro was later contracted to complete the mechanical work, the electrical

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

work and to assist Voith Hydro Services (VHS) with their scope of work. The mechanical work that would be completed by Cianbro included tear down of the two units along with loading out all of the parts, providing a confined space rescue team to cover our own team along with the VHS team, and the installation of the new and refurbished equipment from the turbine up to the generator. The electrical team would install and tie in the remaining electrical and communication equipment necessary to get the station back online.

The mechanical work began in the spring of 2013 with the tear down of the two units. All of the existing components were removed and shipped out, either to be refurbished for reuse, or recycled. A major milestone in this portion of work was the removal of the rotor. The existing rotor weighed 155,000 pounds, pushing the limits of the overhead house crane. With a plan in place, the rotor was removed from the generator and landed on the erection floor. The next hurdle was removing the rotor from the station, as the weight of it was well beyond the limits of the overhead gantry crane. The team had to disassemble it partially in the station in order to make the final lift out of the station. The whole process was repeated for the second unit, and paved the way for the successful tear down of both units.

The electrical team worked on demo during this phase, tearing down all of the associated electrical components of the existing generators, and preparing for installation of the new components.

The next phase of mechanical work was support of VHS, who was on site to perform all of the required machining.

Embedded components were machined to allow the new parts to fit. A new draft tube was also installed and machined.

Cianbro provided the support necessary to allow VHS to focus on machining.

The team provided rigging support, received materials and tools, and provided a confined space rescue team. The CSR team showed their abilities in two different mock emergency drills. Both drills were successful collaborations between

the whole team on site. The team also received parts and equipment and staged them in preparation for installation.

Once the machining was complete the installation could begin. New and refurbished parts were received and installed. The team showed their rigging and material handling skills with the oversized loads. The team also faced the challenge of building both units at the same time. The schedule to finish by the end of the year drove an accelerated pace for the rebuild. As parts and equipment were removed from the floor and installed, that space was quickly filled up with other parts. The team has shown dedication in their effort to get the plant back to generating power on the client’s schedule.

The electrical team worked through the machining and rebuild phases, installing and tying in all of the new cabinet controls, installing and tying in the new bus system, and making the required modifications and upgrades to the substation required to tie in the new generators. The team worked closely with the client and the owner throughout the whole project. The design was ongoing throughout the project and so a high level of communication was necessary in order to be successful. As of November, the mechanical team was completing installation of the generator parts, and

the electrical team was working with the client and the owner on commissioning.

Skelton Station has been another job showcasing the wide range of resources Cianbro has to offer. The electrical team, along with an instrumentation crew, has installed and connected all of the equipment necessary to operate the station remotely and get the power to market. The rigging team on site, along with the help of Cianbro temporary design engineers, has handled the complex lifts required to demo and rebuild the units. The team of millwrights has installed all of the parts to their usually tight tolerances.

The equipment, transportation, and small tools groups have supplied and delivered all of the specialized tools and equipment required to complete the job. The Fabrication group supplied components which were incorporated into the work. The staffers have handled the constantly changing needs the job demands. Countless others from across the company have also contributed to the success of the project. The owner’s and client’s high safety standards made Cianbro a sound choice, and the company’s experience and ability to get the job done have rewarded the owner and the client for choosing Cianbro.

4 57,232 Project Safe Hours

Cianbro’s Role in the High Tech Marketplace n

By Jeffrey Towle

Since the company’s inception, Cianbro’s ability to see the need for change and to embrace it has helped to fuel growth and prosperity. Cianbro’s diversification in markets and geography has grown substantially over the years, from providing services in a single market in one state, to participating in 12 markets spanning

the United States. Change has provided Cianbro with significant opportunities. The company’s recent high-tech modular data storage center projects -- i.e. “The Pods” -- show that the founders’ Can-Do spirit is alive and well within Cianbro today and is exemplified by embracing change.

Pods, also known as modular data storage centers, are designed and installed with optimal server, storage, networking, cooling and power distribution resources.

This can be a significant advantage over the traditional fixed asset based data centers, which require relatively more real estate, cooling, and power distribution resources than what is often needed at the time. Also, extra assets often are included in fixed asset centers in order to support future capacity requirements.

Modularization and construction services are among Cianbro’s core capabilities, making the company a perfect match for this projected $8 Billion-a-year emerging data storage market. High tech clients require rapid-to-market and cost effective solutions for their evolving data storage needs. They also need the flexibility for future cost-effective expansion, which Pod data storage solutions can provide.

Cianbro currently fits into this market by providing clients with seamless integrated services for their Pod fabrication, assembly and outfitting, and installation needs.

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

5

Brightman Street Bridge Update n

By David Schill

With the completion of the first year of the Operation and Maintenance contract and less than a month into a new phase that was recently awarded to the team, the Cianbro Middlesex Joint Venture partnership is still actively engaged at the Brightman Street Bridge Project in Somerset, Massachusetts. The team is led by Senior Project Manager David Schill, Project Engineer Chris Bailey, and Superintendent Mark Rousseau of Cianbro; and Larry Gordon of TMC, who have been actively engaged with the Massachusetts Department of Transportation (MassDOT) to help fulfill the state’s ongoing needs.

The original contract work ended in 2012, but was extended as a result of the Joint Venture being awarded the first year of operation and maintenance across the 2012 and 2013 calendar years. During this phase of operation, MassDOT learned that several modifications were needed in the original design due to the numerous eccentricities associated with such a technologically advanced structure. Recently completed modifications include an upgrade to the plumbing system and oil water separator, modifications to the elevator and the communications system, and the instal-

6

lation of a new fall protection system on top of the existing fender system.

In addition, the team was given the responsibility of installing a new snow fence. This item includes over 3,000 linear feet of fencing with steel posts that were mounted to the top of the existing concrete parapets under live traffic conditions. Work is scheduled to be completed in early 2014. The following Cianbro team members played an integral part in the success of this work: Wayne Denny, Orene Ferris, Chris Furrow, Brandon Glencross, Wilfredo Nieves, Victor Santos, Kurt Silvia, Walt Stefanyk, Craig Stockwell, and Phoebe Vieira.

Modifications that will be completed across the final weeks of 2013 and into 2014 include an upgrade to the existing closed circuit television system and adding additional cameras to the system to cover the numerous blind spots that were not anticipated under the original design. The team will also make upgrades to the HVAC system to account for the high temperature and humidity in the electrical switch rooms. This is a major upgrade that will take months of planning, design and field work to complete. Other modifications include upgrades to the fire protection system, modifications to the pedestrian barrier

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

gates, improvements to the signalization system for pedestrians, sealing the concrete deck, and adjustments to the existing heat trace system.

The most notable extra work item recently awarded to the Brightman Street team is the demolition of the Old Brightman Street Bridge which was damaged during a bridge opening in August of 2013. The DOT immediately requested the Joint Venture to develop a plan for the demolition of the existing movable bridge leaves and counterweight. Cianbro’s team, including Bill Reid, Doug Dow, Alan Fisher, Joe Orlando, Matt Hebert, Todd Hoffa, and many others, worked diligently to design, plan and execute a fast tracked demolition plan.

Due to DOT permitting issues, the original scope of work had to be modified to include a reduced amount of demolition and the installation of temporary bracing of the existing leaves necessary to support the structure during the delay in demolition. This work was scheduled for completion by the end of the year. In the interim, Cianbro’s team is assisting the DOT to develop a revised demolition plan that will be implemented once the permitting issues have been resolved.

4 671,859 Project Safe Hours

“If not for the hard work and dedication by the team, the success of this project would not have been possible. The hundreds of team members and dozens of subcontractors and material suppliers set goals in the areas of safety, quality, budget and schedule. With a Can-Do Spirit, and a commitment to work safely and productively, the team’s dedication made sure that the project met those goals.”

Joe Clough, Kaven Philbrook, and Steve Dube during Brightman Street Bridge lift test in 2010

– Kaven Philbrook Senior Project Manager

Cianbro/Middlesex Honored by Engineering News-Record for Project of the Year in New England The Brightman Street Bascule Bridge Replacement Project, which was completed by the Cianbro/Middlesex joint venture, has garnered three prestigious awards from Engineering NewsRecord New England. The construction industry publication has awarded Project of the Year honors in New England to the Brightman Street Bridge project.

The Brightman job also earned Best Highway / Bridge Project, and Excellence in Safety Best Project. The latter two awards were announced earlier this year. The Project of the Year title was revealed only recently during ENR’s annual Awards Breakfast at the publication’s New York City headquarters, with all three awards being presented in NYC to Cianbro representatives Chris Bailey, Joe Orlando, Kaven Philbrook and David Schill.

“It was an honor to accept these prestigious awards on behalf of all the Cianbro team members that participated on the Brightman Street Bridge,” said Senior Project Manager Kaven Philbrook.

“If not for the hard work and dedication by the team, the success of this project would not have been possible. The hundreds of team members and dozens of subcontractors and material suppliers set goals in the areas of safety, quality, budget and schedule. With a Can-Do Spirit, and a commitment to work safely and productively, the team’s dedication made sure that the project met those goals.”

Senior Project Manager David Schill said, “This was definitely a team effort.

It took a wide variety of people to tackle a wide variety of challenges over a long period of time. In the end, we completed one of the most technologically advanced bridges on the East Coast, on time and on budget. It was the technological complexity of the bridge that sealed the award for us.”

ENR’s Best 2013 Projects Awards celebrate and honor the building teams that created the best projects of 2013.

The ENR New England prizes include the top projects in Maine, New Hampshire, Vermont, Massachusetts

and Rhode Island. ENR is a national trade magazine published weekly by McGraw-Hill and is a premiere publication read by the construction industry.

ENR’s Best Projects competition invites companies to submit summaries of their top construction projects, which must meet a list of criteria, including the obstacles faced during design or construction and how these challenges were managed. The judges are recognized and respected within the construction industry. Brightman’s schedule difficulties, tight tolerances, and the JV’s ability to complete a quality job on time and on budget despite the complexities of the project contributed to the strength of Cianbro/Middlesex’s entry in the awards competition, according to Kaven Philbrook. The projects that were awarded the high honor of “Best Project” in their respective categories will advance to the national competition to be considered for a “Best of the Best” national award.

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

7

DTE Gas Compression and Dehydration Project updates n

By Bruce Brown

Since the last publication of the Cianbro Chatter in July of 2013, there has been much progress for Cianbro in northeast Pennsylvania. Cianbro has been awarded three additional significant gas projects for DTE related to the ongoing build-out of the “Central Delivery Point” (CDP) system in Susquehanna County, Pennsylvania.

As reported in the last edition of the Chatter, Cianbro successfully completed the CDP-1 Phase 1 compressor station for DTE. Following that project, Cianbro started and completed the CDP-1 Phase 2 compressor station. This station was a mirror image of the first compressor station, with six 1,270-horsepower compressors that reside in an identical compressor building. While there were similarities in the buildings’ construction, there were some noteworthy differences; specifically, the exterior compressor coolers were individually housed in sizeable sound attenuator enclosures that are almost half the size of the building. The compressors interfaced with the newly built main gas header system and also integrated into the newly built Motor Control Center room for power and Programmable Logic Controls. The project presented logistical challenges for the team as the second building footprint was adjacent to the previously completed and operational facility which was now occupied by the client’s operations team. In order to interface the active construction, the Cianbro team developed a plan to build a laydown yard across the road to receive material, transport it, and install it at the new construction site in an efficient manner.

The project also included developing a controlled access site adjacent to the operations staging area within the Phase 2 footprint. There were several gas tie-ins and electrical tie-ins to an active system that had to be strategically coordinated with the DTE Operations and Commissioning team. The Project Team suc8

cessfully completed this project in an unprecedented 12-week time frame.

Concurrent with the CDP-1 Phase 2 Project, Cianbro commenced with new construction of the CDP-3 Dehydration/ First Gas facility approximately eight miles away. This project commenced with a significant site civil effort to clear and grub approximately 22 acres and prepare the site for a build-out of the future plant buildings. As the site work

members from other projects supporting the efforts. Additionally, the Cianbro Equipment Group ensured that all light plants, excavators, rock cutters, loaders, dump trucks, generators, and essential equipment were promptly delivered to the project site to accommodate the emerging construction needs.

The work at the Dehydration and First Gas facility consisted of civil, mechanical, electrical, and equipment

progressed, the team uncovered challenging existing rock excavation at the site. The Cianbro team worked meticulously with DTE, their engineering teams, and project partners to develop several strategies to remove and process the rock. There were rotary rock cutters deployed as well as conventional rock hammering and onsite rock processing to handle the rock. Additionally, we constructed several environmental measures to comply with the required DEP permits.

Every day was critical to meeting the mechanical completion date of early October. It mandated an all-hands-ondeck approach as we launched into “round-the-clock”, seven day per week “outage” mode. In true Cianbro fashion, we had support from all, including team members from our Northern New England and Mid-Atlantic Regions, as well as Southern New England team

setting and erection. There were several third party supply vendor skids that involved a pre-commissioning effort.

The vendor representative noted that the pre-commission of the regeneration skid and glycol contactor tower was that of a flawless start up. The project peaked at approximately 100 people onsite, and with so much concurrent action it looked like a bee hive of activity.

There was glycol tower packing that entailed pre-job planning for confined space entry and the specialty containment subcontractor work necessitated close coordination with DTE and other ongoing construction activities. Cianbro displayed its creative thinking in this regard as it worked with DTE Engineers to relocate waste piping to an area outside the containment envelope to allow for accelerated construction of the containment system. Our team worked day and night in setting large tanks, ves-

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

sels, precast supports, and rig assist with setting large bore pipe. In the First Gas area, the team worked to rig and set waste tanks, piping, valves, slug catchers, and complete a very complicated gas tie-in to the existing right of way main gas line.

The preparation and activity planning for these items required interface with the owner for isolation and purging prior to completion of this event. Additionally, the Cianbro electrical team worked in close collaboration with DTE Operations to ensure the electrical and instrument changes that were implemented satisfied our customer’s expectations. The plant had substantial underground electrical duct bank and a large quantity of power and control wiring that required careful planning to ensure the startup dates were aligned with the owner and vendors dates.

The overall Dehydration and First Gas project has been completed, and our team has finished the remaining site work and project closeout. The extraordinary effort in bringing this very important project to completion was truly appreciated by all!

While the CDP-3 Dehydration and First Gas Projects were in full swing, Cianbro was called upon to commence the next project, CDP-3 First Compression. Without hesitation, Cianbro latched onto the opportunity and immediately began to ramp up for the project. It’s important to mention that at one point in time, Cianbro had three active projects that were all successfully completed by the same core team. The team completed the building foundation and raised the elevation for the entire site. The team successfully erected all six compressors, coolers, and associated fall off in three and a half days. The building erection is complete, and the team worked around the clock to overcome extreme winter elements (with temperatures in the single digits) while completing welding and stie work. Electrical crews installed duct bank and cable tray in the building and the offsite fabrication for mechanical piping was installed on schedule. The CDP-3 First Compression project was completed on schedule in early January of 2014.

We are appreciative of the confidence that DTE has in the Cianbro team and we look forward to continued opportunities as their program continues.

Algonquin Boiler Repairs In 2012, Cianbro successfully installed a new Heat Recovery Steam Generator and Turbine Generator for Algonquin Power at the Algonquin Power Plant located in Windsor Locks, Connecticut. This has since led to new opportunities for Cianbro to perform additional work for the owner. Cianbro’s Southern New England and Northern New England regions combined efforts to perform much needed repairs on a boiler located inside the Algonquin Power Plant after an explosion of a water wall tube(s) rendered the boiler non-operational.

The plant had been running on a single boiler since the explosion occurred at the end of May 2013 and was eager to get the damage repaired. To meet the client’s needs, Cianbro committed members from Northern New England’s boiler group led by Terry Hayes, Scott Young, and Andy Gould, and Southern New England’s structural steel crew led by Todd Hoffa and Don Smith. In the course of seven weeks, Cianbro removed and replaced 134 finned water wall tubes, repaired or replaced all casing seal, replaced 90 percent of the boiler casing, made significant refractory repairs, and re-insulated the entire boiler.

The team finished the job by installing new catwalks and applying a fresh coat of paint to the exterior of the boiler. QAQC team members Jeff Carver and Jim Rusconi played a vital role in the project’s success by ensuring all repairs were in compliance with applicable codes as well as meeting Cianbro’s internal high standards.

Repairs to the boiler pressure parts were complete on October 12th culminating with the successful inspection of our Authorized Inspector from HSB. The remaining casing and structural repairs were complete on October 25th.

Cianbro’s final crew departed the site on October 25th, leaving behind a functioning boiler and a very satisfied owner. A special thanks to Project Engineer Joanna Pyun. She supported the team by coordinating the consumables, tools, materials, and subcontractors required to complete this project.

4 5,061 Project Safe Hours

4 36,953 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

9

Cianbro Lineworker Apprenticeship Program Salutes Inaugural Class n

By Jon Sacks

In January of 2014 the first group of Cianbro team members will celebrate the completion of the classroom/training yard component of the three-year formal lineworker apprenticeship program.

A lineworker is an electrical worker who is educated and qualified to work on and oversee other apprentices who are working on an electrical transmission or distribution system when the presence or potential of lethal energy exists. As Cianbro expanded operations in transmission work, it became evident that in order to support the personnel needs of ever larger projects, it would be necessary to develop a formal training program which would give selected team members a pathway to gaining the skills and attitudes required of a lineworker.

In the summer of 2010, the National Center for Construction Education and Research (NCCER) held a meeting hosted by Cianbro at the company’s modular facility in Brewer, Maine.

The goal was to kick off the development of what was to be the credentialed NCCER curriculum for lineworkers.

Subject matter experts from multiple

companies, schools and utilities hammered out the outline for a multi-level program covering distribution, transmission and substation construction and maintenance. In January of 2011, Mac Cianchette, Paul Franceschi, Allison

L to R: Jon Sacks, Jim Washburn, Mark Hutchins, Bruce Chesley, Robbie Ferguson, Matt Sullivan, Tyler Jacobs, and Dave Croteau

10

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

Coombs, Allison McDonough, Jonathan Sacks, Troy Martin, the Cianbro Institute,

and various team members from T&D operations met to lay out the strategy for a formal training process which would provide a consistent and credentialed pathway to journey lineworker. The strategy agreed upon included a threeyear training component based upon an NCCER curriculum and developing a hands-on training facility in Pittsfield, Maine. The team also sought to register a unique hybrid apprenticeship program with the Maine Department of Labor in which the apprentices advance through the program upon demonstration of competencies with a formal on-the-jobtraining component.

The first program to be offered in February of 2011 was a three-week Builders and Operators class for all team members who were involved in transmission line construction. This class focused on the specifications for structure framing, safety, climbing and

quality. The first apprenticeship class met in Pittsfield in the spring of 2011.

Each apprenticeship level includes three separate weeks of “block” instruction in Pittsfield including classroom and hands-on activities. There are multiple written tests that must be passed as well as a demonstration of hands-on competencies. The apprentices who have completed a lineworker college program are brought into Cianbro’s program at Level Two. Cianbro’s apprentices include graduates of Kennebec Valley Community College, Southeast Lineman College, and Northwest Lineman College. In Level Three, the apprentices actually work on line which is energized to 7,200 volts while performing tasks such as transfer of phases, installation of transformers, and cutting dead ends into live lines. Upon completion of the three year program, each apprentice will have displayed an understanding of the major work activities included in construction and maintenance of Transmission and Distribution systems (including underground) and a basic understanding of substations.

Cianbro Lineworker Supervisor Bruce Chesley, himself a lineman with over 20 years of experience on transmission and distribution projects, has been the lead instructor working with T&D Training Manager and Electrical Instructor Jonathan Sacks. Bruce has shared his knowledge and professionalism through classroom presentation of the NCCER curriculum, and through teaching and coaching the hands-on activities in the training yard.

Congratulations to Guy Berthiaume, Corey Blagdon, Joe Buckley, David Croteau, Tom Dodge, Mark Hutchins, Tyler Jacobs, Justin Murray, Chris Queen, Matt Sullivan, John Templin and Tim Washburn who by successful

completion of this program have helped to set the bar for others.

The Cianbro Institute is proud to sponsor such a successful program.

The Institute’s appreciation of the T&D Operations leadership cannot be overstated. Without their commitment and ownership, this program would not be possible. Please contact Jon Sacks with any feedback or interest in learning more about this program.

Cianbro’s Mid-Atlantic Region Races for the Cure for Fifth Straight Year On October 20th, the Ladies Cianbro Team proudly donned pink at the Susan G. Komen 21st Annual Maryland Race for the Cure during National Breast Cancer Awareness Month. The Race for the Cure is held every October in Hunt Valley, Maryland to raise funds and support breast cancer research and initiatives across the state of Maryland.

Julie Smith (and family) from Cianbro Fabrication and Coating Corporation’s Baltimore facility, Mid-Atlantic Region’s Brenna Frania (and family), and OMC Health Coach Jen Stutzman joined the thousands of supporters to walk or run in the competitive 5K Run, 5K walk, or 1–mile fun run/walk. All three ladies also had participated in the 2012 event. Through the generous donations of Cianbro team members, friends, and family, the Ladies Team was able to raise a total of $1,455 for the cause. Cianbro donated an additional sum of $250, bringing the grand total to: $1705.

This year, Julie Smith received a special “Pink Honor Roll” recognition from the Komen Foundation, designating her as 78th of the top 100 fundraisers for last year’s event during which she raised $1,715 alone. Julie has been diligent in her support of the event since the Mid-Atlantic Region started having a Susan G. Komen team five years ago. This year, for her efforts, Julie was given a special green banner to carry during the walk.

Susan G Komen Maryland has raised millions of dollars to fight breast cancer since 1993, with the majority of the donations coming from the Race for the Cure.

Approximately 75 percent of proceeds stay in Maryland to be used as grants for breast cancer education and outreach, including health fairs. The Komen Foundation provides grant programs to provide diagnostic services for women including breast exams and mammogram screenings.

Komen not only focuses on education and outreach, but also on those affected by breast cancer. Support includes treatment, clinical trials, support services such as daily living assistance, and counseling services.

Early detection is key. To help reduce your risk, Komen recommends that you:* • Know your risk • Get screened • Know what is normal for you • Make healthy lifestyle changes

The team offers thanks to family and friends for all the support! *www.komenmd.org

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

11

Cumberland County Civic Center Renovations Nearing Completion n

By Anthony Passmore

With the New Year, the Cumberland County Civic Center Renovation project inches closer to its completion date, and the new building has taken form and is looking to impress. Newly added features and updates to the arena make the building code-compliant and up-to-date. Features such as elevators, escalators, suites, concessions and new seating bring value to the building and will provide satisfaction to its occupants and the public.

Bringing the Civic Center up to building code was a major part of the renovation. The three major entrances of the building now allow the public to enter at street level. Before renovations, only one of the three entrances was wheelchair accessible and required daunting stair access for entry. After completion, all entrances will meet Handicap Accessible code as set forth in the Americans with Disabilities Act

12

(ADA), adding three elevators and an escalator. For viewing events and games, nine ADA platforms have been created to provide enhanced ADA viewing. Each platform deleted two existing rows of seating but won’t take away from the overall capacity.

The public will have the amenity

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

of sitting in new retrofitted seats while viewing events. For additional seating views during concerts, new retractable telescopic platforms can be removed to accommodate larger stages in the bowl.

More private seating areas accompanied with personal entertaining areas are spread throughout the arena.

Major steel erection and concrete work has been completed. The roofing and glazing systems have closed in the building, wrapping the exterior with curtain wall and store front. The changing of the seasons has brought along a new set of challenges to the team. Logistically speaking, keeping the elements out of the ever-changing building has been a challenge the teams deal with on a daily basis.

Large focus areas for the project are the new loading dock area where four new loading dock bays have been added to accommodate larger shows at the venue. The concourse area, where the public will have access to concessions and restrooms, has a modernized feel with new appliances, fixtures and architectural soffits running the length of the hallways. New acrylic flooring will be spread throughout the building, masking new flooring transitions into existing textures, leaving a contemporary finish. Suite areas have been erected in two corners around the major existing concrete columns of the building. These suites provide personal zones which add luxury and improved views during events and games. An additional ticket lobby creates purchasing access at both ends of the building. Locker rooms have been expanded and are intended to welcome many teams and performing acts.

Although most of the public will not experience the locker rooms and other amenities of the building, the exterior is brought together with brick veneer and precast band walls tying into the multiple entrances around the building.

Conflicts are a constant occurrence with any renovation project, and joining the existing facility with brand new structure presents many challenges.

Coordination efforts between trades and management have been ongoing and have helped the project to succeed. 3D design coordination between mechanical, electrical, plumbing and fire suppression trades led to an architectural and structural model of the Civic Center which helped tremendously on pre-planning and fabrication. This process takes the construction drawings provided by the architect and produces 3D draw-

ings with the help of multiple design programs and modeling procedures. The process helps to detect clashes or conflicts with other trades systems, structure and architectural features before work has even begun. Other technology on this project has helped Cianbro stay up-to-date and to provide fast efficient answers to the trades in the field.

Cianbro has procured a total of 30 subcontractors throughout the entire project. Nearly 1,000 subcontractor employees have been put through Cianbro’s

job specific safety orientation, and the team recently surpassed 200,000 work hours with no lost time accidents. The Construction Management Site Team consists of Suzan West, Bruce Cummings, Jon DiCentes, Brett Dyer, Brian Larsen, Anthony Passmore, and Brad Smith.

Special thanks go out to Bob Mullen of Johnson & Jordan for going above and beyond with selfless action and care.

4 16,498 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

13

Ricker’s Health Champs

Cianbro Wellness: Healthy Habits at Ricker’s Wharf n

By Vanessa Davis

In today’s fast-paced society, the small things that contribute to an overall healthy lifestyle can easily be pushed aside. To balance the rush of work, families, and everyday activities while maintaining a healthy lifestyle takes the right resources. At Cianbro, those resources can be found right within the company, with incentives and programs designed to help team members to be conscious of their health. This focus on healthy lifestyles helps to beat stress and reduce our healthcare costs while improving productivity and teamwork. At our Ricker’s Wharf facility in Portland, Maine, team members have a long history of putting these resources to use and encouraging one another along the way.

For years now, one of the ways the Ricker’s crew has striven to improve wellness is by daily group activities.

Group walks take place at lunch time and everyone is invited along. Not only do these walks provide a daily dose of exercise, they allow a sense of camaraderie and time for enjoyment of coastal Maine scenery. Others choose to go to a local gym instead, carpooling and encouraging one another to get out the door at lunchtime. In light of trying new things, there has also been some participation in boot camp/cross fit style group trainings, which are high intensity. Others attend yoga classes, which are lower impact. A more recent addition to the 14

physical activity taking place at Ricker’s Wharf is the formation of a running team. This team of 12 has collectively participated in seven different races since the summer of 2013, including the Fit at 5k, Color Me Rad 5k, Spooky 5k, Pumpkin Run, Portland Waterfront 5k, a Turkey Trot, and the Jingle Bell 5k.

Team members have incorporated a sort of buddy system into these group activities by inviting colleagues to go along, checking in with teammates to see if they are reaching their wellness goals, and providing motivation when needed. These team members thrive on the motto, “go home in better condition than you arrived,” and their successes toward that goal are displayed and enhanced through good morale and a willingness to take advantage of Cianbro’s wellness opportunities.

Through all of these activities, a comfortable environment has been created for participants to share their successes, and their struggles.

With these efforts in place and the contagious enthusiasm they inspire, there is a high percentage of team

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

members at Ricker’s that fulfills health lifestyles requirements. Occupational Medical Consulting Health Coach Nicholas Kamenos says, “During my monthly visits at Ricker’s Wharf, the energy is always positive. I get a nice greeting when I sign in at the front desk and sometimes I pick up a piece of fresh fruit or granola bar that has been provided by the office. Team members are hard at work, yet they always have a minute to ask you about your day. As the office’s health coach, it’s great to feel the positive energy and to read about ‘Ricker’s Good Eats,’ which features a food that is posted on the bulletin board each month with its health benefits and some recipes to try. It’s even nicer to see that team members are physically active during their lunch hour. Some team members go to the gym while others go for a walk around town—they encourage one another to take that midday break and exert some energy. It’s always a pleasure visiting Ricker’s Wharf!”

The Ricker’s team is thankful to work for a safety and health conscious company, and they have good reason to celebrate both their health, and their Cianbro family.

The Shaw Group – Virginia City Hybrid Energy Center n

By Chris Varnell

Hidden between the mountains and backwoods of southwest Virginia, there stands one of the cleanest coal-fired power generation plants on the east coast. The Virginia City Hybrid Energy Center (VCHEC) is a 585-megawatt power generation station, which supplies electricity to over 150,000 homes and businesses in the area.

One of the most unique qualities of VCHEC is that it burns “dirty coal” for fuel. That is to say, the two circulating fluidized bed (CFB) boilers at VCHEC are fueled by both mine coal and waste coal, the quality of which would be too poor to be burned in a traditional coal plant. When combined with up to 20 percent biomass, paired with the use of limestone and a dry scrubber, this fuel mixture facilitates power generation

with lower emissions and fewer environmentally hazardous chemicals.

The contract for the engineering and construction of VCHEC was awarded to The Shaw Group, Inc. in February of 2007. The $1.8 billion VCHEC facility was completed on schedule and began commercial operations under Dominion Virginia Power on July 10, 2012. Prior to their acquisition by Chicago Bridge & Iron Company (CB&I) in 2013, Shaw Constructors, Inc. entered into contract with Cianbro’s industrial group with a scope to perform mechanical and electrical warranty repairs at the VCHEC facility.

Under the leadership of Project Manager Gary Smith and Project Superintendent Jason Shinaberry, Cianbro’s role was to provide on-call support for warranty and construction punch-list repairs through the spring 2013 outage,

on a time and material basis. Due to several discoveries made during the spring outage, the scope of work was expanded significantly and scheduled for the fall.

In mid-August, CB&I turned over all procurement and subcontract responsibilities to Cianbro in preparation for the fall 2013 outage. With the expertise of several specialty subcontractors and supplemental labor support provided by Starcon, Minfab, and HSG, the fall outage peaked at a total head-count of 123 team members for approximately 16,000 work hours.

4 26,674 Project Safe Hours

Cianbro Completes Little Bay Bridge Project n

By Brayden Sheive and John Merrill

After approximately three years, the Little Bay Bridge Project has come to fruition. On November 13, 2013, the team had its “Final Inspection” which created only a small punch list of items to be completed for more than half a mile of approach and bridge work.

Throughout the months of August, September, and October, team members positioned themselves to complete all of the remaining miscellaneous work items, consisting of drilling and bolting diaphragms, stripping 1,640 feet of overhang forms, completing the installation of an intelligent transportation system, miscellaneous electrical activities, concrete barrier and guardrail, and approach work on the north and south end of the bridge.

The project’s success can be attributed to the team’s approach to the work and the tremendous amount of communication and planning that took place.

The team took the time to gather as a group in the jobsite conference trailer, consisting of white board from floor 16

to ceiling, prior to all major activities.

This gathering provided the opportunity for all team members to be included in the planning process, which in turn set the expectation that the team was going to be heard on day to day activities as

many Lessons Learned and Best Practices that always entailed the cooperation of the team as a whole.

The team and their accomplishments follow in the path of the last Cianbro crew which built the first portion of the

Team members achieved great success by completing the project safely, productively, ahead of schedule, financially sound, and with a high level of quality that the New Hampshire Department of Transportation praised. well. Through this effort, team members achieved great success by completing the project safely, productively, ahead of schedule, financially sound, and with a high level of quality that the New Hampshire Department of Transportation praised.

Without the team’s dedication to safety and understanding what it means to work as one, the project would not have been as successful in the areas mentioned previously. The project went nearly 1,000 days without a Cianbro recordable injury. The team produced

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

original Little Bay Bridge almost 50 years ago. The upcoming project to rehabilitate the original bridge will ensure that the two Cianbro-built bridges will stand side by side for generations to come. The Little Bay Bridge team will be remembered for their hard work and dedication, and the quality of the work will stand as a monument to what Cianbro team members can accomplish when working together.

4 99,308 Project Safe Hours

P&G Auburn: 2013 Was a Very Good Year n

By Ernie Selberg

The year 2013 was the third busiest year since Cianbro’s arrival onsite at Procter & Gamble’s Auburn facility more than nine years ago. Early in 2013, the team completed the Conestoga Expansion Project, which provided 53,000 additional square feet of space for the plant’s operations. Immediately after the expansion was complete, the team launched into the installation of a new converting or manufacturing line, including the commissioning of new conveying and packing systems.

On August 21, 2013 the team achieved a major milestone when team members reached six years of operations without a

L to R: Ryan Graves, Tim Whitmore, Dave Sutcliffe, Roland Clark, Ernie Selberg, Kim Chapman, Darcey Bubier, Mike Edwards, Will Davis, Jim Rossi, Brian Pelletier and Tim Gorham.

Absent: Ken Woodcock and John Colburn. single recordable injury.

Procter & Gamble hosted a celebration luncheon banquet for the Cianbro P&G Auburn Team, including subcontractors. During the luncheon, P&G Auburn’s Plant Manager Felica Coney offered words of praise to the team. “We’re very fortunate to have you, and also very fortunate that you keep role modeling what we know as safety,” she said. “So, on behalf of the Procter & Gamble site and to you, I just want to take an opportunity to congratulate you again on such a distinct milestone.”

Looking ahead at P&G Auburn, there

are several initiatives in the planning stages including equipment upgrades and line installations that the core team is looking forward to. The team consists of Mechanical General Foreman Kim Chapman; Electrical General Foreman Jim Rossi; Safety Specialist Ryan Graves; Electrical Foremen Mike Edwards, Roland Clark, Darcey Bubier and Brian Pelletier; Mechanical Foreman Dave Sutcliffe and Tim Gorham; Millwrights Ken Woodcock and Tim Whitmore; and Electrician Will Davis.

4 280,856 Project Safe Hours

North Grand Isle Bridge Rehabilitation n

By Travis Watson

On July 3rd, 2013, Cianbro turned in the low bid for a $55 million rehabilitation of the North Grand Island Bridges over the Niagara River in Grand Island, New York. The two bridges, one carrying northbound traffic and the other carrying southbound traffic, are located on Interstate 190 of the New York State Thruway. They have

an average daily traffic volume of 65,000 vehicles and serve as the main connector between the City of Buffalo, Niagara Falls and Canada.

Construction is scheduled to begin on April 1, 2014, and will run through the end of 2015 with a mandatory winter shutdown from November 15, 2014 through March 31, 2015. Planning through the 2013 winter months will involve scheduling the project, procuring

▼

materials, selecting subcontractors, and creating work packages in preparation for a safe and productive project. Work scheduled for 2014 includes concrete pier repairs, bridge bearing replacements, northbound bridge sidewalk replacement, bridge lighting system and conduit replacement, LED lane designation signal system installation, sign structure modifications, and crossover construction.

Work occurring on top of the bridge deck will require night shifts for lane closures.

The main focus of the 2015 construction season will be the panelized replacement of the southbound bridge deck and sidewalk.

This work will require nightly bridge closures starting at 9:00 p.m., with Cianbro crews saw cutting and removing existing bridge deck sections, installing pre-cast exodermic deck panels, installing new steel railing, and forming and placing rapid setting concrete and grout closures between panels and parapets. Traffic will be required to be back on the southbound bridge every morning by 6:00 a.m.

The Cianbro project team will be led by Project Manager Scott Tierney, Project Superintendent Brian Hartness, Regional Engineering Manager Kim Sieber, Project Engineer Travis Watson, Field Engineer, Nicole Setzer, Safety Superintendent Kris Ballard, and Field Administrator Kate Ransom. Upon contract award by the New York State Thruway Authority on September 27, the team visited the site and began making preparations immediately for this key project. Estimating Manager Doug Dow and his entire team get the credit for a great win and for providing an excellent estimate and project turn-over.

4 1,372 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

17

Cianbro Strives Toward VPP Safety Certification n

By Dan Coffey

It takes a healthy and safetyconscious team to sustain a successful company. It is imperative that Cianbro approach safety from various angles to keep the topic fresh and on the minds of team members at all times. The OSHA Voluntary Protection Program (VPP) is one way to do this. VPP promotes effective worksite-based safety and health practices and only recognizes companies who develop elite safety programs. Cianbro is currently pursuing acceptance into the VPP program for the mobile workforce within OSHA Region 1 (Maine, New Hampshire, Massachusetts, Connecticut and Rhode Island). If accepted, Cianbro and OSHA will work cooperatively and proactively to prevent fatalities, injuries, and illnesses through a system which focuses on worker involvement, hazard prevention and control, worksite analysis, training, and management commitment.

The elements contained within OSHA’s VPP are topics Cianbro has focused on for years. However, in order to be accepted into VPP, Cianbro must complete and submit an in-depth application (which is currently in progress) regarding the company’s safety and health management system. This process will help the company to identify gaps within the safety program and provide the opportunity for continued improvements. Onsite audits, which will follow the application, provide an additional opportunity for a fresh look at Cianbro jobsites in an effort to help the team to become even better.

For years, Cianbro has focused on sending team members home in the same condition as they arrived to work.

The company has created more than 60 Safety Policies and Procedures that are enforced daily. Written activity plans are required for all work activities, and safety supervisors continually set Cianbro Accident Prevention Process (CAPP) goals to ensure that team members are always looking for at-risk behaviors 18

Cianbro earned jobsite VPP status in 2006 at the Missisiquoi Bay Bridge Project in Vermont

and/or conditions. Cianbro has implemented S.H.A.R.E. committees at the jobsite, regional, and corporate levels to supplement the company’s commitment to ensuring the health and wellbeing of team members and business partners. All of these items were put in place (among many other health, safety and environmental processes) by company leaders out of genuine concern for the safety of team members and their families.

In order for these precautions and planning processes to reach their full preventative potential, the most important ingredient of all cannot be left out: and that is the act of caring. Each Cianbro team member must remind themselves daily about why they work safely. If the team loses focus, the pressures of an aggressive job schedule and/ or many personal outside factors can distract attention away from what is most important. In order to get “Beyond Zero,” the team on every jobsite must care about the health and well-being of fellow workers and choose to work safely -- not only to be compliant, but because it is the right thing to do. Every team member is an owner of Cianbro’s safety program and it is critical that the entire organization is actively involved.

This is where VPP can reinforce Cianbro’s safety efforts most effectively.

VPP strongly focuses on team member involvement throughout all levels of the workforce, which complements what

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

Cianbro works to achieve every day. The Cianbro safety team has raised the bar with the goal of sending team members home in better condition than when they arrived to work. That is the essence of Beyond Zero: Improving health and wellness by taking home knowledge gained on the job and resolving to work safely even when no one is watching.

Cianbro’s leaders are actively working to introduce and weave this concept into all levels of the company.

Acceptance into OSHA’s VPP will be a monumental accomplishment. It will be another opportunity for Cianbro to better protect the well-being of team members and their families. Additionally, there is only one other company in OSHA Region 1 that has obtained the Mobile Workforce in Construction VPP status that Cianbro is seeking. Acceptance would provide another occasion for Cianbro to stand out among the competition. If team members continue to strive toward assuring the safety of themselves and those around them, the company’s safety culture will continue to improve. The effort will take Cianbro ever closer toward the oft-stated goal of becoming the best employee owned construction company in the world. But the push will require a true cumulative effort companywide because Cianbro’s team members and their commitment to safety are the foundation of the company’s success.

Wheelabrator Technologies Inc. n

By David Schill

In October of 2012, Cianbro was awarded a multi-phased project by Wheelabrator Technologies Inc., a new client with multiple facilities throughout the United States. This particular project was located in Millbury, Massachusetts and involved structural reinforcement and replacement of a 7,500 square foot roof over the “Ash Building.” The building is the main structure that houses an ash separator unit at the end of a wasteto-energy facility. To maintain client operations, the work had to be completed above the operating equipment while adhering to a “zero-emissions” ash particles tolerance established by the overseeing regulatory agency. Led by Senior Project Manager David Schill, the onsite project team included Superintendent Richard Viens, Project Engineer Robert Gann, and General Foreman Todd Hoffa.

Cianbro Fabrication and Coating Corporation (CFCC) was also involved, along

with Cianbro’s Temporary Design team and a host of subcontractors.

This project represents another example of Cianbro’s full-service capabilities. Cianbro engaged Wheelabrator during the planning stage of the project to help bring the cost in line with the owner’s budget. The upfront planning was performed by Tom Clarke from the Southern New England Region team, and Jim Ellis with Estimating.

The Cianbro team worked with Wheelabrator to develop a plan to complete construction in the summer of 2013. CFCC supplied the structural steel, new trusses, and temporary shoring steel. Cianbro subcontracted and coordinated the design/build “zero-emission” combination containment/scaffold system that would provide the working platform, the protection for the facilities and client operations below, and the barrier to prevent rain from entering the facility (including work and operating areas) and to keep dust from exiting the

facility.

The engineering incorporated a drainage system that drained inside the plant to designated locations, serving as the roof gutter system. The Cianbro Temporary Design team provided detailed building shoring plans to allow the replacement of two of four trusses and to assist the project team in the development of a detailed demolition plan that could be executed safely and efficiently over the existing equipment and facilities below.

Cianbro’s Charles Hall, Zach Gardiner, and Adam Cristoforo worked with the company’s suppliers and the Wheelabrator team to revise the scope to accommodate the challenges of painting structural steel in the field, in an active ash handling facility. The project was completed in August of 2013.

4 11,186 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

19

What Are Our Retirees Up To? Gary Robbins n

By Penny-Lynn Abbott

The year was 1969, the first year of the long and distinguished career of Cianbro operator Gary Robbins.

When Gary retired from the company, he was classified as a project manager who had run about every piece of equipment Cianbro had ever owned, and he had his hands in nearly every craft. He had been in a majority of industrial facilities that the company has worked in, from paper mills to hydro stations to boilers to substations, and even helped to build a Boy Scout camp and a soccer field as part of Cianbro’s charitable work.

This doesn’t even mention Gary’s volunteer work at church and acting as a consultant to ensure quality construction.

I had the privilege to be mentored by Gary for many years. I have spoken with many that “grew” up in the Gary years and we all came to the same conclusion. Gary is a man who has nothing but passion to encourage growth in the ones around him and in the company he worked for.

Reminiscing with Bill Merrill and Bill Mixer about Gary, and we all came to this conclusion – Gary is a true mentor. If you look around in any of Cianbro’s jobsites, you will see someone that Gary has mentored. He truly wanted to help and support our growth professionally as well as personally. The way he would encourage us, and the way he would correct us, was done with nothing but LOVE. His “we gotta talk” sessions always ended on a positive note, even when he was delivering a tough message. He taught us that no matter who you were dealing with, you did it respectfully. Even if you didn’t like the person in question, they deserved respect. His theory was that everyone has a place, and he felt it was one of his many jobs to find that place and to help those in his team to get there and be successful.

Even in retirement, he is still volunteering his time for many activities in his community. Besides spending time with his wife Glenna and his many grandchildren and great grandchildren, in between remodeling his house or his daughter’s house, or patenting a unique bike rack he designed, he still loves to take his Harley out when the weather is good and hop on his snowmobile when there is snow on the ground.

A Lifetime in a Photograph

20

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

Gary in the old days (lower right) at a team member meeting

Some would say Gary liked to be a thorn in manageGary nowadays. ment’s side, and he taught some of his team members those traits as well. But with those of us who worked with him in the field, he did nothing but give loving encouragement. That is why the majority of us call Gary “Dad!” Even on his thornier days, he taught us always to find the humor in life.

When he announced his retirement to me, I was devastated. Many of us never knew Cianbro without Gary. Then I realized that we wouldn’t be without Gary because there are so many of us that are carrying around what Gary had taught us. In that way, we will always have Gary with us. Many of us know that one of the reasons we are the company we are today is because of the influence that Gary Robbins had on the Industry, on our company and on many, many of us. He definitely is one of the GREAT ones!

Frank Carll n

By Mac Cianchette

Like John Ricker, Frank Carll started his career with Cianbro in 1967 when the company acquired Ellis C. Snodgrass, Inc. By the time Frank retired from Cianbro in 1996, he had distinguished himself as one of the company’s premiere foremen for waterborne construction. His resume Mac Cianchette and Linc Denison, Jr. visit Frank Carll

included cofferdams, pile driving, and concrete work to name a few of his areas of expertise. He worked on every inland dam on every river in the state of Maine with either Snodgrass or Cianbro. Back in the days before activity planning, Frank had the plan in his head. He taught many of the “tricks of the trade” in erecting cofferdams and driving pile, everything from running a cable come-a-long to the proper strategy for closing in a coffer dam. He liked having young people to teach on his crew, and everybody who worked with him enjoyed it.

Nowadays as an 84 year old retiree, Frank is enjoying his golden years at home in Waterboro, Maine. He gets out of his chair pretty fast to greet friends who visit or to open the door for visits from his son. You can also find him tinkering on projects in his garage, although his mobility is limited these days due to back problems. “All my vitals are excellent,” says Frank. “But what good is a great engine if you haven’t got any wheels?”

Frank is a good solid guy. Everyone respected him back during his career, and he was sought out by superintendents.

If we said that Frank Carll was available, the superintendents would say, “We’ll take him.” Despite his advancing years, that solid guy is still there behind the white beard when you come to visit him.

home in Stratton, Maine. His activities range from rebuilding antique engines, pumps and tractor components to splitting his own firewood. He entertains and visits with his guests in his shop also. John says, “There aren’t many people my age left in Stratton, but those who are still here drop by and visit me frequently.”

John gave up traveling with his RV a few years ago, and now enjoys most every day close to home. He also helps his son and friends with their projects, such as building barns and garages. He is out and about every day -- in fact, we caught him splitting wood in his shop at seven a.m. recently.

John Ricker, Sr. n

By Mac Cianchette

Cianbro’s marine superintendent from 1969 to 1989 was began his construction career with Ellis C. Snodgrass, Inc., in 1953. John came to Cianbro when the company acquired Snodgrass in 1967. He retired in 1993, and eleven years later, his name was permanently linked to the Cianbro waterfront facility in Portland, Maine where he had done some of his best work: Ricker’s Wharf. During the ceremony at which the facility was named in John’s honor, Cianbro leader Pete Vigue said, “Celebrating the many contributions that John Ricker, Sr. made to Cianbro is important. John was a mentor to countless members of our team. He remains a friend and positive role model within our company.”

John Ricker has very fond memories of his career at Cianbro. When asked what stands out in his memories, he says without hesitation, “I always think about how lucky I was to have worked with so many good people.” John recalls one of his biggest challenges at Bath Iron Works when Cianbro erected and assembled the shipyard’s big yard crane. All the visible parts were fabricated right there at BIW, while the machinery and internal components came in from Japan.

Today, John is enjoying good health at 89 years of age and spends a good deal of his time out in his work shop next to his John Ricker, Sr. who

John Ricker, Sr. and Mac Cianchette

EDITOR’S NOTE: We at the Chatter are hoping to check in with our retirees in every new edition. If any Cianbro retiree, or the friends/family of a retiree, wishes to send along a short description of the life the team member is now leading, we would be happy to publish the description in the Chatter so that former TMs can stay connected to the Cianbro family and vice versa! Please send any updates to Chatter Editor Alan Grover at agrover@cianbro.com. Or you may send snail mail to: Cianbro Corporate Office, Attention: Chatter Editor, PO Box 1000, Pittsfield, Maine, 04967.

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

21

READY, WILLING & ABLE:

Cianbro Adapts to Industry’s Trends n

By Alan Grover

T

he contemporary business landscape since 2008 has been a world that is filled with extraordinary conditions that have led to widespread uncertainty and anxiety. The extraordinary conditions take many forms, including the latest spate of challenging government policies, the ongoing maladies of global and national economies, and the troubling shortage of economic activity. Furthermore, many knowledgeable economists and business leaders believe that the current inclement business climate will linger into 2014 and beyond.

“Another government shutdown is not likely,” said Kiplinger magazine in November 2013 about the prospects for economic improvement in the New Year.

“But once again congressional action to raise the debt ceiling and to fund government operations is likely to go down to the wire. Thus, continued uncertainty about government spending plans is likely to put a damper on investment and hiring, at least by businesses that contract with the government,” said the renowned business forecasting publication.

“I think this is the way we’re going to have to live,” said Cianbro Chairman and CEO Pete Vigue. “This is the way 22

we’re going to have to survive and succeed going forward. And that is: recognizing that these events that have taken place over the last several years are going to continue, the uncertainties are going to be there, and an organization’s ability to succeed over time is going to require that team members have a good knowledge of what is going on in the world around them.”

Successfully managing an organization like Cianbro today requires creativity and an open mind about adapting to the harsh realities in the business world, all while looking for ways to continue the mission of growing the company and being profitable. The chief virtues that will ensure Cianbro’s ongoing success are Cianbro adaptability coupled with a firm grasp of the timeless qualities that have always led to prosperity during the company’s 65 year history. The team must be willing to work in a collaborative manner, learn new skills, and adapt to the many challenges that are part of the current business landscape while bearing in mind an old truth: The way Cianbro satisfies customers and clients, the way the company insists on safety and quality -- those attributes are neverchanging. Sacrificing commitments made to customers and to the team does not allow advancement, but only invites backsliding.

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

There is an initiative that meets both the need to adapt and the need to hold onto Cianbro’s long-proven traditions toward excellence: That is the company’s commitment to educate its team members. Typically, when the economy is flat and companies are trying to maintain their financial position and profitability, some seemingly extraneous expenses (such as education and training) are often eliminated to shore up the bottom line. In Cianbro’s case, the training initiatives are constant. The company’s leaders believe that training and education are important to the future of Cianbro, and scores of team members have agreed to the extent that they are taking advantage of the learning opportunities that the company provides.

Cianbro sees these educational programs as an investment in the company’s people. Such training has been a key component of Cianbro’s past success, and will remain a fixture in strategies for success throughout the foreseeable future. Several examples of important training initiatives can be found in this edition of the Chatter, including language classes for team members at Cianbro’s fabrication facility in Georgetown, Massachusetts (page 32), and the Cianbro Institute’s NCCER-based training of company lineworkers (page 10) to handle the company’s growing role

READY Line workers train for future opportunities

in building and maintaining the nation’s power infrastructure.

Innovation is another way that Cianbro adapts to difficult situations and delivers sterling results. The Skelton Hydro Station Upgrade Project (page 4) is an example of Cianbro team members working closely with owners, clients and teammates to develop solutions on the fly during a complex, long-term, multi-discipline job. Another example of Cianbro Innovation can be found in the company’s Georgetown fabrication facility. That’s where team members learned the obsolete art of riveting in order to satisfy the expectations of the Massachusetts Department of Transportation while providing steel for an overhaul of the century-old Longfellow Bridge in Boston -- a bridge that was built with rivets. At Cianbro, innovation equals opportunity; and when team members learned how to rivet, they won the opportunity to fabricate steel for Boston’s landmark bridge.

Cianbro’s ability to adapt and excel is likely to take new and interesting forms in the near future. Some of the concepts currently finding a place in the company’s blueprint for future success include expanding operations beyond the nation’s borders, increasing diversity within the company’s markets, and finding new and greater responsibilities

Daleville team members tackle the tough jobs

CFCC Coating team member applies expertise for client

for women and diverse ethnicities on the team. The confidence that comes from the company’s history of accomplishments -- born of education, innovation, and open-mindedness -- has led to a sense that there is no problem that Cianbro cannot overcome once team members put their heads together and begin to collaborate. That sense of optimism has led to numerous prestigious awards for operational excellence in the past six months, including the Associated Builders and Contractors Project

of the Year in the Mid-Atlantic Region (NPS Towpath, page 31), and Engineering News-Record’s Project of the Year in New England (Brightman Street Bridge, page 7). Perhaps most telling of all is Cianbro’s recently won title as the Best Place to Work in Maine (page 3) as judged by a coalition of state and HR experts who examined the opinions of Cianbro’s own team members. With a long history of successful adaptations to meet tough situations, Cianbro’s future has never looked brighter.

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

23

In Memory of

Michael Laisdell Former Cianbro Crane Operator and Instructor Michael Laisdell passed away Saturday evening, September 28th, due to injuries sustained in an ATV accident in the town of Montague, New York. Michael served four years with the company, with his latest project being the Galveston Causeway Railroad Bridge in Texas.

“He was a talented equipment operator who was willing to help any way he could,” said Cianbro Institute Manager Brian Watson, who was the company’s project manager in Galveston. “Mike was a great team member and played a key role on our project in Galveston. Our thoughts and prayers are with his friends and family.”

In Memory of

Albert Arsenault

Former Cianbro Ironworker Foreman Albert Arsenault passed away peacefully on November 7th, 2013 at his home in Jay, Maine. He first hired on at Cianbro in 1990 and compiled a total of eight years of service for the company at a variety of Maine jobsites, including SAPPI Fine Paper in Hinckley, International Paper in Rumford, wind projects at Spruce Mountain and Kibby Mountain, and the Bechtel-Jacobs modules project at the Eastern Manufacturing Facility in Brewer. Albert was well-liked by his teammates, who were not shy about ribbing him as a stocky-built ironworker climbing the steel.

“Mr. Arsenault, you put up a good fight, came to work ready to get it done,” said veteran Cianbro team member Jacky Arsenault of her late friend. Jacky and her husband, George Arsenault, never knew Albert until they met him on a jobsite one day, even though they were all Arsenaults (unrelated) who were from the same neck of the woods in Maine. “I wish I had known you back in the ‘80s when we all worked for Daniels down south,” continues Jacky. “I was always asked, ‘you related to Albert? He’s from Maine too.’ So when we did meet I knew you were a legend ironworker and am proud to say, ‘Yes I know Albert, he has a heart of gold.’ RIP my friend and say hello to all those ironworkers in heaven, they’re waiting for you.”

In Memory of

Stanley Worthley

Retired Cianbro Multi-tradesperson Stanley Worthley was injured on New Year’s Eve as the result of an accident near his home in Norridgewock, Maine. He was taken to a hospital in Lewiston where he passed away.

Stanley racked up 26 years of service as a Cianbro team member, working primarily in Maine’s paper mills. New Page in Rumford, SAPPI in Hinckley, and International Paper (Verso) in Jay are among the Cianbro jobsites where he contributed his skills from 1980 to 2007.

Fellow team member Dave Lewis gave Stanley the nickname “Banana” in 1980 while the pair worked together at the mill in Madison, Maine (apparently a reference to a bumper sticker on Stan’s car). The name stuck, and many team members knew Stan only by that nickname, said Cianbro’s Billie Clark.

“Stan had lots of stories, work related and not, and all told what a character he was,” said Dave. “There was never a dull moment when Stan was around, and he was always fun. He was always willing to help anybody. He was a hard worker and a very funny guy.”

Another story that told of Stan’s personality: He had a year-round bait shop which he stocked with bait that he collected himself. He was known to donate a barrel of bait for a kids’ fishing derby in the local area.

Senior Project Estimator Mike Hayden remembers Stan as well-liked and fun to work with. “I never heard a bad thing said of Stan,” Mike noted. “He made any job more pleasant.”

24

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

Cianbro Irby Joint Venture: Central Loop Transmission Line Progress Update n

By Stephanie Cote

The Cianbro Irby Joint Venture heads into its third winter season on the Maine Power Reliability Program, steadily building a stronger, more reliable, electric transmission infrastructure for Maine. Collaboration, communication and teamwork are what make the gears turn safely on the Central Loop, from document control to flagging. A combination of sacrifice and hard work from team members has kept the project milestones on schedule.

In August of this year, the team’s dedication and diligence with regard to safety earned the joint venture a significant accomplishment: more than one million safe work hours. By utilizing the CAPP card program and Lessons Learned process, the team has worked steadily toward moving “beyond zero,” i.e., going home in better shape than when team members arrived at work. The safety tally is clear evidence that Cianbro Irby team members value the role of “being their brothers’ keeper.” Transmission line constructors are as tough as nails, but not too tough to care for one another, openly and actively.

Two thousand one hundred ninety-nine: that’s the number of excavated holes and wood poles spotted, framed, and set by the field crews as of mid-November 2013. The Cianbro Irby team hit the bull’s-eye on several major construction milestones over the past year: the energization of Section 229, a 115 kV rebuild from Jay to Rumford; completing Section 243A and 89, a combination of new construction/rebuild and demolition; and energizing a 115 kV rebuild from Farmingdale to Lewiston.

The team is proud to announce that 37.1 miles of 345 kV and 103.1 miles of 115 kV line have been installed since the project first broke ground in Windsor in April of 2011. In addition, 67 miles of 115 kV and 34.5 kV line have been demolished to accommodate this stronger, smarter grid.

After a year of pre-planning, the JV will head into new territory for 2014 -- through the organic, agricultural fields of Bowdoinham and across Merry Meeting Bay to the shores of Woolwich, Maine. For the next year, Cianbro Irby and its subcontractors will collaborate to install four steel lattice towers and 20 steel poles. The JV has designed careful environmental strategies to ensure minimal impact to farmers and their fields during growing and harvesting season. With Cianbro Irby’s field office and laydown yard already established in the neighboring town of Richmond, the team mobilized equipment to the west shores of the bay during the first week of December to begin building access for the demolition of an old steel lattice tower and the installation of a new one.

Section 251, a new north-south 115 kV line running through the towns of Lewiston, Greene, Leeds and Livermore Falls, is scheduled to be completed in 2014. Matting and pole spotting crews are working north from Lewiston.

4 1.16 Million 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

25

Quality Matters at CIANBRO n

By Charles Hall

Cianbro is committed to delivering high quality projects to our clients.

Consistency in meeting this commitment will guarantee long term relationships with valued customers. It will also provide confidence to facility personnel and to the public at large that the structures Cianbro works on will provide safe and reliable service for the life of the

trol. However, in order to obtain authorization to work on high energy boilers and pressure vessels, Cianbro developed and implemented a Quality Program that was reviewed and accepted by The American Society of Mechanical Engineers and The National Board Inspection Code (ASME and NBIC respectively).

A short time later, Cianbro was granted authorization to design and build certain vessels under the rules of ASME. Those

Responsibility, Contract Review, Document Control, Purchasing, Construction Process Control, Inspection and Test Planning, Preventive and Corrective Action, Nonconformance Reporting, and Auditing (among others). Cianbro’s ISO-9001 based Quality Program (QA1001) is now the foundation for our industry specific quality plans that are implemented on T&D, Substation, Wind Energy, DOT, Marine-related, Modular Construction and other projects.

A common misconception about “Quality Programs” is that the QA/QC Department is responsible for their successful implementation. Implementation of a quality program is only successful when all personnel, from the president through the newly hired helper understand what is expected of them (with regard to quality assurance) and they work within guidelines to meet those expectations. All personnel should know and accept that Cianbro’s Quality Policies include: The primary policy of the quality program is to ensure that construction conforms to drawings and specifications.

Quality Assurance representative Charles Hall reviewing radiograph of a pipe weld in a critical system.

component. One tool that helps us meet that commitment is Cianbro’s Quality Management System. Over the years, Cianbro’s Quality Assurance program has grown significantly.

Cianbro has been a leader in the implementation of quality assurance programs since the late 1970s. At that

Cianbro has been a leader in the implementation of quality assurance programs since the late 1970s.

time, Cianbro was relatively new to the world of quality assurance / quality con26

events formed the basis of future Quality Programs that cover the full scope of work activities that Cianbro is engaged in at any time.

In 2005, recognizing the emergence of stricter construction quality assurance requirements in the industries we service, Cianbro undertook to develop and implement an ISO-9001 Quality Program. The International Organization for Standardization (ISO) is recognized worldwide as the leader in the establishment of guidelines for quality assurance programs. In recent years, virtually every sophisticated client Cianbro engages requires a quality assurance program that meets ISO-9001 guidelines. Quality assurance requirements include specifications for things such as Management

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

A second policy is to produce auditable quality records that will provide written confirmation that the primary policy has been met.

Assurance that personnel are assigned to tasks which they are qualified to perform.

The quality program is aimed at preventing non-conformances but also provides the means to detect and correct them if they occur.

Every project Cianbro undertakes should be executed in conformance with Cianbro’s Quality Management Plan (QA-1001) and the supporting procedures. Together, the plan and back up procedures comprise Cianbro’s Quality Management System. The keys to success are planning, communication and leadership. If any one of those elements breaks down, quality is likely to suffer in some way.

Cianbro Constructors’ Eastern Manufacturing Facility Brewer, Maine

Cianbro Constructors Lauded for Safety

by Construction Users Roundtable Cianbro Constructors (CCON) has been selected by the Construction Users Roundtable (CURT) as a recipient of the 2013 Construction Industry Safety Excellence (CISE) Award. CURT was founded in 2000 by construction and engineering leaders representing major corporations across the United States and the world. CURT’s focus is to create meaningful changes within the construction industry promoting overall cost effectiveness, and improving the way construction is planned, managed, justified and executed.

The CISE award was established to recognize commendable safety management and safety improvements of owners, constructors, and local user councils. CURT recognizes organizations that have most effectively implemented the 15 Tactical Elements within their Construction Owners’ Safety Blueprint. CURT created the Safety Blueprint as a strategic guideline for safety performance and believes that those organizations who adopt its principles, strategies, and tactics will benefit all involved, especially those people who will be spared injury, illness, or death as a result.

The following is a list of the 15 Tactical Elements that Cianbro Constructors’ safety management system was evaluated on: 1. Policy and Leadership 2. Risk Management 3. Legal Requirements and Standards of Operations 4. Strategic Planning, Goals and Objectives

“Receiving the CURT safety award recognizes Cianbro’s significant accomplishments in safety and safety management,” said Cianbro Constructor’s Vice President Joe Cote, “and it further emphasizes the commitment we make to our team and to their overall safety. It also demonstrates to Cianbro’s customers our commitment when delivering products and services. The first step in delivering high quality work begins with a solid foundation and commitment to safety and wellness.”

5. Structure and Responsibility 6. Programs and Procedures 7. Asset and Operations Integrity 8. Emergency Preparedness 9. Awareness, Training and Competency 10. I nvestigation and Corrective Actions 11. Communications 12. D ocument Control and Records 13. Measuring and Monitoring 14. Audits 15. Review CCON was also evaluated on their OSHA injury/illness statistical data and their effectiveness in managing subcontractors’ safety performance. Additionally, CURT conducted a review of CCON’s safety performance with three client companies for whom they recently performed work.

Annually, CURT recognizes owners and

contractors who achieve outstanding safety performance over the previous three years and awards organizations in each of the following classifications: General Building Contractors, Heavy Construction Contractors, and Special Trade Contractors.

Award applications are submitted annually to CURT though the national contractor associations which nominate the contractors whose applications best represent the commitment to safety that is identified in the Construction Owners’ Safety Blueprint.

CCON’s application for the CURT CISE Award was endorsed by the Associated Builders and Contractors, Inc. (ABC) and forwarded to CURT to undergo the judging process.

Cianbro Constructors was awarded the CURT CISE Award in November, during the CURT 2013 National Conference in Tucson, Arizona.

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

27

Front row, L to R: Kim Sieber, Travis Watson, Scott Tierney, Ainsworth James (ReEnergy Holdings), Tom Clarke Back row, L to R: Julie Carmody, David MacMartin, Jeff Towle, Dave Saucier, Kevin Talley, Earle Cianchette

ReEnergy Black River Retrofit Project Receives New York Excellence in Construction Award n

By Julie Carmody

The Associated Builders and Contractors (ABC) of New York recently presented the Southern New England (SNE) Team with an Excellence in Construction (EIC) Award for their success on the ReEnergy Holdings LLC, Black River Retrofit Project. The award was presented to Project Manager Scott Tierney at the Association’s Annual Awards Gala on November 14th in Albany, New York.

The Black River Retrofit project, located on the Fort Drum Army Base in New York, involved the conversion of an existing 60 megawatt, coal fired power plant generating facility to regionally harvested biomass fuel.

This industrial project required an accelerated schedule, with the majority of work taking place during unpredictable winter weather conditions at an existing plant that had been shut down for two years.

Major work activities included site work and underground utilities/facilities; existing building structural, mechanical and electrical equipment modifications; new building and equipment foundations and new equipment installations; interconnecting pipe fabrication and installation and all of the electrical and instrumentation required to retrofit the existing Black River Facility. Additionally, Cianbro was responsible for coordinating overall site safety, including ReEnergy’s subcontractor and vendor representatives. “The success of this project was the result of a disciplined commitment, by all stakeholders, to working through the issues -- technical, financial, logistical and commercial,” said Senior Man-

28

ager of Projects Tom Clarke.

ReEnergy Holdings LLC is a renewable energy company based in Latham, New York. In 2011, ReEnergy acquired the Black River Generation Facility located on the Fort Drum Army Base in New York with plans to convert the idled facility to use biomass material as a primary fuel source. The project was selected by the New York State Energy Research and Development Authority (NYSERDA) to sell Renewable Energy Credits to NYSERDA under New York’s Renewable Portfolio Standard. The Renewable Portfolio Standard, administered by NYSERDA, is a program that is tasked with obtaining 30 percent of New York’s electricity from renewable sources by 2015. At the official Grand Opening Event, ReEnergy announced that it had achieved certification to the Sustainable Forestry Initiative Standard, which verifies that ReEnergy’s biomass procurement program promotes land stewardship and responsible forestry practices.

ReEnergy is the first company that is solely devoted to electricity production to be certified to the SFI Standard. “The project was hugely successful thanks to the commitment and dedication by so many, and in particular ReEnergy, for trusting the Cianbro team with such an important project as this one: generating sustainable clean energy, jobs, and economic stimulus for many years to come,” explained SNE’s Vice President and General Manager Jeffrey Towle.

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

The EIC program recognizes outstanding construction projects completed by ABC New York members throughout the region.

Submittals must adhere to rigorous application requirements. Projects are judged by a cross section of construction industry experts, including owners, architects, engineers and other industry leaders. This year’s event was attended by the following members of the Project Team: Senior Manager of Projects Tom Clark, Project Manager Scott Tierney, Regional Engineering Manager Kim Sieber, Senior Project Engineer Dave MacMartin, Senior Design Engineer Dave Saucier, Project Engineer Travis Watson, Project Engineer Kevin Talley, Senior Vice President of Operations Earle Cianchette, SNE Vice President and General Manager Jeff Towle, Business Development Professional Julie Carmody, and ReEnergy’s Director of Engineering and Construction Ainsworth James.

Congratulations to the entire ReEnergy Black River Project Team for this achievement: Tom Clarke, Scott Tierney, Kim Sieber, Brian Hartness, Kris Ballard, James Flear, Gary Hayes, Brigitte Reid, Dan Musselwhite, Dave MacMartin, Dave Saucier, Joe Foley, Travis Watson, Kevin Talley, Jason Despaw, Jeremy Mace, Mark Richardson, and Terra Thomas.

L to R: Chip Butler, John McAfee, Ken Underhill, Scott Ludden, John Clifford, Gary Steward, Jacques Hobbs, Jason Hancock, Al Desrosiers, Jerry Upton, Ross Hallowell, and Chris Cianchette.

The “Go-To Guys” in Cianbro’s Tool Crib

A relative newcomer to this group of experts is Jeff Gilbert. For the last couple of years, Cianbro Equipment has been staging tools and other gear at Ricker’s Wharf. And Jeff -- a nine year Cianbro veteran -- has been Rickers’ equipment and tool guy. It’s a smaller operation than the regional tool cribs, but there is quite a lot going on. Another Ricker’s team member, Jeff Stackpole, is often called upon to help in the yard and run the rack truck for deliveries and pickups.

John, Tom, Jim and Jeff don’t do it alone either. An organized group of team members behind-the-scenes keeps all of the plates spinning. There are always orders to pick, tools to fix, returns to process, and the inescapable last minute emergency to deal with. In Southern New England, Tom depends on Owen Souer and Keith Dawley. John McAfee works with the biggest group. Besides servicing Northern New England jobsites, McAfee and the Pittsfield crew ensure that Jim and Tom have what they need to service their own regions. Tool Shop foreman Al Desrosiers and his NNE team -- Jason Hancock, John Clif-

ford, Jerry Upton, Scott Ludden, Kenny Underhill, Jacques Hobbs, Chip Butler, Chris Cianchette, Gary Steward and Ross Hallowell -- keep everything headed in

Photo above: Owen Souer and Tom Popick Photos right, top to bottom, L to R: Jeff Gilbert, Jim Reinhardt, Jeff Stackpole and Keith Dawley

n

By Nick Arena

Each Cianbro region has a person who, when you hear their name, makes you think of the proper tools that are necessary for a particular job. In the Mid-Atlantic region, that person is Jim Reinhardt. In Southern New England, it’s Tom Popick. And in Northern New England, it’s John McAfee.

These gentlemen have had a hand in virtually every project that Cianbro has completed in the last 20 years or more.

John McAfee has a 35 year sticker on

his hardhat, while Tom and Jim both have over 20 years of service.

When a new job is starting or when the team is gearing up for a shutdown, the emails, phone calls, and handwritten faxes seem never-ending. With more than 15,000 tools to choose from, there is a great deal of detail to track in order to ensure that team members in the field get the equipment they need. One item might be known by three or four different names, so having a little imagination and some mind-reading skills make things go much more smoothly.

the right direction.

As well as being passionate about tools, the “Tool Guys” have some passions in their personal lives. John McAfee was an avid NASCAR fan until Rusty Wallace retired. Now wrestling, the Red Sox, and the Patriots keep him occupied. Tom Popick can often be found on the golf course when he’s not cheering for the Miami Dolphins. Jim Reinhardt is also an avid football fan -- a diehard follower of the Baltimore Ravens. In fact, in 2013 at Super Bowl time, he was spotted at work sporting a purple Fu Manchu mustache in honor of Ravens quarterback Joe Flacco.

The regional tool experts lead the charge to ensure that all of Cianbro’s jobsites have the tools and equipment they need. It’s a good bet that somewhere behind them, working quietly and diligently behind the scenes, the next Cianbro tool “icon” is waiting to carry on the tradition.

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

29

Letters we like to receive...

Daleville Compressor Station Upgrade Project Completed Ahead of Schedule n

By Chih Chen

The Eastern Shore Natural Gas Company awarded Cianbro Corporation the Daleville Compressor Station Upgrade Project in Cochranville, Pennsylvania, a rural region in the southeastern part of the state where the Amish abound. The project led to the creation of a diverse team, with team members from all three Cianbro regions working together as one to accomplish a tight schedule setting up two compressor units, each weighing approximately 62 tons.

After five months of effort, the project was completed in mid-October of 2013. The project scope consisted of the following work activities: • Install erosion and sediment controls along with Infiltration Bed • Place 425 cubic yards of concrete for foundations, floors, and equipment pads • Install 18 tons of reinforcement steel • 2,000 cubic yards of excavation and backfill • Install intake and exhaust systems, filter separator, JW/AW coolers, gas cooler, and associated underground piping.

• Erect Compressor and Control Building additions • Excavate and install Trenwa trench • Install new Motor Control Center, panels, cable trays, junction boxes, armor and tray cables, fiber optic cable, and instrumentation devices.

• Cianbro Fabrication and Coating provided structural steel and pipe supports

The project was completed ahead of the client’s set completion date, with the compressor station in full operation. The project was a great success, with team members working morning and night shifts to complete the project early. The project team included Tom Mawhinney, Erecting the Compressor Building addition

Gary Smith, Glenn Masse, Don Kereztenyi, Malcolm Patterson, Bradley Meloy, Jack Patterson, Matt Smith, Chih Chen, Jeremy Mace, Scott Morris, Manley Lyons, Eric George, Chris Sweetser, Greg Ginnelly, Paul Williams, Donald Prevost,

other team members.

and many

4 44,201 Project Safe Hours ▼

Cianbro’s Mid-Atlantic Region Earns Four ABC Chesapeake Awards, Including Project of the Year n

By Michael McGeady

Cianbro’s Mid-Atlantic team took home four awards at the Associated Builders and Contractors (ABC) Chesapeake Shores Excellence in Construction banquet in September. Recognizing Cianbro’s unwavering commitment to safety, ABC Chesapeake awarded the MAR team a chapter award for superior safety efforts for firms with over 500,000 work-hours; and a STEP Platinum Award for excellence in the development of quality safety programs.

The night got even better when Cianbro’s C&O Canal Towpath Reconstruction for the National Park Service was recognized with an Excellence in Construction Award, and ultimately “Project of the Year” honors. Cianbro is on an ABC Chesapeake winning streak, having won Project of the Year honors in 2012 on another Park Service project, the Humpback Bridge over Boundary Channel in Washington, D.C. “We are proud to win this award,” said Mid-Atlantic Region General Manager Chris Scott of the towpath honors, “since this project was truly a team effort. The Towpath Reconstruction was a technically tough project with limited access, a rich historical context and dynamic site conditions including numerous floods and ice flows. The dedication and technical expertise of team members such as Wade Simons, Mike Crider, Aric Dreher, Matt Knarr, Jake Klaiss, Tom Mawhinney, Pete McCormick, Dawn Erb and KJ Gould allowed Cianbro to persevere, and ultimately restore a

Cianbro Superintendent Wade Simons (fourth from left) helps to cut ribbon during Towpath dedication piece of American history for generations to come.”

Elected officials including U.S. Senator Ben Cardin hailed the completion of the project at the ribbon cutting, saying the reopening of the Towpath was a “big, big day” for Maryland. Cianbro’s work restored the only break in the canal towpath linking Cumberland, Maryland to the nation’s capital, allowing uninterrupted access to the 184.5 mile hiker/biker trail for the first time since 1996.

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

31

Continuing Education is a Plus in Any Language n

By Kris Chipman

A little over a year ago, Cianbro Fabrication and Coating Corporation (CFCC) purchased a fabrication shop in Georgetown, Massachusetts. This shop was up and running at the time of acquisition, and most of the team members who were employed with the previous owner made the transition to become Cianbro team members.

These team members have many years of service in the fabrication and coating industry and are extremely talented craftspeople.

Approximately half of that work force, however, did not speak English as their primary language. As Cianbro started to train these new team members on safety, quality, and production expectations, it became clear that the language barrier was going to create some challenges.

Many of our training sessions have been conducted in Spanish.

Other training sessions and meetings are translated by our bi-lingual team members. But we still felt that we could, and should, do more.

Cianbro asked the team members if they would attend English classes if the training were available to them. Many of the crew responded with an eager, “YES.” The Cianbro Institute team, along with CFCC management, researched the available options for making English classes available.

Ultimately, it was decided that the team members and the company would get the most benefit by offering these classes onsite.

In February of 2013, CFCC joined forces with the Division of Workforce Development & Community Education at Essex Community College (NECC) to offer our Georgetown team members a Workplace English class. Team members meet each Monday for two and a half hours of curriculum.

Eleven team members took advantage of the class that ran from February to December of 2013. They are: Nolvir Macario, Wilmer Macario, Wilson Macario, Francisco Pena Reyes, Silvino Pojoy, Cristian Santos, Esdras Mas, Carlos Bauzo, Cesar A. Matul, Cosme Paredez, Santos Matul and Isaac Machic.

CFCC asked for some comments about the English class and got some very positive, and in some cases humorous, responses.

“The English class that I’m taking has helped me a lot, inside the shop and at home as well,” said Nolvir Macario.

“Very helpful. I can speak English the right way, now that I’m going to English classes,” added Isaac Macario.

“They are good classes,” said Wilson Macario. “I understand the TV shows that I watch more, now that Cianbro is giving me English classes.

“This class is very helpful,” according to Santos Matul. “I can speak to my fellow team members without having problems in them understanding me.”

This has been a great benefit to all involved. Everyone should be very proud of the progress made by attendees during this continuing education process. This is a great example of how Cianbro can help team members to learn and grow. In return the team members help Cianbro to achieve more success every day.

32

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

Cianbro Leadership Initiative Program n

By Jim Theriault

The Cianbro Leadership Initiative is a highly interactive program where significant resources are invested for a select group of future leaders at both Cianbro and Starcon. Major elements of the initiative focus on lessons in self-awareness, team building, and attributes of effective leadership. All participants are expected to enhance leadership skills through the design, development, and implementation of a team oriented stretch project where a lead role is assumed. These projects focus on a specific need within the respective organizations where applied leadership lessons will make a difference for the various groups and areas represented. Team members are directed to frame their efforts as a “Vision” in terms of not only “what” needs to be done and “how,” but also “why,” and to do so in such a way that inspires all involved in the proposed initiative.

Leadership from Cianbro (and now Starcon) has long acknowledged the value of this program. In thinking about the future, Pete Vigue has said, “The greatest legacy we can leave is to ensure the future is bright for our company. The development of our people as leaders is key to that.” The unique aspects of the Leadership Program were recently explained by Lead Instructor Dr. George Manning after he was asked to reflect upon the value of what’s offered. He noted: “First, it is wanted and worked at the top. Senior leaders own it. Second, it is more culture building than leadership training, from teams on the town, to the river of time, to portraits and partners. Third, “stretch projects” grow team member skills and improve the company in tangible and practical ways. All good companies have leadership development initiatives, but the great companies make sure these three things happen. No one does this better than Cianbro/Starcon.”

Team members who want to know more about the Cianbro Leadership Initiative Program may call Jim Theriault at the Cianbro Institute.

Green Mountain Power’s Hydroelectric Upgrade n

By Dan Butler

In April of 2013, Cianbro was awarded the contract for the Proctor Intake Modification Project located at Green Mountain Power’s (GMP) Hydroelectric Station in Proctor, Vermont. The work is part

of a multi-contract, multi-year improvement program. The project started with a change order to demolish a two story 16,000 square foot timber frame portion of the Vermont Marble Museum property in support of future GMP improvement projects. The base contract began after the demolition of this structure in June, and is intended to enlarge the intake area to create more generation capacity by providing better flow rates into the penstocks.

Initial activities included access road improvements, installation of a cofferdam, and demolition/removal of existing equipment and structures. Once the demolition was complete, subcontractors were brought in to saw cut, drill, and blast ledge in order to both deepen and square the intake bay as well as to align and widen the water inlet from Otter Creek. After removing the rock, the team began installing cast-in-place concrete with miscellaneous embeds to support the new trash rack structure, gates, stop logs, and minimum flow structure. The remaining work activities include installing the trash rack, stop logs, and miscellaneous steel. The project was completed in late November of this year.

Challenges on the project included a very restricted work site and access with several overhead lines creating difficult equipment operations. Heavy rains at the end of June and into early July inhibited cofferdam work, and existing rock conditions varied and required additional excavation and modified forming and placing of reinforced concrete. The crew was led by Superintendent Rob Young, and included: Ron Ayers, Bob Costine, Milt Cruikshank, Terry Dingman, Joe Clough, Jake Pelletier, Mike Evanchak, Greg Ginnelly, Brian Hilton, Bruce Hughes, Daryl Kelly, Brian LeSage, Ben Maeder, Reed Perkins, JD Reed, Dale Smith, David Thomas, Nick Thomas, Frank Trumble, and Tricia White.

4 21,469 Project Safe Hours

Starcon and Cianbro Team Members Share Leadership Experience n

By Jim Theriault

The Cianbro Leadership Initiative has recently been enhanced with the inclusion and participation of 46 Starcon team members. This combined effort began in early 2012 and evolved to where Starcon hosted the final Leadership Class for that year.

During the 2012-2013 Leadership Sessions, Cianbro and Starcon participants worked side-by-side for both the three day opening and two day closing leadership sessions.

The program is sponsored by the Cianbro Institute and led by instructors Dr. George Manning and Cianbro Vice President Alan Burton. Alan, also known as “Dean of the Program,” said, “ By making Starcon team members part of this program, we are ensuring that talented and capable leaders will be present to meet the complex challenges facing our construction / maintenance groups.”

To emphasize the importance of this year’s Starcon-hosted opening session in July, all of Starcon’s senior management

was present for the event. President Dale Kuntz provided several important reflections concerning his personal path as leader in the organization and highlighted benefits of leadership education. “The Cianbro Institute Leadership Program allows for team members from all of the Cianbro companies not only to develop relationships with each other during the program, but also engages everyone in sharing their leadership experiences and knowledge with each other, and that is a huge side benefit,” said Dale. “As we continue to work more closely together, the stretch projects which are an output of the leadership class can in many cases be applied across all companies, creating value for the entire organization.“ During the 2013 Starcon hosted sessions, Travis Hamblet described his recent participation in the Leadership Initiative Program. “I am very grateful for the opportunity to be involved these past few months,” said Travis. “It was a richly rewarding program well beyond my expectations.” The most recent closing session, hosted in La Porte,

▼

Texas, culminated in awarding the best leadership presentation for the first time to a Starcon team member. Kraig Kistinger presented a detailed, well researched stretch project titled Enhancement of Recruitment / Selection Process at Starcon. Kraig and his team created and implemented a new vision using a tool called “Secure Fit” to identify potential good fits based on a number of validated criteria.

By expanding the leadership initiative to Starcon, the program will undoubtedly nurture and foster a new generation of leaders from Maine to Illinois, and from Texas to the West Coast.

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

33

Brenda Cote

Brenda has held several roles throughout her years at Cianbro: in the field, in the regional office, and in the corporate office.

She is truly a team player which makes her a great example for others. Brenda always has a smile and will go the extra mile to assist when needed. She has gained a wealth of knowledge over the years which makes her a very valuable part of Cianbro.

Dale Smith

Dale started at Cianbro as a young man with not much construction experience. Because of his dedication and hard work he has become a very talented tradesman on a wide range of tools. His honesty and dependability are two characteristics that make him a remarkable team member who is respected by all.

Ernest Long

Ernie has many specialties but can do a lot of different jobs in the field. Starting as a laborer, he has come up through the ranks to supervisor. He is well respected by his peers and has been a great mentor for new and eager team members.

25 YEAR

RECOGN for 2013

Anthony Ayotte:

Tony has become one of our leading trainers and as Training Manager, he always focuses on “How and why we do what we do!” He has won prestigious awards for his expertise, including ABC Craft Instructor of the Year for 2013, and always adds a bit of pride to the Cianbro team.

David Bond:

Dave is a great all-around marine construction worker. He has a really good sense of humor which serves him well. Many times it can break up the tension in situations that could otherwise be more stressful. He is respected by his peers and is an outstanding mentor as a rigger and signalman.

Jean Gantnier:

Jean is a team member who can always be counted on to work anywhere, anytime, anyplace and perform whatever task that is given him with quality. He has handled many tough assignments and done a super job. He is valuable and well respected by the company.

34

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

John Henry:

During his Cianbro career, John has always been considered a true team player and does whatever is asked of him. He has a quiet, uncomplaining personality that adds to his value. You can also count on John to perform with a high level of safety and quality.

Joseph Friant:

Joe is a true craftsman who takes great pride in his work. His friendly, can-do attitude is his trademark. Joe is versatile and able to manage various phases of a project easily.

Kevin Curry:

Kevin began as a fitter’s helper and has developed into a valued crane operator. He always looks for ways to improve how the company does things, especially when it involves working safer. This includes speaking up when he feels there is something that can be changed for the betterment of Cianbro and the team.

Scott Remillard:

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

NITIONS

CIANBRO Mark Richardson:

Mark combines a unique technical understanding of our business with a natural talent for coaching. He has been a great influence on a new generation of supervisors and his determination to overcome obstacles is legendary.

Roderick Pease:

“Pud” has always been a steady versatile performer. He is a very hard worker and pitches in to do any task handed him with a high level of quality. His quiet wisdom is valued and he is willing to share it when asked.

Ronald Nickerson:

Ron is a committed, dedicated, leader who certainly has the respect of all. His crews will do anything for him. He is a go-to guy for any challenging assignment and never has seen an obstacle that was too big to overcome.

Scott is a committed, conscientious team member. He truly cares about the success of his team and ultimately the success of our organization. His loyalty and attention to quality make him one of Cianbro’s most valued team members.

Shawn Bickford:

Shawn has always adapted to the changing fabrication business in his many years with Cianbro. He has performed many roles and often weighs in with a fresh perspective that our team has learned from. He is a key reason for our fabrication successes.

Thomas Meunier:

Tom is a person who pushes himself and has grown with the company, from a carpenter to superintendent. He has extensive knowledge in his field, especially involving boilers.

His hard work has helped to achieve very successful projects and drawn many positive comments from clients.

Scott Young:

Scott is one of the company’s most skilled welders. He doesn’t hesitate to pass this knowledge on to new team members and always encourages them to take pride in their work. This makes him a terrific leader.

Scott is often called upon to do welds that are extremely difficult and can complete them with ease.

John Pelland:

John is a super all around team member.

He is a true professional and has operated nearly every type of equipment Cianbro owns. Always ready to offer a helping hand, he will accomplish whatever is asked of him with a smile.

Lenny Cooley

Lenny was always the first one in the parking lot when assigned to a jobsite. If the job starts at 4:00 a.m., he was there in his truck snoozing at 2:00 a.m. He was always the last one to go home, as well. Lenny was also a good teacher for some of the younger helpers and showed that if you take pride in your work and share your knowledge you can be successful at whatever you do.

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

35

Cianbro Completes Gas Work in Maine n

By Richard Bartucca

Fall 2013 was a busy season for Cianbro’s gas line crews in Maine. The team secured a number of bridge crossings and regulator stations in the Augusta-Gardiner areas. The work with MNG on the Calumet Bridge in Augusta started at the beginning of September. A contract with Summit was awarded at the end of September. The major work in Augusta was the Calumet Bridge where Cianbro team members ran both the Summit and MNG gas lines. There was also a smaller crossing at the Bond Brook-Mount Vernon Bridge in Augusta. Cianbro completed a 1,000 foot run across the Gardiner-Randolph Bridge as well as the Bridge Street Bridge, both in Gardiner. The team also performed a number of spool fabrications and regulator building outfits both in Randolph and at Cianbro’s facility at Ricker’s Wharf in Portland. The teams have successfully shown that not only can Cianbro run main line gas piping, but any type of crossing or station work. The work was completed just prior to Christmas.

4 15,722 Project Safe Hours

Eastman/Ineos Projects n

By Nicole Setzer

Over the past year, Cianbro team members have continued to build a relationship with Eastman Chemical (formerly Solutia) in Springfield, Massachusetts. Cianbro undertook two major projects on the site during the summer months, while handling a handful of smaller projects simultaneously.

The Ineos Cooling Tower Project has reached its final stage with the successful completion of the fall outage. Cianbro and subcontractor Notch Mechanical have worked together tirelessly to make sure that this project is completed to the owner’s expectations.

During the month of September, as the Cooling Tower Project was winding down, Cianbro began the C-Column 36

Replacement Project. The C-Column is a six-foot diameter, 80-foot tall distilling column located in the center of the manufacturing process. The project required two Cianbro crews, which included team members from the company’s Northern New England and Southern

New England Regions, to work around the clock. They removed the internals, dismantled and replaced the lower sections and re-installed the top section during the two-week shutdown. To the great satisfaction of the owner, the team (led

by Mark Richardson and Don Smith) was able to complete the project five shifts ahead of schedule.

The highlight of the smaller projects

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

▼

was the tube repair the team completed on Eastman’s coal fired power boiler.

The Eastman boiler suffered a furnacewall tube failure in mid-September.

After the boiler was inspected by a third party, it was determined that 16 furnace wall tubes would require Dutchman inserts. A small team, led by Mark Richardson, went in and made the repairs in short order, allowing Eastman to put the boiler back into service.

Cianbro completed a variety of projects this year involving all trades. Each project was completed on time and with exceptional quality. The outstanding work executed by the entire onsite team has made Cianbro one of the “go-to contractors” for Eastman at the Indian Orchard facility. The onsite team has been supported throughout the year

by Engineer Nicole Setzer.

4 10,417 Project Safe Hours

CIANBRO ANNIVERSARIES Pages 37 thru 39 Honors our Active Cianbro Team Members with One or More Years of Service n

69 Years

n

49 Years

n

48 Years

n

45 Years

n

44 Years

Kenneth L. Cianchette Thomas I. Caldwell Henry M. Cone Paul A. Magoon Richard E. Padham Peter G. Vigue n

43 Years

n

42 Years

n

41 Years

David A. Varney Edward D. LePage George Bell Malcolm Cianchette Gary L. Taylor n

40 Years

James I. Ellis Rodney A. Leach Dale E. Wilson n

39 Years

n

38 Years

Roger S. Leach Jr. David W. Leavitt Allen L. Rollins Forester Sprague Jr. James M. Bonney Thomas N. Floyd Frank J. Susi n

37 Years

Alan R. Burton Steven A. Perrault Everett O. Rogers Larry R. Scott n

36 Years

n

35 Years

n

34 Years

John L. McAfee Mark W. Nordgren Roy H. Bolton II Charles Cianchette Roderick L. MacKay Jr. Douglas L. Moore John L. Purinton Douglas E. Ranks Michael B. Scott Thomas E. Stone Eric S. Brown Chris A. Cianchette Henry T. Cook Robert Jamison Donald Keresztenyi Bryan Libold Kaven Philbrook David D. Shorey Nancy L. Sidelinger Charles Tibbetts Benjamin L. Wagg David A. Webster Archie Wheaton n

33 Years

Thomas J. Belanger

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

32 Years

Dominick Arena Wayne L. Blodgett Dana S. Bragdon Richard L. Brown Jr. Cindy R. Clark William H. Dusty Alan R. Goepner William W. Merrill Aubrey L. Moore Richard K. Moors William N. Moulton Chet J. Muckenhirn Rufus W. Simons Nathan S. Weston Jerome D. Wood n

31 Years

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

30 Years

n

29 Years

Lee A. Aylward Lynn M. Cianchette Scott Clements Douglas A. Dow Robert M. Drzewiecki Gary R. Gagnon Roger D. Hutchins Troy G. Martin Dan D. Orcutt Herschel Rackliff David G. Saucier Ernest Selberg Jr. Stanley E. Webster Kimble F. Chapman John S. Clifford Joseph P. Foley Jr. Owen H. Grimes James M. Haut Lloyd E. Moore William A. Reid n

28 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 James R. Rusconi Tim Vigue n

27 Years

Dennis E. Beisaw Jerrold P. Cross Neal T. Dawes Barry J. Gordon Gary D. Gorman Michael L. Goucher Craig O. Holmquist Terence Lemieux Keith B. Magoon Ronald G. Peterson James P. Pond Rae F. Randlett Michael A. Raven James H. Richards William F. Stetson III Leslie D. Vigneault Kevin M. Violette Eric L. Witham n

26 Years

Jacqueline E. Arsenault Anthony A. Ayotte Shawn H. Bickford David E. Bond Brenda L. Cote Kevin H. Curry Joseph C. Friant Jean E. Gantnier John J. Henry Ernest J. Long Thomas B. Meunier Ronald S. Nickerson Roderick A. Pease Scott M. Remillard Mark A. Richardson Dale D. Smith Scott S. Young n

25 Years

Theodore B. Baxter Bruce H. Beane Richard E. Beliveau Jurgen G. Bell Garry L. Billings O’Neil E. Boivin Trent C. Clukey Mark D. Cochrane Robert B. Currier Glen S. Dickinson Jack H. Dodge Jr. Donald J. Dostie John P. Gamage Michael R. Hilton Timothy N. Jackson James F. Leavitt Howard A. Lynds Glenn G. Masse Douglas J. McPheters Darin W. Merrifield Brian E. Michaud Charles W. Nutter Carol J. Ouellette Leland V. Page Jr. David G. Parsons Barry J. Perkins William W. Ring Thomas G. Ruksznis Norman L. Scribner Mark A. Stone Ronald E. Taylor Glen A. Thornton James E. Towle Elbridge G. Watson Thomas Wozniak

Mark J. Zagrobelny n

24 Years

n

23 Years

Kris M. Ballard Vera L. Bryant Philip R. Dube Richard G. Fish Allan D. Harriman Brian T. Hartness Paul J. Leighton Aaron L. Wedgewood Daniel L. Wyman Douglas H. Wyman Thomas L. Batchelder Wayne M. Denny Kellie A. Duplisea Richard J. Godin Dann L. Hayden Lawrence W. McAlpine Darren L. Pelletier Billie J. Perkins Thomas J. Popick Shawn H. Ramsay David A. Smith n

22 Years

Leonard W. Brooks Earle A. Cianchette Larry F. Coston Thomas J. Hamel Paul M. Holmquist Daniel R. McPheters Gary W. Reed James W. Reinhardt James M. Rossi Francisco Salazar Kimberly G. Sieber George W. Tapley Jr. Victor Ugalde n

21 Years

n

20 Years

Duane J. Boissoneault Charles A. Brower Ronald F. Cote Lauren E. Dow Daniel A. Dubois Greg G. Ginnelly Robert M. Hall Terrance L. Hayes Todd A. Hoffa Brent E. Luce Mark J. Masse William J. McLeod Scott B. Mitchell William J. Mixer Joseph R. Oliver John R. Ryan Jonathan D. Sacks Robert Q. Seegmiller Charles E. Tapley Dwayne A. Tootill Andi Vigue Max S. Wahl Michael A. Abbott Mark S. Blanchard Thomas E. Carranza Kevin B. Crowell Eric E. George Tim E. Gorham Edward W. Grignon John S. Keszler Rick C. Leonard Dennis A. Ryan Jr. Michael S. Stevens Cory P. Thompson Andrew L. Tower

n

19 Years

n

18 Years

Tina Adams Tara K. Coffin Jon G. Collins Milton A. Cruikshank II James M. Curtis III Dawn Erb Paul D. Franceschi Kevin L. Grass Chester H. Guilford III Carla E. Kelley Craig M. LePage Lawrence Litchfield Jr. James L. Pelletier Amy E. Webber Von L. Weese Michael S. Zemla Chris G. Alexander Craig G. Alexander Richard A. Bachelder Jr. Michael W. Bennett Michael D. Bishop Norman C. Blakely Jason A. Butler Kerry W. Chapman Jason A. Curry Lincoln C. Denison Jr. Thomas G. Dewey Chester B. Dolloff Everett B. Doughty Sr. Todd J. Folsom Robert A. Gould Dennis A. Greene Mitchell E. Hayden Terry L. Hughes Joseph B. Hyde Edward E. Jones Joseph A. Kennedy Scott A. Knowlen Kevin Kokotovich Michael R. Lilley Michael L. Lovejoy Kirk R. Maenhout Thomas E. Mahar Wayne D. McNally Timothy G. Murphy James D. Musselwhite Joseph G. Orlando James J. Peakes Sandra E. Perreault Joseph H. Plourde William R. Richardson Patrick L. Slawek Timothy F. Stauder Christopher L. Stevens Raymond M. Therrien Scott M. Tierney Gail B. Tourtelotte Kim A. Tozier Chris Tozier Troy T. Twitchell Daniel J. Williams Debra L. Wilson Kenneth P. Woodcock n

17 Years

Joseph E. Ballard Michael A. Berry Walter J. Borkowski Andrew E. Bowden Patti-Lynn Brann Bruce L. Calkins Sr. Kristen A. Chipman Thomas R. Closson Ralph S. Clukey Robert B. Costine Kenneth R. Eaton Jr. Wayne S. Enman

John E. Farnham Roy D. Fitzmaurice Timothy E. Flewelling Alvin J. Fluellen Paul J. Gaboury Charles G. Hall Jeffrey A. Hall Charles A. Handley Jr. Brent A. Haskell Robert L. Lane Jr. James A. Maher Jr. Cesar O. Matul Neftali A. Matul Donald L. Prevost Darren B. Pulkkinen Charles R. Riley Jr. Keith I. Ryder Carlton W. Sanborn Jr. Garry A. Sawtelle Christopher M. Scott Larry R. Snowman Jr. Kenneth D. Tibbetts Steven C. Trombley Frank J. Trumble Jennifer L. Turcotte Bradley A. Vanadestine Ronald E. Wedgewood n

16 Years

n

15 Years

Allen P. Beaulieu David A. Bousquet Barry G. Brooks Joshua M. Brown Darcey T. Bubier Craig L. Chambers John P. Coon Jr. Keith Costigan Clarence A. Cote Patricia L. Dickinson Richard P. Dilsner Christopher K. Downs Michael G. Dube Chaderick A. French Maurice A. Gould Debora L. Grignon Jeffrey L. Hetzer Douglas J. Lacroix Laurette Laverdiere Brian R. LeSage Eric R. Lewin Manley B. Lyons Thomas Mawhinney Thomas L. McVaney Randy M. Morin Thomas W. Noble Scott S. Penney Richard A. Preble Susan L. Roberts Juan F. Salazar Kelly G. Shank Jeremy S. Sherman Robert E. Small David A. Walker Aaron W. Walsh Scott L. Alexander Christopher R. Bagley Aaron F. Barbalate Esteban Bernal Shawn M. Bickford Benjamin R. Blodgett Aron A. Boothe Jr. Richard S. Brescia Michael J. Brooks Charles E. Butts Delmont L. Chase Jr. Bobbi J. Collins Allyson B. Coombs Robert P. Courtney

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

37

Keith R. Edwards Kelvin R. Friend Buaris J. Gervais Jeffrey A. Gillespie Jon M. Gliniewicz Gary Guindon Joshua A. Kerr Christopher S. McKenna Novak Nedic Seth S. Norton Bernard J. Petrauskas Justin A. Shelton Joseph L. Standley II Michele E. Toothaker Jerilyn R. Underhill Jason T. White Paul L. Williams n

14 Years

Chad H. Alley Tesfahunegn Berhane William E. Birney David A. Bolduc Robert L. Bussell Brian K. Buswell Allen D. Clark Thomas E. Clarke Dylan R. Clay 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 Richard C. Foster Donald A. Goodwin Ryan J. Graves Darren E. Gray Leslie C. Hayden Aurelius S. Hinds III David G. Hollinger Mark E. Hutchins Scott A. Jackson Donna A. Jacques Shawn A. Lambert Eric M. Lane Jeremy W. Lane Robert S. Lehay Brigitte M. Leivens James E. Lyons Jeremy B. Mace Ryan L. Marcotte Gary L. Mason Cesar A. Matul Santos T. Matul Rodney A. McAvoy Garrett R. McVaney Garth Miller Russell J. O’Neal Lora J. Pitcairn Christopher R. Pond Gerardo A. Ramos Shawn A. Reid George Rendon Thomas S. Richter Chester L. Robbins Jr. Jason G. Rourke Francisco Salazar Paul R. Saucier Joy L. Schobel Donald R. Smith Gary W. Smith Patrick N. Steeves Gail M. Stone Kerry A. Swallow Jeremy S. Whitney Walter T. Willard n

13 Years

Ernest A. Adams Hunter J. Anderson

38

Calvin A. Andrews Ronald D. Ayres Ralph E. Bailey Jason L. Batchelder Maurice B. Batchelder James P. Benson Christopher L. Brann Scott K. Bumps Ulicer Castro Linwood T. Charette Joshua A. Clark Roland S. Clark Darrell D. Clement Gloria J. Cook John A. Daley David C. Dalton Donald F. Davis Justin D. Desrosiers Terry J. Dingman Sharon G. Ebbs Lavina J. Freeman Randy S. French Jason J. Harris Oscar A. Hernandez Frank Holliday Jr. Lance C. Keen Cecil L. Kershner III Vincent R. Lago Stacie A. Leavitt David P. Maheu Robert A. Mayhew Jr. Mark P. McLean Sue Noiles David L. Perrault Kevin R. Pond Michael S. Roderick Terry L. Rosensteel Nicholas L. Rossi Gary E. Simmons Jr. Glenn J. Sirois Stanley W. Tyszko Mark D. Whitley Michael J. Wilczynski Eileen M. Wright Robert A. Young n

12 Years

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

Charles R. Witt n

11 Years

Danielle R. Anthony James R. Baillargeon Steven A. Baker Jesus Bernal Arthur G. Bolduc Lamar J. Boyer Jeremy J. Bragg Jeffrey N. Carver Bruce D. Chesley James B. Chick II Stacy O. Clement 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 Alan R. Hilton Michael W. Holmes Leonard M. Jackson Jeffrey M. Jones Brian L. Kendrick Wayne A. Kimball Jeremy E. Kyllonen Brian E. Labbe Thomas M. Leonard Jean-Paul J. Lettre Richard K. Lyons Terry L. Malloy James H. Matt Gail E. Mayo Ronald F. McComb Jr. Peter McCormick Charles H. Moulton Billie J. Nelson-Clark Jeremie R. Nutter Paul A. Osborne Derek S. Perkins Thomas G. Perrier Aaron L. Preble Christopher P. Queen Rae F. Randlett III Jeffrey D. Robinson Leigh A. Ross Dean N. Schofield Harold E. Sherwood Jr. Patrick M. Sughrue Ted J. Swenson Lesli C. Swieczkowski Domingos B. Tavares Daniel H. Wiedmer n

10 Years

Matthew A. Bradeen Jose F. Carreira Jeffery K. Crowell Ted B. Dunn Timothy M. Fiske Robert M. Gallant Jeffrey D. Gilbert Roy A. Harris Edwin J. Hutchens Jr. Thomas P. Kinsella Russell R. Lane Gary G. Laskowitz Brian M. LeComte Randy T. Matthew Albert J. Michaud Michael J. Morelle Richard M. Noblet Amy L. Page Andrea L. Pelletier Gilbert R. Rossignol Jr. Debra B. Scott Julia C. Smith Richard A. Toothaker

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

David L. Walter Gregory E. Wiers Harry A. Woods Jr. n

9 Years

Charles S. Allen Ralph E. Allen Robert A. Bagley Jose A. Bernal Michael D. Brady Bruce J. Brown Jordan M. Bushey Marc J. Caldwell Wayne G. Canwell Mark S. Cloutier John R. Colburn Melissa A. Corbett William A. Cote Adam N. Coulombe Aric Dreher Corey J. Drost Sarah C. Enos Eric C. Fudge Joshua T. Gale Justin L. Goodale Stuart L. Grant Jose N. Guzman Otero Mark A. Hansen Christopher M. Henry Jacques P. Hobbs Young C. Hong Christopher E. Jarvais Stephen G. King Robert D. Kitchin Justin L. Ladd Nathan D. Landon James E. LePage Freddie P. Lord James P. Marcella Michael F. Mitchell Jr. Justin D. Murray Sarah S. Nelson Keith L. Okleshen Chad A. Page Arthur F. Perault Daniel S. Perkins John A. Rossignol Susan A. Scheyd Enos J. Schissler Wendy S. St Amand Trinidad B. Suarez Cory W. Verrill Richard C. Walkling Jr. Timothy C. Walton Richard E. Westberry Jr. Tim Whitmore n

8 Years

James R. Adams Clifford S. Albert Richard J. Bryant Daniel P. Butler German P. Cabello Erica D. Caldwell Stephen W. Clendenning Adam J. Cristoforo Robert R. Deppe Jonathan E. DiCentes Kurt A. Dickinson Steven T. Dube John W. Eckenroth Thomas M. Figura Barbara E. Gudroe Elias J. Hershbine Dave W. Holst Hsiao Chin Hwang Kyle R. King John E. Krieski Paul R. Labrecque Rex Lagle Steven G. Lavallee Durant Marion Steve N. McCallister Nathan C. McIver Stuart P. Mullis

Steven Peters Michael C. Rand William A. Richardson Eric D. Saucier Ruben J. Schofield Peter H. Smedberg Dale E. Smith 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 Alvin A. Weaver Darren S. Weymouth Jamie D. White Joseph M. Ziolko n

7 Years

Matthew A. Anderson Jesse A. Athorp Chris M. Bailey Matthew G. Brawn Shawn R. Bryant Steven G. Camire Jorge L. Castro Chih T. Chen Peter E. Cianchette Raymond A. Collins Stephanie A. Cote Carl J. Cross Jr. Debra L. Cyr Rebecca K. Daly Keith S. Dawley Joshua B. Emmons Robbie W. Ferguson Zaccheriah J. Gidney Megan L. Godfrey Wilbert Gonzalez Jacob M. Gorman Derrick J. Graves Michele J. Guyette Benjamin A. Hall Nicole R. Hardy Shalakow E. Hebig Peter A. Hill Randy C. Hutchinson Jr. Ryan C. Hutchinson Robert G. Jewett Kevin Jones Daniel M. Kelsey Ronald Kief Miranda L. Kinney Carlos E. Kwakutse Dustin L. Kyser Brian M. Larsen Jesus Limon Michael P. MacVane Cassandra J. Magoon Stephen C. Malatesta Allison M. McDonough Andrew C. McFarland Philip D. McKenney Nicholas A. Meader Bruce R. Metrick Christine M. Nadeau Gary R. Nash Ashley R. Nichols Wilfredo Nieves Katie A. Noiles Stuart A. Northup Kevin O’Neill Joshua A. Parker Philip D. Pelkey Daniel T. Pellerin Bret R. Pokorny Steve M. Pound Daniel J. Records Shane D. Reisinger Joshua B. Sault Aldo R. Servello Jason T. Shinaberry

Gary A. Steward Robert C. Sweetser Turney E. Taylor Jason R. Thereau Kristen E. Theriault Joshua D. Turcotte Benjamin L. Ward Susan H. Weeks Suzan West Richard A. White Tricia L. White Shawn T. Withee n

6 Years

Jerry C. Adams Marbin A. Alvarenga Michael L. Anderson Michael J. Astle Samuel A. Baker Sean A. Banks Megan M. Barnes Alfred T. Baron Holly J. Belanger Donald J. Beliveau Larry A. Billings Jr. William E. Bonneau Robert N. Bouley Derrick Brawn Daniel R. Brown Frank W. Brown Joseph S. Buckley Otey A. Burdette William D. Burdette Ray L. Bush Miguel A. Cabrera Jeffery A. Carr Jr. Keith A. Chubbuck Aaron Cianchette Daniel T. Coffey Terry A. Collamore Timothy J. Cooley Christopher G. Correia Joseph D. Cote Rodger D. Cote Deborah A. Croteau Laura L. Curtis Levi N. Daku Vanessa L. Davis Jason L. Despaw Thomas P. Dodge Joseph C. Ducharme Mark A. Dunphy Donald D. Duvall Shane C. Ennis Edward J. Everich Jose L. Felix Max C. Fish Wyatt E. Fitzgerald Nicholas D. Fox Robert D. Gann Justin D. Gemmell Christopher A. Gerold Aaron P. Gibbs Michelle L. Godsoe Omar C. Gonzalez Kleber J. Gould Dee Ann L. Grazioso Ashley A. Grindle Shaun A. Gronda Alan B. Grover Jason L. Hancock William E. Handy Cody A. Harrison Selvin Hernandez Randolph B. Higgins Zachary W. Hines Mark M. Hovey James M. Howe Justin K. Huber Lori J. Hughes Nathan L. Jamison Jessica A. Kandel Christopher T. Karlen Michael R. Keim Trevor A. Kelley

Elizabeth L. Kennedy Joseph D. Klekotta Steven F. Lancaster Lorie A. Lane Thomas R. Langille Patricia A. Lawrence Jeffrey C. Lerch Felix M. Lopez Jordan R. Lyford Nolvir H. Macario Wilmer U. Macario Adam J. Mazerolle Shawna L. McKenney Robert R. Meckley Alejandro Mejia-Gamez John P. Merrill Dale P. Michaud Steven D. Michaud Joshua J. Moore Cathy M. Mudge Brenda E. Nichols Aaron P. O’Donnell Colleen K. O’Hare Christopher J. Palmacci Cosme G. Paredez Hong Ki Park Ralph C. Pearl Kyle D. Pellerin Zachary E. Perrin Aaron M. Poole Jacob L. Poole Will A. Portillo Matthew Q. Proctor William R. Rackliff Brian P. Rancourt Ryan W. Robbins Anthony C. Robles James K. Roy Cristian R. Santos Victor Santos Timothy C. Sawyer William A. Sawyer Brayden L. Sheive Irving E. Sherman Robert J. Slama David E. Sparaco Jeffrey A. Stackpole Christian E. Stefens Matthew S. Sullivan Dennis A. Surprenant Ryan J. Taylor Ernesto A. Tejada John W. Templin Oliver C. Thayer James L. Theriault Daniel W. Thibeault David W. Thomas Sr. Christopher M. Tibbetts Matthew C. Tinker Michael S. Tripodi II Anthony V. Turner Kenneth R. Underhill Christopher M. Vainio Joseph P. Vanidestine Filomena Vieira Timothy D. Washburn Bradley J. Weiland Benjamin Weingarden Scott E. Wright n

5 Years

Suzelle G. Allain Garry L. Allan Corey M. Blagdon Michelle A. Boutilier Debra L. Brown Jason J. Canarr Jeffery P. Chandler Eric T. Clark Jonathon Correia Jillian J. Cote Christopher C. Courville Stephen A. Day Philip DeRoo Russell O. Dunn

Derek G. Fitzgerald Tony D. Foster Scott R. French Matthew D. Gale Zachary Gardiner Robert L. Greene Jr. Bradley N. Grillo Nathaniel T. Hall Andrew W. Hallett Rigoberto B. Hernandez Derek M. Hilton Kyle P. Jensen Sean G. Kelley Jacob A. Klaiss Jack A. Klimp Matthew B. Knarr David C. Leith Jr. Jennifer E. Lord Janelle H. MacDermott Scott R. MacDonald Adam K. Matheny Edward J. McCormick Amanda M. McDermott Michael C. McGeady Nicholis R. Nelson Brian P. Pelletier Jay M. Reynolds Douglas J. Robinson Thomas G. Robinson Jeff J. Sargis John D. Savage Billy A. Sawtelle Glenn A. Severance Corey P. Sherwood John M. Sieber Kurt M. Silvia Gabriel M. Sloane Matthew J. Smith Owen M. Souer Neeley J. Stanton Eric D. Vivlamore Douglas Williams

4 Years

n Ronald R. Brox

Peter Bumpus Chad E. Burgess Gregory A. Cannady Dana C. Churchill Joseph R. Clough Benjamin B. Connors Glen K. Conrad Bernard F. DiAngelo Adam J. Eastman Michael Evanchak James M. Flear Michael D. Gomes Henry Hardy Adam J. Hughes Karen J. Hyland Justin A. Jones Daryl M. Kelly Steven V. Konka Jamie M. LeClair John D. Lee Sean M. Lyons Wilson A. Macario Denis E. Martin William H. Messer Jr. Stephen D. Mitchell Dennis C. Morris Scott L. Morris Patrick A. Morse Shawn P. Neal Steven M. Osborne Malcolm C. Sanders John D. Schill Patrick J. Smith Ryan M. Smith Brian A. Stebbins Aaron M. Stevens Robert D. Stewart Douglass D. Timms Robert A. Tourtelotte Jeffrey M. Towle

Michael R. Tripp Elaina M. Wakely Travis E. Watson Jonathan J. Wheaton Ronald J. Wheeler James W. White Cesar I. Zuniga n

3 Years

Hannah L. Bass Gerry L. Batchelder Gene M. Bates Devin W. Beane Thomas F. Bellatty Tyler J. Bernat Guy S. Berthiaume Daniel M. Brann Eric J. Brazeau James M. Browne Stephen Broznowicz Keith P. Campbell Jesse S. Chase Richard J. Cote Christian B. Crosby Michael P. Davis Thomas L. Desjardins Cory M. Dion Jason M. Edmonds Josef P. Everhart Anthony M. Faiola Austin J. Fisher Kathleen B. Flenke Monique S. Foster Colin French Kaleb W. Gallagher Scott H. Gibbs Derek L. Grenier James P. Higgins Jr. Frank R. Hulseman Matthew W. Kling Bruce R. Knox Kelsee L. Lancaster John P. Lisenby Ryan L. Lockhart Edwin A. Luna Ordonez David B. MacMartin Esdras J. Mas Julio A. Matul Stephen V. McCarron Joseph W. McDonald Samantha Neal Ashley E. Nesbit Frank O. Nile Reed J. Perkins Silvino F. Pojoy Ryan R. Rathburn Russell M. Rodrigue Mark R. Rousseau Michael D. Salley Zachary S. Schroder Kevin E. Shilko Diandra J. Staples Justin T. Stewart Jay S. Swazey Lauren C. Walsh Lohn Corey E. Ward Ryan R. Wilson Nikki M. Yawn Michelle S. Young n

2 Years

Sean P. Abramson David Adams John R. Adams Andrew J. Aldrich Scott W. Ames Nathan D. Baker Robert G. Baptiste Richard Bartucca Jr. Benjamin I. Beaulieu Roy H. Bolton III Charles D. Britt Charles Brown Darryl N. Brown Dakota W. Bryant

Robert D. Bunnitt Lee E. Burke Eben Campbell Joseph L. Campbell Eugene N. Carey Jr. Julie K. Carmody Frank P. Carter Nathan R. Carter Mary C. Casey Johnny Chae Patrick J. Chamberlain Nathan Chambers Scott Clark Jacob Cotnoir Christopher E. Crawley David Croteau Joshua S. Davis William G. Davis Michael Dill David K. Doherty Kelby Duplisea Brett A. Dyer Shane Federico Travis D. Fergola George H. Fetterman Cortney E. Flenke Aaron J. Fluellen Eric A. Fogg Jeffrey T. Fortier William Foster Gregory W. Gatchell Donna M. Gladu Brandon C. Glencross Eric Goodale Heather R. Goodridge Roman Gosselin Warren R. Gosselin Tyler Graves Jason Grover Daniel E. Guiliani Ross Hallowell Adam L. Harmon Christopher Harney Randall S. Harris Brandon J. Hartford Matthew Haskell Craig B. Hatch Michael T. Hathaway Peter Heartquist Christopher G. Hendl Brian K. Hilton Joshua Holston Jeffery Howe Timothy Irish Tyler J. Jacobs Joseph N. Jenness Quinton L. Johnson Ryan P. Keefe Robert King Jr. Jacob T. Knowles Jeremy Ladd John Lampinen Nathan M. Lancaster Amanda M. Laney Michael Lessard Norman A. Linnell Charles H. Longmuir Spencer Longmuir Scott Lowell Kendra R. Ludden Erik D. Maheu Nicole A. Malatesta Ronald Malonson Randall D. Marcotte Terry A. Martin Jeffrey J. Mason Douglas C. Maxellon Carl V. McAdam Andrew J. McClyman Cameron McLellan Robert L. McMullen Luke D. Michaud Patti L. Mikeska Jeremy R. Moody Daniel Mooney

Cameron D. Moore Jeremy Nadeau Matthew A. Novicki Dennis V. Ordway Dylan S. Osnoe Anthony J. Passmore Jack M. Patterson John Pearson Andrew Pelkey Nolan P. Pelkey Jacob R. Pelletier Bruce A. Perkins Samuel L. Petrie Jeffery R. Philbrook Henry Phillips Jr. Kyle Pike Frank E. Poirier III David J. Pomerleau Rachel Porter Danny E. Potter David D. Proulx Katie Pushard Jacob L. Ramp Kate C. Ransom James D. Reed II Emmett E. Reid Daniel R. Reuille Jason Richard Frances J. Riggs Albert Rowbotham Jr. Rudy Salazar Spencer W. Seiferth Christopher Simmons Bradley P. Smith Stephanie A. Spalding Kenneth N. Spears Gregory Startz II Logan L. Swallow Kevin J. Talley Paul Temple Bradley G. Therrien Matthew Therrien Dale L. Thompson Nikolaos Turnbull James F. Underwood David Vachon Tammy J. Vance Richard A. Viens Michael T. Warman Cheryl L. Waters Sarah H. Weeks James S. Wetherell Scott A. Wheeler Brandon D. Wilson Neil T. Wooley Andre M. Wright Ronald C. Wright Reginald T. Young Matthew R. Zilliox Andrew J. Zimmerman n

1 Year

Julio C. Arroyo Vili D. Ascencio Mitchell R. Ayres Jr. Russell A. Ballard Carlos Bauzo Gary R. Bell Miguel A. Benitez Andrew P. Bisol Rickey L. Bowman Mitchell Breault Sean M. Briggs Tyler J. Brougham Christian W. Bryant Craig V. Bussell Mark Carbone Rena P. Cater Edgar Chilel Richard A. Clark Michael J. Cromis Terrence M. Daigle Jr. Dan T. Davis Lizardo De La Cruz Peter Diamont

Pamela J. Dunphy Chad Edgett Amy L. Ellsworth Tyler R. Farmer Nathan P. Frazier Evgeni D. Georgiev Matthew P. Gerlach Delvin L. Gomez Scott C. Harmon John C. Harrell Lee E. Harris William Harvey Mario Hernandez-Patino LaTrice N. Hines Bruce W. Hughes Jr. Michael P. Isaacs Leonard Janssen Richard Jerome Eve E. Jordan Dillon T. Kern Brenda K. KidwellPetito Norman L. Lopes Alison A. MacKenzie Clay B. Maker Miguel Marquez Erik Mason Steve J. McManus Patrick K. McShane Sr. Kyle D. Mercer Jeffrey L. Mikula Elwood D. Moore Ryan M. Nadeau Robert D. Nickerson Walter J. Oakman Nilesh Patel Malcolm D. Patterson Francisco Pena Reyes Renee A. Perkins Jonathan P. Petrino Jordan Pomerleau Luke D. Pomerleau Matthew J. Pooler Gregory Powell Victor A. Quint Charles J. Rackley Gary Reighard Marcus P. Rench Joshua D. Ritter Eric J. Roberts Joshua M. Robinson Shane M. Ruddy Jason P. Ryan Eric K. Schindler Jr. Eric K. Schindler Brian J. Sebastyanski Nicole R. Setzer Edward Simpkins Robert C. Smothers John A. Stedman James W. Stills III Christy C. Stock Jacob D. Strausbaugh Glenn A. Sutton Nicholas A. Thomas Douglas C. Thompson Bryan G. Tibbatts Adam L. Towers Penny L. Townsend Chad VanInwagen Christopher A. Varnell David W. Waceke Chase A. Walther Kyle R. Wentworth Rosanne M. Wess Deon D. Wilson Lawrence B. Winkler Jr. Ryan L. Witham

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

39

Thinking about Retirement in the Next Few Years?

By Lauren Dow An understandable, year-by-year retirement income plan is essential for anyone within five years of retirement.

This plan establishes a framework for effectively managing your income and expenses throughout retirement. With a sound income plan in place, you’ll find it easier to develop an appropriate spending strategy and help reduce the possibility that you will outlive your savings. In addition, a retirement income plan can help you understand: n

•

The income you need to cover your monthly/annual expenses (whether from Social Security, retirement plan accounts, and/or personal savings).

•

How to manage the different types of income mentioned above to meet your immediate monthly expenses, as well as long-term needs.

done, you can contact one of the many Fidelity Investor Centers to make an appointment to have your plan done. This service is free to Cianbro Team Members and will become an invaluable part of your planning strategy. You can find the Investor Center nearest you by going online to www.Fidelity.com and clicking on Customer Service. Under “Contact Us,” you will find a link to “Find an Investor Center.” Fidelity is also available to come onsite if there are at least 10 team members willing to sign up to attend. You can contact human resources at (800) 315-2211, opt. 1, ext. 2241 to set up a day when we can offer this type of financial planning at your jobsite.

Review Your Income Plan – If you already have a retirement income plan, it’s a good idea to check the assumptions you made about your expenses and income. Here are some questions you may want to consider:

before, such as going to a COBRA policy? Or have you recently pur- chased long-term care insurance for which you will now have to pay premiums?

•

Is the current value of the investment account you intend to use for income close to the estimated value you used for planning purposes?

Should you note any significant differences between your current situation and your planning assumption, adjust your plan accordingly. Once you’ve made any necessary adjustments, revisit your income plan at least yearly to determine whether you’re still on track to meet your expenses.

Don’t wait…have your income plan done now. It’s very empowering to have a roadmap and to see the light at the end of the tunnel. If you find that you are falling short of what you need to have a comfortable retirement, you’ll have time to make larger contributions and make up the difference.

Food for Thought – Envision Your Retirement

Here are some websites that you can use to do a little fantasizing about the options available to you at retirement: http://money.cnn.com/best/bpretire/ This website allows you to enter a zip code in the greater U.S. and gives factual information about the economy, prices of housing, climate, and many other interesting details about the town/city

Want a snapshot of where you stand today? Use Online Financial

Tools at www.401k.com within your account to project retirement needs–it automatically populates your retirement plan information for quicker results!

•

Retirement Income Planner. This tool is for a team member nearing retire- ment who has a good handle on what their expenses will be in retirement and whether they are on track to retire.

• Income Simulator. This tool allows you to explore hypothetical “what if” scenarios to potentially improve your retirement planning strategy.

Have an Income Plan Done – If

you have never had an income plan 40

•

Have any of your assumptions about your retirement lifestyle changed since you developed them? For example, have you purchased or sold a house?

Do you now plan to take an annual cruise with your family?

•

If you plan to work part time during retirement, do you expect your actual employment income to match the esti- mate used in your planning?

• Have there been any changes in your health, or the health of your spouse, that could create significantly higher medical expenses than you anticipated?

• H as your medical insurance changed, forcing you to pay a greater percent- age of your medical expenses than

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

http://www.medicare.gov/MedicareEligibility/home.asp - Go to this website to learn everything you need to know about social security benefits and eligibility.

www.retireonyourterms.com Find out more about preparing for your retirement smartly. This site features information like: • Eight-Point Plan for Life-Long Financial Health • What is retirement income planning?

• How Social Security Affects Your Retirement Security

In addition to the above resources, don’t hesitate to contact Lauren Dow or Rachel Porter in corporate human resources for assistance. They can be reached at (800) 315-2211, opt. 1, ext.

2241 Dream a little…start planning now.

Eastern Maine Medical Center Modernization Project - A Successful Beginning n

By Alan Grover

The challenge for the Cianbro / Brasfield & Gorrie joint venture is to tear down certain buildings on the Eastern Maine Medical Center campus in Bangor and to erect a new state-of-the-art addition, all while allowing the hospital to deliver full service to the citizens of the area. Toward that end, the joint venture has completed their enabling scopes of work, made some revisions to the emergency department, created a new main entrance and temporary corridor for patients and staff, and have demolished the Stetson Building, portions of the Grant Building, as well as the structure that housed the former Cancer Care of Maine.

“It’s been a great team effort,” said Cianbro Project Manager Joe Campbell.

“It takes everybody to talk through the schedule, and logistically it’s really been a challenge. We’re limited on space. The hospital is fully operational. They have surgeries. They have patients in and out. They’re still operating at full capacity. It’s just been a huge challenge for us just to keep the hospital happy and to progress as well as we have to date.”

The team has had very limited laydown space to work with. Through the demolition process, team members gained some space, but that quickly disappeared once

pile driving and foundation work began. The solution: Coordinating deliveries, coordinating every aspect of the job to make sure that the team does not clog up access in and out of the site.

“The hospital has been great to work with,” said Joe. “They do like to be up to date on everything, any type of schedule impact. We are making a lot of noise.

We’re causing a lot of vibrations for them.

So, it’s keeping them up to speed daily on what activities are going on. It’s critical for their patient care, and they do want to be involved in a lot of the decisions that could potentially affect them.”

Now the priorities on the schedule are to drive pile adjacent to the existing medical center facility, drive shoring, and begin the excavation for the basement portion of the new addition.

“Right now, they’re using a vibratory hammer which is run by hydraulics, and they grab hold with jaws on top of the pile itself,” said Superintendent Steve Lavallee.

“It just vibrates the pile down to ledge. So, we’re going down about 22 to 30 feet before we hit ledge. At that point, we’ll grab the diesel hammer, and we seat them. It’s been six to eight blows. They’ll seat the pile into the ledge approximately six inches or so, and that’s the end of the process. So, the hospital is pretty happy, and it’s been great

for us as well. It’s a lot less noise.”

Joe adds, “The City of Bangor has an ordinance that noise beyond six o’clock isn’t allowed. So we have to do it during the day, during the hospital’s operational time frame, really. So we’re going to be going from seven o’clock to sundown, and we’re going to be going as fast as we can. And it’s just keeping the hospital up to speed on what we’re going to be doing. Because if there’s a reason why we can’t continue, if they need to stop us for any reason, there’s a chain of communication to shut us down.”

Despite the early challenges, the progress on the ground has been commendable, says Joe Campbell. The team has understood the problems ahead of them from the beginning of the project, and so far, they have come up with effective solutions.

“It’s been a great team atmosphere,” he said, “right from the joint venture – Brasfield & Gorrie and Cianbro – down to our subs.

It takes everybody to complete this project and to complete it safely. The Brasfield and Gorrie team has been great to work with. We’re getting subs on board. And it’s all about putting the right team together to make sure that this is a successful project for the hospital and for us.”

4 22,352 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

41

Massachusetts Dignitaries Celebrate with Citizens at new Bates Bridge Ribbon-Cutting n

By Alan Grover

After nearly a decade and a half of planning and more than three years of construction, the citizens of Haverhill and Groveland, Massachusetts turned out on September 20th, 2013, to welcome a sparkling new Cianbro-built bridge over the Merrimac River – the replacement for the century-old Bates Bridge which had reached its life-expectancy.

“There was an opening ceremony put on by the towns of Groveland and Haverhill to kind of kick off the opening of the new bridge,” said Cianbro Project Manager Aaron Cianchette. “It wasn’t the end of the project, but we put traffic on it, officially, for the first time. And the community had asked if they could use the bridge for a couple hours before we put traffic on, just to kind of celebrate the new part of the community.”

For weeks leading up to the ribbon-cutting, Cianbro team members had received friendly questions from people coming through town, wondering when the new bridge would open. Citizens were filled with anticipation to see the span in operation to relieve the congestion created by the old Bates Bridge. At last, Cianbro’s handling of extreme winter weather, big tidal currents, large crane picks and massive concrete pours had reached an end, and the result was pleasing to one and all.

42

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

“That first (Bates) bridge was built in 1916,” said Massachusetts Transportation Secretary Richard Davey at the podium in front of several hundred citizens who stood or sat on the new asphalt. “And I can’t tell you how many bridges and roads and other things, as I go around the state, that were built well before anyone in this audience was alive. Our grandparents, our great-grandparents, gave us infrastructure to improve the economy and to improve the quality of life in Massachusetts. And it is our time to invest in ourselves and embrace our generational responsibilities across the state.”

Groveland Selectman Joseph D’Amore used his time at the podium to thank the Cianbro team for all their hard work. “I’ve driven by this old bridge in all the months that this project has been going on, in all types of weather in all four seasons,” he said. “Sheets of ice I’ve seen dangling from the structures, and ice and snow and heavy rains. And in every single one of those experiences, the men from Cianbro were out here. They were dangling from structures.

They were welding in all types of weather. And there’s no bridge dedication that could be possible without thanking those men and women who are so dedicated and so professional to build us this beautiful bridge.”

Cianbro Superintendent Mark Nordgren said it felt good to see the finished product after three years of work. He gave all of the credit to the outstanding crew. “It’s been a good job,” he said. “Safety has been excellent. We didn’t have to preach. People just came to work, worked hard every day. Obviously, the company supported us well with the equipment group. We had a lot of barges, a couple cranes. And I think for the most part, everybody has enjoyed it.”

Since the ribbon-cutting, Cianbro’s team has been focusing on a new goal -- a whole new project is how they see it -- and that is the demolition of the old Bates Bridge. The team has an in-water work window that runs from the middle of November to the end of February. That’s the only time during the year that crews can disturb the river bottom, due to the migrations of the protected fish species, the long-nosed sturgeon. The job is scheduled for completion around the middle of June, 2014.

“The crew that’s here has been here for almost the whole job,” said Aaron Cianchette. “And I know that, with every right, they’re awfully proud of what they’ve done. I know these guys have a lot of ownership in this project.”

Pave Paws Wind Turbine Project at Cape Cod Air Force Base n

By Eve Jordan

Several Cianbro team members got to spend a few months on Cape Cod in the town of Bourne, Massachusetts this past summer.

The project called for erecting a pair of 1.6x General Electric wind turbines, including constructing the foundations, at the Cape Cod Air Force Base in Bourne.

The spread footing foundations, which consisted of nearly 1,000 cubic yards of concrete, 40 tons of rebar, and over 285 anchor bolts, were constructed by team members Kevin Curry, Chris Downs, Shawn Lambert, Mike MacVane, and Jeremy Whitney. The crew was led by Civil Foreman Ben Blodgett. This phase of the project was completed safely and under budget. A special thanks to the Bates Bridge civil crew (Jon Correia, Sean Lyons, Nick Martin, Mark Nordgren, Kevin Pond, Jason Rourke, Spencer Seiferth, and Mark Whitley) for their help on the two placement days.

Erecting the 260 foot tall towers was a task completed safely and ahead of schedule by team members Kevin Curry, Chris Downs, Shawn Duran, Alvin Fluellen, Greg Gatchell, Gary Guindon, Paul Holmquist, Ben Jasud, Darren Pelletier, Gibby Rossignol, and John Rossignol. The crew was led by Ironworker General Foreman Craig Holmquist. Team member Trent Clukey helped to erect and maintain Cianbro’s 16000 crane. One of the project’s biggest challenges resulted from the inability to walk the crane from one tower site to the next. The crew successfully faced this challenge and was able to break down, move, and erect the crane in the new location within five days. The installation of these two towers provided 3.2 MW of power and increased the number of wind towers on the base to four. This will help to reduce the base’s electricity cost by $600,000 per year.

The project management team, comprised of Project Manager Chad Allen, Site Supervisor Kyle Pellerin, Project Engineers Brad Grillo and Eve Jordan, and Safety Supervisor Mike Franck, is especially thankful to the crew for working safely while maintaining a high level of productivity and quality.

4 6,632 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

43

CIANBRO

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

An Equal Opportunity Employer

Corporate Office, Northern New England Region, Fabrication & Coating Facility P.O. Box 1000 Pittsfield, ME 04967 Phone (207) 487-3311 Fax (207) 679-2465 Southern New England Region 40 East Dudley Town Road Bloomfield, CT 06002 Phone (860) 286-3000 Fax (860) 242-6276 Mid-Atlantic Region, Fabrication Facility 605 Pittman Road Baltimore, MD 21226 Phone (410) 636-3000 Fax (410) 636-3111

Chatter Editor – Alan Grover Chatter Team – Nick Arena, Bonnie Brown, Julie Carmody, Kris Chipman, Dan Coffey, Stephanie Cote, Rebecca Daly, Vanessa Davis, Lauren Dow, Michelle Godsoe, Charles Hall, Jessica Kandel, Sarah Nelson, Kyle Pellerin, Andrea Pelletier, Russ Rodrigue, Diandra Staples, Lesli Swieczkowski, Jeffrey Towle Contributing Writers – Penny-Lynn Abbott, Richard Bartucca, Bruce Brown, Dan Butler, Chih Chen, Mac Cianchette, Eve Jordan, Michael McGeady, John Merrill, Anthony Passmore, Joanna Pyun, Jon Sacks, David Schill, Ernie Selberg, Nicole Setzer, Brayden Sheive, Jim Theriault, Chris Varnell, Travis Watson Photographers Special Thanks – Shawna McKenney and Dan Musselwhite Design – Jean Cousins n

n Feedback:

D TO A N

SINCE 1949

I

J U R Y-

C

A TE

FR

IC

N

E DED

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

ORKPL EE W A

www.cianbro.com

Mid-Atlantic Region

C&O Canal Towpath Project of the Year Williamsport, Maryland

Photo by Alan Grover

Northern New England Region

Bates Bridge Replacement, Groveland & Haverhill, Massachusetts

Photo by Alan Grover

Southern New England Region Green Mountain Power Demolition Project Proctor, Vermont

Photo by Dan Musselwhite