Cianbro Chatter - Spring/Summer 2017 by Cianbro Corporation

COVER STORY: PAGE 22

IN THIS ISSUE:

IDEXX: Cianbro Upgrades Lab PAGE 3

Rescuing Old 470 PAGE 4

The Wharf Recreation Pier PAGE 10

Imerys Talc Genesis Project PAGE 26

Chairman’s Message - Reflections For 47 years, I have had the privilege of being part of the Cianbro team. Over those years, I have taken the time to reflect on our company, to recognize the challenges we’ve faced, and to appreciate the accomplishments that we have achieved. Looking back and thinking ahead, it is clear that our people have never stopped focusing on the future while learning from past experiences that have resulted in an improved organization. My reflections reveal to me that Cianbro’s team members have never failed to embrace and support the effort to overcome any challenge that is in front of them, all while they look for creative ways to improve. I often look back in five or ten year increments and reflect on the measurable outcomes – whether in the area of safety, wellness, employee ownership, workforce development, building a very complex and difficult project or modifying the way Cianbro does business – and a particular fact always stands out. The people in our organization demonstrate evPete Vigue ery day that they are leaders and are not timid about taking on challenges. I couldn’t be more proud of the Cianbro team! Beyond that, my reflections also reveal the fact that in the areas of safety, wellness, employee ownership and workforce development, Cianbro has shared our experiences and knowledge with other companies and organizations, and even with our competitors. At Cianbro, it’s our responsibility to improve, and we are not selfish about sharing our innovations, abilities, and even our resources in a variety of ways in order to support improvements within our company, our industry, and our community. These efforts give me a great deal of pride as a leader at Cianbro, and are a significant part of this company’s culture. It’s the way we do business. It’s an integral part of our Success Story, and I’m confident that it will be the way we do business in the future. And so with these reflections in mind, I have a request for the people in this organization, for veterans and newcomers alike. Take the time to reflect, as I have, upon the challenges and achievements that have brought our company to the pinnacle where we find ourselves today. Take the time to recognize that Cianbro’s team spirit plays a tremendous role in our success, and therefore – maintain your ongoing support of one another and perpetuate the value of the team, so that our organization will advance and improve toward greater successes and uniqueness among companies. After nearly 70 years operating as a company, be assured that the years ahead will have challenges and difficulties for Cianbro that will require your collaboration, experience, good thinking, and a “never quit” attitude in order to achieve continued success. Applying all of the lessons learned in prior years, plus new lessons, will be necessary to persevere. In many ways, Cianbro is a non-traditional business with a culture, ownership structure, core beliefs and values not often seen in the construction industry. This vision and these behaviors will continue to drive our company. I remember many times in Cianbro’s history when people looked at our team and told us that our particular goals of the moment “couldn’t be done.” Still, we did them anyway. We routinely look at difficult challenges as a team and realize that these obstacles are opportunities disguised as problems. By viewing problems in such a way, we gain the strength and conviction to get the job done. I believe that the general mindset in our company is that we can take on significant challenges and always emerge successfully. It’s a perspective that has become part of our culture, one day at a time, one project at a time, one year at a time. So, take the time to look back through your own memories and future hopes, and remember how we got to where we are today – and what it will take to be successful in the future. In my case, it is one of the most significant lessons for gaining insights that I have learned as a person representing our company. Thank you for working safely, for your continued commitment, and for your hard work! 2

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ME 11 6 2 8

VT 5

NH MA

NJ MD

Atlantic Ocean

VA PROJECT MAP NUMBER 1 2 3 4 5 6 7 8 9 10 11

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IDEXX Maryland Lab........................... 3 Rescuing Historic Locomotive............. 4 The Wharf Recreation Pier................ 10 Sarah Mildred Long Bridge................ 24 Imerys Talc Genesis Project.............. 26 Eastern Maine Medical Center.......... 29 GE Essex Statcom............................ 30 Oxford Casino Hotel.......................... 32 Dominion Millstone............................ 33 Natural Gas Pump Stations .............. 35 Emera Energized Structures............. 42

OF INTEREST

Chairman’s Message.................................2 Leveraging “Failure Demand”....................7 OG&C Pipe Mock-up.................................8 Lean Thinking in HR..................................9 Cianbro Institute Milestones....................12 Retirement Planning: Mutual Funds........18 New Cianbro Institute Facility..................19 Cianbro and the Schools.........................20 New Wellness Center..............................21 Training: Part of Being Cianbro...............22 Safety Specialist Training........................25 QAQC: Certification vs. Qualification......28 OG&C Continuous Improvement.............34 IT Lessons: Anti-Hacking Safeguards.....36 In Memoriam......................................37,41 Anniversaries...........................................38 Craft Champs Honored in D.C................43

IDEXX: Cianbro Upgrades a Maryland Lab that Caters to Patients from the Animal Kingdom Building Market n

By Haley Hunt Griffin and Bob Greene

In November of 2016, Cianbro began the design-build renovation of the IDEXX Laboratories facility in Glen Burnie, Maryland. IDEXX is a global leader in the health and well-being of pets and livestock, and is expanding the 24/7 operational facility to accommodate an increased demand for veterinary diagnostic products and laboratory consulting services. Cianbro has partnered with Stantec on this project, leveraging Stantec’s global expertise in laboratory design to gain quality architectural and engineering services onsite. Meanwhile, Cianbro brings to the jobsite many years of experience constructing and renovating laboratories for various customers, managing multi-phase projects, and performing in occupied and highly controlled environments. Working closely with the design team and IDEXX during the preconstruction phase, Cianbro developed a multi-phased construction sequence to minimize the disruption of laboratory operations. The Cianbro team isolates work areas by utilizing temporary barriers and controls in order to ensure the integrity of the laboratory environment during construction. Accomplishing these transitions between phases requires close coordination and communication between Cianbro and IDEXX. “The client is very happy with our work,” said Cianbro Project Manager Brian Larsen. “We have been working closely with them on a daily basis so that we bring very few interruptions to their operation.” One challenge the project team has worked through is an upgrade of the electrical service to the lab, made necessary by additional equipment. To ensure safety, Cianbro implemented a “Zero Energy” approach and scheduled

a brief shutdown of the entire facilty. The project team worked closely with IDEXX and the local utility provider to perform the upgrade during off-hours, thus minimizing the interruption of laboratory operations. Throughout renovations, the Cianbro team has maintained a Can Do spirit. “Morale has been great among all team members involved,” said Brian. “During

ment plan and a better outcome for the animal. Improved therapies for animals, as with humans, have driven the need for new technology and a faster turnaround of services. Specialized treatments, testing, and overall veterinary care is growing rapidly and the quality is improving. As Larsen puts it, “There is as much demand for the therapeutic testing of animals, as there is for humans.”

“Throughout renovations, the Cianbro team has maintained a Can Do spirit. Morale has been great among all team members involved. During renovations, conditions change hourly and everyone is adapting to them while keeping a good attitude.” renovations, conditions change hourly and everyone is adapting to them while keeping a good attitude.” The Glen Burnie project is in response to exceptional growth in the demand for IDEXX’s 24/7 diagnostic reference laboratory and consulting services among the area’s veterinary clinics and practices. Regional clinics send their samples to the Glen Burnie laboratory for an accurate diagnosis of an animal’s medical issues, thereby enabling the veterinarian to develop a proper treat-

IDEXX plans to hire additional laboratory technicians from the Glen Burnie community to support the added growth. The Cianbro team is excited to be working on the project. “We are most enthusiastic about providing the client with a finished product that they are happy with,” said Brian, “and providing them with the new space and technology they need to meet the demand of their growing business.” 4 924 Project Safe Hours

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Rescuing Old 470:

Cianbro Helps to Acquire and Move a Historic Locomotive n

By Leverett Fernald

I am a Cianbro machinist who works at the Equipment Group in Pittsfield, Maine and have been with the company for 17 years. I am also involved with Downeast Scenic Railroad which operates a tourist train out of Ellsworth. Most recently, I have joined New England Steam Corp., a volunteer organization formed to acquire the former Maine Central Railroad steam locomotive 470 from the City of Waterville and restore it to operational condition. In August of 2016, Cianbro was involved with the move of 470 from Waterville to a place called Washington Junction, located in the Town of Hancock. This

was a significant step at the beginning of the restoration of a significant part of Maine’s railroad history. Locomotive 470 is a Pacific class steam locomotive, the last one to operate on the Maine Central Railroad. The class was determined by the locomotive’s wheel arrangement. 470’s wheel arrangement is a 4-6-2. That means the locomotive possessed a four-wheel lead truck, six drivers, and a two-wheel trailing truck. The name “Pacific” was given because the Missouri Pacific was the first railroad company to order this type of locomotive. 470 was one of five heavy Pacific class locomotives rostered by the Maine Central. They were designed to haul the heavy through-

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passenger trains of the day. Engines 469 and 470 were purchased new in 1924 and were the last new engines of this class to be purchased. They were obtained to haul The Gull and The Bar Harbor Express, respectively. In the waning years of steam, 469 and 470 were assigned to the Rockland branch, and were eventually retired when diesel locomotives replaced them. In 1954, a final-run ceremony was planned to mark the end of steam power on the Maine Central. It ran on June 13th, and was well-documented and well-patronized. Soon after, Engine 470 was placed on display in front of the Waterville passenger station and was later moved to College Avenue where it had been since 1970. Maine Central gave 470 to the City of Waterville in 1962 during the Railroad’s 100th anniversary. In subsequent years, 470 had been exposed to the harsh Maine climate and to vandalism, all of which took a heavy toll on the old locomotive. Other than a paint job and asbestos abatement completed in the early 1980s, very little maintenance had been earmarked for 470. Then in 2012, The City of Waterville decided to put the locomotive out to bid for either private restoration funds, or removal – this after a failed attempt to raise money for a cosmetic restoration. The options included scrapping, as the City’s insurance carrier deemed the locomotive unsafe and municipal officials knew they had to deal with the issue. It was during this time that New England Steam was formed so that the new organization could be one of the bidders for 470. There were five other bidders for the locomotive, from as near as Massachusetts to as far away as Ohio. New England Steam was the only group that wanted to keep 470 in Maine.

In February of 2013, the City allowed members of New England Steam to inspect the boiler and machinery of 470, and the examination revealed a locomotive that was in better condition than anticipated. Still, there were no illusions about the daunting scope of the project. We Mainers also knew that unless we intervened, the locomotive was probably going away, and none of us wanted to see that. The next step was a long negotiating process with the City of Waterville on how to acquire 470. Since the locomotive was City property, it could not be sold without public approval nor without the permission of the city council. The effort to purchase the old engine required three public readings at three council meetings, with the mayor breaking a tie twice to get approval for the sale. According to the agreement, we had to raise $25,000 within two years to buy the locomotive. Also, we had to show that we had the means to move 470 within three years – otherwise, we could not obtain a Bill of Sale. We signed the agreement with the City in December of 2013, and the clock was now ticking. Soon, I met with CEO Pete Vigue, Senior Vice President Mac Cianchette, and Vice President of Equipment George Bell at Cianbro to see what the company might be willing to do to assist with the move of 470. With their approval, I then met with Senior Design Engineer Joe Foley to begin forging a plan for lifting and moving the locomotive. I will also mention that Cianbro was the first company to step up with a significant donation toward the purchase price. At about this time, I had been meeting with Rick Bryan, owner of Casco Bay Trucking to do the heavy hauling. The other organization I work with, Downeast Scenic Railroad, had used Rick’s services several times to move some of their locomotives and passenger cars. During the year before the operation, Joe and I met several times to come up with the most practical and cost effective way to transport the heavy locomotive. Those of us who looked at the task agreed that the tender would be the easy part of the move and the locomo-

tive would be the challenging part. We decided to weigh the locomotive in order to determine exactly what kind of weight we were dealing with. Led by Joe Foley and assisted by Dave Lewis and Pete Smedberg of the Equipment Group, we gathered up hydraulic jack equipment supplied by Cianbro’s small

tools department and proceeded to weigh the steam engine. We concluded that the locomotive weighed about 115 tons, not counting the lead and trailing truck. With the weight now recorded, we quickly decided that the boiler would have to be separated from the locomotive’s frame for the move. We met again with Rick Bryan in November of 2015 once the weight of the separate boiler and frame was recalculated. The plan for moving the locomotive was agreed upon and a contract was in place very quickly, a full month ahead of the December deadline for finalizing moving contracts

so that the sale could be completed with the City of Waterville. For the lift, we settled on Keeley Crane and met with company president Jim Keeley shortly after deciding to remove the locomotive’s boiler. Jim figured it was best to do a two-crane pick, using two of his 275 Groves for the job. Once we had decided on how the move would occur, we knew we had to get busy removing all the fitted bolts that held 470’s boiler to the frame. We began this job in December of 2015, starting with the 48 bolts in the smokebox. These bolts were 1-1/8 by about six inches long. To remove them, I made a drill jig that threaded on over the bolt and had a half inch hole through it. Next, we used a half inch drill motor and a half inch split point, 12 inch long bit. We had to drill from the bottom up, which isn’t easy. After drilling a pilot hole through the bolt, we cut the head of the bolt with a torch, then sliced through the side of the bolt to relieve it. At that point, the bolt would drive out fairly easily. We employed this method on the front and back row of bolts. On the side rows, we used a mag drill to drill from the inside out. This operation took us well into March. After all of the smokebox bolts were removed, there were another 36 bolts to tackle. These were located in the first waist bearer sheet and in the two furnace bearer sheets. These bolts came out easily compared to the smokebox bolts. New England Steam members participating in the move preparations included Richard Glueck, president; Jason Lamontangue, board member;

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Ron Jenkins, member; Al Jenkins, member; Myron Moody, member; Clayton Newall, member, Bob Dewachter, board member; Paul VanSteenberghe, board member; and Peter Violette, board member. The day for the big move came on Monday, August 8, 2016. Cianbro crews arrived at six o’clock a.m. in Waterville. Soon, Rick Bryan’s trucks and crew showed up along with Keeley’s equipment. Trent Clukey and Joe Foley led the rigging of the boiler, followed by the frame and then the tender. Dave Lewis brought a boom truck to assist with all the required small picks. Retired Cianbro employees Allan Rollins and Paul Magoon were on hand to assist. The boiler was in the air and loaded first and was en route by early afternoon. The frame was loaded by mid-afternoon. The next day the lead truck, trailing truck and ash pan were loaded. Next came the tender and the tender trucks. By early afternoon, Cianbro drivers Doug Timms and Jay Oakman had the tender and

trucks en route. By late afternoon the locomotive frame, which included the cylinders and drivers were all en route to Washington Junction. Toward the end of the day on Tuesday, the crane, tender and frame had arrived at Washington Junction. One crane had set up for unloading the tender trucks and tender. The trucks were unloaded that evening. The next day, Wednesday the 10th of August, the tender was placed onto its trucks and was moved on its own wheels by a Downeast Scenic Railroad locomotive. This was the first time the tender had moved on its own wheels since 1970. By mid-afternoon, both cranes were in position to unload the locomotive frame. By about four p.m., everything was unloaded and the crews had left. All in all, the move went very well. The best part was that there were no injuries.

The next phase for New England Steam is the construction of a building

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for 470 and the construction of a pit with a drop table so that the large drive wheels may be removed, and to allow for inspection underneath the locomotive. Also in 2017, the disassembly of the tender will begin and plans will be drawn up for the total replacement of the coal bunker and cistern which have deteriorated beyond repair. Cianbro Fabrication and Coating Corporation is prepared to build new components once funding is in place. The ultimate plan for 470 is to restore it to operating condition and use it to haul tourist trains on the Downeast Scenic Railroad. The length of time to reach this goal, of course, will depend on how quickly the funds are raised, but the dream could be realized in as little as five years or less. The officers of New England Steam cannot overstate the importance of Cianbro’s role in the acquisition of locomotive 470. Without the company’s help, the acquisition of 470 would probably never have happened.

Leveraging “Failure Demand” at Cianbro Blue Future n

By Megan Hart

Cianbro dove into Lean learning in 2016 with great passion. Lean thinkers never take the current state for granted. We have all heard the expression my glass is half full or my glass is half empty. A Lean thinker would ask why is your glass twice as big as it should be? Cianbro has the opportunity to utilize a Lean concept, called Failure Demand, to reach our goal of increasing revenue while maintaining overhead. Lean thinkers ask many questions when looking at processes. The first question is usually around how much time is spent dealing with problems that arise because the process itself is broken. Most of the time the answer is: A lot! Many times those problems amount to Failure Demand. There are two kinds of demand on anybody’s time. There is Value Demand which produces value for the customer. An example of Value Demand would be: Paying your team members. The second type of demand on a person’s time is Failure Demand, which is work caused by a failure to do something, or by doing something incorrectly. An example of Failure Demand would be: Generating make up pay because someone was left off the payroll (failure to do something). When looking at back office processes, Failure Demand can account for about 80 percent of a team member’s time. This only allows 20 percent of a team member’s time to focus on those tasks that add value to customers! If an organization can eliminate the Failure Demands, team members can then focus their saved time on processes that add value to customers. An extremely important concept to keep in mind while identifying and solving Failure Demand situations is to look first at the process and not at the person. For example, what process failed which caused a particular team member to omit

performing a key task? This approach will provide a more inviting and encouraging environment, not to mention that Lean concepts are based on maintaining trust between people and treating others with respect. Approaching Failure Demand by focusing on the process and not the person will yield desirable results throughout the organization. Another essential concept when analyzing Failure Demands involves providing a “safe to fail” environment. By allowing team members to fail during the exploration and rectifying of Failure Demand situations, the organization essentially encourages and promotes others to identify and fix areas where Failure Demand is occurring. People will be more willing to speak up and identify Failure Demand if they know they have support to experiment

without facing reprimands. Meanwhile, success in eliminating Failure Demands will encourage people to share their victories, which will inspire others to jump on board and drive change within their work areas. Team members should also be mindful that they don’t create a new process to make a Failure Demand task more efficient. The ultimate goal is to eliminate Failure Demand all together. Since Failure Demand occurs because a process is broken, Lean thinkers want to get to the source of the problem and adjust the process, thus eliminating the Failure Demand action completely. By eliminating Failure Demand, the organization is freeing team members to work toward meeting – or possibly exceeding – performance goals without the interruptions of “exceptions.”

CASE IN POINT: A Failure Demand Phone Call to an Insurance Company

• John forgot his insurance website password (source) • John tried using the website’s “forgot password function” (Failure Demand) but it didn’t work (source)

• John had to call the insurance customer service line (Failure Demand) • John called the wrong line (source) and needed to be transferred (Failure Demand) • Call drops! (source) • John had to call back (Failure Demand) • The insurance agent mistypes John’s driver’s license number into

the system (source), and the license number is required to reset the password

• Customer service cannot change the license number back without an agent on the line (source)

• Customer service has to track down an agent (Failure Demand) *This takes 10 min

• Agent gets on the line and sets the temporary password for John (Failure Demand)

• John can now access the website and reset his password

IMPACT: Total process took 1 hour and 18 minutes!

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OG&C and Cianbro Institute Collaborate to Create 42-Inch Pipe Mock-Up Cianbro Institute n

By Jim Theriault

At the end of 2016, the Cianbro Institute was approached by Bruce Brown, vice president of Cianbro’s Oil, Gas & Chemical Market (OG&C), to assist with the design, development and delivery of a 42-inch pipe installation training program. The effort was in preparation for two specific gas compressor station projects in Pennsylvania. As in the past, and with specific installation requirements in hand, Cianbro Craft Training Manager Tony Ayotte and Welding Training Coordinator Justin Desrosiers created a pipe mock-up to be installed at the Ricker’s Weld Test Shop in Portland. Bruce Brown and members of his team – Steve Dube, Jeremy Mace, and MockUp Instructor Jon Collins – coordinated with the Institute and developed a living laboratory (mock-up) around the three primary pipe placement scenarios that the project members would experience on the job. They are: • 5G Placement (Horizontal Pipe Position/Vertical Weld) • 2G Placement (Vertical Pipe Position/Horizontal Weld) • 6G Placement (45 Degree Position & Weld)

The educational program which the team developed was very similar to the Job Instruction Method outlined in the book Toyota Talent. Coincidentally, the steps outlined within the Job Instruction Method (Prepare the Student; Present/ Demonstrate Operation/Task; Have Student Perform Hands-On: and FollowUp Lessons Learned) are intrinsically ingrained within the Institute’s effective NCCER Craft/Apprenticeship Training Programs and therefore this instructional method was not foreign to the instructional team. What was new, was the conscious approach towards answering 8

and documenting three critical (Lean Focused) questions. At the end of each day, students and instructors involved with the mock-up were asked to reflect upon and document the following. • What did you learn? • What did you improve? • What future opportunities should we consider and share?

Justin Desrosiers commenting on this approach said, “Documenting what we learned will allow us to avoid the ‘learning on the job’ syndrome. To give a specific example of avoiding re-work on this very large pipe, we learned

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that the potential for failure on the first few welds may have occurred because we did not flush out the pipe before completing our cover pass. Learning this in the weld shop to assure quality in the field is why we invest in and do mock-ups. We also know that when we succeed on this project, similar types of quality work may come Cianbro’s way.” Mechanical General Foreman and Mock-Up Instructor Jon Collins added, “Agreeing upon the steps required; the means and methods of each step, and the correct order to instruct these steps is critical to all we do. The lessons we learned and recorded will be shared with anyone involved with this project. When the real project moves forward with construction, learning will continue.” All involved with this educational initiative (students, instructors, management and support teams) were committed to the success of the mock-up and will undoubtedly be proponents of similar continuous improvement learning efforts in the future. Knowledge acquired and recorded in the 42-Inch Mock-Up living laboratory will provide a valued ‘head-start’ and clear path forward for the project teams. Learning, improving and sharing successful work methods must be at the core of all we do.

Lean Thinking in Human Resources Lean n

By Andrea Pelletier

Your Job = Do Your Job + Improve Your Job

This Lean way of thinking has been spreading across Cianbro since the beginning of 2016, when company leaders introduced the Lean concepts to the team. Many departments and business units have adopted the “do your job, improve your job” behavioral change and have made great strides toward process efficiencies and productivity. Every day, Cianbro looks at the tasks that the company performs and asks if there is an easier or more efficient way to complete those tasks. Even if it is just a small change that the team can make, eventually all of the small changes add up to give team members more time to get other tasks done. Lean Principles

When the Lean principles were rolled out to the company, the Corporate Human Resources Department jumped on board and started looking at their departmental work to see if there were any pieces that could be eliminated or streamlined. Team members began to document their individual improvements, big or small, on Kaizen cards. Three questions are asked, “What problem do I have?” “What change did I make?” “How did it get better?” These Kaizen cards are then shared among the team to inspire other team members to look at their work and perhaps spark new ideas of improvements that could be made to other processes. Results

The department has seen many efficiencies made in the last 18 months. One noteworthy change that has had a positive effect on team members across the company is HR’s proposed wage change process. By using an approach called time value analysis, Cianbro HR was

Many departments and business units have adopted the “do your job, improve your job” behavioral change and have made great strides toward process efficiencies and productivity. able to identify the points in the process that were not providing value. These steps were either changed or eliminated. The result: We now have a process that has been shortened by 75 percent. Another success story is the elimination of batch work. Historically, information would be sent to Corporate Human Resources where it would be entered in batches. Not only was this process time consuming, but often the team would have to chase down the originator with questions, which only added to the processing time. The team identified that it would be more efficient to give the operational human resources’ teams the ability to enter these changes directly. This not only became a more efficient means of data entry, it also eliminated waiting time and allowed the team to have immediate access to the data that they need to do their jobs.

Failure Demand

The Human Resources team is responsible for a number of compliance related items. Therefore, the team spends a significant amount of time auditing data to ensure it is accurate and that systems are operating as expected. Most of this work can be classified in a Lean term called Failure Demand (see page 7). Failure Demand is work that is caused by a failure to do something, or by doing something incorrectly. The Corporate HR Team has been examining auditing processes in order to understand the intent of particular audits. Is the audit truly necessary? Is there a way to prevent error(s) from happening in the first place? Taking the time to apply the concepts of Failure Demand by studying pertinent processes, HR has eliminated some audits completely while enhancing portions of others. These are just a few of the overall changes that the Human Resources Department has developed under the guidance of Lean principles. Our Lean journey is just beginning. Corporate HR will continue to embrace a continuous improvement environment and will encourage others to do the same. Remember, don’t let perfect get in the way of good.

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BIRTH OF A NEW D.C. LANDMARK

The Wharf Recreation Pier

Infrastructure Market n

By Alan Grover

Between 2014 and 2016, Cianbro crews built a series of piers in Washington, D.C. – four in all – as part of the landmark waterfront revitalization project along the Potomac River, known as “The Wharf.” The first phase of the massive project is scheduled for completion in mid-October of 2017, including the fifth pier entrusted to Cianbro builders. This is the “Recreation Pier,” a structure that is being billed by knowledgeable observers as a future icon of the nation’s capital. When completed, the pier will essentially form a continuation of a nearby park, thus becoming a public space that flows right out onto the water. “The Rec Pier is definitely unique, with 98 pile, and every pile has different spacing in between them,” said Cianbro Project Manager Gabe Sloane. “All 35 of the precast caps that had to get set are unique, along with the 92 panels on top. There are no two pieces of this pier that are alike. So it definitely takes a lot of planning, a lot of detail, and a lot of focus to be able to construct something like this. It’s almost like building a piano out on the water, and there are definitely some really tough details, but nothing that we can’t tackle and come out with a success on the other side.” According to Project Engineer Mack Susi, the difficulties of installing not only the pile but the precast panels have made the job exciting for the Cianbro team. “When we first looked at the project, it was clear that the pile spacing was unique,” said Mack. “A lot of people couldn’t figure out how this was going to get built. We had a lot of people from ownership and the land-side contractors asking us, ‘how are you guys building 10

this?’ It’s a unique aspect, with unique pile spacing on it for each bend. The elevations change constantly throughout. I think that’s why we were chosen for this work. Our surveyor, Malcolm Patterson, did a fantastic job laying out each bent, each cap, and each slab as they’ve been installed. He’s one of the key reasons why this pier is in the right spot, in the right location, and looks the way it does. It’s just a very interesting pier and excit-

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ing to build.” Another feather in Cianbro’s cap is that the structure of the Rec Pier isn’t all that the company will be constructing. The Wharf’s developers have also contracted Cianbro to build all of the architectural details that will be installed on top of the pier. That includes 55,000 linear feet of timber decking with some high-end handrail, a kiosk, a canopy structure, a steel fire sculpture, and a

kayak launch. Meanwhile, Cianbro’s fabrication facility in Georgetown, Massachusetts is building a shade structure for the pier. “The shade structure is going on the top deck, closest to the land side,” said Mack. “There’s going to be a kiosk beneath it for future tenant use, as well as a kayak launch/floating dock at the end of the pier. That way kayakers can come tie up their kayaks and launch from this facility. Lastly, there will be a stainless steel sculpture at the end of the pier, representing a flame. It’ll be very unique, and the ownership is very excited about it. There will also be swings that the public can ride.ˮ Once the Rec Pier and the rest of Phase One is christened with a ribboncutting ceremony in October, the developers will focus their attention on Phase Two of the project. That will begin in early spring of 2018 and wrap-up in 2021. Phase Two includes all new king pile wall throughout the bulkhead, two fixed piers, a floating building, and floating docks.

“The Rec Pier was originally supposed to be part of Phase Two,” said Gabe, “And the ownership team realized that with new hotels and condo buildings opening up, the last thing anybody wanted was to look out their window and see a pile driving operation and a pier being built. So, they thought it would be a good idea to fast-track the project, put it on the end of Phase One, and try to get the work done before grand opening. Like always, Cianbro is up to the challenge of a fast-paced project – a little bit complex – and we thought: ‘Let’s help them get it done.’” Many of the men and women on Cianbro’s Rec Pier crew have been on the job since The Wharf project began back in 2014. The team knows that this particular pier will be unlike anything else that Cianbro has ever built. Mack

Susi believes the unique nature of the new pier has added to the crew’s desire to exceed and excel. “They’ve done a great job in order for us to secure this work,” said Mack. “They’ve done a fantastic job in their work ethic, their pride, and in the quality of the finished product.” Gabe Sloane echoed that sentiment. “We preach teamwork here, and I think it shows that we have an outstanding team, and the owner sees it. Whether it’s at The Wharf or at any other project, they recognize the value of our team, and our skilled workforce, and our ability to complete the complex projects in a tight time-frame. I think time and time again; they’re going to want us to do these complex jobs for them.” 4 92,443 Project Safe Hours

“...they thought it would be a good idea to fast-track the project, put it on the end of Phase One, and try to get the work done before grand opening. Like always, Cianbro is up to the challenge of a fast-paced project – a little bit complex – and we thought: ‘Let’s help them get it done.’”

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Milestones in the Development of the Cianbro Institute Cianbro Institute n

By Jon Sacks

Remember the Eighties

Since the days the organization was founded, Cianbro quickly developed a culture that included expanding the company’s resume and developing people. The learning was all on-the-job during this early period. Some formal classes were offered to team members to support specific projects as Cianbro’s jobs became more complex and

industry requirements evolved. By the late 1970s and early 1980s, Cianbro was in the midst of real growth. The company began to diversify its construction services and built hydroelectric dams, power stations, and entered the paper mill industry. This diversification quickly established the company in all of the mechanical and piping process systems, in addition to the already well established civil skills that Cianbro possessed. Over the decade of the Eighties, the company continued to expand into other markets and geographies: hydroelectric dams in New York, wastewater and bridge projects in the Mid-Atlantic region, and heavy highway jobs as far south as Florida. In response to the need for increasingly sophisticated skills, Cianbro formed a corporate workforce development department and established programs and classes that included supervisor instruction; blueprint reading; work packaging; millwright, rigging, pipefitting, welding, and electrical techniques; construction math; as well as the continuation of safety and management instruction. These programs were developed

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in-house and were delivered during nights and weekends on the jobsites and at Cianbro’s Pittsfield facility. Programming became more advanced, scale models of the projects were built, including a steel and concrete bridge and various components of the pulp and paper-making process with accompanying blueprints to simulate the work. The team also built a working scale model of a crane, which was used to teach rigging classes and specifically designed to tip over if overloaded. External partnerships began to be formed; supervisors now had the opportunity to participate in the Associated General Contractors’ (AGC) Supervisory Training Program (STP). After years of rapid growth and expansion at Cianbro, the national economic recession set in and forced company leaders to downsize its overhead and narrow its geographical footprint. It was at this time that the company began to focus fully on work opportunities in the Northeast and Mid-Atlantic states. Once work began to increase again, many of Cianbro’s full-time instructors were transferred to operational functions and the company focused on managing its increasing portfolio of projects. Welding and safety instruction continued during this time. Equipment and rigging programs were developed and Dale Carnegie classes began for those in project management positions. To fund the educational efforts, the direct cost associated with instruction were borne by each of the projects. Project managers were responsible for the ongoing development of their team members based on their project needs. Here Come the Nineties

In the early 1990s, Cianbro transitioned to a regional management structure. The organization established the Northern New England (NNE), Southern New England (SNE), and Mid-Atlantic (MAR) Regions to service

construction projects with local teams that could become part of the communities in which they worked. The strategy was to develop a diversified portfolio of work within a 150-mile radius of the regional offices. Each region had an area manager, human resources manager and safety manager. The Corporate Office’s departments, the Equipment group, and the Fabrication/Paint shops in Pittsfield provided support for the regions. Each region was tasked with building their business and developing a local workforce while supporting their business partners up and down the East Coast. It was in 1995 when Cianbro earned the opportunity to rebuild a paper machine and upgrade all of the paper making processes for International Paper in Jay, Maine. Managed by the NNE Region, the job known as the Phoenix project was the biggest mechanical project to date for the company. Hundreds of new team members were hired and trained to establish a workforce that was more than 1,500 strong on this project alone. The company established a project-based craft development program that included welding, pipefitting, and millwrighting development. The demand for skilled craftspeople was so great that the company hired the entire welding class out of Eastern Maine Technical College, including the instructor, halfway through their semester. In 1996, corporate leadership established a “cents per hour” model to fund training. Each project was charged a percent of labor to establish a regional fund and then could draw upon those funds to support the workforce development needs in their respective regions. This strategy allocated dollars from the profit

margins of the projects, which meant that the project teams were paying for workforce development whether or not they provided instruction to their people. As the Nineties were ending, the company began to formalize its electrical programs. By this time, the NNE Region had established an electrical workforce with nearly 200 licensed electricians and helpers. Maine had a policy that created difficulties for many of NNE’s skilled helpers to become licensed – namely, the requirement of 567

formal classroom hours before a helper could sit for a Journeyman’s license. It was very difficult for most team members to complete a formal program in the community college system because of the challenging schedules of Cianbro’s projects. Through the Associated Contractors of Maine Chapter (ACM), Cianbro was referred to the Executive Director of the

Down East Chapter of Associated Builders and Contractors (ABC) who introduced Cianbro to the National Center for Construction Education and Research (NCCER). ABC Maine had recently influenced the Maine Electrician’s Examining Board to consider and accept an industry credential offered by the newly formed NCCER out of Gainesville, Florida. The NCCER had developed a construction based curriculum and a third party credential that allowed local sponsors to educate and provide nationally recognized certification to their students. Cianbro adopted this program in hopes that the curriculum would allow the company to offer credentialed and structured development opportunities to its team members while also providing flexibility and control. Cianbro collaborated with ABC Maine as a member company, and established itself with the NCCER – relationships that have become long-term and mutually beneficial. The first formal and accredited Cianbro in-house electrical program was kicked off in the autumn of 1997. Eight electrical helpers enrolled in the program and came to Pittsfield every other Friday, on their own time, to attend classes. The classroom portion of

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the program was held in the basement of the Corporate Office, and a gang box and workbench set up in the Equipment building provided the lab for the handson component of the class. Before the end of 1997, NNE established a full-time craft coordinator position and began to develop other craft programs modeled after the electrical program. Eight supervisors representing millwrighting, instrumentation, pipefitting, electrical and civil trades were developed in-house as accredited NCCER craft instructors. By the end of 1999, classes were being held every Friday wherever space was available – in conference rooms, offices, jobsite trailers, and rented community college rooms across Maine. Major Cianbro projects across the state were working collaboratively with the NNE regional office to help ensure that there was a stream of qualified workers to meet the needs of the company’s clients. These structure programs were based upon a selection of NCCER modules, which were taught by certified instructors and had completion periods between 1-3 years depending on the craft. The goal was to grow the company long term and to give each craft team member a career path within the company and industry. Y2K

As the year 2000 approached, and the world braced for the Y2K scare, Cianbro was mired in its craft development efforts. The supply of available classroom space in the Pittsfield area had been exhausted. The company was now renting space adjacent to the Corporate Office, in the former Lancey Street School. This provided a conducive learning environment for its workforce development initiatives, and collaborative work space for the growing staff. The team now included a fulltime administrative assistant to focus on the coordination of classes and to record retention. Two full-time instructors were also on board, tasked with delivering Cianbro’s newly-established 16-hour “new hire orientation” and rigging program. Cianbro continued to enhance its of14

ferings by developing three levels of the rigging certifications. At this time, Cianbro also began to get heavily involved with the local career and technical high schools and colleges. The full-time instructors collaborated with Cianbro’s Human Resources team to arrange visits to schools where the trainers would speak in classrooms or host students at Cianbro’s facilities in order to introduce young adults to the careers available in construction and within Cianbro. The instructors also became engaged with NCCER’s advisory council to help influence the future direction and education of the skilled craft workforce both at a state and at a national level. The company’s craft development efforts were now in full swing. The first Maine ABC Craft Championships was a small electrical competition held at MidMaine Technical Center in January of 2001. Fourteen competitors from Maine companies who ran in-house electrical programs competed against one another. The observers consisted of only nine people, which were comprised of support personnel and spectators. Later that year, Cianbro sent its first electrical competitor to the Baltimore ABC Craft Championships. The company continued to grow, and Cianbro leadership identified the need to ensure that the organization’s culture and values were promoted and taught consistently throughout the company. In 2000, Cianbro established the Orga-

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nizational Development Department within the Corporate HR structure. Cianbro hired a full-time OD manager and consultant, who with input from the operations team, developed and delivered supervisory instruction. A full-time superintendent was also assigned to join the effort. In 2002, the NNE team moved once again, this time into the first floor of the brand new Operations Services Building in Pittsfield, next to the Fabrication Shop. The team now included a manager; two full-time administrative assistants; and an electrical, civil, iron/ rigging, and orientation instructor. In the Mid-Atlantic Region, Cianbro hired a full-time workforce development manager to meet the demands in that area of the company. Also, the organization signed its first Electrical Apprenticeship Agreement with the Maine Department of Labor. The Amethyst project from 20022004, comprising of structural work and fitting out mechanical and electrical systems on two semi-submersible exploratory oilrigs in Portland Harbor, drew hundreds of crafts workers from all over the country to Cianbro. The demand for skilled labor was high and immediate. The company implemented a screening system using the newly developed NCCER Craft Assessments to evaluate the competency/knowledge level of every electrician, pipefitter, millwright, instrument fitter and ironworker that applied

for work on the project. The process included a proctored written assessment during the hiring process administered by the NNE group. Demand for talent was ongoing on the Amethyst project. Cianbro collaborated with several entities across the state and received a significant grant through Maine Metal Works, which gave access to classes for team members, lessons which would be delivered through the University of Southern Maine (USM) and Southern Maine Community Colleges (SMCC). These classes were held every night on site. Team members could choose from Math, CAD, and English as a second Language. Cianbro also provided supervisory classes on a weekly basis. The grant also provided three customized professional development classes, which were leveraged by the staff in Pittsfield. By the end of the Amethyst project, the company had established a full-time mechanical coordinator and a full-time

equipment instructor to join the NNE team. In the SNE Region, a full-time welding instructor was added and new hire orientations were being held in both SNE and MAR. The current regional structure empowered the teams to develop and execute programs relevant to respective needs. The teams worked collaboratively, ideas would flow back and forth between the regions and best practices were adopted. The Mid-Atlantic Region is credited with developing the company’s Foreman Base Line program. SNE developed scheduling lessons and NNE introduced a one-week long “Boot Camp” program for graduates of career and technical high schools and/or college interns – all of which have been adopted, refined and are still implemented today across the company. The Cianbro Institute is Founded

Although the regional structure was

proven successful, and there were more workforce development efforts being conducted than ever before in Cianbro’s history, the Senior Leadership of the organization recognized an opportunity for the company to enhance the consistent delivery of programs across Cianbro by bringing all developmental efforts under a common leadership approach. Thus the formation of the Cianbro Institute occurred in 2007. This newly established structure aligned all development efforts under one roof, and under one director. Consistent programming with local delivery became the new norm. The ability to tap into the existing talent of instructors quickly and to deploy them across the company to meet the needs of the operating units proved successful. The Institute’s first major test was with the Motiva Project which was to be constructed in Cianbro’s newly establish modular yard in Brewer, Maine, beginning in 2008. Fifty-two large industrial modules

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filled with sophisticated piping and equipment were to be built on the banks of the Penobscot River and shipped via barge to Port Author, Texas. The necessary workforce for this project would require Cianbro to hire hundreds of skilled craftspeople, with the majority having to be highly proficient pipe welders and pipefitters for this multi-year fixed base job. A strategy was quickly identified

ing completely inexperienced welding applicants and, within twelve weeks, developing them into x-ray quality pipe welders. This effort took nine different facilities running seven different shifts across the state of Maine. The company was hiring significant numbers of individuals to join the company. Time was of the essence, and the selection process needed to be almost flawless. The com-

to meet the steep workforce demands: The company would need to develop the majority of the required talent. A coordinated effort was put forth to hire entry-level construction workers and develop more than 250 welders and fitters in addition to crane operators, iron workers, and riggers. The Institute established three additional full-time craft instructors in pipefitting, equipment, and crane operations. Cianbro also hired a strategic outreach professional to leverage the many government and educational partners in order to set up sites throughout the state at community colleges, technical high schools and other local venues for the major expansion of Cianbro’s welding program. The company also designed and invested in three 51-foot portable welding trailers, built by Cianbro Equipment. Each trailer had eight full-sized welding booths set up for structural and pipe welding. A corps of Cianbro’s top welders were tasked with becoming full-time instructors, with the expectation of tak-

pany implemented a judgement index tool to access how individuals made decisions. This evaluation aided Cianbro’s Human Resource team in the selection process. New team members were hired to learn a skill set. Those who could not master the art of welding were given opportunities for other positons if they demonstrated a positive attitude, aptitude, and were open to change. Mentors worked to support the de-

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velopment of new team members in the field. As a result, the company gained many valuable new team members in the midst of a very successful project. Many welding professionals in the industry had warned Cianbro that pipe welders could not be developed in a mere 12 weeks. The prevailing wisdom insisted that recruits needed to learn structural welding first and then progress to pipe welding to be successful. In Cianbro fashion, the Institute team worked together and figured out how to overcome the perceived barriers to success. Continued refinement of Cianbro’s programs and processes would evolve. The financial side of workforce development was enhanced as individual regional budgets were established and strategic workforce development plans were put into place. The development of skills in the Transmission and Distribution field became one of the Institute’s offerings. The college internship program expanded and became more structured. A new Management Development Program (MDP) was added to give the company’s young construction professionals formal management development experiences that include various rotations to key parts of the organization. The Cianbro Institute has proven to be well suited to support the development needs of a dynamic and expanding company. The centralization of resources allowed for greater efficiency and more consistency but did not isolate the educational effort from field operations. The structure allowed operations to be fully involved in all programs through advisory committees and by having field people directly participate in programs as instructors and/or technical advisors. The team within the Institute could work closely with projects to best support the needs of the jobsites by focusing on a variety of relevant and rigorous programs. The branding of Cianbro’s workforce development efforts also served to better identify the professional nature of the programs and staff. Through the Institute’s team effort, articulation agreements were made with multiple colleges in Maine and Maryland so that team members could receive college credit for

the education they received at Cianbro, which can lead toward a college degree. The company’s continued growth, and the demands on the Institute team, has generated the need for additional staff and resources to meet the needs of the organization. Meanwhile, Cianbro’s educational partnerships are valued more than ever. One example: The company is proud to have hosted the NCCER at Cianbro’s Brewer facility for the kick off meeting for the development of the NCCER line-worker program. That led to the roll out of Cianbro’s line-worker apprenticeship program in order to support the development of the growing Transmission and Distribution group. Today

Cianbro’s professional staff includes team members who have collectively logged hundreds of years of experience as skilled craft-workers, supervisors, construction managers, and many years as educators. They have logged tens of thousands of hours providing skilled craft training, leadership techniques, and mandatory safety and equipment certifications both internally and externally. This experience and knowledge has positioned the Cianbro Institute as a highly respected and recognized resource across the country. Cianbro’s craft team members annually compete well against the best of the best at the ABC’s National Craft Championships, and to date, the company is honored to have won more medals at these events than any other company in the country (see page 43). The Institute team represents Cianbro on many educational and industrybased boards and committees. Many Institute instructors hold leadership positions within these groups. These include advisory boards of many CTE schools, community colleges and universities across the country, nationally recognized organizations such as NCCCO, NCCER, IEEE, NAWIC, AGC, and ABC. Institute instructors are asked to sit on professional panels and testify on behalf of workforce development initiatives at a national level. Cianbro is helping to shape the future of the construction

industry by participating in the development of curriculum and standards employed across the world in the construction industry. As we celebrate the opening of our new workforce development facility, we want to recognize and thank all the hard work and commitment made along the way by our team members and external business partners. In the end, it turns out that excellent workforce development programs are not miracles, they are simply a commitment to people. Years ago, early in the company’s discussion about forming the Institute, the topic got around to those who chuckled at the vision and who felt that the goal was too farfetched and over reaching. But as NASA Astronaut James Lovell, Jr once said, “From now on, we will live in a world where man has walked on the Moon. It is not a miracle, we just decided to go.”

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CIANBRO RETIREMENT PLANNING:

MUTUAL FUNDS

Retirement n

By Rachel Porter

No one expects you to be an expert when it comes to investing, which is why Fidelity offers a variety of resources to help you choose the right investments for you. Do you currently have an account in the Cianbro Team Equity Plan that you would like guidance on? Reach out to Rachel Porter, your Cianbro Retirement Benefits Manager, to set up an appointment at a local Fidelity Investor Center. It’s free and a great way to make sure you are on track to meet your retirement and investment goals. You may also call an advisor about where you are currently invested and can receive guidance on whether or not your investments are appropriate for your age and goals. You can reach a Fidelity representative by calling 1-800835-5095, or you can go online to use their investment tools at www.401k.com.

When you contribute to your retirement account, your money is invested in the stock market. You can determine which investment(s) your money is put into by choosing from the different investment options in the Cianbro Team Equity Plan. All of the options that you have through the company’s retirement plan are mutual funds. Mutual funds are the most popular investment type for the everyday investor because they are easy to understand and use. Here’s what you need to know. What is a mutual fund?

“A mutual fund is an investment security that enables investors to pool their money together into one professionally managed investment. Mutual funds can invest in stocks, bonds, cash or a combination of those assets.” (thebalance.com) Who is in charge of overseeing the success of your investment?

Mutual funds are actively managed by money managers. Money manag-

ers pursue a fund’s success by actively trading assets with the money invested in the fund, thus generating income for the investor. Managers are required to trade within the structure and objectives of that specific fund as stated in its prospectus. What happens after you buy a mutual fund?

The fund manager actively trades the pooled assets to provide the investors (and you) with the highest return on their investment. Shareholders participate proportionally in the gain or loss of the fund. Many investors prefer this “out-of-sight, out-of-mind” method of investing because there is much less to worry about. Types of funds available

There are three main types of mutual funds available for investors, although within these umbrella categories there is wide variation. 1. Equity Funds (stocks) 2. Fixed-Income (bonds) 3. Money Market Funds (cash/liquid) 4. Hybrid Funds (a combination of the three above)

Is there a downside?

Fund managers aren’t mistake-proof, and the markets can’t be predicted. Just because you’ve diversified your assets through buying a mutual fund from a reputable company and manager doesn’t mean your risk is zero percent. There is always risk involved when investing. Source: mint.com, thebalance.com

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The New Cianbro Institute Facility Cianbro Institute n

By Dan Coffey

This summer, the Cianbro Institute is changing venues, relocating about a half mile down the road to 129 Hunnewell Avenue in Pittsfield, Maine. The team is excited to work out of the newly renovated facility, which will bring more space, tech savvy rooms, and a layout that promotes a collaborative environment. Currently, the Cianbro Institute utilizes space within the Operational Services Building near the companyâ&#x20AC;&#x2122;s Pittsfield Fabrication and Coating facility, in combination with classrooms located at 113 North Lancey Street. At these locations, the Institute conducts sessions ranging from new hire orientation and craft education to leadership development. Once the team is moved into the new facility, the core of Cianbroâ&#x20AC;&#x2122;s workforce development programs will

exist under one roof where instructors and the support team will work together in close proximity. In addition, the new location provides some simple efficiencies such as eliminating travel and setup time between facilities, better management of classrooms, better communication among the team, and a loading dock to offer the ability to move necessary equipment in and out for classroom use. At Cianbro, great things happen when team members put their minds together and collaborate. The layout of this building offers more open space compared to the Instituteâ&#x20AC;&#x2122;s current workspace. This layout will promote collaboration among the team while also providing a variety of areas in which to congregate and problem-solve. As Cianbro continues to extend its reach as a company (currently working in more than 40 states), it will be critical for instructors to have the ability to deliver certain developmental opportunities remotely or via broadcast. By having multiple rooms equipped with

cameras, this option will become a reality, giving the company the opportunity to reduce travel costs, reach more team members at one time, and cut down on time away from a project. Another key feature of the new Cianbro Institute facility is the addition of a large room with the capacity to host over 100 people. This space will be multifunctional, giving Cianbro the ability to host large groups of people for workforce development, meetings, banquets, school visits, and other events. Additionally, the team will have a skilled-trades multi-functional room to conduct a variety of hands-on educational sessions. For example, rigging is an important skill to develop across many of the trades. The multi-functional room will offer the ability to set up 16foot gantries for indoor demonstrations and activities. The possibilities for this room are plentiful, as are all of the many potential uses that the new Cianbro Institute facility brings to the company.

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Cianbro and The Schools: Partners in the Effort to Close the Skills Gap Cianbro Institute n

By Dan Coffey

When you walk into a conference room at Cianbro and look around, it does not take long to find a particular phrase emblazoned upon a wall: “No one is smarter than all of us.” Cianbro team members living by those words have accomplished the many successes that make up the company’s history.

At Cianbro, our nationally acclaimed instructors believe that they can assist technical colleges and high schools to produce the young skilled craftspeople of tomorrow by cultivating longstanding relationships, understanding each other’s needs, and developing plans to remove barriers. The effort could be as simple as speaking to a classroom of students and teachers, or as involved as hosting a statewide event to provide hands-on activities for youths to explore different trades. Industry involvement

learned that SCTC wanted to develop a welding program. Upon further study, Cianbro determined that there was enough capacity in the Pittsfield weld shop to help the school. One conversation grew into many more, and in the end, Cianbro and SCTC had formed a partnership that resulted in a high school welding program, taught at Cianbro’s weld shop by Cianbro instructors. The pilot began with four SCTC students, with two of them obtaining all of Cianbro’s structural welding certifications by the end of the year. The company hired the teens upon high school graduation. The following year, the program grew to 12 students, and the interest has remained steady to this day. The teens have the opportunity to learn from

“No one is smarter than all of us.” Cianbro team members living by those words have accomplished the many successes that make up the company’s history.

Cianbro Boot Camp

Together, across nearly seven decades since Cianbro’s founding, team members have overcome numerous seemingly insurmountable challenges. Today, the company is facing another significant challenge: The Skilled Trades Shortage. But, this crisis is not just Cianbro’s to solve – the shortage of skilled craftspeople is weighing heavily on the construction industry as a whole, and it will take cooperation and effort to overcome this crucial labor drought. 20

allows organizations like Cianbro to raise awareness among students and faculty about career opportunities, and the individual skills that are required to be career ready. Cianbro’s ongoing relationship with Somerset Career and Technical Center (SCTC) in Skowhegan, Maine is an example of how these discussions can develop into a reality that benefits the student, the school, and the industry. The connection began when the company

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top-notch welding instructors, while the company has positioned itself to guide students toward the specific skills needed to be career-ready in the industry and at Cianbro. When it comes to post-secondary education, college is absolutely the correct decision for some students. But it is not the best choice for all. Cianbro’s educational team understands that they have the ability to make a positive impact in a young person’s life, particularly those who would like to try a trade rather than tread the path to college. Some young people enjoy working with their hands but fear they cannot earn a lucrative paycheck without a college degree. As a result, students have been known to graduate from high school, head blindly into a four-year college program despite

And a New Wellness Facility Too …. Wellness & Benefits

ABC Craft Championships

wanting to be elsewhere, and end up dropping out with nothing to show except significant debt. That’s one reason why Cianbro strives to make students aware of the company’s craft apprenticeship programs – a way for a new graduate to earn a wage while learning a trade. Many individuals enter these programs with little to no construction experience and come out as a journey-level tradesperson with zero debt and a respectable paycheck. This is a real opportunity for people who are driven, have a positive attitude, want to learn and improve themselves continuously, and want to work safely. If students become aware of these types of options early enough in their high school career, and understand the skills they need to focus upon during their education, they can take the necessary steps to best position themselves for a rewarding career in the construction industry. There are tools available to help communicate the message of opportunity within the industry. For example, Build Your Future (www.byf.org), an initiative driven by the National Center for Construction Education and Research (NCCER), is a collaborative grassroots approach to construction workforce forecasting and development that includes recruitment, instruction, placement, retention and image enhancement strategies. The site is an effective interactive tool for anyone interested in learning about the variety of craft professions, a description of the work involved, earning capabilities, the qualifications, and the pathways to become a professional in the field of choice.

By Andrea Pelletier

In August of 2017, Cianbro celebrates the grand opening of the new Cianbro Institute facility in Pittsfield, Maine. The new Institute facility will also become home to Cianbro’s Wellness Center, which will be located on the bottom floor of the newly renovated building. The center will include weight training and stationary equipment, studio space, locker rooms with showers, and secure badge access. Cianbro knows that in order to sustain a successful company, a safe and healthy team is crucial. Pittsfield has the largest concentration of fixed-based team members in the company and it has always been a challenge for those individuals in rural central Maine to find a health and wellness center that will accommodate Cianbro schedules (open in the early morning and later in the evening). Also, the center must be within a convenient distance for team members to travel on their way to and from home and work. Distant team members from Cianbro and Starcon who find themselves travelling to Pittsfield on business might also take advantage of this wellness facility during their journey. This new facility is one more way that Cianbro is helping team members to take control of their own health. For those team members who live outside of Central Maine and/ or have a favorite health and wellness center available to them, Cianbro provides a great benefit to those individuals and their spouses: A fitness and weight loss program reimbursement. This benefit will reimburse team members up to $300 each year for a gym membership and/or weight loss program membership. To take advantage of this benefit, team members/spouses must be active in the Healthy LifeStyle Program and submit their forms/receipts each year by December 15th. For more information, team members can contact their local health coach, jobsite wellness champion or may visit www.cianbro.net. C I A N B R O S P R I N G / S U M M E R C H AT T E R

WORKFORCE

DEVELOPMENT n

By Alan Grover

With regard to educating a workforce – Cianbro believes in embracing the responsibility; investing the time, energy, and resources to achieve outstanding results; and sharing the secrets of success with others in the community so that all might reap the benefits. Constructing the foundations for a thriving populace has been the Cianbro way for decades. Whether tackling the concrete task of building bridges which overcome mighty geographical barriers, or confronting the intellectual task of developing a skilled workforce, Cianbro’s goal is to do the right thing on behalf of fellow citizens. Over the years, the people of the organization learned to take responsibility for achieving high standards rather than simply accepting the prevailing standards of industry and of society. By doing so, Cianbro came to understand that the organization could effect change and develop widespread and long-lasting improvements within the company, and within communities. A case in point: The most significant improvement within the company began in 1987, when Cianbro’s leaders came to 22

PART OF BEING

CIANBRO

the realization that within the hazardous environment of the construction industry, the organization has a responsibility to take control of safety. Regardless of whether a safety rule or regulation was

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imposed upon the industry by the government or any agency (such as OSHA), Cianbro decided that the company had the moral obligation to do more than simply comply with the law. It became a tenet of the company that Cianbro’s people would go home in the same condition, or better, than when they had arrived. The organization decided to go against the standards in the construction industry in order to develop better safety techniques – for example, instituting enhanced tie-off rules and developing new equipment to prevent injuries due to falls. Within ten years, the key standards that Cianbro had imposed upon itself had become federal law. Then the company moved on to another monumental topic: Wellness. The initiative evolved in 1996 out of the fact that one of Cianbro’s top team members had contracted cancer due to tobacco use, and was dying. After the successes in the field of safety, Cianbro’s leaders had gained the confidence to attempt another widely encompassing improvement for the company: The organization developed a requirement that did not tolerate any tobacco products on any of Cianbro’s projects. The restrictions per-

tained not only to Cianbro’s people, but also to subcontractors and even owners. It wasn’t just a matter of the organization insisting that people comply. The initiative started with an educational process to convince the team that it was a moral obligation to take action, and that the move was important not only for them but also for their families. Facing serious objections at first, Cianbro went ahead with plans to provide nicotine treatment products and programs without charge to the team. Over time, the company made tremendous headway. Soon, clients and other organizations – such as hospitals and chambers of commerce that worked with Cianbro – were asking the company to assist in their own wellness goals, and Cianbro responded by sharing programs, talking to management teams, and participating in talks with their workforce. In recognition of the company’s efforts, Cianbro earned the title of Healthiest Company in America in 2004, bestowed by the American College of Occupation & Environmental Medicine. Next, with yet another boost in confidence due to the successes in wellness, Cianbro undertook to transfer the ownership of the company to its employees. The path was fraught with concerns because of other organizations which had attempted to become employee-owned without adequately setting aside capital for the outmigration of people from the company. But Cianbro studied the issues, and in 2004, made the decision to become 100-percent employee owned. That meant a lot of planning, and plenty of work to educate skeptics in the company that the move was the right policy for every member of the team – not just for the leaders, not just for management, but for everybody. As a result, Cianbro has fulfilled its obligations to the team, and people have been rewarded accordingly. The company has grown and has had tremendous success over the years. Meanwhile, Cianbro’s model of employee ownership has been embraced within a number of companies in the construction industry and among multiple businesses in the state of Maine. Now comes a thoroughly modern

challenge which also happens to be a struggle that the company wrestled with years ago: The effort to develop and educate a workforce. Cianbro has been committed to the educational challenge for so long because the organization has always appreciated how important the development of its team truly is for the company as a whole. Keeping the workforce development program within the company not only meant that the team would develop new skills and knowledge, but they would also gain a better understanding of Cianbro’s

culture – what it means to be an owner, how important it is to work safely, what it means to work as a team, and how far one could get with the will to learn new skills. The challenge is even more acute in the 21st Century, given the ongoing shortage of skilled craftspeople throughout the industry. Cianbro’s response to the workforce shortage has been to create a model within the company where educational programs are developed formally, and committed instructors are brought in from the field to pass their knowledge to the next generation of construction professionals. The approach includes everything from hands-on education to classroom instruction, and begins by revealing the basics of the industry to young people across the company’s operational footprint. Cianbro internships further expose students to the industry, and to the Cianbro way. More advanced instruction takes trainees from

the most basic professional skills to the most refined, and are covered in Cianbro’s welding facilities, high-voltage power line mock-ups, mock substations, or in the seat of a crane. And in the latest educational development at Cianbro, the company’s workforce development department – The Cianbro Institute – is moving into new headquarters. The new facilities will allow the company to be more effective at educating Cianbro’s people and to create the right kind of atmosphere for learning. With an even brighter focus on workforce development than ever before, the company is setting out to build its future. Cianbro believes that the companies which derive benefits from the educational process have a responsibility to participate in those initiatives. It’s a challenge that the organization has pursued for decades, and continues to pursue with foresight and high expectations.

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SARAH MILDRED LONG BRIDGE:

The Sprint to the Finish Line Infrastructure Market n

By John Merrill

It has been over two and a half years since the project to replace the existing Sarah Mildred Long Bridge began, and as Cianbro enters the final summer construction season before the new bridge is scheduled to open, it is quite impressive to see how far the project has come. Since the most recent update (Chatter Fall/Winter 2016), the demolition of the old bridge has been completed. The last of the substructure concrete has also been erected. The focus has moved to segment erection for the railroad and vehicular bridge superstructures, continuing work on the lift span towers, and assembling the lift span. Segment erection work during the last six months has focused on the Maine side railroad spans, and the New Hampshire side vehicle spans. With the completion of the New Hampshire side railroad bridge, work on the two integral piers on the Portsmouth side were able to begin. Falsework to support the pier segments was built on the railroad bridge and the pier segments were set and aligned. Formwork, rebar, and post tensioning materials were then installed around the segments to connect the pier segments to the concrete columns below. This work is all necessary to support the vehicle spans where the railroad span is directly below. This leaves a corridor below for the trains to pass. These spans are supported on columns that support the segments from the â&#x20AC;&#x153;wingsâ&#x20AC;? on either side, rather than directly below the segment. This work needed to begin well in advance of setting segments at these locations. While this work took place, crews were setting the railroad segments on 24

the Maine side. Working through the spring, crews set 53 segments to create 649 feet of railroad bridge which connects the Maine abutment to the tower pier on the Maine side of the channel. This also opened up the work on the one integral pier on the Kittery side. Next, crews on the Portsmouth side continued to set vehicle segments. The segments were set at the three remaining piers, Pier 3, and the two integral Piers 5 and 7. A team has been following behind the segment erection crew in order to form and pour the closure pours. After each cantilever is erected, a small gap remains that is formed and poured in place. Work is ongoing on the closure pours and post tensioning to complete the New Hampshire vehicle span and the Maine railroad span. Work on the lift span towers continued through the spring and into the summer. Once the precast towers were erected, a cast in place roof slab was placed on top of each one. These roof slabs provide the foundation for the sheave columns which will support the main sheaves. They will also support the counterweights which will be supported temporarily from the roof of the towers until the lift span is floated into place. The sheave columns were precast in the precast yard by the tower segment precast crew and will be put into place and tensioned to the roof slab. After completion of the roof slab, the post tensioning strand was installed, thereby connecting all the segments in each tower to the foundation. Once tensioned, the precast towers were complete. Work has continued lower on the towers to finish off the two machinery rooms near the base. Completion of these structures allowed for final assembly and alignment of the operating machinery which is housed in each machinery room. These crews moved

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on to building the vehicle beams and the electrical rooms which span between the two precast towers on each pier. This work will continue through the summer and open up installation of all the electrical components to power the bridge. After the towers were post tensioned, the empty counterweight boxes were lifted to the top of each tower and suspended from the roof on temporary supports. Next, each counterweight was filled with a million pounds of steel blocks. The counterweights will remain suspended from the roof until the lift span is floated in and connected to them. Work has also progressed on the control room, which will cantilever out off of the East tower of the Portsmouth pier. The floor and the roof are made of concrete, and were precast on the ground. Shoring was erected to support them in place temporarily, and the slabs will be post tensioned to the precast tower so that the temporary shoring can be removed, and the controls to run the bridge can be installed. Another major operation that has been ongoing is the assembly of the steel lift span. The lift span has been arriving on site with the larger pieces being shipped by barge, and the rest arriving by truck. The Cianbro team has been assembling the span on the Cape Hatteras barge, in preparation for the eventual float-in. The span is made up of six box girders and six fascia girders which are all spliced together with

Safety Specialist Professional Development Program Safety n

bolted connections. On each end is a lifting girder where the counterweight ropes will be attached to the span. The top of each girder is a steel plate which creates a steel deck that will be covered with concrete after the span is floated into place, creating the road deck. Rails will be embedded in the middle of the deck for rail traffic when the bridge is lowered to the railroad level. Fiberglass wind fairings run the length of each side of the lift span to give the span a better shape to withstand strong breezes. The float-in will occur during a 10-day navigation shut down of the shipping channel. A certain amount of work can be done on the span prior to the float-in, but a lot of work cannot occur until the span is in place. During the float-in, the barge will be moved into the channel at high tide and positioned over the railroad seats. As the tide goes out, the span will seat itself and the barge will be removed. From that point, the team will have ten days to make the lift span operational. The work during that period of time will include placing, curing, and grooving the concrete deck, attaching the span to the counterweight ropes, lowering the counterweights from the temporary supports, and installing and testing all remaining mechanical, electrical and control components to operate the lift span. There is still a significant amount of work to do leading up to the opening of the bridge to traffic in the fall of 2017 and final completion of the project in 2018. With the continued focused efforts of the project team, and the utilization of Cianbro’s many resources, the project will continue to head towards a successful completion. 4 491,443 Project Safe Hours w/o a Lost Time

By Ben Connors

At Cianbro, the leadership team ensures that all team members have safety resources readily available. Cianbro provides a full-time staff of 35 highly qualified safety professionals dedicated to fulfilling Cianbro’s goal of eliminating at-risk behavior and achieving zero injuries. The company provides annual professional safety development programs in an effort to strengthen the knowledge base of safety specialists, improve their ability to influence safety effectively on their projects, and keep them up-to-date on rules and regulations. The agenda includes areas of focus in the company, new safety and environmental standards, leadership, changes to Cianbro’s systems, and items from the prior year’s feedback. Cianbro takes advantage of the skills of both internal and external instructors, accentuating that resource with support from Travelers, Grainger, the State of Maine, and other Cianbro team members. For 2017, the professional safety development program was held in June at the Cianbro Eastern Manufacturing Facility in Brewer, Maine. Key topics included Environmental Dust discussed by the Maine Department of Environmental Protection, Glove Safety and Heat Stress with Grainger, the New Silica Standard with Travelers, and Fall Protection and the Use of Self-Retracting Devices with Honeywell. Internal sessions included Active Shooter and Home Defense, Lean Safety and Leadership, HR topics, and a session on updating our stretching program to better prepare our team to work safely. In addition, guest speaker Dan Holdridge, a 9/11 survivor who was at the Pentagon, shared his personal story regarding the events of that day with the attendees. He spoke of the way in which his life almost ended during the attack, and how he now dedicates his time as a national speaker to impress upon his audience what it truly means to appreciate all that we have. His message includes the importance of family and taking advantage of the time that each of us has (“What would you do if you were gifted with one more minute in your life?”) His outlook fits very closely with Cianbro’s message of attaining Beyond Zero safety – namely, that Cianbro team members must “have each other’s back” every day and must work over and above conventional standards of safety because of loved ones who rely on the healthy return of Cianbro’s men and women after each shift. Cianbro’s safety professionals are a big part of the company’s success. The ability to come together and learn from one another, to share common experiences, and to learn from experts on various safety topics supports Cianbro’s journey Beyond Zero. Safety Specialist Brad Smith at the EMMC project

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Imerys Talc Genesis Project Industrial & Manufacturing n

By Patrick Kilbride

In June of 2016, Cianbro was awarded a contract to be the General Contractor on the Imerys Talc Genesis Project in Ludlow, Vermont. Imerys is the world’s leading talc producer, supplying 15 percent of global demand with a reputation for being Number One in both product quality and supply reliability. The company’s quaint facility located in the midst of the Green Mountains accounts for one of Imerys’ nine mines and 15 processing facilities across the globe. The Vermont operations have been extracting the Vermont State Mineral (Talc) from their Ludlow location for more than 40 years; supplying pharmaceuticals, paints and coatings, plastics, ceramics, food and agriculture industries around the world. The Talc Genesis Project includes the construction of a new process building adjacent to the existing mill. The new Genesis building has a footprint of 5,000 square feet, with five levels in a structural steel frame set on a concrete foundation wall system. The building houses milling equipment for production of talc pellets. These pellets will be transported on a conveyor to the existing shipping center for packaging and shipment. Imerys broke ground in early May of 2016, by completing 60 percent of the site civil work, underground water systems, and drainage before Cianbro arrived on site. The Cianbro team, led by Project Manager David MacMartin, Safety/Superintendent Butch Rackliff and Project Engineer Patrick Kilbride hit the ground running in early June of 2016 by putting together a project management plan which incorporated Mine Safety & Health Administration (MSHA) rules and regulations. Butch Rackliff led the effort, working closely with skilled onsite safety personnel and MSHA representatives to implement 26

an effective construction plan. Cianbro was continuously praised and complimented on its ability to comply and hold all team members and subcontractors to high standards. The Genesis Project tasked Cianbro to install all mechanical equipment, instrumentation, and carpentry work while managing and coordinating 13 subcontractors. The new building, located on a small ridge, created complex site logistics for all stakeholders. The team brought in Field Superintendent Eric Brazeau to manage all subcontractors and Cianbro personnel, which peaked at a total of 64 team members. One of Cianbro’s most challenging obstacles was limited site access and equipment laydown areas. Eric played a key role in implementing the Lean construction approach by utilizing both offsite prefabrication and just-in-time equipment deliveries. Pioneer Valley commenced the

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building foundations and structural slab for the fire tank in late June, while working closely with mechanical and electrical contractors to stay ahead of all embeds, grounding, and cast-in-place conduits. By late September, Pioneer had completed the monolithic slab, silo foundations, retaining wall, transformer vaults, and LP pad. At that point, Pioneer completed 95 percent of their scope and returned to site in mid-June of 2017 to place concrete aprons around the building proper and to complete their 1,500 cubic yard concrete project. By late summer and into early fall, Cianbro’s structural steel subcontractor as well as additional Cianbro team members were arriving onsite. A critical part in developing the project plan was working closely with the steel subcontractor to both hang iron and set equipment concurrently. The mechanical installation and carpentry work were led by General Foremen Ernie Long and Aaron

O’Donnell, and Millwright Foreman Zach Perrin. They were supported by

a team comprised of experience and youth (Wayne McNally, Jeremie Nutter, Jeff Mason, Jeff McPherson, Joe Ducharme, Jason Harris, Brian LeSage, Rex Lagle, Jacob Applebee, Yves Gagnon, Langis Gagnon, Craig Washburn, Roy Fitzmaurice, Edsel Brown and Devon Ayotte) who worked diligently through-

out the fall and winter installing pumps, motors, vessels, baghouses, compressors, conveyor systems and supplementary owner-provided equipment. As the steel erection came to an end, Cianbro enclosed the building with temporary weather protection while roofing and siding contractors worked countless hours and weekends in the snow and rain to provide a weather tight building. Cianbro brought in a 60 ton hydraulic crane, operated by Jason Williams, to assist in these efforts. Once the majority of equipment and steel was erected, Cianbro’s electrical and mechanical subcontractors were back onsite installing 4,000 linear feet of fire suppression piping; 35,000 LBS of duct work; 13,100 feet of processing pipe; 101,600 feet of instrumentation wire; 112,000 feet of conductor wire; and 1,300 feet of cable tray. Cianbro added an Electrical and Instrumentation support team (Mike Raven, Jason Despaw, Ray Bush, Rich White, and Tyler Brougham) which was led by Don Prevost. The team was responsible for installing instrumentation as well as assisting our electrical subcontractor to meet the client’s commissioning needs. At the project’s peak,

multiple trades were working in very congested areas which created a challenging work environment. The project team decided to add safety professional Mike Lilley to oversee site safety and to act as the Lockout Tagout coordinator. Cianbro has received countless compliments regarding Mike’s performance and leadership at the Imerys project. Ken Rasmussen, Director of Imerys Operations, said Mike’s “unwavering commitment and leadership with regard to safety is refreshing and contagious. I personally learned from you and admire your traits of diligence and controlled emotions. You have learned our process and that was helpful to startup during construction with strict adherence to safety.” As the project comes to a close during the summer, Cianbro will continue with commissioning at the Imerys proj-

ect. The job has been a huge success, with 13 subcontractors and Cianbro craft coming together as one team, all pulling in the same direction with the client to turn over a safe and quality product. Vermont Site Operations Manager Terry Bane summed up the effort with these words: “Imerys has been very pleased with the Cianbro culture of placing safety at the forefront of all they do. This mindset among the crew here on this project has been enjoyable to work with.” 4 27,079 Project Safe Hours

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QUALITY MATTERS:

Certification vs Qualification QAQC n

By Charles Hall

In virtually every construction standard for the industries in which Cianbro is active, personnel performing or inspecting complex activities must be qualified or certified for their role. Most times the code of construction specifies that personnel performing the activity shall be qualified or certified by specialized instruction, education and experience. For both qualification and certification, a competency assessment of the construction worker or inspector is often required. Properly functioning qualification and certification programs are bedrock elements of an effective Quality Assurance system. It is vital that Cianbro maintains the integrity of those programs by strictly adhering to education, instruction and experience requirements for team members selected for certification or qualification. It is equally important that the organization maintains

Properly functioning qualification and certification programs are bedrock elements of an effective Quality Assurance system. appropriate records. An easy way to help with assuring a high quality project is to assign competent (qualified or certified) personnel to the various required activities. Certification is a formal process whereby an authorizing body affirms the competency of an individual to a standard of knowledge or performance. Certification is generally carried out after an instruction program that includes a test (written and/or practical demonstration). Practical experience may be required as a prerequisite to undertaking the specialized instruction. If the person demonstrates a defined level of competency, the team member is awarded certification. A certificate is generally issued to the individual upon successful completion of the assessment. Recertification is usually required after a period of time to make sure the individual maintains the required level

of competency, which may be influenced by changing requirements. Certification records for personnel showing experience, education, specialized instruction, and assessment must be maintained and available for scrutiny by clients and jurisdictional authorities. Certification is often performed by governing bodies or those authorized by governing bodies. In some cases, companies with appropriate written programs may perform certification of their personnel in-house. Cianbro’s QA Department has in-house certification programs: Welder certification, QC Inspection of welds – Visual and Nondestructive Methods. When Cianbro issues a certification for a team member (a welder certification for example), it is the QA Department’s affirmation that the identified welder has demonstrated that he or she has met the required standard, proving the ability to produce welds that meet code requirements. Certifications issued by any company are only valid for a person while employed by that company. Other certifications require sending personnel to authorized instruction and certification bodies, such as Coatings Inspection (NACE or SSPC), Concrete Inspection (ACI), Bolting Inspection (AISC or others), Post Tensioning Inspection (PTI) and Quality Management System certification (NAVFAC). Certifications issued by a governing body may be used by a person while employed for any company. Qualification, on the other hand, is less formal than certification. Nevertheless, qualification means that a person has the requisite knowledge, skills and ability to perform their assignment competently. To demonstrate that a team member is qualified for their assign-

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ment, it might be sufficient to reveal their work history. In other cases, it might be necessary not only to reveal their work history but also evidence of related instruction or education. In light of the distinction between certification and qualification, Cianbro has a long history of issuing equipment operator “Certifications” to personnel after instruction and assessment on specialized equipment. This practice is implemented even though OSHA, the governing body, specifies that personnel shall be “qualified” to operate the equipment. Cianbro has elected to certify the results, recognizing the importance of the qualification obtained by the team member for equipment operation and the need to provide easily accessible evidence of the qualification. There are no plans to change this practice. In short, certification is a formal affirmation from an authorizing body that a person has demonstrated the knowledge and capability to perform certain tasks. Qualification is less formal, but is still a demonstration of a person’s knowledge, skills and abilities to perform certain tasks. Certification records are legally binding documents. Cianbro’s QA Department is staffed with personnel who possess a variety of certifications, or who are qualified for a number of inspection activities. If a project requires a certified or qualified inspector, project leaders are expected to communicate their needs to the Market QA manager or supervisor as early as possible. Cianbro’s QA professionals strive to support all projects with in-house resources, but at times may need to rely upon third party inspection agencies. Assigning personnel who are qualified or certified for their assignments is the responsibility of Corporate and Project Management. It is incumbent on all managers to know and understand the job requirements before making personnel assignments. The QA Department and the Cianbro Institute are both able to provide guidance regarding the certification or qualification of team members.

Eastern Maine Medical Center Penobscot Pavillion:

The Completion of a Landmark Project Building Market n

By Joe Campbell

The Eastern Maine Medical Center Penobscot Pavillion Project is nearing completion. The project includes an eight-story Patient Tower which houses 14 Operating Rooms with supporting Post-Anesthesia Care Unit and Sterile Processing Department, Invasive/Non-Invasive Cardiac Suites, 24 private Intensive Care Unit rooms, 32 private Neo-natal Intensive Care Unit rooms, 32 Private Patient Rooms, Main Lobby and Dining area. The project includes renovations to an existing Labor and Delivery floor. Those upgrades include seven new Delivery Rooms, two new C-Section Operating Rooms, 25 new Private Postpartum Patient Rooms, and a new Exterior Façade. Construction on the new patient tower is expected to be completed in August of 2017, with the Labor and Delivery renovations following in early 2018. The new hospital facilities will serve as the medical hub for the greater Bangor area and northern Maine. The impact that the hospital will have on the communities it serves is immeasurable. The Cianbro project team, and all of the participating subcontractors and vendors are proud to have worked on such a monumental project and one that will have an impact on the quality of life of Maine people for many years to come. Cianbro team members: Jon DiCentes, Joe Campbell, Steve Lavallee, Michelle Boutilier, Clay Maker, Ron Weymouth, Brad Smith, Tammy Vance, and Corinne Bowden. This project is being completed as a Joint Venture with Brasfield & Gorrie. 4 85,458 Project Safe Hours

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GE Essex Statcom Power & Energy Market By Cam Rand Over the past several years, Cianbro has continued to expand its client base within the Substation Group to include manufacturing companies. Among these clients are ABB, HICO America, and GE Grid Solutions. Cianbro’s relationships with these manufacturers have flourished during the past two years with work at the ABB Dogtown SVC Project, HICO North Alexandria GIS Project, and GE Orrington 345kV Capacitor Bank Project. In early 2016, Cianbro’s estimating team, led by Chris Tibbetts and Matt Anderson, provided GE a proposal for the complete refurbishment of the VELCO Essex Statcom located in Williston, Vermont. It wasn’t until mid-Fall 2016 that Cianbro began contractual agreements with GE to complete the project. With the continued support from Tom Clarke, GE provided Cianbro a Limited Notice to Proceed PO in order to begin the project planning and establish a base-line schedule. On March 9, 2017, Cianbro executed a contract with GE for the project with n

the Outage Start scheduled for March 20, 2017. Cianbro’s outage window for the project was set for five weeks, to complete the entire replacement of the existing Mitsubishi Static Synchronous Compensator with the new GE Static Synchronous Compensator. Cianbro had anticipated double shifts for all interior and exterior work activities, but we soon learned in the planning meetings that there were work restrictions with the City of Williston for the project which would limit the extent of Cianbro’s night work. The job included the complete replacement of six inverter units, two pump skids, five cooling towers, 750kcmil cable feeds, and associated schedule 40 stainless steel piping replacement. The work also included the complete rebuilding of the owner’s filter banks, both below and above grade. As Cianbro continued its project planning, it was obvious to the project leaders that the company would be relying heavily on some of our newer foremen and general foremen to oversee larger crew sizes at an aggressive pace, with the goal of completing the work safely within the provided outage window. One week before the outage start, the site received three feet of snow,

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complicating the already congested work area and travel paths. Team leaders focused on snow removal, while also completing the planning and prep work required for the outage. The equipment group provided support through the immediate challenges with snow removal and maintained excellent service and support throughout the project. March 20th arrived and Cianbro was ready with 41 craft team members working days, and 11 craft team members working nights. The 52 Cianbro team members were bolstered by seven additional pipe welders and fitters from Zajac LLC. The crews were made up of a diverse craft force – riggers and iron workers began to disassemble the filter bank structures. Electricians started to isolate circuits while finalizing LOTO and associated temporary grounding. Cianbro millwrights prepared the inverter skids for disassembly and rolled out to the exterior access pad on Hillman Rollers. The company’s linemen determinated medium voltage cables and prepared to demo as electricians continued in the control building with battery bank installations and various protection and control demolition and installations. Piping work continued as the equip-

ment demo and installations evolved in the inverter building. The night crew continued the work through the night and prepared the site and equipment for the day shift so that work could continue seamlessly. By the end of the third day, Cianbro had removed nearly all of the components from the Statcom building and had begun installations of the six new GE inverters and associated control cabinets and battery bank. The project was shifting gears quickly from demolition to installation and the on-site leadership team noticed a change in the flow of the project. The work had begun to stack, and the yard team was doing all they could to keep up with material disposal and truck un-loading. Project Superintendent Aaron Wedgewood led the team to refocus on clearing the remaining demolition debris in order to allow better access for all crews. General Foreman Scott Rand and Lineworker Foreman Terry Malloy began their focus on re-installing 18,660 linear feet of 750kcmil underground feeder cable and the associated 360 medium voltage cold-shrink stress cones. Electrical General Foreman Leigh Ross and Electrical Foreman Andrew Aldrich drove the electrical work throughout the day-shift with Electrical Foreman Chris McKenna managing the night work. There were many electrical items that had not been identified in the drawings, such as conduit and other wireways that required the team to be flexible and help provide the solutions to design deficiencies for the owner. General Foreman Chris Brann and the yard crew continued with the equipment coordination and logistics to keep all of the crews productive. Ironworker/Foreman Scott Bumps provided the expertise, professionalism, and calmness required to execute the rigging plan that was established by Mark Leasure in our Temporary Design Group. Zajac continued their stainless steel pipe welding and fitting with support from our team. By the end of week two, Cianbro – with help from Engineers Construction, Inc. (ECI) – began demolition of the exterior filter bank foundations. ECI pushed forward with the exterior civil construction while the Cianbro team continued work in the Statcom build-

ing and prepped structural steel with conduit and pre-fabricated aluminum bus. By April 17th, Cianbro had begun the exterior construction of the filter bank, which was a critical activity in providing the owner sufficient time for testing and commissioning activities prior to energization. Substation Technician Edward Throgmorton provided dual support as the pipers finalized their work with the stainless steel cooling pipe while fabricating the 576 linear feet of aluminum bus required for the project. Brent Haskell also provide support in multiple roles as battery technician and substation technician for the filter bank construction. Cianbro was able to maintain schedule as the outage work progressed, even as scope changed, increased, and became further complicated as the GE Testing and Commissioning Team began system checks and functional tests. We were able to help GE energize the Statcom by their contract date of May 12, 2017 thanks to the planning, focus, execution, and communication of our diverse Cianbro team. The success of the project was reached in all areas of measure, but the experience also provided Cianbro’s newer leaders an opportunity to flourish in an intense atmosphere under the watchful eyes and guidance of veteran team members. This work is not typical for general substation construction, but the necessary skills and thought processes are widespread throughout Cianbro. We provided GE a team that was united, but specialized. Cianbro’s culture across markets and crafts is shared, which provides the company a leg up when performing unique projects that require a wide range of craft and expertise. We would like to express our appreciation to everyone involved with the project. It was a success for our company on multiple levels and will continue to help provide future opportunities for similar clients and projects. 4 15,732 Project Safe Hours C I A N B R O S P R I N G / S U M M E R C H AT T E R

OXFORD CASINO EXPANSION PROJECT:

Going Vertical with a New Hotel Building Market n

By Alan Grover

When Black Bear Realty moved ahead in 2011 with plans to build a casino in Oxford, Maine, Cianbro earned the job of construction manager. Five years later, a new owner – Churchill Downs, Incorporated – was ready to begin a 25-million dollar expansion project at the casino. The expansion brings a hotel to the facility and adds to the gaming space, among other features. And once again, the owners chose Cianbro to lead the way. “They wanted to expand the facility and go vertical with the hotel,” said Project Manager Bruce Cummings. “What we’re building now on the first level expands the casino a little bit. The rest of the area makes up a pub, hotel lobby, and a lot of backhouse area.

Then we go vertical – second, third, fourth levels with hotel rooms. It’s just over a hundred room hotel, with a couple suites on the ends.ˮ Project Superintendent Dave Stenzel points out that the new hotel is primarily for casino patrons, but adds that the owners are also looking to pick up a lot of the traffic going to Maine’s ski mountains and heading out to western Maine. “It’s additional gaming floor square footage, but they’re going to have a hand-rail around that, and an entry point. So, essentially, you can bring families here and utilize the hotel, the guest rooms, the grill, the buffet, the bar – those resources are going to be available for anyone, even under the age of 21.” The Cianbro team is using an innovative approach to the project, first utilized by the company during construction of the Hollywood Casino in Bangor, Maine. The strategy uses pre-fabricated and pre-assembled components that are built offsite and then trucked in to be snapped into the expanding structure. It was a Cianbro idea that won the support of the casino’s owner. “Back in the preconstruction phase, when we started design/development pricing, they asked us how we could improve the schedule on this,” remembers Cummings. “We said that we’ve done this type of construction before, as far as pre-engineering the wall panels and interior structural walls, and then going vertical from there with either a precast, or some type of a cast-in-place concrete slab. The design team and owner liked that approach. They went through that design process and that’s what we moved forward with. That was

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given to the owner by Cianbro from our experience.” While Cianbro built foundations, the company started the design and shopdrawing process through Atlantic Prefab, a sub-contractor out of New Hampshire. The sub-contractor was responsible for designing the panels, doing all of the structural calculations for them, and prefabricating the panels in New Hampshire. Once shipped to Oxford on trucks, Cianbro hoisted the pieces into place, complete with the rigid insulation, the EIFS finish coat, windows, and louvres pre-installed for the individual air-handling units for each room. The process saved time, because there was no finish work to be done once the warmth of spring arrived. The wall panels were up, and they were 100-percent finished at that time, aside from a bit of caulking and a few other minor tasks. “Cold temperatures and stormy conditions won’t allow EIFS installation during the winter,” said Stenzel. “We got a lot quicker production and got our building standing up a lot quicker, using the prefab panels. The insulation is already on it, so it allowed us to start heating that space as soon as the perimeter walls were up – we started heating the space within. The finish is already on the panels, so we don’t have to wait until summertime and wait for low-moisture days and those types of things.” Another unconventional aspect of the job is the fact that it is taking place next door to an operating casino that never closes. Cianbro’s experience in the world of casino construction again lent itself to solutions. “We built the casino that’s existing now,” said Bruce. “So, we had a lot of intimate knowledge of what happens here on a daily basis. With that, we were able to come up with a site logistics plan, so we could minimize impact on the parking, and the entrance into the building for the owner, which prevented

Piping Outages and Fish Barriers at Dominion Energy, Millstone Station Industrial & Manufacturing “It’s additional gaming floor square footage, but they’re going to have a hand-rail around that, and an entry point. So, essentially, you can bring families here and utilize the hotel, the guest rooms, the grill, the buffet, the bar – those resources are going to be available for anyone, even under the age of 21.” them from losing revenue while maximizing our construction site. That has been our biggest hurdle. With safety comes the commitment to avoid hurting any patrons, making sure that we’re away from the patrons when we drive in and drive out. All those patterns are part of our site logistics plan.” “So, 24/7, the casino is in operation,” said Dave. “Lots of patrons are coming in and out of the building, handicapped patrons, all types. Naturally, a lot of patrons are not paying attention when they’re coming into the jobsite, into the casino parking lot – they’re texting, they’re on their phones. So, we need to be careful with our construction personnel and all of our equipment activities, making sure that we delineate where construction is, starts, and stops, so that we don’t ever put any patrons at risk, and we don’t ever shut down the casino.ˮ The Cianbro team at Oxford headed into the warm weather construction season, on budget and on schedule for an October 2017 completion. The feeling is that the expansion project will add another impressive milestone to Cianbro’s casino construction resume.

By Eve Jordan

In January of 2017, Cianbro began planning the annual work at Dominion Energy, Millstone Station, a nuclear power plant in Waterford, Connecticut. This year’s work consists of two piping outages, one in the spring and one in the fall, and a project to replace the fish barrier structure at the outfall of the facility. The piping outages consist of 25-40 team members replacing numerous sections of Flow Accelerated Corrosion (FAC) piping. The FAC piping for these outages ranges from ¾ inch to 24 inches in diameter. The team executed this work safely, ahead of schedule, and under budget. The team was also able to achieve a company goal of increasing the number of state licensed pipefitters and welders. Craig LePage, Glen Dickinson, Stan Webster, Tony Tibbetts, Mike Dube, Scott Wright, TJ Charette, and Tim Jackson all passed the difficult licensing test to earn their Connecticut pipefitter license. In addition, 20 team members earned their pipe welder state license. Thanks go out to all these team members who went above and beyond to ensure a successful outage. The Outfall and Fish Barrier Restoration project mobilized in June of 2017. This project consists of the installation of four concrete pads, widening of an existing road, replacement of two fish barrier structures, replacement of water and electric utilities, and underwater concrete repairs on the existing abutments. An interesting aspect of this project is that the fish barrier structure replacement cannot take place until the plant is in outage, as the water flow at the structures is too fast during normal operation. This results in a restricted window in which the work can be completed, requiring extensive pre-outage planning and teamwork between Dominion and Cianbro. The support from Cianbro’s in-house Temporary Design Engineering Group, as well as from the Forming and Shoring Group, has allowed the team to come up with innovative ways to approach this work. The project is expected to be complete in November of 2017. 4 15,803 Project Safe Hours

4 52,583 Project Safe Hours C I A N B R O S P R I N G / S U M M E R C H AT T E R

OIL, GAS & CHEMICAL

Continuous Improvement Update Oil, Gas & Chemical n

By Sarah Enos and Bruce Brown

Continuous Improvement: an ongoing effort to improve products, services or processes. This will always be the goal for Cianbro - to recognize where we can improve and to implement the changes necessary to achieve the objective. There has been an ongoing effort toward continuously improving within Cianbro’s Oil, Gas & Chemical (OG&C) Market, specifically related to aligning with our clients’ requirements and industry regulations which include: Occupational Safety and Health Administration (OSHA), U.S. Department of Transportation (DOT) standards, Pipeline and Hazardous Materials Safety Administration (PHMSA), Operator Qualification (OQ), ISNetworld

Cianbro takes safety and quality control very seriously when constructing projects. We are well-served by the experience and support of so many people within our organization who deliver the Cianbro difference. qualifications, and other regulations as well as Cianbro’s internal QA/QC corporate objectives. Whether it be the enhancement of a Weld Log and Weld Map for easier use, collaborating on a streamlined process to obtain project specific Operator Qualifications for our team members, or helping develop Cianbro’s new Flanged Assembly Procedure, the QA/QC team, and project operations team are very much engaged in providing effective solutions. To highlight a specific example of the improvements, we share the following success story that displays the depth of Cianbro’s capabilities on our projects. Our Operations team has the direct support of a world class QA/QC team, and we have the ability to interact with the Cianbro Institute (in-house workforce development department) to implement specialized instruction where applicable. Over the past year, there has been significant focus and effort to develop a Flanged Assembly Program. Cianbro recognized the risk in performing different types of pipe flange bolt-up connections with various mechanical systems (high pressure and low pressure). To ensure a high level of consistency and guidance, Cianbro developed a comprehensive written procedure that provides 34

our team members with instruction for all bolt-up activities and incorporates all inspection and documentation requirements. There has been considerable collaboration along the way to ensure the appropriate steps were captured and implemented. The process included team members from the QA Department, Pipefitting Steering Committee, OG&C Market, and instructors from the Cianbro Institute. In other words, it is a great team effort. Flange Assemblies have been part of Cianbro’s work scope for years, whether at a paper mill, refinery, LNG facility, or compressor station. Our work does not always take place on critical systems, so we have set up two classifications: General and Critical. General Piping System n

fluid system in which the Maximum A Allowable Working Pressure (MAWP) is 150 psi or less and the maximum design temperature is 365°F or less.

Critical Piping System

ny system specified by the owner to A fall into this category n Jurisdictional Piping System – a system governed by Local, State or Federal Jurisdiction as outlined in: n

• DOT 49CFR192 or 195 (transmission & distribution of gas or liquid petroleum) • ASME Section I or B31.1, National Board Boiler Inspection Code • Any piping system with MAWP >150 psi or maximum design temperature of >365°F. • Lethal Service – regardless of MAWP or maximum design pressure; any system containing poisonous gases or liquids

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Team members that are putting a flange assembly in place, are required to attend an internal class that will educate them on the steps of a flange bolt-up assembly which produces high quality and consistent results. Another specific example of our continuous improvement efforts relates to Operator Qualifications for project and client specific programs. Operator Qualification (OQ) refers specifically to the U.S. DOT regulated pipeline industry. Individuals performing activities that affect the pipelines operation and integrity, are required to have Operator Qualifications. Each pipeline operator has their own list of “covered tasks” of which our team members must be qualified to do. For some clients, it may entail taking an NCCER online exam to prove you are knowledgeable of the tasks you are performing, and for others it could be a hands-on evaluation demonstrating your experience. “As defined in 49 CFR 192.801 and 195.501, a covered task is an activity, identified by the operator, that: 1. Is performed on a pipeline facility; 2. Is an operations or maintenance task; 3. Is performed as a requirement of this part; and 4. Affects the operation or integrity of the pipeline.”

Cianbro’s OQ experience dates back several years. However, due to the progression of industry standards and regulations, we have grown significantly in this area (over the last few years) and are able to provide clients with an increased level of support. Currently, we are working on multiple Oil & Gas projects that require our team members and subcontractor partners to be Operator Qualified through a variety of providers (Veriforce, NCCER, NGA, etc.) Our support team, led by QA/QC Office Manager Sarah Enos, has provided a level of consistency and compliance that meets or exceeds client expectations. In closing, Cianbro takes safety and quality control very seriously when constructing projects. We are well-served by the experience and support of so many people within our organization who deliver the Cianbro difference.

Cianbro’s Oil, Gas & Chemical Team Excels at Natural Gas Liquids (NGL) Pump Station Projects Oil, Gas & Chemical n

By Bruce Brown

With the significant availability of natural resources within the shale play areas throughout the country, Cianbro’s Oil, Gas & Chemical (OG&C) team continues to help clients produce energy resources by constructing facilities safely, with attention to quality, and with a commitment to sustaining environmental compliance. This philosophy continues to produce construction opportunities for Cianbro’s team members. OG&C continues to provide a large range of services to the market and to customers, including: compressor stations, meter and regulator stations, dehydration facilities, pipeline construction, LNG facilities, launcher/receiver installations, pumping stations, chemical plants, Natural Gas Liquids (NGL) plants, cryogenic facilities, and refining and petrochemical facilities. The OG&C team is well underway with the construction of two new NGL pumping stations that will facilitate the transportation of various gas liquids (ethane, butane, propane) through a pipeline to a refinery before final delivery to markets. The projects involve the build out of new facilities, including excavation and the construction of all environmental erosion control measures. The projects include pouring and forming all concrete foundations, supports, and structures and the installation of galvanized structural steel supports. The mechanical installation includes welding and hydro-testing on both stainless steel and carbon steel, and on sizes varying from two inches to 20 inches in diameter. The piping system’s cryogenic nature necessitates specific weld procedures and system components given the very low temperatures of the NGL. The plants also require a comprehensive electrical system to function safely and efficiently, which includes all power, control, and instrumentation to integrate with the complex control scheme. With the assistance of Cianbro’s Corporate QA/QC team, all team members have the required U.S. Department of Transportation (DOT) Operator Qualifications for each covered task. The QA/QC team works directly with the project’s operations team and provides on-site support to ensure 100-percent compliance with the necessary and comprehensive systems documentation. We are appreciative of the confidence that our customers have in the Cianbro team. We look forward to continued opportunities as the industry remains in need of bringing these specialized resources to market. C I A N B R O S P R I N G / S U M M E R C H AT T E R

Teaching Team Members to Phish Information Technology (IT) n

By Russ Rodrigue

Summer is a time for getting outside and enjoying nature. Some team members spend their free time on the lakes and streams fishing, in hopes of landing that trophy fish. The sport of fishing takes patience and technique, requires that you have the right equipment, and of course - that ever enticing bait is also a prerequisite. Fishing is very popular due in part to its relatively easy learning curve and low cost of entry into the sport. Another “sport” with a very similar sounding name is Phishing. But unlike traditional fishing, this phishing comes with significant risk. Phishing is a technique that cybercriminals use to lure unsuspecting phish (anyone connected to the Internet) into providing passwords, user IDs, credit card information or important private data without realizing that they have been “hooked.” The cybercriminals use a variety of techniques to trick you into providing your personal information. Sometimes they use email or a website or even socially engineered tactics where they pretend to be another person or organization. Phishing is one of the fastest growing crimes. It is usually anonymous, simple, and often difficult to detect. Using technology, the cybercriminal will embed a malicious virus or piece of software into an email or email attachment or on a website. The language in the email often appears legitimate or looks to be from a person you may trust. The goal of the phish is to convince you to divulge key information that the culprits can use for other crimes, such as identify theft, gaining access to federal tax return filings, or hacking into other systems. Cybercriminals now have extremely high motivation – money! Using a technology called Bitcoin, a non-traceable currency used across more than 100 countries, the “bad guys” phish you, 36

install malicious software on your computer and lock your personal or business files (called a ransom) until you pay them a fee that typically ranges between $300-500. The payment is made via a credit card and exchanged into Bitcoins via one of the many currency exchange services on the Internet. After payment, the cybercriminal will send you a key code to unlock your files (usually). According to the FBI, ransomware payments for 2016 were estimated at $1 Billion, compared to $245 Million in 2015. The incentive for the “bad guys” is very high and phishing is their

phones, computers or tablets at home and nearly 1,500 team members have company-provided cell phones, laptops and tablet devices that connect directly to Cianbro networks and computer systems. The number of Internet connected devices grows every day and each device is an exposure point for cybercrime. Arming our team members with knowledge about the risks associated with phishing is essential to securing company and personal information. Joe Kennedy, Ryan Deppe, and Russ Rodrigue have been traveling around the company over the past 18 months

primary means of targeting their victims. So what can we do to combat these cybercriminals? Education is the key. Cianbro IT is working hard to implement technologies that catch and block phishing scams or viruses or dozens of other means of hacking into the company, but our greatest exposure is our people and their knowledge of how to identify and detect a phishing scam. Cianbro IT has embarked down the path of cybersecurity education. Most team members have personal cell

to educate team members on a variety of cybersecurity topics. The feedback on the instruction has been extremely positive. In addition, IT publishes a monthly cybersecurity newsletter called Ouch, written by the SANS Institute, a leading cybersecurity authority. In June, IT launched what is called a “white hat ethical phishing” campaign. This type of phishing is done by Cianbro IT for the purpose of identifying knowledge gaps by sending out “fake” phishing attacks. If the Team Member clicks on

C I A N B R O S P R I N G / S U M M E R C H AT T E R

Phishing is a technique that cybercriminals use to lure unsuspecting phish (anyone connected to the Internet) into providing passwords, user IDs, credit card information or important private data without realizing that they have been “hooked.”

the link or attachment or enters personal or company information into a website, an instructional video and brief educational outline is displayed helping the team member to understand the security violation. It is a little sneaky on our part, but an incredibly effective way to track knowledge gaps and determine who needs additional education, and on which cybersecurity topics. Brian LeComte, Cianbro’s Help Desk Manager, has been tracking cybersecurity statistics for over two years and the trends are alarming. For example, in 2016 Cianbro experienced a total of 31 documented phishing attempts. As of the end of May 2017, Cianbro has had 78 reported incidents. Many team members have the knowledge to identify a phishing attempt and delete the message or forward to the Help Desk for reporting and analysis, but unfortunately, nearly a dozen phishing attempts have succeeded. Rest assured that none of these incidents resulted in loss of company data and no ransoms have been paid to the bad guys. Cianbro IT is well positioned to fight the cybersecurity battle and has done well to protect the company, but the challenges are real and the cybercriminals are getting smarter and more advanced. Education is the key to protecting Cianbro and our team members. Cianbro IT will be partnering with Dan Coffey and the Cianbro Institute to build more education programs, leveraging the new Learning Management System, in order to offer continuous updated instruction on the ever-changing world of cybersecurity.

In memory of

Hsiao Hwang

Cianbro Project Manager Hsiao “Chow” Hwang passed away unexpectedly on Friday, June 9th after an eleven-year career with the company. Chow came on board at Cianbro in 2006 as an intern out of Penn State. By the end of his internship, he was identified as a student that the company wanted to hire upon graduation. Chow joined Cianbro right out of college as a project engineer and he began a quick rise that was fueled by his high-quality performance. “You taught Chow once – he learned the lesson quickly – he improved upon the technique – and oftentimes he became the teacher of all others who came in,” said friend and colleague Gary Smith. “Chow had those characteristics of being very soft-spoken, but when he spoke it meant something. We began to see him take on clients at power plants where he was the project engineer and then ended up managing the project. He was definitely the go-to guy for the clients.” A significant project for Chow was in Bentonville, North Carolina working for Piedmont Natural Gas. It was a long-term LNG project, Cianbro’s first in the area. Chow was held in high esteem by the client, on a very difficult job. But perhaps the project that catapulted Chow forward the furthest was the Hastings Extraction Plant work for Dominion in West Virginia. That’s where Cianbro management and industry owners alike really started to see his leadership ability which eventually led to clients requesting him by name. By 2017, Chow had worked across the entire company, beginning on infrastructure projects, mechanical, industrial, power plants, and ended up running some of the larger OG&C projects. “A very common thread throughout his career is that everybody – whether it was our team, subcontractors, or clients – everybody trusted Chow,” said Gary. “When Chow said, ‘We’ll get this done,’ it got done. When he said, ‘I’ll take care of it,’ it was always taken care of. That was one of the attributes that really gained him favor with everyone – his trustworthiness, his word … and he wasn’t one to pat himself on the back, either. He was a very humble man.”

C I A N B R O S P R I N G / S U M M E R C H AT T E R

CIANBRO

ANNIVERSARIES

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

68 Years

Kenneth Cianchette n

51 Years

Thomas I. Caldwell Henry M. Cone n

47 Years

Peter G. Vigue n

44 Years

George Bell n

43 Years

Rodney A. Leach n

42 Years

Forester Sprague Jr. n

41 Years

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

40 Years

Steven A. Perrault n

39 Years

Mark W. Nordgren n

38 Years

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

37 Years

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

36 Years

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

Shelby A. Sawyer David C. Sutcliffe Gregory E. Wing n

35 Years

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

34 Years

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

33 Years

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

32 Years

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

31 Years

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

30 Years

Dennis E. Beisaw Neal T. Dawes Barry J. Gordon

Craig O. Holmquist Terence Lemieux Keith B. Magoon Rae F. Randlett Michael A. Raven James H. Richards Leslie D. Vigneault Kevin M. Violette n

29 Years

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

28 Years

Jacqueline E. Arsenault Theodore B. Baxter Bruce H. Beane Richard E. Beliveau Jurgen G. Bell Garry L. Billings Oâ&#x20AC;&#x2122;Neil E. Boivin Trent C. Clukey Mark D. Cochrane Robert B. Currier Glen S. Dickinson Jack H. Dodge Jr. John P. Gamage Michael R. Hilton Howard A. Lynds Glenn G. Masse Douglas J. McPheters Darin W. Merrifield Brian E. Michaud Charles W. Nutter Carol J. Ouellette Thomas G. Ruksznis Norman L. Scribner Mark A. Stone Ronald E. Taylor James E. Towle Elbridge G. Watson Thomas Wozniak Mark J. Zagrobelny n

27 Years

Kris M. Ballard Vera L. Bryant Philip R. Dube

C I A N B R O S P R I N G / S U M M E R C H AT T E R

Richard G. Fish Brian T. Hartness Timothy N. Jackson Aaron L. Wedgewood Daniel L. Wyman Douglas H. Wyman n

26 Years

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

25 Years

Leonard W. Brooks Thomas J. Hamel Eusebio Heredia Soto Paul M. Holmquist David L. Magoon Craig R. McConaughey Jeffrey T. McPherson Daniel R. McPheters James M. Rossi Kimberly G. Sieber George W. Tapley Jr. Victor Ugalde n

24 Years

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

23 Years

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

22 Years

Tina Adams

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

21 Years

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

20 Years

Michael A. Berry Andrew E. Bowden

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

19 Years

Allen P. Beaulieu David A. Bousquet Barry G. Brooks Joshua M. Brown Darcey T. Bubier Craig L. Chambers John P. Coon Jr. Keith Costigan Patricia L. Dickinson Richard P. Dilsner Christopher K. Downs Michael G. Dube Chaderick A. French Maurice A. Gould Debora L. Grignon Jeffrey L. Hetzer Douglas J. Lacroix Laurette Laverdiere Brian R. LeSage Eric R. Lewin Manley B. Lyons Thomas Mawhinney Randy M. Morin Mark M. Nelson Thomas W. Noble Scott S. Penney Richard A. Preble Susan L. Roberts Juan F. Salazar Kelly G. Shank Jeremy S. Sherman Robert E. Small Aaron W. Walsh Dana R. Woods n

18 Years

Scott L. Alexander

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

17 Years

Chad H. Alley Tesfahunegn Berhane William E. Birney David A. Bolduc Robert L. Bussell Allen D. Clark Thomas E. Clarke Wesley M. Corson Rodney W. Crocker Adele D. Diodato Jacob R. Dionne Shawn A. Doran Neil G. Dupont Michael T. Edwards Howard L. Fernald Luke E. Finley Barbara Fortin-Poirier Peter A. Foster Langis D. Gagnon Donald A. Goodwin Ryan J. Graves Leslie C. Hayden Aurelius S. Hinds III Mark E. Hutchins Scott A. Jackson Donna A. Jacques Shawn A. Lambert Jeremy W. Lane Eric M. Lane Jose A. Luna Torres James E. Lyons Jeremy B. Mace Ryan L. Marcotte Gary L. Mason Santos T. Matul Rodney A. McAvoy Garrett R. McVaney Garth Miller Russell J. O’Neal Lora J. Pitcairn Christopher R. Pond David A. Powers Shawn A. Reid George Rendon Thomas S. Richter

Jason G. Rourke Francisco Salazar Paul R. Saucier Joy L. Schobel William A. Scott Donald R. Smith Gary W. Smith Patrick N. Steeves Gail M. Stone Kerry A. Swallow Jeremy S. Whitney Walter T. Willard n

16 Years

Hunter J. Anderson Ronald D. Ayres Jason L. Batchelder Maurice B. Batchelder Christopher L. Brann Scott K. Bumps Ulicer Castro Linwood T. Charette Roland S. Clark Joshua A. Clark Gloria J. Cook John A. Daley 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 David P. Maheu Robert A. Mayhew Jr. Mark P. McLean Sue Noiles Kevin R. Pond Terry L. Rosensteel Gary E. Simmons Jr. Glenn J. Sirois Stanley W. Tyszko n

15 Years

Darryl S. Bowers Michael A. Cavaliere Kye N. Chon Kate M. Cooley Bruce A. Cummings Dana J. Cyr Destiny S. Demo Alfred D. Desrosiers Douglas W. Easter Brian R. Edwards Seth M. Goucher Genaro G. Guardado Robert F. Higgins Jr. Clark J. Holden Benedict S. Jasud Timothy J. Leclerc Isaac E. Machic Concepcion Majano Mark A. Malatesta Stephen R. Montgomery Susan L. Morrison

Devon E. Nadeau Clyde M. Newby III Ronny M. O’Brien Garrett J. Plourde Matthew T. Raven Mark I. Seavey Thomas R. Smith Scott D. Thies Joshua M. Turner Jerry J. Upton Adam S. Violette Mark D. Whitley n

14 Years

Danielle R. Anthony James R. Baillargeon Jesus Bernal Lamar J. Boyer Jeffrey N. Carver Bruce D. Chesley James B. Chick II Dylan R. Clay Gary L. Crane Daniel J. Dickey Michael J. Franck Robert J. Franck Carl D. Franck Lewis A. Gatcomb Todd W. Gilley Michael D. Hachez Gary L. Hanmer Gary R. Hayes Matthew M. Hebert Mathew J. Henry Wayne A. Kimball Jeremy E. Kyllonen Brian E. Labbe Thomas M. Leonard Jean-Paul J. Lettre Richard K. Lyons Terry L. Malloy Gail E. Mayo Peter McCormick Charles H. Moulton Billie J. Nelson-Clark Jeremie R. Nutter Paul A. Osborne Derek S. Perkins Aaron L. Preble Christopher P. Queen Rae F. Randlett III Jeffrey D. Robinson Leigh A. Ross Dean N. Schofield Harold E. Sherwood Jr. David A. Stenzel Patrick M. Sughrue Ted J. Swenson Lesli C. Swieczkowski Domingos B. Tavares n

13 Years

Jose F. Carreira Jeffery K. Crowell Ted B. Dunn Timothy M. Fiske Robert M. Gallant Jeffrey D. Gilbert

Roy A. Harris Edwin J. Hutchens Jr. Russell R. Lane Brian M. LeComte Randy T. Matthew Albert J. Michaud Michael J. Morelle Richard M. Noblet Amy L. Page Andrea L. Pelletier Thomas G. Perrier Debra B. Scott Julia C. Smith Albert W. Spaulding Richard A. Toothaker David L. Walter Gregory E. Wiers Harry A. Woods Jr. n

12 Years

Ralph E. Allen Charles S. Allen Robert A. Bagley Jose A. Bernal Bruce J. Brown Marc J. Caldwell Wayne G. Canwell John R. Colburn William A. Cote Adam N. Coulombe Aric Dreher Corey J. Drost Sarah C. Enos Joshua T. Gale Justin L. Goodale Jose N. Guzman Otero Mark A. Hansen Christopher M. Henry Jacques P. Hobbs Christopher E. Jarvais Marc S. Jedlowski Stephen G. King Robert D. Kitchin Justin L. Ladd Nathan D. Landon James E. LePage Troy S. Murch Sr. Sarah S. Nelson Chad A. Page Daniel S. Perkins John A. Rossignol Trinidad B. Suarez Cory W. Verrill n

11 Years

Clifford S. Albert Lisa M. Barnes Isaac Benitez Richard J. Bryant Stephen W. Clendenning Adam J. Cristoforo Robert R. Deppe Jonathan E. DiCentes Kurt A. Dickinson Steven T. Dube John W. Eckenroth Thomas M. Figura Barbara E. Gudroe

Elias J. Hershbine Dave W. Holst Young C. Hong Paul R. Labrecque Rex Lagle Steven G. Lavallee Gregory A. Morse Stuart P. Mullis Steven Peters Michael C. Rand William A. Richardson Ruben J. Schofield Peter H. Smedberg Darren R. Smith John B. Stewart Craig A. Stockwell David F. Stoddard Joseph M. Thomas Jr. Anthony J. Tibbetts Peter A. Vaillancourt Michael G. Varney Jose U. Vasquez Jamie D. White n

10 Years

Walter H. Akers Jr. Matthew A. Anderson Matthew G. Brawn Shawn R. Bryant Steven G. Camire Chih T. Chen Jason E. Croman Carl J. Cross Jr. Debra L. Cyr Joshua B. Emmons Robbie W. Ferguson William K. Gassert Zaccheriah J. Gidney Jacob M. Gorman Derrick J. Graves Michele J. Guyette Benjamin A. Hall Nicole R. Hardy Megan L. Hart Ryan C. Hutchinson Wayne A. Jordan Ronald Kief Miranda L. Kinney Carlos E. Kwakutse Dustin L. Kyser Jesus Limon Michael P. MacVane Stephen C. Malatesta Allison M. McDonough Andrew C. McFarland Philip D. McKenney Nicholas A. Meader Bruce R. Metrick Christine M. Nadeau Katie A. Noiles Stuart A. Northup Jason B. Obereiner Kevin O’Neill Daniel T. Pellerin Shane D. Reisinger Jason T. Shinaberry Gary A. Steward Turney E. Taylor

Jason R. Thereau Thomas U. Viles Susan H. Weeks Richard A. White Tricia L. White n

9 Years

Jerry C. Adams Marbin A. Alvarenga Samuel A. Baker Sean A. Banks Megan M. Barnes Donald J. Beliveau William E. Bonneau Robert N. Bouley Daniel R. Brown Joseph S. Buckley Ray L. Bush Miguel A. Cabrera Jeffery A. Carr Jr. Paul D. Carter Daniel T. Coffey Terry A. Collamore Timothy J. Cooley Rodger D. Cote Joseph D. Cote Jason L. Despaw Joseph C. Ducharme Donald D. Duvall Shane C. Ennis Jose L. Felix Justin D. Gemmell Aaron P. Gibbs Michelle L. Godsoe Wilbert A. Gonzalez Dee Ann L. Grazioso Alan B. Grover Jason L. Hancock Mark M. Hovey Justin K. Huber Cathy M. Hutchins Kazimierz Jedrzkiewicz Christopher T. Karlen Michael R. Keim Elizabeth L. Kennedy Steven F. Lancaster Lorie A. Lane Thomas R. Langille Brian M. Larsen Jeffrey C. Lerch Jordan R. Lyford Nolvir H. Macario Adam J. Mazerolle Shawna L. McKenney Robert R. Meckley Alejandro Mejia-Gamez John P. Merrill Dale P. Michaud Steven D. Michaud Brenda E. Nichols Aaron P. O’Donnell Cosme G. Paredez Ralph C. Pearl Kyle D. Pellerin Juan R. Perez Ryan P. Perkins Zachary E. Perrin Aaron M. Poole

C I A N B R O S P R I N G / S U M M E R C H AT T E R

Will A. Portillo Matthew Q. Proctor Deborah A. Rowe James K. Roy Cristian R. Santos Timothy C. Sawyer Christian E. Stefens Matthew S. Sullivan Ernesto A. Tejada James L. Theriault Christopher M. Tibbetts Anthony V. Turner Kenneth R. Underhill Zebediah E. Underwood Christopher M. Vainio Joseph P. Vanidestine Timothy D. Washburn Scott E. Wright n

8 Years

Suzelle G. Allain Garry L. Allan Ulises Alvarenga Corey M. Blagdon Michelle A. Boutilier Derrick M. Brawn Kevin K. Brogden Debra L. Brown Jeffery P. Chandler Eric T. Clark Jillian J. Cote Christopher C. Courville Philip DeRoo Russell O. Dunn Derek G. Fitzgerald Tony D. Foster Matthew D. Gale Robert L. Greene Jr. Andrew W. Hallett Rigoberto B. Hernandez Kyle P. Jensen Sean G. Kelley Eui C. Kim Jacob A. Klaiss Jack A. Klimp Janelle H. MacDermott Scott R. MacDonald Amanda M. McDermott Nicholis R. Nelson Brian P. Pelletier Jay M. Reynolds Douglas J. Robinson John D. Savage Billy A. Sawtelle Brayden L. Sheive Gabriel M. Sloane Matthew J. Smith Eric D. Vivlamore Suzan West Douglas Williams n

7 Years

Chad E. Burgess Benjamin B. Connors Glen K. Conrad Bernard F. DiAngelo Adam J. Eastman Michael Evanchak

James M. Flear Michael D. Gomes Karen J. Hyland John D. Lee Wilson A. Macario Nicholas J. Martin Stephen D. Mitchell Scott L. Morris Patrick A. Morse Steven M. Osborne Russell W. Pritt John M. Sieber Patrick J. Smith Ryan M. Smith Aaron M. Stevens Robert D. Stewart Douglass D. Timms Michael R. Tripp Jonathan J. Wheaton Ronald J. Wheeler James W. White n

6 Years

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

5 Years

Sean P. Abramson Andrew J. Aldrich Richard Bartucca Jr. Benjamin I. Beaulieu Roy H. Bolton III Dakota W. Bryant

Lee E. Burke Joseph L. Campbell Eben Campbell Julie K. Carmody Mary C. Casey-Walsh Patrick J. Chamberlain Alan W. Chesson David Croteau William G. Davis Michael Dill David K. Doherty Kelby Duplisea Brett A. Dyer Shane S. Federico Aaron J. Fluellen Jeffrey T. Fortier Eric Goodale Warren R. Gosselin Roman Gosselin Tyler Graves William E. Grimm Daniel E. Guiliani Ross Hallowell Adam L. Harmon Christopher Harney Randall S. Harris Michael T. Hathaway Zachary L. Hayes Christopher G. Hendl Joshua Holston Joseph N. Jenness Quinton L. Johnson Ryan P. Keefe Robert King Jr. Jeremy Ladd John Lampinen Nathan M. Lancaster Norman A. Linnell Charles H. Longmuir Ronald Malonson Randall D. Marcotte Terry A. Martin Sarah H. Martin Jeffrey J. Mason Douglas C. Maxellon Carl V. McAdam Cameron McLellan Robert L. McMullen Luke D. Michaud Patti L. Mikeska Jeremy R. Moody Cameron D. Moore Matthew A. Novicki Dennis V. Ordway Dylan S. Osnoe Anthony J. Passmore Jack M. Patterson John A. Perkins Jr. Kyle Pike Frank E. Poirier III David J. Pomerleau Rachel Porter Jacob L. Ramp Emmett E. Reid Jason P. Richard Frances J. Riggs Albert A. Rowbotham Jr. Joseph H. Schackart

C I A N B R O S P R I N G / S U M M E R C H AT T E R

Spencer W. Seiferth Donna M. Simonds Rodney N. Small Bradley P. Smith Kenneth N. Spear Justin T. Stewart Bradley G. Therrien Dale L. Thompson Tammy J. Vance Anita M. Verrill Richard A. Viens Cheryl L. Waters Ronald E. Werner Scott A. Wheeler Chris S. Willigar Sr. Brandon D. Wilson Neil T. Wooley Ronald C. Wright Matthew R. Zilliox Andrew J. Zimmerman n

4 Years

Thomas J. Bean Gary R. Bell Miguel A. Benitez Tyler J. Brougham Robert D. Bunnitt Paul H. Burmeister Alison A. Burwell Mark Carbone Rena P. Cater Richard A. Clark Lizardo De La Cruz Pamela J. Dunphy Amy L. Ellsworth Nathan P. Frazier Delvin Gomez William Harvey David N. Heaton LaTrice N. Hines Jeffery S. Howe Bruce W. Hughes Jr. Eve E. Jordan Brenda Kidwell-Petito Justin V. Kitchin Clay B. Maker Elwood D. Moore Daniel B. Moulton Robert D. Nickerson Walter J. Oakman Nilesh Patel Malcolm D. Patterson Matthew Paulone Francisco Pena Reyes Renee A. Perkins Jordan E. Pomerleau Luke D. Pomerleau Charles J. Rackley Patrick R. Rivard Eric J. Roberts Nicole R. Setzer Robert C. Smothers Jeffrey D. Snyder Christy C. Stock Glenn A. Sutton Stephen M. Thomas Douglas C. Thompson Penny L. Townsend

James F. Underwood Christopher A. Varnell Kyle R. Wentworth Kevin W. Williams Ryan L. Witham n

3 Years

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

2 Years

Melody L. Alford Chelci N. Allis

Alexander H. Anderson Keith M. Anderson James R. Anderson Jacob D. Applebee Peter A. Aziz Susan K. Bagley Kevin M. Banks Jr. Travis S. Beem Richard Berrios Alex R. Berry Courtney O. Bierman Jameson N. Boucher Corinne L. Bowden Lawrence E. Bradford Samanah A. Brown Logan A. Bui Antonio J. Canas Benjamin Carranza Jessie W. Champagne Devin R. Clavette Austin M. Clemons Jason T. Daley Michelle Davis John L. Davis Nicholas R. Dawes George M. Dineen Aaron P. Downing Perry J. Downs Emery A. Duffield Christopher J. Dumont Bradley H. Dwinal Keenan M. Eaton Christina M. Ecret Allen B. Edwards Mark E. Elliott Jr. Mindy P. Ellis Kristen W. Finamore Darron J. Fior Katharine M. Foster Christopher D. French Justin J. French William E. Fridley Sr. David J. Frye Amanda L. Gardner Susanne M. Gelenter Ethan N. Gilbert Penny N. Godsoe James A. Goodwin Brandon K. Gotwalt Walter F. Govern III Ryan M. Graffam William F. Hadlock Ryan M. Haggan Paul E. Haggerty Michael A. Hanson Cameron D. Harlow Ryan K. Hawkins Colby L. Higgins Ramon Q. Hill Moon P. Hong Florent Hoxha Michael S. Hubbard Haley A. Hunt Griffin Brandon N. Hyson Matthew D. Jay Damika N. Jones Salomon S. Jurado Brendon M. Keister

Nicholas C. Kendall Caleb R. Keune Patrick A. Kilbride Scott D. Knight David V. Korb Gage A. Lake Craig M. Lane Andrew J. Leali Gerard R. Leblond Charlotte A. LeMar Joshua K. Linscott Elise A. Littlefield Matthew A. Lucas Justin M. Marcellino William D. Marconi David J. Martin Jane E. Mason Rafael U. Matul Lopez Jonathan O. McCargar Trevor R. Miller Dalton J. Miller William G. Mixer II Miguel Molina Valencia Lynn M. Morin Shane A. Moulton Mark A. Murray Sandra E. Noble Christopher M. Norton Juan A. Ortega Jaquez John G. Patten Jacob R. Peabody Matthew J. Pearl Riley W. Pelletier Ruel K. Poissonnier Austin D. Porter Shelby L. Pratt Brendan A. Quinn Elizabeth F. Redmond Mark G. Reed Adrian A. Reimann III Maxwell C. Reiser Jeremy R. Rhine Dina S. Riendeau Fernando L. Rivera Tracie D. Skelly Patrick J. Stefens Adam J. Surface Jessica M. Tilton Ryan M. Tupper Kendra E. Underhill Kendrick D. Waterman Robert J. Zolinski Jr. Craig M. Zuromski n

1 Year

Aritz A. Aldecoa Jeffrey J. Allen Alexander R. Aponte Mark B. Averill Benjamin D. Ayer Devon A. Ayotte Allen R. Baldwin Daniel J. Batchelder Amber M. Beiring Timothy D. Belyea Jacqueline L. Benttinen Ken P. Bergeron Alisha M. Biddle

Dylan M. Blanchet Robert A. Blanding Codey F. Bond Angel I. Bonilla Alan M. Bouchard Nicholas A. Bouley Christiane A. Bourgoine Benjamin S. Briggs Keith A. Brown Edsel W. Brown Emily J. Carrier Joshua M. Casey Shane M. Cater Philip P. Cavaretta Colin F. Christiansen Joanann Cloukey Thomas C. Clukey Craig P. Coburn Deagan C. Conrad Darryl W. Coombs Cameron A. Coutts Jeffery S. Crookshanks Anthony Cruz Thomas E. Davis Adam N. Davis Noel de Leon Mauricio Jonas L. DeLong Jason D. Derschan Larry F. Dipietro Jr. Brian B. Donaghey Robert E. Dow Tristan M. Elliott Archie R. Engstrom III John E. Flanagan Zane S. Fletcher II Daniel E. Foglia Mathew D. Foster Ryan C. Gamblin Michael D. Gerrish Coty J. Grant Eduardo E. Gutierrez Michael D. Hale Adam T. Hall Raymond Halsey Kevin J. Hebert Kyle K. Holmstrom Daniel A. Inman Daniel A. Keating Corey A. Kelliher Zachary I. Kempthorne Anthony T. Kimmis Scott A. King Lucas D. Kostenbader Christopher R. Krueger Rex F. Lagle Mason L. Lasselle Mark F. Leasure Sean M. Leeman Miguel A. Lopez Angel G. Lopez Meza David Lopez Meza Jose A. Martinez Jorge Martinez Caballe Carlos Martinez Robles Logan J. Masse Zackary R. McNamara Shanna G. Merrill David F. Montanez Jr.

Claude R. Morin Garet J. Murphy Patrick C. Noonan Stanley F. Novak Anthony A. Olivari Christian A. Parrish Gerardo Pedroza-Carreno Connor P. Perkins Stacy L. Poulin James F. Prenier Timothy H. Richard Cameron J. Schettler Thomas J. Senior Regan B. Sereyko Raymond Shortsleeve Adam F. Simmons Katherine A. Smedberg Lesley A. Smith Ronald E. Tedford Stacey M. Vannah Dustin W. Varney Cristina E. Velez Adam D. Vigue Melissa M. Wainwright Jason S. Walker Jay K. Walkowski Craig B. Washburn Craig A. Weaver Jason E. Williams Robert N. Wilson Colby G. Wood Nathan L. Wrigley Whitney L. Yates Ryan M. Zullo

In memory of

Jim Leavitt

After 27 years of service to the company, Cianbro Superintendent Jim Leavitt passed away at home on June 5th, 2017. He was 72 years old. Jim was well-respected at Cianbro, not only in his supervisory capacity but also as a crane operator. He was also well-known as part of a family of brothers who gave decades of high-quality, dependable performance to the company. Brothers Bobby and David both spent their entire careers with Cianbro and retired from the company. Jim was a Vietnam veteran who did work for other firms, but always came back to Cianbro. At the time of his passing, he still hadn’t officially retired from the company. “Jim was extremely loyal to this company, and was just an outstanding man,” remembers Pete Vigue. “Jim and his brothers were all unique in their own right, but very competent and very capable. He was very responsive to Cianbro’s needs, and everyone who knew Jim enjoyed working with him.” Alan Goepner worked with Jim in the field. He knew of Jim’s sterling reputation as a friction crane operator, a trucker, and as a jobsite superintendent. “Everybody liked Jim,” said Alan. “He was a very friendly man and I liked him quite a lot. All of the Leavitt brothers were bona fide construction men who had a variety of skills. Jim had a knack for being a decent, likeable, competent guy.” Cianbro retiree Paul Bertrand has good memories of Jim, as well. “He was pretty levelheaded, pretty mild,” said Paul. “He never got too disturbed. He was an all-around good guy. He’d do anything to help you out. You could ask him anything. And of course, he had his brothers too. If you had them all together, you had quite a team. Jim was a top-notch guy…one of the good guys.”

C I A N B R O S P R I N G / S U M M E R C H AT T E R

Cianbro Institute Prepares Line Workers for Energized Structure Change Out Project Power & Energy Market n

By Alan Grover

It’s a Maine job that exposes Cianbro line workers to extremely high voltages – in this case: 345-thousand volts. The project for Emera Maine requires Cianbro teams to remove energized conductor from 69 existing wood pole H-frame transmission structures between Orrington and Orient. The energized bundled conductor and shield wire are transferred to new structures that Cianbro is installing. Once the energized conductor is transferred, the old structures can be removed. There’s no shutting off the power for this job. This transmission line is big and it’s important – carrying electricity not just to Mainers but to customers throughout the New England grid. With that many people relying on the power, shutting down the line is not an option. “So, there are a lot of specialized tools that are made for this kind of work,” said Cianbro Transmission and Distribution Training Manager Jon Sacks. “They consist of jacks, Fiberglas links – and any ropes that might be used are rated for dielectric ability or strength. The way the lines are handled is carefully decided. Basically, once the new structure is in place, the team will hoist up the conductor, they will release the conductor from the old structure, and hoist it up to the new structure. And then the line workers would actually secure the conductor using the proper hot-sticks 42

and tools to keep themselves safe.” Just prior to the project’s kickoff date in May of 2017, Cianbro’s live-line crew gathered at the company’s transmission and distribution training yard along with owner’s representatives invited from Emera. The goal was multi-faceted. The Cianbro team would perform their tasks on a detailed mock-up of the work that Emera needed to complete in the field. This not only gave Emera a chance to see Cianbro’s plan of action, it gave the customer a chance to weigh in on the plan with their storehouse of knowledge and experience. It also gave the Cianbro

team, who would physically perform the work, a chance to practice and get a true feel for what they would be up against. “That’s a true mock-up of a project that Emera needs to do,” explains Cianbro Corporation President Andi Vigue. “So we actually brought Emera in, mocked-up what they needed to do in the field under live conditions, and said, ‘This is our plan. We’re going to go out and do it. And if you don’t like any part of it, we’ll change it.’ We’ll continue to refine our procedures until we all agree on the right approach to the job. So, it’s not just showing our abilities. We’re

C I A N B R O S P R I N G / S U M M E R C H AT T E R

telling, showing, demonstrating – and allowing the owner to have insight, because it’s their infrastructure.” Chairman Pete Vigue has been an advocate of the mock-up concept since Cianbro’s days as a contractor at the Maine Yankee nuclear plant. “We started this concept of mock-ups because you really get to educate the team that is physically going to do the work,” said Pete. “They’ll know what they’re up against, they can build self-confidence, and they can even come up with a better way. That Emera mock-up was not just to benefit Emera. It was to benefit our team as well. Because our team members can practice up there where it’s not live and say, “you know what? If we do it this way, we can do it a little bit better.” Cianbro has leapt into the Transmission and Distribution field in a big way since the early 2000s, and the company continues to build a resume. From the standpoint of a client, it’s very meaningful to see an additional project, such as the work Cianbro is doing on energized lines. It shows that Cianbro is versatile, and not only can build new structures in a new right of way, but can also work in an existing right of way, with energized conductor. “The future looks good for Cianbro in the T&D field,” said Jon Sacks. We’ve been deepening as a company, and our client base is getting bigger and bigger. The work is out there. As we know, there’s all kinds of work being done on the grid, whether it be adjusting to deal with a lot of the new green sources of energy coming online, or just

Starcon and Cianbro Champions Take the Field at Nationals Park n

making it more reliable. The work is there and Cianbro really is a significant and respected player in the market. Part of being a high-voltage T&D contractor is being able to do this kind of work. The clients really want and need companies that can come in and do all of the varieties of work that they need done. And that work is very important – keeping the line in good shape – they need contractors who are able to do that, as well as building new lines.” In the world of Transmission and Distribution, there are two factors that get no tolerance whatsoever from the owners. They are: 1) causing harm to people, and 2) causing unscheduled outages. If a contractor causes these problems, they will not continue to work for these clients. Coming as close as possible to perfection in the field is what Cianbro’s T&D instruction is all about. “We have excellent supervisors and craftspeople that contribute in the lessons that we do here in the yard,” said Jon. “We have a formal process here. We work very cooperatively with the field supervision. We are really connected with them. We are part of them. We work together. So when we do this instruction, we draw supervisors to assist us, and we also go out to the field. And then a lot of our lessons have to do with how to provide proper compliance. So, it’s equipment, it’s CPR, it’s rescue programs both for T&D and for all the other areas of the company that we work in. It’s leadership. It’s supervision. And that’s what we need in order to do our jobs well, professionally, and be the best.”

By Kelly McIntosh

With the hard work and commitment to workforce development from Starcon and Cianbro instructors and team members, the organization was able to send eight competitors to compete in the 2017 Associated Builders and Contractors (ABC) National Craft Championships, held in Fort Lauderdale, Florida. Joining 172 other competitors from across the nation were Starcon’s Eric Fields – competing in Pipefitting; Jose Chavez – taking part in the Mechanical Insulation competition; Jacob Ritchie – competing in Pipe Welding; and Tommy Lykins – going up against the competition in Structural Steel Welding. Cianbro sent Brandyn Kendall, Ryan Tupper, Colby Higgins and Logan Bui to compete in the pipe welding, structural welding, millwrighting and pipefitting competitions respectively. Starcon is pleased to announce that Jose Chavez won the Gold Medal in his event, and Tommy Lykins earned a Brandyn Kendall Bronze Medal. Cianbro’s Brandyn Kendall took home a Gold Medal, and Colby Higgins won Silver and the safety award. These team members were in an intense competition against highly skilled apprentices from across the nation who represented top-notch Merit Shop construction companies throughout the industry. The competition began with a written exam before transitioning to a six-hour hands-on practical exam. Some of the competitors were joined by their spouses, who were able to give their husbands encouragement throughout the competition while seeing first-hand how highly skilled and trained their loved ones truly are. This year’s two Gold Medal winners, Jose and Brandyn, earned a trip for themselves and a guest to a Washington Nationals Major League Baseball game in Washington D.C. It was a token of appreciation from ABC, Starcon, and Cianbro for their training, hard work and for their outstanding performance during the competition. Jose not only earned the privilege of attending the game but was the public address announcer for the traditional call: “Let’s play ball!” (see photo). He delivered the announcement to a crowd of more than 40,000 baseball fans. Brandyn was given the honor of delivering the game’s lineups to the umpires. Jose, Brandyn, and all of the ABC NCC Gold Medal winners were recognized in front of the big crowd. The champion craftspeople had the right to go onto the field, throw out a pitch, attend batting practice, meet the team’s coaches and players, and to enjoy the ABC Freedom Fireworks show after the game and much more. Jose, Brandyn and their colleagues were also recognized by United States Labor Secretary Alexander Acosta. The Starcon and Cianbro workforce development team couldn’t be more proud of Jose, Brandyn, and all of the company’s competitors through the years who have given their best efforts at the National Craft Championships. Starcon and Cianbro are glad to offer these kinds of opportunities to the next generation of craftspeople to show them that top-notch performance can be very rewarding to their careers, and a lot of fun along the way!

Jose Chavez

C I A N B R O S P R I N G / S U M M E R C H AT T E R

CIANBRO An Equal Opportunity Employer

CIANBRO CORPORATE OFFICE PO Box 1000 Pittsfield, Maine 04967 BUILDING

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

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

INFRASTRUCTURE

Contact: Keith Anderson (207) 679-7562 kanderson@cianbro.com

INDUSTRIAL & MANUFACTURING

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

OIL, GAS & CHEMICAL

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

POWER & ENERGY

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

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

ORKPL EE W A

Sarah Mildred Long Bridge Replacement Project

J U R Y-

E DED

Haley Hunt Griffin, Charles Hall, Megan Hart, Scott Knowlen, Andrea Pelletier, Rachel Porter, Dina Riendeau, Russ Rodrigue, Jim Theriault, Jessica Tilton Contributing Writers – Bruce Brown, Joe Campbell, Sarah Enos, Leverett Fernald, Bob Greene, Eve Jordan, Patrick Kilbride, John Merrill, Kelly McIntosh, Cam Rand, Jon Sacks Design – Jean Cousins D TO A N A TE I IC Feedback: Do you have questions or comments about the Chatter? If so, we’d appreciate hearing from you! SINCE 1949 Please email: agrover@cianbro.com • call: 207-679-2542 • or mail to: Cianbro Corporate Office, Attention: Chatter Editor www.cianbro.com