Cianbro Chatter 2018

VOLUME 49 NUMBER 1

SPRING/SUMMER 2018

PUBLISHED BY THE CIANBRO

C O M PA N I E S

CIANBRO’S Can-Do Attitude: The Power of Positivity COVER STORY: PAGE 22

IN THIS ISSUE:

Cianbro Equipment: A Creative Toolbox for a “Can-Do” Company PAGE 4

Talk the Walk: An Introduction to the Walk Bridge Program PAGE 14

Alexandria Bay Port of Entry PAGE 18

Cianbro Hosts Maine State Police Leadership Team PAGE 32

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PROJECT MAP & INDEX

ME

Off map:

Message from the CEO The world economy, political positioning around the globe, demographical shifts, and continual deployment of technology are all influencing and driving change at an accelerated rate. As a result, 2018 is shaping up to be a year of rapid evolution. Cianbro’s ability to embrace and adapt to change will directly correlate to our level of success in the future. Said differently, it is not our goals that need to change, but the process by which we achieve our goals that will be required to change.

We remain very committed to Operational Excellence, making incremental improvements to deliver more value day over day. To date, we have LEANed out numerous processes, improved our productivity, and eliminated many at-risk behaviors. As proud as we are of these accomplishments, we must continue to focus on consistency, compliance, teamwork, and continuous improvement. By doing this, we will be best positioned to prevail in the ever-changing environment we face each and every day.

We are all experiencing the strain on the nation’s workforce, given the strong economy combined with the retirement of large numbers of baby boomers. Thank you for remaining open-minded and helping more than 350 new team members onboard, year to date! Keep in mind that our efforts do not end there. We need to further our technical skills, expand our leadership capabilities, and grow from our experiences.

As one of the top 35 employee-owned companies in the country, Cianbro provides every team member an opportunity that many people in the industry do not have, and that is ownership. As owners, we all need to focus our efforts on how we advance our company towards achieving its vision. This focus needs to exist at every level of the organization.

We must challenge ourselves and each other to be the best we can be.

While we close in on the final months of the year, please continue to work at delivering quality work safely, productively, and in a timely manner. These dynamic times may appear challenging, but remember, with every challenge there is opportunity. Together as a team and with a CAN-DO attitude, we will prosper well into the future.

Andi

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AEP Bold - Indiana

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LNG Vaporization Confidential

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VT

NY

MA CT

NJ

PA 10 5 4

VA

2 3 4 5 6 7 8 9 10 11 12 13

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RI

Atlantic Ocean

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MD

PROJECT MAP NUMBER 1

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NH

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PAGE

Georges River Energy......................... 6 Huber Boiler Re-tube........................... 8 WEX Global Headquarters................ 10 Brighton Dam.................................... 12 BGE Spring Gardens......................... 13 Walk Bridge....................................... 14 Alexandria Bay Port of Entry............. 18 Baltimore Harbor Tunnel Fans.......... 25 Sarah Mildred Long Bridge................ 26 Curtis Creek Drawbridge................... 28 AEP BOLD Transmission Project...... 29 Bangor Savings Bank HQ................. 42 LNG Vaporization Project.................. 43

OF INTEREST

CEO Message...........................................2 Collins and Acosta Visit Cianbro................3 Cianbro Equipment’s Creative Toolbox.....4 Lean Safety ..............................................9 Building a Healthy Lifestyle.....................16 HLP Enhancements.................................17 Starcon Champ Javier Garcia.................17 Certification & Handover Records...........20 Distribution Update .................................21 Cianbro’s Can-Do Attitude.......................22 Substation Market Update.......................24 IT’s Blue Future.......................................30 Cianbro Hosts State Police.....................32 Boot Camp Intern Speaks.......................34 In Memoriam...........................................35 25 Year Awards........................................36 Anniversaries...........................................38

Senator Susan Collins and Secretary of Labor Alex Acosta Visit Cianbro Cianbro Institute n

By Jim Theriault

Since the opening of the new Cianbro Institute Facility in Pittsfield, Maine last August, the learning center has had its share of distinguished visitors. On May 29th, two very special guests, Senator Susan Collins and U.S. Labor Secretary Alex Acosta, toured the Cianbro Institute learning facility; the weld test shop; and the hands-on simulation facility on Peltoma Avenue.

For the organization, it was an incredible opportunity to highlight the importance of workforce development as an essential factor in enhancing economic opportunities within Maine and across the country. Seeing in person how an organization like Cianbro is responding to workforce development allows national decision makers like Senator Collins and Secretary Acosta a ‘real-world’ perspective when pondering future policy and legislation to support similar initiatives.

Quotes from the tour’s news conference highlighted the lessons learned.

Senator Susan Collins

“We learned about the extraordinary efforts Cianbro makes to ensure that it always has a safe and healthy environment for all its workers. As we toured the various classes, we met individuals who were at Cianbro on their first day learning about safety to 20 year veterans learning new skills. This is the kind of life-long improvement in learning our State needs to be competitive.”

Secretary Alex Acosta

“Today has been very helpful as I learn about the issues facing the people of Maine. Maine needs workers and

we hear this from so many businesses.

Here at Cianbro, I was impressed with the emphasis from Day One on learning about OSHA and company safety rules.

At the same time, employees with more than 20 years of service were receiving not only safety refresher courses but also new skill techniques. From the new employees to veterans, the emphasis is the same.”

Chairman Pete Vigue

“It’s our pleasure to host this special event and to have the Senator and Secretary join us to discuss ways of enhancing a strong economy in the State of Maine. We have more than our share of challenges. However, we’re open for business. We’re doing our part to model for others a workforce development process that has worked successfully for Cianbro over a number of years. We encourage others to invest in the State, as well as in the people they employ, on a ‘go-forward’ basis.”

It is a well-known fact that for many years, a significant shortage of skilled construction workers has been a reality.

With the creation of a formalized craft/

professional educational process over a decade ago, along with continued investments in people and facilities, Cianbro seeks to be proactive in assuring an effective path forward for workforce development. Senator Collins and Secretary Acosta’s recent visit lends credibility to Cianbro’s clear desire to build people while building projects.

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Cianbro Equipment: A Creative Toolbox for a “Can-Do” Company Cianbro Equipment n

By Chris Jarvais

In order for Cianbro to remain a leader in an ever-evolving marketplace, the company must constantly review how the team completes work.

Innovation is one way Cianbro looks to increase productivity and eliminate superfluous steps. Cianbro Equipment often assists project teams in the constant search for more efficient means and methods.

When a project team in Maine decided to self-perform the drilling of a set of rock sockets, the equipment team got to work. Cianbro now owns a Hain 450K-T3 Crane Mounted Drill to dig

the thirty-five 51-inch diameter rock sockets. Senior Project Engineer Linc Denison, Jr. understands the potential.

“Purchasing a rock drill allows us as a company to expand what we do,” he said. “It gives us another tool in the toolbox that opens up more opportunities for work on various projects and allows us to have control of our destiny. Whenever you are given the opportunity to expand your abilities, doors are bound to open for more work.”

What do you do when you have to go to work underneath the MBTA Merrimack River Bridge in Haverhill, Massachusetts, in shallow water, with a commitment not to disturb the river bottom?

You utilize a Jack-Up Barge, as Design Specialist Dan Brann explains: “Jack-Up Barges are comprised of standard Flexi-Float sectional barges,”

said Dan. “What makes these a little bit different are the elevating columns that take the place of conventional spuds.

The elevating columns jack-up so the barge can float and once the barge is in position, the columns lower to the river bottom and stay in that fixed position.

This keeps the barge at a constant elevation rather than floating up and down with tide changes as conventional spuds would. This is necessary to keep the barges from grounding out when the water level gets low. Once in place and jacked-up, this barge configuration can support a 100-ton crane using a land chart. They will also work well for the drill rigs performing compaction and permeation grouting operations.”

The Cianbro team at the module project in Brewer, Maine were looking for a way to make the module layout

Jack-Up Barges

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more efficient. They contacted CEL and requested a Robotic Total Station. Assistant Project Superintendent Bob Higgins has been utilizing the new TopCon GT Series Total Station with an FC-5000 Data Collector and he is a fan. “The Robotic Total Station allows you to perform the layout where you are actually staking it out,” he said. “It turns a twoperson operation into a solo one. The Collector allows me to upload drawings so I can view them and perform calculations in the field. It is a great asset to the survey team.”

Meanwhile, Project Superintendent Rick Godin was wondering how he could make the Hydro testing process more efficient. “Traditionally, we had to get temporary power and water to the testing sites in separate processes and connections while being able to control temperature and pressure,” Rick pointed out. “I was looking through a catalog when I spotted a self-contained power washer. As I studied its features, I realized it had all of the components we need to hydrostatically-test pipe systems in Brewer. This unit will enable us to work anywhere onsite, in any conditions, without being connected to power and water. The most important feature is the one-point connection. By integrating all of the components into one connection, one operator can safely control pressure and temperature from the onboard control panel. Not only is it great for hydro testing, it is a great fit for our fleet to work in remote areas to clean barges or other equipment. The possibilities are only limited by our imagination.”

The Building Market manages projects that often deal with controlling jobsite access for multiple subcontractors in multiple trades, all without adversely affecting productivity. Safety Manager Brad Smith at the Bangor Savings Bank Project in Bangor, Maine came up with a solution. “We had a typical 20-foot Conex Box retrofitted so it could accommodate an 8-foot office space and a 12-foot climate controlled storage area,” said Brad. “The entire interior is insulated and finished, and includes heat, air conditioning, and electricity. We now

450K-T3 Crane Mounted Drill

Conex Security Office

have the ability to assign a security team member to our site, allowing them to be much more efficient. They can see who is coming and going in real time and can accept packages without having delivery people wandering the jobsite.

The storage area allows for critical tool and material storage closer to the work.

We have long term plans to wrap the

outside with graphics so it can double as a billboard.”

These are just a few examples of the equipment-related creativity exhibited across the Cianbro Companies on a daily basis. With the team’s Lean culture and Can-Do attitude, the sky is the limit for Cianbro’s project teams.

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GEORGES RIVER ENERGY PROJECT Power & Energy Market n

By Sarah Daggett

Robbins Lumber has a long history of change dating back to the company’s founding in 1881, owning and managing more than 29-thousand acres of forests and buying logs from 150 independent loggers. The company’s latest update is an 8.5 Megawatt Combined Heat and Power (CHP) biomass boiler. Cianbro is installing a CHP biomass power plant in order to provide a reliable outlet for the 150 tons of residuals that the planer and saw mill produce daily. The Robbins family is capitalizing on the opportunity to revive the symbiotic relationship between loggers and a strong chip supply by offering a new market for local logging companies to sell their biomass.

Georges River Energy (GRE) needs roughly 400 tons of fuel a day - 250 tons of which are contributed by local logging contractors who deliver bio-

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mass wood chips from logging operations. Steam from the boiler will run the turbine and provide heat for the wooddrying kilns.

In September of 2016, Cianbro was invited by Robbins to present a proposal for the construction of the new CHP biomass plant. Cianbro began working out the contractual terms and conditions in November, and was awarded the contract in January of 2017. Shortly afterward, Project Manager Scott Clements began coming to the site parttime for project planning and construction management. In March of 2017, Cianbro began working full-time, and in April, the project began site and prep work. The project began with the installation of the new cooling tower units, removal of the existing truck dump, removal of a drag chain feed conveyor, and demolition of an existing kiln. These operations were necessary to clear the footprint for the new boiler house.

• To date, 130 X-ray welds have been completed along with the installation of

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4,500 feet of an estimated 9,800 feet of piping.

• Cianbro will be pulling 145,680 linear feet of cable, installing 2,500 linear feet of tray, and 10,000 linear feet of conduit.

• The total concrete yardage is 623.

Cianbro has also installed the fuel metering system, reclaimers, and fuel handling system. The fuel metering system includes the boiler train, electrostatic precipitator system, turbine generator system, and water treatment systems with their associated pumps, fans, and hydraulics.

Though this project is located in the small town of Searsmont, Maine, the Georges River Energy project is truly international. Equipment was transported from all over the world, and logistics planning was essential to keep the project on schedule. Cianbro and Robbins Lumber were able to work side-by-side in efforts to mitigate many crucial logistical conflicts. The project includes equipment from India (turbine

and generator), Canada (combustor), Texas (boiler and economizer), and France (gearbox). The 230,000-pound boiler, which began in Texas, was brought via rail through Michigan, Canada, and Aroostook County to Searsport. At Searsport, the boiler was loaded on a heavy haul unit for transport to Searsmont. Due to the excessive mass and size, bridge jumpers were installed to protect local infrastructure, and took two full days to travel 23 miles. Working in the middle of an operating facility, a lot of pre-planning was involved for a remote laydown area. Once arrived, Cianbro used a 16000 Manitowoc to set the boiler.

Placing the equipment into the boiler building was a challenge for the GRE team. “What’s been fun, is the challenge created by the space constraints from the location of this building,” said Scott Clements. Building erection continued as the combustor, boiler, economizer and multicyclone were placed. Strategic planning and communication kept the schedule and budget on track.

The involvement of the entire Robbins Family, and the constant communication with the client has allowed

the project to overcome various speed bumps. In the words of Cianbro Project Engineer Patrick Kilbride, “Being able to work with a nationwide, family-owned company has been enjoyable. Everyone is pulling in the same direction to complete the project.”

“For the past year and a half, I have had the opportunity to work with Cianbro on the Georges River Energy project,” said Robbins Lumber President Jim Robbins. “It has been a great opportunity for the crew of Robbins Lumber to observe the practices and policies of another company every day and in all weather conditions. Like all Maine companies, Cianbro’s strength comes from its people, on the ground, turning wrenches and pulling wire. This can be further demonstrated when I give tours of the construction site to groups and have comments such as the neatness of the jobsite and the quality of the welds that are observed.

“Cianbro’s employees are not only highly skilled, but they also bring great ideas to our project. Some of our best solutions to challenges with the project construction have come from pulling Cianbro employees to the side and pick-

ing their brains for solutions of what they would do to solve a particular problem. Along with a safe work environment I appreciate the time that Cianbro supervisors spend planning their work for the day and for the following day, as well as communicating that plan to their crews in the morning before work.

Lastly, I have to tip my hat to Scott Clements. Scott has done an exceptional job in coordinating the work schedule to make sure we beat our deadline. He has an exceptional work ethic and constantly keeps an eye out for improving efficiencies which is extremely important as an owner.”

The Cianbro team is led by Project Manager Scott Clements, Project Engineer Patrick Kilbride, Field Engineer Josh Doolan, Safety Supervisor Tom Davis, Electrical Superintendent Mike Raven, Piping General Foreman Craig LePage, Mechanical/Structural General Foreman Walt Willard, Field Administrator Tara Coffin, and Layout Specialist Al Baldwin. At peak, Cianbro will have a total of 100 team members on site.

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Huber Engineered Woods – Boiler Re-tube Project Power & Energy Market n

By Max Reiser

Not only does Cianbro continue to build strong lasting relationships with existing clients, but the company also continues to develop new ones throughout the United States. Cianbro began speaking with Huber Engineered Woods in 2017, and by the fall of that year, the team was discussing a boiler re-tube project at Huber’s mill in Easton, Maine.

Originally built in 1982, the Easton Mill manufactures a variety of engineered wood products within their Advantech® and Zip® system lines. The project required removal and replacement of the existing boiler skin, installation of new insulation, demolition of the existing boiler tubes, cleaning and reinstallation of 244 bent-type water wall generating and fire tubes, along with 14 target wall tubes.

Throughout the project, both Huber and Cianbro worked together to achieve a safe and high-quality project, while looking to further advance the existing boiler. The project was completed on schedule thanks to the dedication and support from Cianbro veteran Willie McLeod who led the night shift, Derrick Brawn and Cianbro veteran Clyde Newby III whose performance and leadership 8

with the younger crew on day shift contributed greatly to the overall success of this project.

Cianbro team members Bill Merrill and Keenan Eaton worked closely with Huber throughout multiple iterations of the proposed scope of work. In the spring of 2018, Huber awarded Cianbro with the role of Mechanical Contractor for the replacement of 258 boiler tubes in Huber’s Nebraska A-type boiler. The execution phase was led by Max Reiser and Bill Merrill who worked with local plant staff, subcontractors, and third party entities.

One of the initial challenges the project team had to consider was working in a very small footprint within a fully operational plant with several other outage projects in progress, including a combustion cell rebuild directly underneath Cianbro’s area of operations.

However, thanks to the project team’s planning efforts, the demolition of the existing boiler tubes went seamlessly, resulting in zero damage to the nearby boiler tubes. The cleaning and installation of the new boiler tubes was also completed successfully due to Cianbro’ s high level of quality control documentation in-place for rolling boiler tubes. The project team also removed and replaced approximately 310 square feet of existing boiler skin and insulation. Cianbro enlisted trusted subcontracting partner

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Zampell to perform refractory repairs that were needed due to wear, over time, from boiler operation.

The biggest challenge in this project was the size of the steam and mud drum associated with Huber’s Nebraska Boiler; the steam drum had a working diameter of 42 inches while the mud drum only had 22 inches. Given that the tight space could be overwhelming to some, the Cianbro veterans did an excellent job in coaching the new generation of boilermakers in what to do and how to perform their tasks safely and with high quality craftsmanship. The project team hit a milestone when the boiler was hydro tested to verify “tube-tightness” and only one leak was found out of 516 holes.

Cianbro is extremely appreciative for the opportunity to work with Huber and we look forward to growing our relationship and working together on future projects.

Editor’s Note: Huber Project Engineer Wilfred “Will” Guerrette described the job as a “Very successful outcome with 100 percent safety and quality, coming in on time and appreciably under budget, achieving all planned project objectives.”

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How Lean Principles Can Improve Safety on the Job Safety n

By Ben Connors

Just over two years ago, Cianbro began its Lean journey, focusing on the Lean principles to eliminate waste, create efficiency, and most importantly to create continuous improvement behaviors. What the company has come to realize is that these same principles can reduce risk to make jobs safer.

By improving the planning process and following the plan, team members can eliminate waste, which generally reduces errors that can create rework or overproduction. If work cannot be completed as written in the daily activity plan, this situation signals uncertainty.

When uncertainty exists, safety hazards are likely to increase because now work is being performed which was not previously planned for.

Additionally, eliminating the waste in the company’s processes can reduce exposure to hazards, which improves safety. For example, if material is stored in an area before it is needed, the situation can reduce visibility for equipment, require multiple handling, cause team members to walk into equipment travel lanes, and cause the team to use “workarounds.” Has the hazardous exposure increased? Absolutely!

Each team member’s ability to change behaviors and to search continually for better ways of doing things all day, every day, will pay dividends in many ways, including creating a safer work environment. An ideal place for Lean principles to influence safety is with the use of Kaizens (pronounced KI-zanz). This Japanese word means “change for the better.” With every task, team members might ask themselves three questions: What bugs me? How did I fix it? How did it get better? The questions and answers are what make up a Kaizen. Capture these Kaizens on paper and share them with the rest of

the team. This sharing will get others to think about their tasks, and/or contribute to the fix with additional thoughts. Now, a “continuous improvement” mindset begins to take shape, along with beneficial actions. Remember, a spirit of continuous improvement means making small improvements after small improvements.

Over the course of the past year, safety specialists have provided more than 400 safety related Kaizen improvements, where problems or inefficiencies were identified and solutions were discovered to make a process safer and more Lean. The goal: To enable the safety team to learn continually from one another, and to encourage team members to seek improvements to their processes, whether those improvements be small or large. Below are some examples of their Kaizens.

When team members are empowered to make changes and/or suggest changes in their work areas, they become inspired to take more ownership of their tasks, thereby creating a safer work environment. By continuing to make small safety improvements after safety improvements, the company will see a large total effect over time.

The Cianbro Accident Prevention

Program (CAPP) is another area where team members can apply Lean principles. When the team observes an at-risk behavior, look for the reasons that team members chose the risky method. Was something in the way? Did another team member create additional work? Was a component damaged by being installed earlier than necessary? As the root cause for an at-risk behavior is explored, the team should also discuss how to improve the process, thereby eliminating the hazards and enhancing Cianbro’s operational excellence.

JOB NAME

What Problem Do You Have?

What Change Did You Make?

How Did it Get Better?

WEX HEADQUARTERS

Fall protection equipment being misused at building load in/out areas.

Fixed with wooden handrail corral and fall block on a beamer at each loading area for all to use.

Eliminated the need for tie-off for additional people and made the proper tie-off option available.

BARTLETT’S FERRY

We were having problems with demo hammers getting tangled up in gang boxes causing hand injury hazards, ergo hazards and tool damage.

Team designed a rack with circular sleeves in it to store multiple guns.

Eliminated the housekeeping issue and made it more efficient to pull the tools for use.

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A New Glass Landmark on the Waterfront:

THE WEX GLOBAL HEADQUARTERS BUILDING

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Building Market n

By Alan Grover

There’s a very visible Cianbro presence on the Waterfront in Portland, Maine these days. The company’s construction management team is hard at work along Thames street, leading approximately 80 team members from 15 subcontractors to erect a stylish new office building for developer Jonathan Cohen. It’s a state-of-the art structure that will eventually become the new world headquarters for WEX, Inc.

WEX is a rapidly expanding provider of payment processing and information management services. They’ll be moving more than 400 employees from their current offices in South Portland, into the new 110-thousand square foot building which is scheduled for completion by the end of 2018.

“The building is mostly like an L shape,” said Cianbro Project Manager Brian Larsen. “The smaller section of it is four-stories, with a fifth-story penthouse roof area. Its main entrance is over in that area. And then the whole rest of it runs along Thames Street, which is the Waterfront – that is a three story level, and on the top of it will be a patio area – and the entire patio area has a glass handrail/curtain wall system all the way around it. Mainly, the whole facade of the building is almost all curtain wall, it’s all glass, so wherever you are in the building, you can really enjoy

“Mainly, the whole facade of the building is almost all curtain wall, it’s all glass, so wherever you are in the building, you can really enjoy the view.”

the view. On the fourth floor of ZoneA, we call it, WEX will be using that as an area to bring clients. They call it their showcase area, so they’ll be able to bring clients and showcase their different products that they’re releasing.”

The team has been working with lots of heavy glass panels on this job.

The installation of the panels has been similar to past building projects in which Cianbro used cranes to set pre-fabricated components into place. The panels go up very quickly, and then it’s a matter of going back and completing all the finish work.

“Normally, you don’t have as much glass,” said Larsen.

“With this, when the glass does go in, though, it is your finished product. So your finished product goes in a lot sooner than you would on, say, a traditional type building. Because once we do put the frames in and the glass, that is your finished product. So, we’re going to be working around finished product the entire time. That’s one of the challenges for our subcontractors – to make sure that we don’t damage our finished product, because it’s there basically from the beginning.”

Larsen said that while his crews are enclosing the structure, they can go ahead and start metal stud framing and all of their mechanical, plumbing, and electrical systems.

“We started a lot of that before we were fully enclosed so we could keep the project moving quicker,” he said.

“And then once we get areas closed in, we can then go ahead and do roughingin of the walls and start our actual finishes...start hanging sheet rock. We have actually already started that in certain areas because we do have areas that are enclosed with glass already, so we can start the finishes. Then, once we hang the sheet rock and then finish, of course,

we start the high-end finishes; there’s some high-end flooring, tile work, there’s high-end millwork, and high-end wood ceilings.”

Cianbro started out as the construction manager for the core and shell of the building, and then submitted a pricing structure for the rest of the interior.

The developer then selected the company to manage the entire project.

“We will be enclosed 100 percent by August,” Brian said. “And then we’re just doing final touches on the outside of the curtain wall, putting beauty caps and that kind of stuff on it.

Most of the interior is already framed. Now we’re starting the sheet rock and more of the finished area. In September and October, we will really be going into the high end finish work. In August, we’ll also be starting the exterior site work that we still have to do. We have a lot of all-new sidewalks, light poles, granite steps, courtyard; and those activities will be working through the fall.”

A block away, Cianbro is working for the same developer on a completely separate project – the Ocean Gateway Parking Garage Addition. The same team that is managing the WEX construction is also responsible for adding an 11-thousand square foot curtain wall façade to the front of the parking garage for use as office space and retail space.

Meanwhile, back at the WEX building, the Cianbro team is receiving good feedback from the owner, particularly for the speed of the construction. Brian Larsen says his team is a great group of people who are enjoying some good morale on this job.

“There’s a lot of coordination, some great communication here, and everyone enjoys coming to work.”

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Brighton Dam Work Continued...

Infrastructure Market n

By Travis Sherman

During the winter months of 2017, the majority of the work performed at Brighton Dam included Tainter gate wall plate demolition starting in Bays 9 and 10 as well as demolition in Bays 7 and 8. The new wall plates in each bay are Stainless Steel that contact the new rubber gate seals and form a water tight connection between the Tainter gate and the Buttress wall. A new Heat trace cable is to be installed in each wall plate to prevent ice build up in colder temperatures. Replacing the existing wall plates for each bay is a six-stage process that requires four levels of scaffolding to access the crest of the dam at an elevation of 350 feet, up to the underside of the bridge deck located at 380 feet. The sill and wall plate replacement begins with overhang brackets installed on the upstream and downstream side of the dam crest, followed by the sill plate removal including 18 feet of lead-coated plate steel. A block-out is saw cut around the sill and then hand chipped to a required depth. Once the sill plate removal is

complete, the scaffolding erection begins in order to remove the east and west side wall plates that are each 35 feet in length.

Installing the new wall plates begins with setting the sill plate to an elevation of 350 feet and then drilling and epoxying threaded anchor rods into place to secure the sill using a double hex nut fastening assembly. Following the sill plate installation is the lift one wall plates that require a splice connection at the base in order to connect the sill at each end to the lift one plates. Once the wall plates on both the east and west side of the bay are set to their final location, they are then formed and grouted in place. This includes one-inch thick Plyform, wedge bolts and steel walers that make up the 10-part formwork assembly. The grout being used is a combination of Portland cement and medium grade sand. Once the first lift grout has had sufficient time to cure, the formwork is stripped and staged in preparation of the next lift installation.

While the wall plate replacements have been completed for Bay 10 through Bay 7, the re-surfacing of the dam spillway has progressed from Bay 13 to Bay 9 respectively. Averaging two concrete placements a week, the spillway is on-

schedule to be completed in November of 2018. This scope of work includes 76 individual placements, not including the additional work to re-surface parts of the lower spillway known as the “Top Of Bucket� that will be underwater during normal dam operation. This additional work is part of a change order that includes the remobilization and resequencing of Hydrodemolition, as well as additional concrete work on the Top Of Bucket which will extend the project end date to November of 2019.

The additional work and schedule duration has pushed the Tainter gate painting and steel repairs into late 2018 with the Intake Tower slide gate replacements beginning in the Spring of 2019.

The repairs at Duckett Dam began in July of 2018 and are scheduled for 12 weeks duration. These repairs include 21 new corbels to reinforce a horizontal concrete beam that spans the right and left side of the 7-spillway dam.

The corbels will be cast in place using a combination of aerial lifts and scaffolding. Other repairs at Duckett Dam include spall repairs on the buttress and spillway surfaces, and the demolition and replacement of three pre-cast concrete planks that cover the bunger valve. Structural steel members will be replaced with new hot dip galvanized beams that support the three concrete planks as well as water flow in the event that the Tainter gates are raised.

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BGE – Spring Gardens Valve House Isolation Project Phase III Oil, Gas & Chemical n

By Julie Carmody

This past spring, Cianbro was awarded Phase 3 of the Spring Gardens Valve Isolation Project for Baltimore Gas and Electric Company (BGE), an Exelon Company.

BGE is a local distribution company providing gas and electric utility service to Baltimore City and five surrounding counties. The Spring Gardens Valve House piping system is a major distribution point that supports daily gas dispatch and LNG liquefaction and vaporization send out operations. The Valve House Isolation Project is a phased project that is being completed over multiple years to minimize the impact to the plant’s daily operations. Cianbro has already completed Phase 1 in 2016 and Phase 2 in 2017.

Phase 3 of the Valve House Isolation

Project involves the installation of (1) a new 24-inch steel lateral connection and (2) connections to an existing below grade 48-inch cast iron distribution line from the new 36-inch steel above-grade header. The lateral connection will also incorporate an 8-inch steel flare line connection back to the existing 8-inch steel flare header.

Project details include:

• Removing existing 16-inch above ground steel downcomer line and installing blind flanges • Performing excavation to expose the existing 48-inch cast iron pipe in preparation for cutting, de-commissioning activities and connection to the 36-inch header • Installing slide rail shoring system and benching excavation along with trench box placement to ensure a safe working environment and to avoid undermining existing pipe support footings • Performing modifications to existing 26-inch header support structure to

facilitate necessary excavations • Removing the existing 16-inch lateral connection and an inline check valve • Welding new uncoated steel piping per BGE welding standards • Constructing pipe sections and concrete anchor support structures • Performing fabrication and pressure testing on all new pipe • Placing flowable fill in the existing 48-inch abandoned line • Applying coating and wax wraps to underground and above ground piping • Assisting BGE crews with vent line tapping, cutting and capping of cast iron pipe sections • Completing site restoration

On-site construction began in late June and is scheduled to be completed in September of this year. Cianbro is extremely appreciative for the opportunity to work with BGE on Phase 3 and looks forward to delivering a safe and successful project.

4 776 Project Safe Hours

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TALK THE WALK: An Introduction to the Walk Bridge Program The Walk Bridge Program includes multiple projects all linked to the future Walk Bridge replacement. The first of these projects was the emergency fender repairs that were completed last year to the existing Walk Bridge. The two current projects are the CP243 Interlocking Project and the Danbury Dockyard Improvements Project.

signal systems. The project also includes the replacement of the Ann Street Bridge superstructure to allow for the installation of new storage tracks.

The CP243 Interlocking Project consists of improvements to the New Haven Line. The New Haven Line is operated by Metro North Railroad, which includes 4-tracks of rail operations and carries nearly 300 trains on a typical weekday. The project includes the installation of six high-speed crossovers allowing a train to transfer between adjacent tracks. The project also includes installation of new catenary structures; a

The Danbury Dockyard Improvements Project includes upgrades to the first mile of the Danbury Branch Line.

The project will improve operation along the New Haven Line allowing for express/local train overtakes and will mitigate impacts during the future Walk Bridge replacement. The project includes installation of new storage tracks to store trains/rail equipment; replacement of catenary structures; a new overhead contact system that will extend the current electrified track territory; and improvements to existing fiber optic and

new overhead contact system in the area of the interlocking; signal and communication improvements; and submarine cables in the Norwalk River and Saugatuck River.

Upon completion of the CP243 Interlocking and Danbury Dockyard Projects (CP243/DY), the Walk Bridge Replacement will be underway. This project is currently in the Construction Management phase of the CM/GC deliverable approach. The preconstruction project team is currently co-located with the Connecticut Department of Transporta-

Infrastructure Market n

By Finn Hadlock and Ryan Hawkins

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tion (Owner), HNTB (Design Engineer), Louis Berger (Construction Inspection) and WSP (Program Management) to facilitate the coordination between all parties during the design development. This project will include the demolition of the existing four-track railroad swing bridge originally built in 1896 and replace it with a 240-foot vertical lift bridge. This project has an anticipated start date of late 2019 with several hurdles to cross between now and then.

CP243/DY Project Set Up:

Both the New Haven Line and Danbury Branch lines are operated by the Metro North Railroad but are owned by the Connecticut DOT. These projects were awarded to the Cianbro/Middlesex Joint Venture XV (CMJV) using the CM/GC process with construction Notice to Proceed received in August of 2018. In addition to the joint venture between Cianbro and Middlesex, the CMJV selected key subcontractors to perform the specialty track and electrical work on the project. Herzog Contracting will perform all track work within the project including the procurement of crossovers, installation of ballast and final track installation/alignment.

Ducci Electrical will perform the major electrical work on the project including catenary installation, overhead contact system, signal and communication improvements. Both key subcontractors have extensive experience working on the railroad and handling the hazards associated with this type of work, and the CMJV relies heavily on both of these teams. In order to perform any work within the railroad Right of Way, the CMJV also relies on Metro North Railroad for flag protection. Flagmen and Groundmen are required for protection of the railroad and workers during any operation on site.

Progress at the CP243/DY Projects:

In April at the CP243 Interlocking Project, Herzog removed 3,000 linear feet of Track #4 to begin the first phase of construction. This allows the CMJV team to begin their excavation of the ballast and sub-ballast and to access the south slope for excavation and clearing. Even with Track 4 removed, the job requires constant and fluid coordination with the Metro North Railroad to determine when and for how long the equipment can foul adjacent tracks for work activities. Ducci and their subcontractors are drilling steel shafts and placing concrete for catenary foundations, which will support the new catenary structures that are being fabricated by Cianbro Fabrication and Coating Corporation. Work will continue at Track #4 for approximately the next eight months installing new drainage, slope stabilization, track bed reconstruction, and new track installation/alignment.

At the dockyard, Herzog and CMJV have completed the removal of Tracks #2, #4, and #6 and the installation of new sub-ballast. Once completed with the track removal, Ducci and their

subcontractors are nearly complete with the installation of 79 new catenary foundations at the dockyard. The CMJV has completed the Phase 1 demolition of the Ann Street Railroad Bridge which involved removing existing Track #2 and #4 superstructure and salvaging the existing brownstone abutments which will be veneered and reinstalled on the new abutments for historical purposes.

Work will continue with the installation of new abutment walls, and Phase 1 steel erection to replace Tracks #2 and #4. Like many transportation projects, the demolition and rehabilitation of the Danbury Dockyard is completed in phases to minimize the impact on people and businesses. Herzog has mobilized new rail and timber ties and will begin to install new tracks at the dockyard over the next few months.

In addition to the work locations at CP243 and the Danbury Dockyard, the CMJV team has been setting up other properties for the Walk Bridge Program.

This includes a Work Scope Agreement for material disposal and testing, a frac tank facility for water disposal, and laydown yards at Norden Place and Marina Properties.

Challenges Ahead:

At CP243, the work has been primarily on Track #4 and the south bank. This means that the potential to foul an adjacent track is only on one side and equipment and people can access the work area without crossing other tracks. The middle two tracks, Track #1 and Track #2, will be more difficult to access and require more planning to stay protected.

At the Danbury Dockyard the Ann Street Bridge has a hard deadline to be replaced in order to reopen Ann Street to traffic. With much of the work dependent on flag protection and work windows, it is clear that coordination with Metro North Railroad is critical to the success of the project.

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Building A Healthy Lifestyle Month by Month Wellness n

By Lesley Smith

Part of Cianbro’s Healthy LifeStyle Program is sharing information and resources with our team so that they can make informed decisions on how to live well. At the beginning of 2018, Cianbro’s Wellness Team kicked off a wellness campaign that features a new health topic each month. Jobsites are able to get familiar with the topic over the course of a month with tips, educational pieces, resources and some wellness related activities. Check out some of our recent topics and how jobsites are getting involved:

Move into May

There are so many benefits of being physically active. Not only will it help prevent or delay many health problems, but it can help you look and feel better, reduce stress, uplift your mood and make you stronger. Jobsites shared information on how to move well and move often, small steps to move more, ways to redefine physical activity, and how physical activity can improve your health. Team members participated in a three-week step challenge with a goal of walking 10,000 steps a day per person.

At the end of the three weeks, Cianbro logged 41,455,080 steps!

Know Your Numbers

Knowing your personal health numbers including blood pressure, cholesterol, blood sugar, body mass and other related health measurements is key to preventing disease and illness. Many chronic diseases do not show signs or symptoms, therefore knowing your numbers is a critical way to detect problems before they become severe.

Team members at Georgia Power’s Bartlett’s Ferry Dam jobsite enjoying a stretch after participating in a lunch and learn with their health coach

Safety Specialist Patti Dickinson helps team member Adam Boss learn his blood pressure number as part of the monthly topic on “Know Your Numbers”

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Health Coach Stacey Vannah leads the team at MBTA Merrimack River Bridge project in a discussion on “Kicking the Sugar”

Eat Your Way to Health

It’s important to supply our bodies with the best, nutrient-dense foods so that we can perform optimally each day.

The team discussed how food is fuel for the body, how to eat healthy on the road, how to prepare for the week ahead and ways to rethink your drink. Team members were encouraged to share their tips and tricks for eating well while traveling and to share their favorite snack with a fellow team member.

Cianbro is committed to the daily health and safety of our team members.

It is through these collective efforts each month that we are all reminded to live a healthy lifestyle.

Enhancements to Cianbro’s Healthy LifeStyle Program n

By Andrea Pelletier

In an effort to continuously improve and enhance the company’s benefits and offerings to team members, Cianbro has recently announced changes to the Healthy LifeStyle Program. The program has expanded to give all team members and spouses access to a personal health coach, reimbursement for gym and weight loss programs through the Fitness and Weight Loss Reimbursement Program, tobacco cessation through the Quit Tobacco Today Program and work/life assistance through the Employee Assistance Program (EAP).

We believe that when you choose to join Cianbro, you are choosing to live well.

Therefore, all team members will now be part of the program and have access to these tools.

Team members and spouses will continue to be able to earn wellness credits towards their medical insurance premium.

By completing an annual physical with biometric measurements from their primary care provider, participants are able to earn their Level 1 credit. Once they meet the Level 1 credit, they can qualify for an additional credit by meeting three out of five biometric standards for blood pressure, blood glucose, body mass, cholesterol and tobacco use.

Cianbro will no longer use an online software program to collect team member and spouse health information. Going forward, our in-house health coaches will collect this information and determine the wellness credits for team members and spouses. This new process should be a quicker and easier way for participants to submit their health information and to allow for more time to discuss health goals with their health coach. As always, we continue to place a high priority on maintaining and protecting the private information of our team members and spouses.

Participants who have questions about the enhancements to the Healthy LifeStyle Program can contact their health coach or jobsite wellness champion.

Now on the Mound for Starcon: Javier Garcia Starcon n

By Kelly McIntosh

This year’s 2018 Associated Builders and Contractors National Craft Championships Gold Medal winner from Starcon is Javier Garcia. He is a team member from Starcon’s Flint Hills Resources (FHR) site in the South Chicago area. He was not only honored for his outstanding medal performance, but was also rewarded with the opportunity to throw out the first pitch at a Major League baseball game between the Washington Nationals and the Boston Red Sox this summer.

With temperatures nearing 100 degrees on the field, and the pressure of thousands of baseball fans watching, Javier threw a pitch right over home plate. “I was a little nervous about going out to throw the pitch,” he said. “But I just tried to relax and aim.”

He showed great poise, dedication to training, and the ability to perform under pressure to win his Gold Medal at the national level. His performance didn’t waiver on the mound either. “I would recommend to my fellow team members to work hard in training and take advantage of this great experience if they get the chance.”

Javier’s journey to the mound began by winning the internal Starcon craft elimination back in the fall of 2017 at the New Lenox, Illinois training center. He not only won first place in the insulation competition, but also took home the Starcon Safety award and best Job Safety Analysis.

Javier kept that same attitude and detail with his JSA and safety performance at the national level, winning the ABC National safety award as well in his craft.

Javier started his career in construction as a scaffold builder before coming over to Starcon in 2013.

He works as a scaffold lead at FHR for Project Manager Jack Petty, and insulates when given the opportunity. Jack is known for preparing his team for the daily challenges at work for the client; and preparing Javier for the Craft Competition – and for the mound – was all in a day’s work.

Site Insulating Instructor Sam Guzman also gets high-fives from Javier for teaching him the fine points of the trade.

Starcon’s Training Department greatly appreciates the continuous effort that the apprentices, project managers, and instructors deliver every day. Their commitment to learning allows the company to build the next generation of construction professionals.

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Alexandria Bay Land Port of Entry The Cianbro Building Group has teamed up with Joint Venture Partner Northland Associates Inc. to construct the Modernization and Expansion of the Land Port of Entry at Alexandria Bay, New York. The project is located on

drastically changed the topography of the site by blasting and crushing around 100,000 cubic yards of rock, making way for the construction of the new Commercial Building and new roadways. The Commercial Building houses a new warehouse with seven inspection bays, as well as all the necessary support, processing/interrogation, and detention spaces for Customs Border Patrol (CBP) to effectively carry out its responsibilities. As part of this phase,

Wellesley Island in upstate New York, adjacent to an existing port of entry which services all commercial and noncommercial traffic wishing to enter the United States from Canada on Interstate 81 Southbound. This project will replace the existing port once it is completed.

Phase 1 of the project has been under construction since August 1, 2017.

Over the last year, the project team has

there are seven new two-tier inspection booths designated for commercial traffic inspections. Once complete, the new Commercial Building will inspect all commercial traffic wishing to enter the United States from Canada at this port location.

Currently, Commercial Building foundations are about 80 percent complete and structural steel erection

Building Market n

By Joe Campbell

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is close behind. There is a hard push on the site to start the faรงade and have the building weather tight by the end of 2018. There is also significant civil underground infrastructure being installed with some roadways opening for use this fall, and the remainder of the work to be completed over the summer of 2019. This coming winter, the team will be working diligently on fitting out the interior of the new building.

Phase 2 was recently awarded to the Joint Venture. This phase is set to commence at the completion of Phase 1 and adds the Main Building to the project scope. This building will service all noncommercial traffic wishing to enter the United States from Canada. The Main Building will provide eight new primary inspection lanes as well as a secondary inspection area for closer inspections when warranted. Again, the Main Building houses all the necessary support, processing/interrogation, and detention spaces CBP requires to carry out their responsibilities effectively.

Parking constraints for the port will be solved by constructing a parking structure suspended over the tops of the

new Commercial and Main Buildings and extending across the I-81 Northbound lanes. The parking structure will provide new secure parking for employees and visitors as well as include two new Outbound Inspection Booths for traffic headed north to Canada.

The project also includes new HAZMAT, Non-Intrusive Inspection (NII), Animal and Plant Health Inspection Service (APHIS), and Waste Water Treatment Plant buildings, all of which support CBP’s mission.

Phase 1 is contracted to be completed by January 31, 2020. Phase 2 is contracted to be completed by August 1, 2022.

During construction, the operations of the existing port of entry cannot be interrupted. The port operates 24 hours a day, 365 days a year. Any disruption can have significant impacts. Communication is key as the project continues

to progress and encroach on the existing port’s operational space.

This project has targeted LEED Gold.

Building a safety culture which is uncompromising to the challenges that this tough build poses is a critical component to the project’s success.

This Subcontractor Market is new for Cianbro Building which affords us the opportunity to share our approach to safety and hopefully grow with our subcontractors on our journey of continuous improvement.

The project Stakeholders are the General Services Administration (Owner), Gilbane (CM, Owner’s Rep), Morphosis Architects (Architect), ARUP (MEP & Façade Engineer, LEED), KPFF (Structural Engineer), and Barton & Loguidice (Civil Engineers).

The Cianbro project team members comprised of Charlie Cianchette, Joe Campbell, Jimmy Flear, Grahm Freme, Scott Jackson, Suzan West and intern Jeff Ciceron are proud to be working on

this meaningful project.

4 21,159 Project Safe Hours

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QUALITY MATTERS:

Certification and Handover Records QAQC n

By Charles Hall

Construction standards and practices have changed over the years. Compliance with specifications has always been a requirement imposed on builders.

Formal documentation of construction activities, in some fashion, has also been part of the construction process.

However, increasingly, customers are demanding more detailed inspections, tests and final certification and handover of records.

Cianbro’s Primary Quality Goals are to complete projects in accordance with specifications and to strive for continuous improvement. Included in our goals is a requirement to produce “Objective Quality Evidence” that we complete our projects in accordance with project specifications. Showing documented evidence that we perform our work correctly is a fundamental and vital Quality Assurance (QA) activity.

Objective Quality Evidence (OQE) is a term used throughout the world of QA. OQE is defined as any statement of fact pertaining to the quality of a product, based on observations, measurements, or tests, which can be verified. Evidence is expressed in terms of specific quality requirements or characteristics (acceptance criteria). These characteristics are identified in drawings, specifications, and other documents (such as industry standards), which describe the item, process, or procedure.

OQE is not influenced by personal feelings or opinions in considering and representing observed or measured results.

In Cianbro’s construction practices, OQE are test records, inspection reports, Certificates of Compliance (C of C), material test reports (MTR) or some 20

other form of surveillance record used to report results of specified inspections or tests (concrete strength, nondestructive examination of a weld, coatings environmental measurements, etc.). The list is too long to include here. Suffice it to say, if Cianbro builds or purchases a fabricated component from a supplier, chances are there is a requirement to record inspection results of some kind during the build process. Those records

are used to prove compliance with building standards, either before completion of the project or at some point after construction is complete.

Certification and Handover Records are all OQE for a single project showing compliance with construction specifications, compiled and turned over to the client in a manner supporting their needs. Owners generally require a formal certification of Cianbro activities and want to see the results compiled in a systematic fashion based on their operational or other requirements. It is no longer acceptable simply to send inspection or test records to the client. Custom-

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ers expect Certification and Handover to be logical, complete, consistent and effective. It provides the foundation from which they plan for the trouble free operation of their project.

As important as OQE is, it is the Certification and Handover process which instills confidence that construction activities are carried out according to specifications. The entire process generally includes the following steps:

• Review specifications to identify which OQE must be produced, maintained and turned over to the owner upon completion of work.

• Prior to start of work; collaborate with owner to agree on content and format of Certification and Handover packages. Come to agreement on whether or not owner representative will perform QA review of OQE records prior to final handover.

• Develop and utilize all necessary Inspection and Test Records (to document completion of OQE) during conduct of work.

• Perform or coordinate performance of required inspections and tests – document results.

• Review all records prior to accepting (from Cianbro QC, production, material receiving personnel or any third party producing OQE records).

• Store and maintain records in a retrievable manner. Records must be available for review at any time by authorized personnel (owner, company auditors, Jurisdictional Authorities).

• At the appropriate time during the project schedule, begin formal handover of certification records. This is generally coincidental with completion of “blocks” of work (whether completion is by system or work area).

Aside from Certification and Handover of records to the client, jurisdictional authorities (State Law) regulate some of Cianbro’s projects, such as boiler repairs. Cianbro must produce a formal Certification Repair Form (R-1 Record of Welded Repair) and issue it to the State Jurisdictional authority upon completion of the work.

Other work (DOT regulated work on natural gas or liquid petroleum lines) is regulated under Federal Jurisdiction (Code of Federal Regulations - CFR).

The owner or operator of a pipeline is responsible for compliance with CFR requirements. Companies such as Cianbro which are engaged in certain construction activities on those lines must produce OQE (showing compliance with specifications) and turn it over to the owner so they may certify activities with the Federal government. In most cases, pipelines are not allowed to be operated until proper certification has been accepted by the Jurisdictional Authorities.

Certification and Handover is the culmination of Cianbro’s commitment to perform work in accordance with specifications and to produce OQE which demonstrates that the company has met the goal. When instituted properly (early planning and up to date implementation) it is a valuable tool in managing the high quality work Cianbro performs.

Power & Energy Market

Distribution Update n

By Scott MacDonald

Cianbro’s Transmission & Distribution team in the northeast continued its busy 2018 schedule by responding to more emergency storm restoration events throughout the services territories of core customers. The team has traveled throughout Maine, New Hampshire, Eastern Massachusetts and Connecticut working long hours and in inclement weather restoring power to thousands of customers. In addition to the emergency response work, the team has continued to provide distribution construction/maintenance and transmission hot sticking services for these customers.

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Cianbro’s Brand of Can-Do Thinking:

The Power of Positivity n

By Alan Grover

By August of 2003, it had become increasingly clear to Maine’s public and to Cianbro’s bridge experts that an emergency stabilization was necessary for the aging Waldo-Hancock Bridge over the Penobscot River near Bucksport. A month earlier, the Maine Department of Transportation had ordered the bridge’s weight limit reduced from 80-thousand pounds to 24-thousand pounds as the structural weaknesses of the bridge became more and more evident. This move effectively marooned the economy of Downeast Maine due to the fact that the bridge was the key commercial link between Downeast and the population centers to the south. The roundabout detour across the bridges in Bangor added 40 miles (and the resulting costs) to the journey for truckers hauling goods to and from the region. A large New York firm specializing in steel bridge rehabilitation had spent months working to shore up the corroding bridge and had fallen short. Now Cianbro leaders, who had been monitoring the situation, sprang into action despite winter’s harsh conditions looming on the calendar.

The company reached out to Maine’s Governor with the message that Cianbro had a better solution, and were motivated to do something to avert the economic hardships caused by a bridge that was destined under the current circumstances to provide only limited service for months to come. Led by Construction Structures Manager Alan Fisher, Senior Project Manager Kaven Philbrook, Project Superintendent Archie Wheaton, Senior Design Engineer Joe Foley, and Senior Project Engineer Dave Shorey, the company assured the State that Cianbro could stabilize the bridge within just eight weeks. The State accepted Cianbro’s challenge, and added a $25,000 per day penalty to the contract in the event that the company did not meet schedule. Five days ahead of the deadline, after having overcome a multitude of challenges – including some that were solved

by Cianbro’s battalion of expert fabricators – the team finished the project with a design that had never been used before in the United States. This is just one of countless real-life examples of Cianbro’s Can-Do spirit in action.

How does Cianbro’s Can-Do attitude lead to success, time and again? Chairman Pete Vigue sums it up with a simple question. “What would your behavior be if you are in a bad situation, something needs to happen, and your 22

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life depends on it? Would that change your attitude toward ‘Can-Do’ and away from ‘I Can’t?’” At Cianbro, the team’s mindset includes placing a tremendously high value on collaboration and the willingness of people to develop creative solutions to problems – so much so, that problems are generally seen as opportunities. An example: If a mistake is made, that is a problem. But with the problem comes the opportunity to learn from the mistake in order to ensure that the difficulty does not happen again. Within the Cianbro Can-Do Mindset, there can always be a positive side to any problem.

The self-confidence necessary to view problems as opportunities does not arrive by accident. Cianbro is made up of more than 4,000 men and women who, firstly, are highly capable in their fields of expertise.

From the Contracts Group to the estimators; from the schedulers to the planners to the field teams to the business development experts to the payroll accountants who authorize the paychecks, to the Human Resources pros who take care of the team – it takes everybody working together to create Cianbro’s successes. But perhaps more importantly, all 4,000 Cianbro team members know that they can count on assistance, from the top of the company to the bottom, whenever help is necessary.

When a project manager has a problem, for instance, and they need help with a specific tool or they need assistance with an electrical problem or a mechanical challenge, they are not left alone to find the answers on their own. Anyone who lacks a certain piece of knowledge can obtain that information or capability from a colleague who has expertise within the field in question. Assistance is always just a phone call away. Cianbro’s Can-Do thinking emerges from an environment of trust, of team work – an environment where people feel free to share their knowledge, their experience, and to take responsibility for an area of expertise. At Cianbro, it’s about the whole organization, everybody together, not about any one individual – the simple fact is that no single person at Cianbro can accomplish alone all that the company does.

The Cianbro concept of mutual assistance has its roots in the organization’s roots. The early days of the company saw the founding Cianchette Brothers emulating the behavior of their father, Ralph Cianchette, who came to America at age 12, and grew up to start a family and a construction business. Family was a big deal for Ralph, and the Brothers learned from him to help one another and to guard one another’s back. When the Cianchette Brothers created Cianbro, the idea of strong and effective support for one another came into the company naturally, and the trait became part of the firm’s culture which endures to this day.

How do people feel when they succeed? They are proud of themselves. They are proud of their company. They are proud of their team mates. And they want to succeed again and again and again. Cianbro’s accomplishments are due to the hard work and commitment of a group of people who believe in themselves, believe in the company, believe in the Can-Do philosophy, and are willing to work together and to pick one another up when they are down. That is Cianbro’s brand of Can-Do thinking; an attitude that has proven to be powerful for nearly seven decades of company history.

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Substation Market Update Power & Energy Market n

By Troy Martin

The Cianbro Substation Team has grown considerably in the past decade with staffing levels peaking over 200 team members working from Maine to Florida and west to Indiana. It all started in Maine a few years ago with one small experienced crew and a passion and desire to reach new heights in this market.

Since then, the team has successfully completed over 300 projects ranging from small 34.5kV brownfield substation upgrades to very large new 500kV greenfield projects.

Although Cianbro continues to perform conventional substation upgrades in existing energized stations as well as new station builds, our work has evolved and expanded to meet the needs of a changing market. With very high demands on the power grid these days, new technology to stabilize the grid’s voltage is being installed across the country and Cianbro has completed a number of these projects for our customers. Our teams have completed both Static VAR Compensator (SVC) and Static Synchronous Compensator (STATCOM) facilities supporting the many challenges faced by our customers today.

Another market focus for our team has been centered around enhancing the security of our nation’s power grid by hardening many of our customers’ substations with new high security fence systems, camera installations, intrusion detection systems, ballistic detection monitoring and lighting upgrades. We have also constructed protective reinforced concrete walls around substation transformers and have enhanced the structural integrity of the station’s control buildings.

Along with the changing market and growth of our team comes changing geography. Beyond New England where we got our start, Cianbro has completed 24

a number of projects for a variety of utility customers in Pennsylvania, Indiana, Maryland, Washington DC, Virginia, West Virginia, the Carolinas and Florida.

Recent projects completed include two substations in Florida where security and station service upgrades began in the spring of 2017 and were successfully completed in July of this year.

Thanks go out to O’Neil Boivin, Jose Martinez, Jeff Gillespie and the entire team for safely completing these stations with no injuries and with the quality workmanship the Cianbro Team is known for. A little further north in North Carolina, another similar project reached completion in the spring of this year that involved the installation of over 6,000 linear feet of high security fence and all the associated electrical and security equipment. This project was also safely completed by our North Carolina Team led by Nate Lancaster, Bob Higgins and Chris Henry.

Ongoing projects include the expansion of a substation facility in Northern Virginia where Cianbro crews are currently driving sheet piling for a coffer

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cell that will allow for the construction of a large Gas Insulated Switchgear (GIS) building foundation. Project Manager Cam Rand and Superintendent Jose Martinez are leading the team with a planned completion in early 2019.

Cianbro was also recently awarded three new substation projects in North and South Carolina which will make for a busy summer and fall in the south. The Carolina Team is led by Nate Lancaster, Chris Henry, Norm Magner and Andrew Duffield. We are also completing our plans to mobilize a substation team to Indiana this summer to begin work on a major substation upgrade project that will run through the fall of this year. We are also currently staffing up to support the construction of a collector substation and switchyard on a wind turbine project in Northern Pennsylvania.

We would like to extend our thanks and appreciation to our many dedicated and talented team members who are making it possible to grow our market into new regions and to do what we do for our many valued customers.

Maryland Transportation Authority

Baltimore Harbor Tunnel Ventilation Fan Replacement Project Infrastructure Market n

By Alan Grover

About 70-thousand vehicles pass through the Baltimore Harbor Tunnel every day, traveling beneath the Patapsco River. And very few of the people inside those vehicles could possibly know the importance of 32 giant fans located in two buildings on each end of the tunnel. The fans are categorized into two groups: there are “supply fans” which supply fresh air to the tunnel, and “exhaust fans” which are activated in the event of a car fire or other mishaps that might occur in the tunnel.

“If smoke is present in the tunnel, they turn the fans on in certain quadrants, based on where the mishap is inside the tunnel,” explains Cianbro Senior Project Engineer Jason Obereiner.

The problem is that the fans were first fabricated and installed when the tunnel was built in the 1950s. The decades have taken a toll. Cianbro is replacing all 32 fans for the Maryland Transportation Authority (MDTA) – 16 supply fans and 16 exhaust fans.

The fans are designed to utilize two motors in tandem to run the fan. A smaller motor begins the process at low speed, then kicks up into a medium gear.

Once the fan gets up to speed in medi-

um, then the large motor can be engaged and the fan operates at high speeds.

“So the air comes in through the inlet cone, and the fan wheel then will shove the air back down through your ductwork and all the way down into the tunnel,” said Obereiner. The whole goal of the project is to be able to reach a 100 megawatt fire within the tunnel. To that end, we’re also turning two supply fans into exhaust fans. After all of the changes – transitioning to exhaust fans, new stacks, the whole works – the tunnel ventilation system will be upgraded to manage a 100 MW design fire.”

The Cianbro team is on a seven-year timetable to complete the fan replacement, though the goal is to finish the job well before the contractual completion date. A key aspect of the timetable is the necessity of keeping the fan system operational during the change-outs.

The tight spaces within the facility present another challenge for the Cianbro team, in that the equipment they are dealing with is heavy and bulky, and the room to maneuver is limited. Still, Cianbro’s professionals are taking all of the challenges in stride.

“The difficulties revolve around trying to get all of the parts and pieces through a 12-foot overhead door, and then trying to move them up and down throughout the facility,” Obereiner points out. “All of our work is done on the second and third floor. So trying

to get the parts from the ground floor, upstairs, and into place has been the hardest part so far.”

Cianbro’s Equipment Group purchased a ten-ton overhead hoist to help the Tunnel Team to raise and lower all of the fan parts and motors. The largest of the old motors is 16,200 pounds. The new replacement motors are quite a bit smaller at 7,700 pounds and will arrive pre-painted, which means the Cianbro team can’t afford to scratch them. Consequently, the team has decided on an activity plan which removes the old fan components first. That operation allows Cianbro’s team members to figure out where the tight spots are going to be and where the rigging complications are going to be. This approach allows Cianbro to install the pieces faster.

The Cianbro team consists of Project Manager Aric Dreher, General Superintendent Jason Shinaberry, Senior Project Engineer Jason Obereiner, Project Engineer Brenda Kidwell-Petito, Field Superintendents Jeffery Howe and Russell Pritt, Mechanical Supervisors Andrew Pritt and William Mitchell, and Millwright Crewmembers Gordon Allen, Nicholas Brown, Stephen Broznowicz, Anthony Cruz, George Gladwell, Wilbert Gonzalas, Jason McPeak, Alejandro Munoz, Walker Shinaberry, and Cesar Zuniga.

4 41,175 Project Safe Hours

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Sarah Mildred Long Bridge Opens for Service Infrastructure Market n

By John Merrill

March 30th, 2018 marked the most anticipated milestone for the Sarah Mildred Long Bridge Replacement Project. The bridge was opened that day to vehicle traffic. It was the achievement of more than three years of work by the Cianbro team on site, with several years before that dedicated to working with the owner and the design engineers in the Construction Manager/General Contractor (CM/GC) process which originally won Cianbro the opportunity to be a part of the milestone project. By the time it was completed, the project tallied more than 650,000 work hours. The task was a showcase for all of the resources that Cianbro has to offer, and a tremendous example of how the company’s “Can Do” attitude makes monumental achievements possible.

Some of the most visible Cianbro resources on display were from the com-

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pany’s equipment group, Cianbro Equipment, LLC (CEL). The fleet of Cianbro equipment on site was impressive, showcased by the cranes and barges.

The project had as many as eleven cranes on site at once, with the new MLC300 on the new Pride barge, and a series 3-4100 on the Respect barge. The crane booms could be seen for miles around. The two barge mounted cranes, along with two land-based 2250s did all of the heavy lifting.

The project entailed over 450 precast concrete segments, many needing to be handled multiple times between the casting yard, loading onto barges, and setting in place. Most of these precast segments weighed nearly 100 tons, with some as heavy as 150 tons.

The biggest “piece” of Cianbro equipment on site however was the trestle upon which the construction team moved out into the Piscataqua River to complete the myriad tasks associated with the project. The trestle was originally designed for the Little Bay Bridge project that Cianbro completed upriver from the SML bridge. When the time

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came for the Sarah Long project, the trestle was a natural fit, since the strong currents and tides in the Piscataqua make barge moves impractical, except during slack water. The trestle design was modified for the deeper water of the SML site and additional parts were fabricated. The trestle stretched nearly the entire length of the bridge with just a few gaps or causeways. The structure allowed unimpeded access for service cranes, concrete trucks, material deliveries, and personnel. The trestle was composed of more than six million pounds of steel and two million pounds of timber crane mats, all of which were installed and removed by Cianbro crews and equipment.

Another key resource that Cianbro brought to the project was the company’s fabrication shop – Cianbro Fabrication and Coating Corporation (CFCC) provided temporary and permanent materials for the project. The job required more trestle than was available, so the CFCC team fabricated all the new parts, as well as the parts needed to modify the existing trestle components

for the deeper water. In addition to the trestle parts, CFCC also fabricated all of the permanent steel stairs for the four towers. The stairs provide access from the tower base, up the 200-plus feet to the counterweight sheaves. Additionally, CFCC provided all of the miscellaneous permanent handrails and ladders for the project.

The most valuable resource that the company brought to the project was Cianbro’s people. The team that worked on this project was the reason that the project was successful. At peak construction, there were more than 200 project team members working on the site. The amount of work that was put into place by the team is a testament to Cianbro’s hard work and dedication.

In addition to installing and removing the trestle, the project team cast the 88 precast tower segments on site, transported and erected them to create the four iconic towers that support the lift span. Twenty-nine drilled shafts were installed, composed of 8,000 yards of concrete and nearly three million pounds of rebar. Another 20,000 yards of concrete containing over 2.5 million pounds of rebar were cast in place on the project. This quantity includes all of the substructure work – piers and footings – and all of the work to build the mechanical and electrical rooms which span between the two towers on each side of the

channel. Nearly 500 precast segments were erected on the project, including the tower footings, the tower segments, the railroad bridge, and the vehicle bridge. Inside those precast segments, over 300 miles of post tensioning strand was installed, tensioned, and encased in nearly 12,000 bags of “cable” grout. The team erected three million pounds of lift span steel on a barge, floated the span into position between the towers, and placed the concrete deck creating the four-million-pound lift span. To offset the lift span, four million pounds of steel counterweight were installed inside the four towers. All of the electrical, communications, and control components required to operate the bridge were installed across the length of the bridge, highlighted by the control room that cantilevers from the side of the Portsmouth East tower. The Cianbro team installed all of the mechanical equipment necessary to operate the bridge, most of which is housed in the mechanical room at the bottom of the tower. The showpieces of the mechanical system are the counterweight sheaves that sit at the top of the four towers and support the counterweight ropes that connect the lift span to the counterweights. Each counterweight sheave is 20 feet in diameter and weighs 100 tons. In addition to all of the work on the new bridge, the existing bridge was completely demolished and

removed from the site, and half of the barge wharf at the New Hampshire Port Authority was demolished to make room for the new bridge.

Putting into place this massive amount of work was made possible by bringing to the table all of the available resources that Cianbro has to offer. The estimating team was involved from the beginning during the CM/GC process.

The equipment group provided all the equipment and small tools needed. The transportation group delivered tools and equipment, including 200 truck’s-worth of trestle parts to and from the site. The temporary design group put together rigging packages, cofferdam designs, and designed the precast tower “tub” foundations. The staffers coordinated the project’s needs, making sure the project had enough team members. The Cianbro Institute regularly had instructional sessions on site, making sure the team was educated for the tasks. All of these resources, plus the hard work and dedication of the team on site were the reason the SML project was successful.

The new bridge is a monument to the hard work of those team members, an achievement that the team will be able to view with pride for years to come.

4 655,125 Project Safe Hours

We can celebrate the successful completion of the Sarah Mildred Long Bridge due to all of the people that participated, with the common goal of working safely and delivering a high-quality landmark bridge. Many thanks go out to all of our subcontractors, suppliers, construction engineers and the Cianbro team of resources. I personally want to thank everyone for their dedication, from one hour of support to four years of work on the project - it took all of us. It was an honor to be on the team.

– Senior Project Manager Kaven Philbrook

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UPDATE: Mechanical, Electrical and Structural Rehabilitation of Curtis Creek Drawbridge Infrastructure Market n

By Rachel Carney

The rehabilitation of the Curtis Creek drawbridge is a Construction Management at Risk project (CMAR) in which Cianbro has collaborated with our client, the Maryland Transportation Authority (MDTA), as well as with the design engineering firm Hardesty and Hanover since the conception of the project in 2016. Cianbro has provided cost estimates and consultation regarding the construction methodology and schedule for the project at 30-percent, 60-percent, and 100-percent design. Under an early procurement contract with the MDTA, Cianbro was also able to purchase long lead time items in order to accelerate the schedule and meet the MDTA’s firm completion date of November 20, 2018.

In January of 2018, Cianbro received the notice to proceed for the CMAR contract. The team began work by immediately implementing the temporary traffic setup necessary to completely shut down the inner loop of I-695 in the work area. This is necessary because during construction, the bridge cannot be moved and thus must be permanently in the open position to allow the coast guard and other mariners full use of the Curtis Creek Channel. The new traffic pattern reduced traffic in both directions to one lane, and redirected the inner loop traffic onto the outer loop to facilitate two-way traffic across the span of the bridge not under construction. In order to implement this new traffic pattern safely, Cianbro placed over 6,000 linear feet of jersey barrier on the outer loop. Cianbro was also responsible for installing a multitude of temporary signs within five miles of the jobsite, and installing temporary pavement markings 28

in the westbound lane.

After the new traffic pattern was in place, Cianbro began the process of securing the bridge in the open position using the tie-back system designed

by Hardesty and Hanover. This system included installation of large steel struts between the counterweight of the bridge and the back wall of the pier, as well as jacks between the counterweight and the front wall of the pier. This process was officially completed when the jacks were pumped to a prescribed pressure of 20 kips per jack.

Demolition began after the bridge

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was tied back. The team removed the existing main motors, reducers, and gear frames. Crews also removed the tail lock motors and reducers, as well as the generator, electrical cabinets and a significant portion of the existing conduit and wire. The team removed the large machinery from the machine deck using a barge-crane assembly in the Curtis Creek Channel. For some of the smaller machinery, the team utilized a boom truck on the roadway level to hoist materials out through various hatches.

Once demolition was complete, the team began preparing for the new con-

crete pads which were being poured on the machinery deck and in the electrical room. The new machinery deck included a haunch extending past the existing edge, as well as 14.5 inches of new concrete atop the existing platform. Before pouring, the team had to perform repairs on some of the existing pinion support anchor bolts. Around these anchor bolts, the team had to chip out a 12-inch diameter hole to about 8-inches in depth, cut off the top of the rod, and use a machine to re-thread the lower portion of the rod.

Then, a coupling and new threaded rod were installed to return the anchor rods to the necessary height. After the team had completed these repairs and grouted the repair holes, they had to scabble the existing deck, install embedded rebar dowels, and form the outside edges of the new machinery deck. The team had a pump truck on the roadway level to facilitate the pour by passing the concrete down through the hatch to the deck location. Each machinery deck required about ten yards of concrete.

After the concrete deck had been poured and the team had concrete test cylinder brakes at seven days showing ample strength, the team began installing new machinery. This process began with the re-installation of the existing pinion gears, which had been refurbished. Once the pinions were in place, each additional piece of machinery was aligned and set in place, moving inward, and finishing with the motors. Stafford Bandlow Engineering, Inc. assisted Cianbro with the initial alignment of the pinions, and H&H verified all alignments. Once each part was aligned and its position was blessed by all parties, the team bolted the part down and poured a pad of grout or chock-fast-orange under it.

The electrical team also worked hard on the installation of new parts and pieces including hundreds of new conduit runs, new cabinets and new transformers. The team began pulling wire in late spring, and worked on terminations and connections to the new machinery through early summer.

Phase 2 of the project is now underway, having begun in mid-July.

4 37,169 Project Safe Hours

Sorenson-Deer Creek BOLD Project Power & Energy Market n

By Zeb Underwood

In March of 2018, the Cianbro Power & Energy team broke ground on the Sorenson-Deer Creek BOLDÂŽ (Breakthrough Overhead Line DesignÂŽ) 138kV Transmission Line Project for American Electric Power (AEP). BOLD is an AEP patented, high-capacity, high-efficiency, transmission line design with a low-profile, compact configuration. The Sorenson-Deer Creek Project spans 35 miles in Indiana, southwest of Fort Wayne. This is the third significant transmission project the Cianbro team has secured in the Fort Wayne area for AEP. The Sorenson-Deer Creek BOLD Project includes installing and removing over 35 miles of access roads and environmental controls, installing 215 steel BOLD transmission structures on drilled concrete foundations, installing 35 miles of double circuit single conductor including shield and optical ground wire, removing 199 steel lattice towers and 35 miles of existing conductor and shield wire. Most recently, the onsite project team, led by Senior Project Manager Josh Gale, Project Manager Zeb Underwood, Transmission Superintendent Josh Turner, and General Foreman Pat Chamberlain, safely completed the first four-mile segment on schedule.

The line construction will continue through the end of 2019 with final restoration scheduled for early 2020.

The Cianbro Power & Energy team continues to pursue similar transmission opportunities for American Electric Power and is excited to share the accomplishments of the team.

4 15,441 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

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CONTINUOUS IMPROVEMENT:

Follow the Signs for Success Blue Future/IT n

By Russ Rodrigue

There is an old saying by Benjamin Franklin: “In this world nothing is certain except death and taxes,” and while both are inevitable, there is one more certainty to add to the list…change.

The Greek philosopher Heraclitus once said, “There is nothing permanent except change.” Think about it, you can change the world, you can change your life, people change their minds, or you can change direction. So if change is a constant reality, then why do we often

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struggle when change is introduced in our daily lives?

Short answer: Change means we have to do something different, breaking our routines, behaviors, and thought processes. Even though our ultimate goal is to simplify and continuously improve how we work, initially these changes may feel uncomfortable or stressful. Rarely does a process or a system, by itself, drive adoption and change at a company level; rather it starts with people who share common goals and who feel empowered to improve how things get done. As team members, we are responsible for introducing change and sharing knowledge.

Imagine if our company was reluctant to change. Would we find enjoyment, inspiration, or peace in working here? Probably not. Luckily, we are all

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owners of a company that embraces change. We are challenged daily to find solutions to problems, think innovatively, and deal with adversity. Regardless of where we work in the company, it is very likely we have been challenged to improve something that is already in place or to develop a better way of getting something done. We deal with change every day as we put work in place. To be the best, we must continuously look to make our processes and systems safer, faster, and cost effective.

Change is happening all around us, but we rarely stop and think about it…we just do it! Our motto is “No one in this room is smarter than all of us.” Why? Because together we can solve just about anything that is thrown our way.

We all strive to be the ultimate Change Agents.

In most organizations, the number one area to improve is typically communication. This is true here at Cianbro as well. We all want real time information frequently. As we continuously improve across the organization, the power of knowledge sharing – when done properly and effectively – can enhance our overall performance. We must share the improvements we make within our projects, process, and workflows as we pursue our goals. When we share our knowledge and experience with each other, we will achieve more than the task. We will help the overall company perform and grow (change), which leads to operational excellence.

If we incorporate continuous improvement thinking into our daily work activities, share our knowledge with others, and evaluate opportunities to make incremental improvements to how we perform work, we begin to change our behaviors. We begin to look at change differently. We begin to accept change and in fact, seek out change, as we know and appreciate what it means to our company.

The Greek philosopher Heraclitus once said, “There is nothing permanent except change.” Think about it, you can change the world, you can change your life, people change their minds, or you can change direction.

If we reflect on the organizational efforts over the past year, we see collaboration between the support departments and operations, enhancing workflow, which is how work processes move throughout the company. Other examples of continuous improvement efforts include: • IT, Blue Future, Purchasing and Operations are working on simplifying CMiC processes (e.g. job cost setup, subcontract payments, job billing auto generation of backup materials, etc.)

• Purchasing and IT are working on improving visibility of subcontracts and purchasing through business intelligence and dashboards.

• Project Controls, working with Operations and Finance, have been developing procedural improvements to track project productivity and performance.

Each dollar we save using continuous improvement principles directly affects our bottom line! When we leverage the learning and share the knowledge with others, we can improve our task, site, company and even the industry in some cases.

Our Blue Future Team is here to help. As we look at processes that span the organization, it can take time and resources to coordinate this type of continuous improvement effort properly.

Having the right talent assigned to these initiatives is important.

As with safety, having fresh eyes to look at a task or an area can sometimes be invaluable. These fresh eyes might see things that we have been walking by or working with every day and which we have simply grown to accept. Bringing in team members with different experiences and skill sets allows for a diversity of thinking and problem solving, further embracing our company motto.

Rotations are not a new concept.

For many years, Cianbro team members have been rotating between regions, jobs, markets and departments to help

balance workloads, share their knowledge, supplement skillsets and meet business goals. Rotations are temporary and intended to leverage and enhance a team member’s knowledge and experience.

A rotation through Blue Future is not prescribed, meaning, someone might be interested in driving a single process change while others may have an interest in leading an initiative to improve a system or workflow in their department or across Operations. A rotation could last weeks or months depending on the degree of change.

Over the past 18 months, Blue Future has been leveraging team members from across the company to help drive process improvements, implement new software, and simplify workflows. The Blue Future team has had people rotate in from Finance, Operations, IT and Project Controls to collaborate on many different goals.

Being part of Blue Future is an opportunity to influence the day-to-day aspects of our company. More than a dozen team members have stepped into a Blue Future role over the past year-and-a-half, applying their skills, experience and knowledge to help drive change throughout the company. These team members have demonstrated passion in their pursuit for continuous improvement and Lean thinking.

Below are a few current work activities and success stories: • Zack Kempthorne (Operations): PCI, Billing and Forecasting Schedule – Active •C arla Kelley (Project Controls): Upgrade to Primavera P6 Cloud – Active •R ussell Dunn (Operations): CMiC PM – Deploying throughout Operations •M ichele Toothaker (Ops Finance): Elimination of Paper Time Cards via Field Time Card – Complete •C hristine Nadeau (IT): Purchasing – Sub Contracts Process Improvements – Complete

Team members may rotate in to Blue Future and then return to their original department, or they may take on another challenge somewhere else in the company. Below are a few examples of team members who have successfully rotated in and out of Blue Future: •R ussell Dunn: Operations ➡ Blue Future ➡ Project Controls • Christine Nadeau: IT ➡ Blue Future ➡ IT •B arbie Poirier: Operations Finance ➡ Blue Future ➡ Finance •K ellie Duplisea: Purchasing ➡ Blue Future ➡ Operations Finance •M egan Hart: Finance ➡ Blue Future ➡ Finance

Change is not easy. As a company, our ability to identify, adopt, and leverage change will separate us from all others. We have all been challenged to: Do our Jobs and Improve our Jobs and we could not be happier with the results to date.

As owners, having an avenue to positively affect change is powerful. We all have the ability and responsibility to affect change. All we need to do is work together as a team, have each other’s backs, and follow the signs for continuous improvement.

As positive Change Agents for our company, together we will build the Best Employee Owned Construction Company in the World.

If you have an innovative thought or a continuous improvement idea you would like to share, please email: innovation@cianbro.com

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Cianbro Hosts Maine State Police Leadership Team Cianbro Institute n

By Jim Theriault

On April 19, the leadership team of the Maine State Police was invited to participate in a day long leadership summit held at the Cianbro Institute. Cianbro Chairman Pete Vigue and Cianbro Leadership Consultant Dr. George Manning facilitated this presentation where the day’s theme was: The Theory and

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Practice of Engaged Leadership. Pete’s relationship with the State Police began in the 1980s when Paul Falconer, former captain of the State Police and commander of the tactical team, was hired to be Cianbro’s Safety and Educational Director. Over the years, a life-long friendship and respect developed between the pair. The bonds between Cianbro and the State Police has been reinforced with the presence of Joe Poirier, who is Cianbro’s Security Officer, a former sergeant of the State Police, and cadre at the State

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Police Academy.

Through these connections the notion of Cianbro hosting a leadership event was born and earlier this year these conversations led to a decision that such an event would indeed take place.

As Pete indicated, the purpose of this event would be to “honor those who serve and protect the citizens of Maine and highlight commonly shared leadership values.” In February, George Manning and Cianbro Institute Staff hosted an organizational meeting with Lt. Bill

“The purpose of this event would be to “honor those who serve and protect the citizens of Maine and highlight commonly shared leadership values.”

Harwood and Lt. David Tripp to begin planning the event. It was decided that the leadership presentation would focus on the following areas of discussion: • Fostering a High Performance Workplace • Building Community Within the Workplace • Development of Adaptive Capacity and Professional Resilience

George was tasked with the responsibility of presenting the latest thoughts (theory) relative to each topic using pertinent information from his book The Art of Leadership. Pete’s role would then be to follow each presentation with personal, life-defining moments and how these events contributed to the practical application of these leadership lessons at Cianbro.

GEORGE MANNING Presentation Highlights

George reviewed the importance of ‘flow’ where highly challenged and highly skilled individuals within an organization are allowed to flourish and grow. He shared several key items relative to what people want to see in a leader and how one can develop skills necessary to be a servant leader. An important part of the session dealt with valuing diversity, and George led an interactive session in terms of how one handles different types of people. He concluded with the characteristics of a hardy personality and conditions conducive to personal growth.

PETE VIGUE Presentation Highlights

Pete discussed the importance of attaining an early life lesson from a high school Latin teacher named Mrs. Earl, when she dedicated an entire class to the notion that one must never, ever say, “I can’t.” He also presented some life-defining moments where problems became opportunities in terms of establishing the safety and wellness culture at Cianbro. Anybody witnessing the telling of these stories (the tales of Wes Metallic and Carl Morgan) could see that the audience was absorbed in how these passionate reflections were used for the betterment of Cianbro. Another important shared lesson was how “No one in this room is smarter than all of us.” The concept is made real within Cianbro in terms of building culture and creating a high performance workplace.

Pete concluded by sharing lessons of the pyramid; an actual time piece in the shape of a pyramid which is given to all team members who successfully complete Cianbro’s leadership program.

Lessons of the pyramid included: • The pyramid is the most enduring structure in the world. At Cianbro, we endeavor to create an organization that will endure for a very long time.

• Time is precious…don’t waste it.

• Ask the question, take control, and remember that no one is smarter than all of us.

Following the session, the newly appointed leader of the state police Col. John Cote thanked Cianbro for hosting this event and specifically thanked Pete for sharing life lessons both good and bad. Lt. Bill Harwood, who is the Director of the Maine Crime Lab, presented several tokens of appreciation to Pete and George for their efforts. Following an ice cream social where the leadership team of the State Police demonstrated

the concept of Servant Leadership (Col. Cote and senior leaders served everyone ice cream), Pete presented everyone with a Cianbro Leadership Pyramid as a lasting reminder of what was shared and discussed.

As fate and circumstance would dictate, it would not take long for participants of this presentation to put into practice the group dynamic of no one is smarter than all of us. Six days after this event, Somerset County Deputy Eugene Cole was killed in the line of duty. The Monday after the capture of the suspect and following an intense four-day manhunt coordinated by the Maine State Police, Col. Cote sent to me the following e-mail.

Jim, Hope this finds you well. During the final press release detailing the capture of John Williams in Norridgewock, I fielded a media question about what were some of the things that made the case a success. I was able to reference the collaborative team approach that we took with the idea that “No one in this meeting is as smart as all of us.” In the back of my mind I was hoping Mr. Vigue might smile if he was listening.

Thanks again for the lasting impression the Cianbro training had on us.

Sincerely, John Cote Educators often never know when shared knowledge and experiences planted in the minds of students will bear fruit. With Pete and George’s efforts on April 19, the feedback and bounty was immediate.

“NO ONE IN THIS ROOM IS SMARTER THAN ALL OF US.” 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

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CIANBRO INSTITUTE:

Reflections of a Boot Camp Intern Cianbro Institute n

By Noah Caret

Day one of construction boot camp had arrived at the Cianbro Institute.

I was a new human resources intern, naturally questioning what I was going to get out of my week-long experience.

Sure, I’d used a hammer. I’d used a drill, a skill saw, and a few other basic tools, but I’d never cut through pipe using acetylene and oxygen at temperatures topping 6,000 degrees. I’d never welded, rigged cranes, or approached 90 feet in the air in aerial lifts, and I couldn’t think of why I’d ever do any of that in the future—especially when pursuing a career in business. Eager to get the week over with and move on up to the corporate office, I sat down at my assigned table and told myself that I was there for the

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exposure, for the experience, to say that I did all of these things that I never once imagined doing.

Then a phrase running along the top of the wall in big, blue letters caught my eye: “No one in this room is smarter than all of us.” Of course, I thought it was a nice statement to live and work by—a statement oozing humbleness and humility. Then I took a look around me as everyone introduced themselves.

College interns from Ohio, Vermont, Georgia, Massachusetts and a number of other states had all come to—of all places—Pittsfield, Maine to complete their one-week boot camp before going into the field at who knows where. One by one, I heard each of their areas of study: “Civil Engineering.” “Construction Management.” “Safety.” It became obvious that I was the only business major in the room. I felt isolated, like I really didn’t belong in this crowd of future engineers and construction managers.

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“We’re all going to learn how to do things the right way. The safe way.” This is what Craft Development Manager Tony Ayotte firmly engrained into our heads as the other interns and I sat there on our first day, trying to absorb as much information as possible. “If you see somebody doing something wrong, tell them. It’s your duty. It’s your responsibility.” Then he paused. “Because it might mean saving somebody’s life.” To think that I—a college human resources intern—could be held accountable for someone’s life on a job site at any given time, was eye-opening. I scanned the room again, seeing the faces of all the people I would be learning with over the following five days. My gaze took me back up to that same phrase on the wall: “No one in this room is smarter than all of us.” In my mind, it started to click. I was going to learn more than just basic tool skills, rigging techniques, and tieoff principles.

Slideshow after slideshow, daily activity plan after daily activity plan, I grasped what it meant to work for Cianbro. I learned some new skills, yes, but with those new skills came a new appreciation for life—my own life, and the lives of others. Everyone there had special gifts, but they made it a point to respect and appreciate the gifts and knowledge that others had. I saw people from all over the country in one place working together, holding each other accountable, and holding themselves accountable. If someone forgot to put on their PPE—personal protective equipment—the person next to them was always on top of it, respectfully reminding them to lower their face shield or put on their gloves. I saw instructors encouraging interns to speak up if there was a way to do something better and safer. I saw firsthand what happened when everyone put their minds together with the idea that everyone was smart and had something to offer, and it was a beautiful thing. Everyone had each other’s back, and everyone’s perspective was valued—from project engineers to human resources interns.

I walked away from boot camp each day in better condition—not just physically, but mentally. Maybe I was tired after a long day, but with that long day came experiences with other interns and instructors that helped to shape me into not only a better construction worker, but a better human resources intern.

I realized that I would have the same opportunities to make a difference in the human resources department as I would at any jobsite—just in different capacities. For the first time ever, I felt empowered not only to improve myself, but also to take the initiative for the improvement of those around me, even though I didn’t know a thing about construction heading into boot camp. You can’t teach that with a hammer, a drill, a saw, a torch, or an aerial lift. Nevertheless, that was what I walked away with from my intern boot camp at Cianbro—a phrase on a wall that will stick with me through every stage of my personal and professional life for years to come.

In memory of

Dana Bragdon

Cianbro QA Manager Dana Bragdon passed away unexpectedly on Wednesday, April 25th, after a 36-year career with the company.

Over the years, Dana worked alongside many team members.

He joined the company in early 1981 as a Fitter’s Helper at Madison Paper and rose through the ranks as a Mechanical Foreman, General Foreman, and Project Superintendent before assuming the position of QA Manager at Cianbro’s Brewer manufacturing facility.

Among Dana’s resume of top projects were Maine Yankee, Holtrachem, the Veazie Powerplant, numerous paper mills, Motiva, Vale Inco, and the Passadumkeag Wind Farm.

“I worked for many years with Dana on projects at our modular yard and within the Industrial & Manufacturing market,” said Cianbro Vice President & General Manager of IDM Joe Cote. “His work was always topnotch and he will be greatly missed. Our condolences go out to his friends and family, including those in his Cianbro family.”

In memory of

Rodger Cote

Cianbro Equipment Operator and Transmission Technician Rodger Cote passed away on March 22, 2018 at Maine Medical Center in Portland after a brief illness. He was 52 years old.

Rodger spent the last ten years of his life as a Cianbro team member, a title that he wore with pride. His projects included Cianbro milestones such as the Kibby Mountain Transmission Line and Substation project, the Velco Southern Loop Project, the MPRP Central Loop, and the Passadumkeag Wind Facility project. He was recognized for his advanced skills which he employed on behalf of Cianbro’s clients with quiet competence.

“Rodger successfully planned and managed for work in sensitive environmental areas during multiple transmission line projects for Cianbro,” said Cianbro Environmental Manager Lauren Walsh. “Work areas on MPRP included a challenging stream area and wetland where Rodger received recognition from the Third Party Inspector. Rodger consistently and diligently planned work and clearly loved his job, taking pride in going beyond the status quo to assure not only the customer, but all affected by the work were satisfied with the task.”

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

35

25

YEAR RECOGNITIONS for 2017

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

Jon Sacks

“One of the best instructors in the industry” is a direct quote from one of his past supervisors. In fact, Jon was awarded the ABC National Craft Instructor of the Year in 2015. He began his Cianbro career as an experienced electrician. Jon eventually found his niche as an educator coordinator. His personal integrity, patience, and kindness are well known and he has been a key element that put Cianbro’s educational program on the map.

Scott Mitchell

Scott is an important part of the electrical group as well as a key member of the Cianbro Institute. He assumed the primary responsibility for the electrician apprenticeship program in the NNE region and successfully expanded the program company-wide after the establishment of the Cianbro Institute. Scott has become an expert in electrical safety, staying abreast of new industry standards and sharing that knowledge with safety specialists, supervisors and electricians through teaching classes and as the annual reviewer of the electrical Safety policy. He is a skilled electrician, a craftsman, an effective teacher and a valuable resource for many Cianbro team members.

Duane Boissoneault

Duane is a top-notch welder recognized by clients for his craftsmanship, which is only one of his many talents. His commitment and dedication have always been apparent through his willingness to complete any task the project presented. In the beginning of his career, Duane traveled around New England and 36

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

New York, but as his family grew he focused on work in the southern Maine area. By working outside his primary trade, he has been able to be home for his family as well as provide Cianbro the multi-trade experience that sets us apart from other contractors.

Charles Tapley

Charlie is a dedicated, skilled worker.

When he welds, his hood is down and he barely stops until quitting time. Always willing to take on any project, he does it eagerly and gives it his best. Staffers agree it was always a breeze getting people for his jobs. If they knew Charlie was running the project, they would go eagerly with the knowledge that they would receive fair treatment and good leadership.

Terry Hayes

His clients and his crews recognize Terry as an excellent leader. The goals he sets for himself and his team are clear and productive. He has strong technical knowledge of the work Cianbro does and readily takes on new challenges. Terry reaches out to less experienced team members, allowing them to excel in their field.

Mark Masse

Mark is very knowledgeable in multi-mechanical trades and is a valued supervisor for the company. He has the ability to gather the right mix of crewmembers to get the best job done and still give the team room to grow.

He always strives to “do it right the first time” and takes pride in a job well done.

William McLeod

Willie is one of the best welders in the company and a great mentor to new team members. One of the instructors stated that it is a pleasure to watch him weld…that his welds “just flow.” This reputation as an excellent welder continues to follow him through his career. Willie is now a general foreman and a valued member of the Cianbro team.

Charles Brower

Charles began his Cianbro career as a carpenter, and soon became a foreman.

Today he is a dedicated project superintendent always looking toward the company’s best interest. Charles has strong technical knowledge in the civil and structural phase of the projects he supervises. He is definitely a problem solver and always minimizes the time it takes to do the work. Charles is very innovative and always thinking of a better way to accomplish the task.

Max Wahl

Max has worked in many trades over the years and has done them all extremely well. He has been a welder, a carpenter, truck driver, and operated equipment. He is presently a crane operator. He is a valued Cianbro team member as the result of his many talents. Besides promoting safety for himself and fellow team members, Max takes great pride in his work and produces quality results.

Joe Oliver

Joe is an Estimating Manager who knows bridge building inside and out. He is well-versed in forming a powerful bidding team and thinks outside of the box. Joe understands project requirements and is a great mentor for new estimators. Everyone enjoys working with Joe because he understands people and has the ability to share his knowledge with them. Joe is a huge asset to the team.

Bob Seegmiller

Bob has worn many hats in his Cianbro career – from civil foreman, carpenter, and instructor, to safety professional and superintendent – just to name a few. Early in his career when Bob was a carpenter working at the Ellsworth Hydro project, he stepped up and ran the concrete pump.

His experience in that field and his endless dedication was instrumental to the success of the project. Bob is an expert organizer, always looking at the big picture. He has very high standards, is a great communicator, has constantly worked under budget, and is willing to travel anywhere.

Greg Ginnelly

Greg is an excellent foreman with an eye on safety at all times. He is a strong promoter of Cianbro’s policies and goals.

He approaches his work in a thoughtful manner and has earned the respect of his crew. He uses humor and common sense to motivate them and it serves him well. Greg may be soft spoken but when he speaks, you will probably want to listen up.

Andi Vigue

Andi has literally grown up in the construction industry at Cianbro. There are stories of the life lessons shared by Founders Bud, Ken, and Chuck that were taught through Andi’s high school and college years when he spent his summers and breaks working at Cianbro.

Andi is always thinking and challenging others on ways to improve the company. When it comes to our team members, it is about fairness. This is deeply rooted in him, and it is clear that he unequivocally believes in the team.

He is always mindful of our customers and expects that we safely meet their expectations.

Andi is known for his work ethic, his business acumen, his inquisitiveness, and his overall passion toward the company. He is always putting the team first, regardless of what impact it has on him personally.

– Mike Bennett

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

37

CIANBRO

ANNIVERSARIES

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

68 Years

Kenneth Cianchette n

52 Years

Thomas I. Caldwell Henry M. Cone n

48 Years

Peter G. Vigue n

45 Years

George Bell n

43 Years

Rodney A. Leach Forester Sprague Jr. n

42 Years

Thomas N. Floyd Frank J. Susi n

41 Years

Steven A. Perrault n

40 Years

Mark W. Nordgren n

39 Years

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

38 Years

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

37 Years

Thomas J. Belanger Howard L. Briggs Jeffery A. Carr Michael L. Crider Franklin D. Dunton Daniel L. Duperry

38

William Hadlock Michael D. Hayden Brent F. Kirby David P. Lewis Shelby A. Sawyer David C. Sutcliffe Gregory E. Wing n

36 Years

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

35 Years

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

34 Years

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

33 Years

John S. Clifford James M. Haut William A. Reid n

32 Years

Penny-Lynn H. Abbott Paul R. Belanger Laura H. Henry

Jerome J. Humphrey Bradley H. Marquis Robert C. Owens Michael L. Raven Timothy F. Vigue n

31 Years

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

30 Years

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

29 Years

Jacqueline E. Arsenault Theodore B. Baxter Richard E. Beliveau Jurgen G. Bell Garry L. Billings O’Neil E. Boivin Trent C. Clukey Mark D. Cochrane Glen S. Dickinson Jack H. Dodge Jr. John P. Gamage Michael R. Hilton Howard A. Lynds Glenn G. Masse Douglas J. McPheters

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

Darin W. Merrifield Charles W. Nutter Carol J. Ouellette Thomas G. Ruksznis Norman L. Scribner Mark A. Stone Ronald E. Taylor James E. Towle Elbridge G. Watson Thomas Wozniak Mark J. Zagrobelny n

28 Years

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

27 Years

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

26 Years

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

25 Years

Duane J. Boissoneault Charles A. Brower

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

24 Years

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

23 Years

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

22 Years

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

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

21 Years

Michael A. Berry Andrew E. Bowden Patti-Lynn Brann Kristen A. Chipman Ralph S. Clukey Robert B. Costine Wayne S. Enman John E. Farnham Roy D. Fitzmaurice Timothy E. Flewelling Jeffrey A. Hall Charles G. Hall Brent A. Haskell Donald L. Prevost Charles R. Riley Jr. Keith I. Ryder Carlton W. Sanborn Jr.

Larry R. Snowman Jr. Jennifer L. Turcotte Bradley A. Vanadestine n

20 Years

Jerilyn R. Underhill Jason T. White Paul L. Williams n

18 Years

Craig G. Alexander David A. Bousquet Barry G. Brooks Joshua M. Brown Darcey T. Bubier Craig L. Chambers John P. Coon Jr. Keith Costigan Patricia L. Dickinson Christopher K. Downs Michael G. Dube Chaderick A. French Maurice A. Gould Debora L. Grignon

Tesfahunegn Berhane David A. Bolduc 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

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 Aaron W. Walsh Dana R. Woods

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

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19 Years

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

n

17 Years

Hunter J. Anderson

Ronald D. Ayres Maurice B. Batchelder Jason L. Batchelder Christopher L. Brann Scott K. Bumps Ulicer Castro Linwood T. Charette Joshua A. Clark Roland S. Clark John A. Daley Justin D. Desrosiers Sharon G. Ebbs Christopher M. Folsom Lavina J. Freeman Jon M. Gliniewicz Jason J. Harris Oscar A. Hernandez Lance C. Keen Cecil L. Kershner III

Mark D. Whitley

David P. Maheu Robert A. Mayhew Jr. Mark P. McLean Kevin R. Pond Terry L. Rosensteel Gary E. Simmons Jr. Glenn J. Sirois Stanley W. Tyszko

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

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16 Years

Darryl S. Bowers Michael A. Cavaliere Kye N. Chon Kate M. Cooley Bruce A. Cummings Dana J. Cyr Destiny S. Demo Douglas W. Easter Brian R. Edwards 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 Scott D. Thies Joshua M. Turner Jerry J. Upton Adam S. Violette

n

15 Years

Danielle R. Anthony James R. Baillargeon Jesus Bernal Lamar J. Boyer Bruce D. Chesley 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 R. Hayes Matthew M. Hebert

n

14 Years

Jose F. Carreira Jeffery K. Crowell Ted B. Dunn Timothy M. Fiske Robert M. Gallant Jeffrey D. Gilbert Roy A. Harris Russell R. Lane Brian M. LeComte Randy T. Matthew Albert J. Michaud

Richard M. Noblet Amy L. Page Andrea L. Pelletier Thomas G. Perrier Debra B. Scott Julia C. Smith Albert W. Spaulding Richard A. Toothaker David L. Walter Gregory E. Wiers Harry A. Woods Jr. n

13 Years

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

12 Years

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

Elias J. Hershbine Young C. Hong Paul R. Labrecque Rex Lagle Steven G. Lavallee Gregory A. Morse Stuart P. Mullis Steven Peters Michael C. Rand Ruben J. Schofield Peter H. Smedberg David F. Stoddard Joseph M. Thomas Jr. Peter A. Vaillancourt Michael G. Varney Jose U. Vasquez Jamie D. White n

11 Years

Walter H. Akers Jr. Matthew A. Anderson Matthew G. Brawn Steven G. Camire Chih T. Chen Carl J. Cross 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 Wayne A. Jordan Ronald Kief Miranda L. Kinney Dustin L. Kyser Jesus Limon Michael P. MacVane Stephen C. Malatesta Allison M. McDonough Andrew C. McFarland Philip D. McKenney Nicholas A. Meader Bruce R. Metrick Christine M. Nadeau Katie A. Noiles Stuart A. Northup Jason B. Obereiner Kevin O’Neill Shane D. Reisinger Jason T. Shinaberry Gary A. Steward Turney E. Taylor Jason R. Thereau

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

39

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

10 Years

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

40

Kyle D. Pellerin Juan R. Perez Ryan P. Perkins Zachary E. Perrin Aaron M. Poole Will A. Portillo Deborah A. Rowe James K. Roy Cristian R. Santos William A. Sawyer Timothy C. Sawyer Christian E. Stefens Matthew S. Sullivan Ernesto A. Tejada James L. Theriault Christopher M. Tibbetts Kenneth R. Underhill Zebediah E. Underwood Christopher M. Vainio Joseph P. Vanidestine Scott E. Wright n

9 Years

Suzelle G. Allain Garry L. Allan Ulises Alvarenga Jesse A. Athorp Corey M. Blagdon Michelle A. Boutilier Derrick M. Brawn Kevin K. Brogden Jeffrey P. Chandler Eric T. Clark 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 Brayden L. Sheive Gabriel M. Sloane Matthew J. Smith

Eric D. Vivlamore Suzan West Douglas Williams n

8 Years

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

7 Years

Gerry L. Batchelder Gene M. Bates Guy S. Berthiaume Cheryl G. Brackett Daniel M. Brann Eric J. Brazeau Stephen Broznowicz John E. Ciolfi Shawn T. Clarke Michael P. Davis Thomas L. Desjardins Jason M. Edmonds Anthony M. Faiola Austin J. Fisher Monique S. Foster Colin French Scott H. Gibbs Bruce R. Knox Ryan L. Lockhart Edwin A. Luna Ordonez Julio A. Matul Joseph W. McDonald William C. Mitchell Reed J. Perkins

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

Silvino F. Pojoy Scott C. Rand Russell M. Rodrigue Kevin E. Shilko Robert C. Sweetser Wade M. Teryek Lauren C. Walsh Corey E. Ward Charlie C. Warren II Benjamin Weingarden Michelle S. Young n

6 Years

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 William G. Davis David K. Doherty Brett A. Dyer Shane S. Federico Aaron J. Fluellen Jeffrey T. Fortier Omar C. Gonzalez Rodrigu 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 Timothy A. Leonard Norman A. Linnell 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 Kathleen C. Ransom Emmett E. Reid Jason P. Richard Frances J. Riggs Joseph H. Schackart Spencer W. Seiferth Donna M. Simonds Rodney N. Small Bradley P. Smith Kenneth N. Spear Justin T. Stewart Bradley G. Therrien Jeremy R. Tolman Tammy J. Vance Anita M. Verrill Richard A. Viens Cheryl L. Waters Ronald E. Werner Scott A. Wheeler Chris S. Willigar Sr. Brandon D. Wilson Ronald C. Wright Matthew R. Zilliox Andrew J. Zimmerman n

5 Years

Thomas J. Bean Gary R. Bell Miguel A. Benitez Paul H. Burmeister Mark Carbone Lizardo De La Cruz Pamela J. Dunphy Amy L. Ellsworth Nathan P. Frazier Delvin Gomez

David N. Heaton Nicholas L. Hesseltine LaTrice N. Hines Jeffery S. Howe Bruce W. Hughes Jr. Eve E. Jordan Brenda K. KidwellPetito Justin V. Kitchin Elwood D. Moore Daniel B. Moulton Robert D. Nickerson Walter J. Oakman Nilesh Patel Malcolm D. Patterson Matthew Paulone Francisco Pena Reyes Luke D. Pomerleau Jordan E. Pomerleau Charles J. Rackley Eric J. Roberts Nicole R. Setzer Robert C. Smothers Jeffrey D. Snyder Christy C. Stock Glenn A. Sutton Stephen M. Thomas Douglas C. Thompson Joel C. Thurman James F. Underwood Christopher A. Varnell Kyle R. Wentworth Ryan L. Witham Reginald T. Young n

4 Years

Chad R. Bemis Darius Bors Donald E. Bradford Lukas F. Chamberlain Jean Charles Joanna Cohen Kristofer A. Davis Jorge L. Diaz Robert J. Difrederico Brendan R. Donaldson Courtney E. Dufour Brian D. Dunn George E. Feero Jr. Wallace E. Ferreira II Matthew D. Foster Allen D. Hart Matthew I. Haskell Peter Heartquist Joseph R. Higby John O. Horne Jr. Paul D. Howdyshell III Federico T. Ilao

Ernest J. Kilbride Carman L. Kirkpatrick Alvaro Lemus-Perez Norman G. Magner Peter M. Malikowski Sarah E. Malikowski Dennis R. Martin Ryan A. Merrifield Jeffery R. Miller Mark J. Moore Timothy D. Nelson Jason S. Paugh Cynthia M. Paugh Nolan P. Pelkey Randy L. Pender Gary C. Perrett Bradley M. Phillips Frederick J. Pina Jr. Jennifer Robbins Jose Ruiz Rivera Francisco J. Ruiz Rivera Henry P. Rullo Bobbi J. Ryder Jaime A. Saavedra Edward L. Simpkins Luke P. Sirois Stephanie A. Smith Mitchell P. Spatz Penny A. Sroka Mack F. Susi Edward Throgmorton Patrick D. Wesseldine Bruce E. White Sr. Michael J. Wyatt n

3 Years

Melody L. Alford Alexander H. Anderson Keith M. Anderson James R. Anderson Kyle F. Ayer Peter A. Aziz Susan K. Bagley Travis S. Beem Alex R. Berry Courtney O. Bierman Jameson N. Boucher Corinne L. Bowden Lawrence E. Bradford Samanah A. Brown Antonio J. Canas Benjamin Carranza Jessie W. Champagne Devin R. Clavette Austin M. Clemons Jason T. Daley John L. Davis George M. Dineen

Aaron P. Downing Emery A. Duffield Christopher J. Dumont Bradley H. Dwinal Keenan M. Eaton Christina M. Ecret Allen B. Edwards Mark E. Elliott Jr. Kristen W. Finamore Darron J. Fior Katharine M. Foster Justin J. French Christopher D. French David J. Frye Amanda L. Gardner Susanne M. Gelenter Penny N. Godsoe James A. Goodwin Walter F. Govern III Ryan M. Graffam William F. Hadlock Paul E. Haggerty Michael A. Hanson Cameron D. Harlow Ryan K. Hawkins Ramon Q. Hill Moon P. Hong Florent Hoxha Michael S. Hubbard Brandon N. Hyson Damika N. Jones Salomon S. Jurado Brendon M. Keister Caleb R. Keune Patrick A. Kilbride Scott D. Knight David V. Korb Gage A. Lake Andrew J. Leali Charlotte A. LeMar Joshua K. Linscott Matthew A. Lucas William D. Marconi David J. Martin Jane E. Mason Rafael U. Matul Lopez Jonathan O. McCargar Trevor R. Miller Mark A. Murray Christopher M. Norton Juan A. Ortega Jaquez John G. Patten Riley W. Pelletier Ruel K. Poissonnier Austin D. Porter Shelby L. Pratt Brendan A. Quinn Elizabeth F. Redmond

Mark G. Reed Adrian A. Reimann III Maxwell C. Reiser Dina S. Riendeau Fernando L. Rivera Patrick J. Stefens Adam J. Surface Ryan M. Tupper Kendra E. Underhill Miguel Molina Valencia Robert J. Zolinski Jr. Cesar I. Zuniga Craig M. Zuromski n

2 Years

Aritz A. Aldecoa Jeffrey J. Allen Benjamin D. Ayer Devon A. Ayotte Allen R. Baldwin Nicholas D. Barish Daniel J. Batchelder Amber M. Beiring Jacqueline L. Benttinen Alisha M. Biddle James D. Bishop Dylan M. Blanchet Codey F. Bond David J. Bond Angel I. Bonilla Alan M. Bouchard Nicholas A. Bouley Christiane A. Bourgoine Benjamin S. Briggs Edsel W. Brown Keith A. Brown Jorge Martinez Caballe Joshua M. Casey Shane M. Cater Philip P. Cavaretta Colin F. Christiansen Joanann Cloukey Deagan C. Conrad Darryl W. Coombs Anthony Cruz Thomas E. Davis Adam N. Davis Jonas L. DeLong Jason D. Derschan Larry F. Dipietro Jr. Tristan M. Elliott John E. Flanagan Zane S. Fletcher II Daniel E. Foglia Mathew D. Foster Ryan C. Gamblin Coty J. Grant Michael D. Hale

Raymond Halsey Kyle K. Holmstrom Daniel A. Inman Corey A. Kelliher Zachary I. Kempthorne Anthony T. Kimmis Scott A. King Lucas D. Kostenbader Rex F. Lagle Mason L. Lasselle Mark F. Leasure Sean M. Leeman Miguel A. Lopez Noel de Leon Mauricio Angel G. Lopez Meza Jose A. Martinez Logan J. Masse Ayman F. Mohamed David F. Montanez Jr. Claude R. Morin Nathan A. Morris Garet J. Murphy Patrick C. Noonan Stanley F. Novak Connor P. Perkins Stacy L. Poulin James F. Prenier David D. Proulx Timothy H. Richard Cameron J. Schettler Thomas J. Senior Regan B. Sereyko Raymond G. Shortsleeve Adam F. Simmons Katherine A. Smedberg Lesley A. Smith Ronald E. Tedford Paul B. Trask Joseph A. Turlo Stacey M. Vannah Dustin W. Varney Cristina E. Velez Jason S. Walker Jay K. Walkowski Chase A. Walther Craig B. Washburn Craig A. Weaver Cody J. White Jason E. Williams Robert N. Wilson Colby G. Wood Nathan L. Wrigley Whitney L. Yates Bryton L. York Ryan M. Zullo n

1 Year

Mark D. Allen Jr.

Gordon D. Allen Zachary D. Ambrose Christopher R. Archer Phillip L. Armstrong Nels E. Arne Jeremy S. Bailey Drew S. Baker Christopher A. Baldwin Benjamin J. Barton Simeon M. Beauchamp Esteban Bernal Zachary J. Bersani James M. Blanchette Adam M. Boss Nick Braganca Azevedo Laura A. Breingan Brandon A. Brochu Andrew J. Brown Jordon M. Brundige Michael H. Bruno Rachel H. Carney Isaias Carranza Palacio Cody D. Chapman Michael A. Clark Michael R. Clisham George M. Close Dane C. Copple John G. Corley Scott P. Cornell Jr. Hal W. Cox Jared L. Cox Logan C. Crone Cody L. Deblois Tyler P. Denbow Anthony A. Desjardins Matthew D. Dolan Joshua M. Doolan Justin L. Drake Thomas N. Ertel Zachary G. Erving Robert R. Ewing Kris R. Frederes John M. Garland Hugh Gilman George D. Gladwell II Michael D. Goudreau Justin S. Gray Rico B. Gregorio Jakob C. Hayes Ethan N. Herman Leslie D. Hickman Herbert L. Hunt Jeremy D. Johnson Anthony L. Johnson Austin M. Kane Patrick P. Kelley Jr. Mackensie J. Kennedy Austin R. LaBouef

Gina M. Lemire Donald L. Levesque Jr. Alan D. Lucas Kellie L. Mann Todd A. Marcum Cody M. Mayhew Jacob D. McGurn Jaime Mejia Erik J. Moore Donatus M. Mukum Jeffrey S. Neff Zoe E. Nielsen Stephen J. Page Joshua L. Perreault Andrew C. Pritt II Sabrina D. Rancourt Joshua W. Reed Joshua D. Reed Juan F. Reyes Guerra Robert S. Richard Tariq K. Riddle Jacob B. Rideout Christopher T. Rogers Bryan S. Rogers Casey A. Rouleau Shannon N. Russell Travis K. Sherman Samuel R. Sherrill Kirk F. Small III Nicholas A. Squillante Garret C. St Peter Laurel A. Stone Shawn D. Thomas Jedidiah F. Thompson Christopher J. Tippitt Nickolas J. Trauscht Ryan M. Tripp Alejandra Vargas Vega Derek L. Washburn Frankie L. Wayman Ronald C. Weymouth Shane T. White Lucas J. Winslow Raymond Wisniewski III James A. Wolf Codey A. Woods Frank T. Xia Ali E. York Stephen R. Zadakis

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Bangor Savings Bank Headquarters: Cianbro Shapes the Queen City’s Skyline Building Market n

By Alan Grover

This spring, Cianbro’s team of construction managers and subcontractors added 540 tons of steel to the downtown Bangor skyline, after a long, cold winter of progress. It’s all part of the ongoing effort to construct the new corporate offices of Bangor Savings Bank near the city’s waterfront. The project broke ground in November of 2017, with the goal of handing over the completed building to its owners for occupancy in the beginning months of 2019.

“The project broke ground in November and started with the phase one site package of the project,” said project manager Dave Stenzel. “So, we’ve placed concrete foundations, steel has been erected, and all slabs were finished at the end of May. The majority of exterior sheathing was completed in July. Roofing started on May 21st and finished up about three weeks later.

We’re weather-tight, which has allowed us to start working on mechanical, elec-

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trical and plumbing on the inside of the building.”

The team started drilling 80 wells onsite in October, each descending to a depth of 500 feet – part of the geothermal system that will be installed in the building. “The well driller does not drill wells in the winter, typically, because the equipment relies on water,” said Project Superintendent Steve Lavallee.

“So, the cold, cold winter we had, our subcontractor was still here drilling wells through the cold months. We had a completion date of April 13th, and he finished April 15th. So, he did well. He did a good job. He had never done a job like this before in the winter.”

An existing building nearby is being upgraded to become part of the new bank headquarters complex. A different team of constructors is handling that work for Bangor Savings, with cooperation from the Cianbro team. All the activity makes for a tight squeeze on the downtown jobsite. Safety coordinator Brad Smith points out that the six-and-ahalf-acre jobsite might seem like a lot of room on paper, but about 40-percent of that area is a big hillside that’s unusable

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

space. And the large geothermal well field is right in the middle of the flat areas - creating a big grid of unusable space in the middle of the jobsite.

“We also have had to keep an access roadway open for a different contractor that is working for the same client but part of a different contract,” said Brad. “And we have had some very deep excavations with not a lot of room around. Everybody on site has risen to the challenge, and we have been able to execute the project to this point with very minimal impacts.”

Meanwhile, a 445-car parking garage is also part of the construction project.

Another existing structure has been demolished to make room for the garage.

A key objective of the Cianbro team has been to bring the garage into the schedule in a way that allows the offices and the garage to be completed at the same time.

“The parking garage design was only wrapped up in the spring,” said Dave Stenzel. “So we have faced a real tight crunch, trying to make sure that we have all the pieces of the parking garage in place so we can open the garage during

the turnover of the building in February.

Foundations for the parking garage were wrapped up at the end of July, and we have started erecting precast.”

And how are the owners feeling about progress thus far? All indications point to a satisfied client.

“So far, they’re very happy,” said Steve Lavallee. “One thing they have brought up when they walk the site – the owner’s rep and the owners as well they notice the organization; the way the job looks. Everybody is wearing their personal protective equipment, and it has been a very safe project. The owners are very happy with the progress we’ve made to date.”

“What I’ve heard from the owner for feedback is that they are very impressed with the coordination that we do,” added Brad Smith. “They’ve been very impressed with the cleanliness of the site, how we’re able to keep footpaths open all the time, how we’re able to keep one access way into a jobsite with no laydown space, and we’re never encroaching on that space. We haven’t had any delays as far as getting deliveries into the other portion of the project for the other contractor. So, it’s not an easy project, and it really is exceptional the effort that everyone is putting in here.”

4 89,995 Project Safe Hours

LNG Vaporization Upgrade Project Oil, Gas & Chemical n

By Julie Carmody

Take one look at Cianbro’s resume and you will see a long list of Liquefied Natural Gas (LNG) projects ranging from new construction to expansions and facility upgrades /modifications.

It was this resume that helped Cianbro to secure a three-year Maintenance and Construction Services contract in August 2017.

The contract includes multiple peak-shaving LNG Facilities in New England and allows the owner to call upon Cianbro’s services as needed. The first project started in October and we have continued to execute work at the same facility since then. Projects included, civil/site prep and excavation, erecting a new electrical building and completing the associated fit out, installing a foundation pad and setting a new generator, installing temporary bypass piping systems, construction of a secondary roadway and several other projects. These small projects, as well as several others, were being completed in preparation for a larger Vaporization Upgrade Project.

This past spring, Cianbro was invited to submit a bid on the Vaporizer Upgrade Project and we were notified of award in June. The project includes removing three existing vaporizers and installing three new submerged combustion vaporizers weighing 14,000 pounds each.

The scope of work includes the following: • Site preparation, excavation and vacuum excavation to identify existing underground utilities.

• Installation of new equipment, shelter and support foundations.

• Fabrication and erection of steel support structures including pipe racks, walkways and access platforms.

• Furnishing and installing vaporizer shelter steel roofing and siding.

• Fabrication and installation of all above and below ground piping.

• Performing pressure testing on all piping systems.

• Installing new vaporizer equipment.

• I nstalling new electrical system cable trays, cable, conduit, heat tracing, grounding, power, control panels and instrumentation.

• Installing power and control cabling from the existing plant to the new vaporizer shelter and associated equipment.

• Providing support for piping tie-ins, startup and commissioning.

The facility will remain in full operation during construction which is currently underway and is expected to be completed in the fall of this year.

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CIANBRO An Equal Opportunity Employer

CIANBRO CORPORATE OFFICE PO Box 1000 Pittsfield, Maine 04967 BUILDING

Contact: Courtney Dufour (207) 679-2259 cdufour@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 – Julie Carmody, Kris Chipman, Dan Coffey, Ben Connors, Ryne Elfstrom, Charles Hall,

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The completed Sarah Mildred Long Bridge

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J U R Y-

Feedback: Do you have questions or comments about the Chatter? If so, we’d appreciate hearing from you!

Please email: agrover@cianbro.com • call: 207-679-2542 or mail to: Cianbro Corporate Office, Attention: Chatter Editor

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Chris Jarvais, Scott Knowlen, Carol Ouellette, Andrea Pelletier, Rachel Porter, Dina Riendeau, Russ Rodrigue, Jim Theriault Contributing Writers – Joe Campbell, Noah Caret, Rachel Carney, Sarah Daggett, Finn Hadlock, Ryan Hawkins, Scott MacDonald, Troy Martin, Kelly McIntosh, John Merrill, Max Reiser, Travis Sherman, Lesley Smith, Zeb Underwood D TO A N A TE I IC Design – Jean Cousins SINCE www.cianbro.com