Cianbro Chatter

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

PRESIDENT’S Message As we enter the second half of 2014, it is important that we reflect on what we have achieved year-to-date and what remains to be done in our 2014 business plans. Clearly, our focus as a diversified general contractor continues to provide us with multiple opportunities and allows us to weather the multiple challenges that our industry faces. In addition, your willingness to travel beyond our traditional geographical footprint has opened doors to new customers and expanded opportunities with existing clients. But above all, your ability to work as a team, embrace change and convert challenges into opportunities continues to be the key to the company’s success.

The power of Cianbro’s teamwork is directly reflected in the improvement to our Health and Safety results. Our success in lowering our team’s overall health risk from “high” to “low” is helping to curb our healthcare costs. Our safety results continue to improve across the board, yielding an Experience Modifier Rate (EMR) of 0.39, one of the lowest in the construction industry. These accomplishments come as a result of every team member working together, focusing on what is important, and caring about one another.

Job well done!

We are frequently asked how Andi Vigue Cianbro is able to be so diverse in the markets and industries we service. The answer is very simple: people! It’s all about people. Our team is comprised of thousands of team members who are multi-skilled, hardworking, caring people. The opportunity comes from finding creative and efficient ways to deploy our individual attributes in the best interests of our customers. When done effectively, the results speak for themselves. Your company is as healthy as it has ever been.

As we look to the future, it is clear there will be opportunity beyond what we have experienced to date. These opportunities will not all look, feel or be like the opportunities of the past. We need to remain flexible, creative and ready to seize opportunities as they arise. Taking the time to understand and embrace change will open doors beyond our imaginations! The company’s future is your future.

Our mission remains the same, “To be the best employee owned construction company in the world.” To achieve this, all of us must continue to be focused on adding value to our customers, working safely, looking out for each other, and the continued commitment to improving your company.

Thanks for all that you do. You are all making a difference!

Andi ON THE COVER: Capital Wheel under construction

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

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North Grand Island Bridges.................. 3 Capital Wheel....................................... 4 Gold Star Bridge................................... 8 EMMC Modernization......................... 11 Williams White Compressor................ 12 Bates Bridge...................................... 13 Hodgdon Yacht................................... 14 The Wharf..........................................15 DTE Comfort Lake.............................. 16 Wind/Wave Facility............................. 17 Cumberland Civic Center................... 28 Fort Beeler......................................... 33 Switzerland Compressor.................... 34 Dominion Valve Replacement............. 40 FLPR Unit 4 Rebuild............................41 Alstom Relocation.............................. 43

OF INTEREST

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Chairman's Message................................. 2 Cross Center Award................................. 6 Quality Matters......................................... 9 CFCC Safety.......................................... 10 Cianbro Retirees.................................... 18 Roth 401K.............................................. 19 Natural Gas Energy................................ 20 Fall Prevention....................................... 21 Cover Story............................................ 22 Mystic Bridge Award............................... 24 Ricker’s Support..................................... 25 The Estimators....................................... 26 Maryland Offshore Wind......................... 27 Cianbro Boot Camp................................ 29 New Equipment Software....................... 30 Skelton Slim Down................................. 32 NNE Weight Loss................................... 33 Letters.................................................... 35 In Memoriam.......................................... 36 Anniversaries......................................... 37 Niantic Bridge Award.............................. 42

NORTH GRAND ISLAND BRIDGES n

By Travis Watson

Record ice coverage on Lake Erie slowed the mobilization of waterborne equipment, but did not prevent the North Grand Island Bridges project team from beginning construction activities on the aggressive two year project. The extremely frigid temperatures of January and February caused Lake Erie to become 95 percent covered with ice. The New York Power Authority and Army Corps of Engineers installs an ice boom on the eastern end of Lake Erie at the mouth of the Niagara River every winter to prevent large ice flows from damaging the intake structures for Niagara Falls. The ice boom is typically removed around April 1st once the ice coverage on Lake Erie gets to less than 250 square miles. Unfortunately, this year the higher ice concentration prolonged the spring thaw to the point that removal of the ice boom did not begin until April 29th, becoming the latest date the removal ever began. The ice boom removal did not mean that Cianbro crews could immediately start work, though, as the large flows still needed to come down river and clear the bridge site, which didn’t happen until mid-May. Starting on April 1st, Cianbro crews were poised to begin a substantial amount of water based concrete pier repairs, but instead shifted focus to land based work until the ice cleared. Activities began on bearing replacements, land concrete pier repairs, sidewalk panel removal, electrical conduit pre-fabrica-

tion and site access. The team adapted to the challenge, focusing on identifying productive ways to perform all the work that could be done while awaiting the ice to clear. A separate crew led by Marine Superintendent Dave Bousquet worked at an off-site marine bulkhead taking delivery and assembling Cianbro’s waterborne barges and equipment, so that water mobilization could begin as soon as the ice cleared.

Work will continue through the summer and fall in several areas with a team of approximately 65. Don Fulmer, Jamie Fulmer, and Rob Young are leading the effort on concrete repairs at all 30 piers of both the Northbound and Southbound bridges, 26 of which are

water based. Greg Ginnelly is providing marine support to the concrete crews by installing side mounted cofferdams that fasten to the piers and allow access to below water work. Jason Rourke, Phil Pelkey, and Todd Fulmer are performing a nighttime removal and replacement of the full Northbound bridge sidewalk, which is approximately 4,000 feet long.

Supporting the sidewalk operation, Chris Bailey is managing all traffic control operations and coordinating with the New York State Thruway Authority on lane closures and traffic impacts for a project that averages 63,000 cars per day passing through. Brad Phillips is overseeing Darren Pelletier and Bob Owens on the replacement of 18 bearings and structural steel modifications for four overhead sign structures and 12 new lane signal indicators. Jason Despaw, Larry Snowman and Eric Vivlamore are working with electrical crews that will install over 30,000 total feet of conduit and wire to facilitate the replacement of all existing wiring to the bridge street lights, as well as controls and power for the new lane signal indicators. Brenda Nichols and Joe Orlando have also provided substantial support on the engineering and design of temporary jacking steel and cofferdams to support the bearing and concrete work. The project goal remains to complete as much work as possible, safely, this year to maintain a 2015 primary focus on the full deck replacement of the Southbound Bridge.

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Fast Track to Success:

The Capital Wheel Project n

By Alan Grover

A rather unusual call came in out of the blue to Cianbro in July of 2013. The call was from the Peterson Companies, the well-known East Coast developers who had hired Cianbro a few years earlier to build piers at Peterson’s stateof-the-art waterfront residential and commercial development in National Harbor, Maryland. Cianbro arrived at the meeting, where they soon found themselves ensconced with architects, engineers, contractors, suppliers and Peterson senior management. It didn’t take long for the Petersons to communicate their plans. The basic message was, “We’re building a very large observation wheel on our pier at National Harbor.

The wheel will be open by Memorial Day of 2014. We do not have a design.

We do not have all our permits. Now, go to work and get it done!”

Cianbro served as the construction manager and general contractor for the project. The team immediately set about preparing a detailed construction plan which would answer significant questions: What are the key items that must be designed first, and procured first, and built first, what are the key schedule drivers, in order to meet the end date?

By early August, Cianbro’s team mem4

bers were involved in weekly conference calls with the entire assemblage of experts who were part of the project, including architects, designers from all over the country and the wheel’s manufacturer, Chance Rides out of Kansas.

The team dove deep into the details of planning the work and assisting in design reviews in order to ensure that the project was constructible in a short amount of time. Site logistics was a major consideration during the planning phase, due to the limited loading on the pier for land-based equipment, and the jobsite’s location away from land. Cian-

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bro learned early on that all work had to be performed from barges. As a whole, the project was a textbook example of fast-track construction, where the planning, design and permit phases of a project would run parallel with procurement and construction activities.

Meanwhile, pieces of the 180 foot tall observation wheel were being built overseas, with delivery dates scheduled for March of 2014. At the same time, Cianbro worked diligently with the design team in preparing the plans for the massive steel base structure that would support the wheel. It was a schedulecritical task that was entrusted to Cianbro’s Fabrication and Coating team in Baltimore. By September, the project team was collaborating daily with Fabrication Manager Chris Crosby and the design team to find the right material, the right sizes, working through the shop drawing process with the designers, getting proper approvals, submitting necessary orders and finally, getting everything fabricated.

“When team member Aric Dreher approached us with this project, I knew this was going to be one of those signature projects for Cianbro, said Chris.

“Then he told me the completion date… we all knew we had a tiger by the tail.

The challenges we faced would have been insurmountable if not for the fact that Aric and his team had a willingness to work together with the Fab Shop team. This collaboration is the secret to our success on this project. Looking back, the character of Aric and his team is truly a picture of Cianbro’s values.”

“The Fab Shop team hit the ball out of the park, from a performance standpoint, from a coordination standpoint, from a scheduling standpoint, and also from a quality standpoint,” said Aric.

“Their performance was crucial to the success of the project because they were always on the critical path. They supplied all of the structural steel on the project - the base steel, the loading platform, operator house platform and curved canopy structure. The collaboration between the site team and Fab Shop was a key component to making all of this happen.”

With a tight schedule nipping at their heels, Cianbro’s team soon found

themselves faced with greater obstacles.

Severe winter weather had choked the Potomac River with ice, which prevented the movement of Cianbro’s base steel from Baltimore to the jobsite at National Harbor. While Cianbro’s team would have liked to get started with assembly in January, it wasn’t until the third week in February that Cianbro’s barge and crane were able to navigate the Potomac.

Now it was a battle against time.

The month of March, which was spent primarily erecting the wheel, was very important to make up for the lost time due to the ice. During the months of April and May the team attacked the critical “finish” pieces of the project: the floating dock, the concrete deck, informational kiosk, loading platform, loading ramps, fencing, floating dock and canopies. The team took every advantage of good weather, and worked

longer hours and weekends to meet the goal.

The support from Cianbro’s Equipment Group was impeccable throughout the project. Their exceptional level of support was underscored when they were able to secure a contract to supply the team with a critical piece of equipment necessary for erecting the spokes and ring beams: the world’s largest boom lift, which was the first model of its kind off of the Genie assembly line.

“This was the perfect ‘Cianbro’ project,” said Senior Project Engineer Gabe Sloane. “Cianbro construction using Cianbro Equipment cranes on Cianbro barges to set Cianbro Fab Shop steel. It was the collaboration throughout the entire company and team that made this project a true success. No matter what came up, both the Equipment Group and the Fab Shop teams were always there to

THE WHEEL ROSTER Marvin Alvarenga Julio Arroyo Aaron Barbalate Leonard Brooks Miguel Cabrerra Tom Carranza Mike Cavalier Jake Gorman Will Harvey Eusebio Heredia Oscar Hernandez CJ Holden Bruce Hughes Paul Leighton Randy Matthew Juan Perez Will Portillo Gary Reed

Francisco Salazar Juan Salazar Gary Simmons Furron Spivey Trinidad Suarez Victor Ugalde Jose Vasquez Aric Dreher Joe Foley Gabe Sloane Wade Simons Kevin Jones Brenda Petito Brian Bacon

Richard Walkling Chris Crosby Jason Edmonds Josh Ritter Nick Rossi Malcolm Sanders Julia Smith Shawn Abramson Mitchell Ayres Rickey Bowman Steve Broznowicz Keith Campbell Frank Carter

Ray Collins Selvin Hernandez Jimmy Higgins Frank Hulseman Rick Jerome Matt Kling Gary Laskowitz Jesus Limon Durant Marion Patrick McShane Jeff Mikula Dennis Morris German Palestino John Pearson Hank Phillips Jamie Saavedra Eric Schindler Larry Winkler

Cianbro’s Chris Varnell tweets from the crane barge en route from Baltimore to National Harbor in February

help. It never mattered what time of day or what day of the week, they always came through.”

The project finished exactly on time, with the last of Cianbro’s team members moving off the jobsite just as the organizers of a Grand Opening Celebration stepped onto the new Capital Wheel facility. The gala event took place on the Thursday before the long Memorial Day weekend, with Principal Owner Jon Peterson memorializing Cianbro’s efforts in his dedication remarks.

“It wasn’t very long ago, back in January, when we had the announcement of the wheel,” Jon said at the podium.

“It’s hard to believe that this was just 120 days ago – 120 days ago, there was nothing out on that pier. So, what we’ve done is a great accomplishment. And I want to thank Cianbro for doing that.

They’re the contractor. They worked hour after hour to make it happen. So, how about a real round of applause for Cianbro!”

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Cianbro Wins AGC Build Maine Award for Cross Center Project The prestigious Build Maine Award from the Associated General Contractors of Maine has been presented to Cianbro for the company’s work constructing the Cross Insurance Center convention and performing arts venue in the city of Bangor. It is the second year in a row that Cianbro has been awarded the first place AGC Build Maine Award in the Building Category, with last year’s honors having commended the company’s efforts at the Oxford Casino project.

“This award recognizing the Cross Center project is significant for our company,” said Cianbro Senior Project Manager Jon DiCentes. “But it is also important to recognize all of the people who made this landmark facility possible, including city officials in Bangor, the residents of the city, the design team and all of the subcontractors.”

Here are the reflections of AGC on Cianbro’s award-winning project: The Cross Insurance Center is the new 202,257 square foot convention center in Bangor constructed by Cianbro Corporation. The project took first place in the Building Category. The new facility provides the State of Maine with a world-class venue for entertainment and specialty events. This multi-functional facility can seat up to 8,000 people for concerts, 7,000 people for sporting events, and 2,000 people or 260 exhibits within the separate exhibition center.

This project replaced the 50-year old Bangor Auditorium which served the citizens of the Bangor Area for decades and was a former landmark attraction.

This project demonstrated that Maine companies with Maine workers could complete and deliver a project of this magnitude and that the final product could exceed expectations. At the completion of the project, 93 percent of the 54 onsite subcontractors were Maine companies and many of them were located within miles of the greater Bangor Area. Management of the project

by Cianbro included oversight of 1,235 team members and extensive collaboration with Sink Combs Dethlefs, the Architect of Record.

The project was completed with 400,500 safe hours and zero lost time injuries, with a four-month schedule advancement, and completely under budget.

Cianbro successfully managed this project using innovative construction 6

techniques, a detailed Project Management Plan and Building Information Modeling (BIM). This allowed for offsite pre-fabrication of major timeconsuming components and for just-intime onsite delivery and installation.

The new facility was constructed three feet off the foundation of the existing Bangor Auditorium. During construction, Cianbro ensured the existing facility maintained 100 percent of its normal operations with zero impacts.

Detailed logistical planning, daily communication and extensive coordination of major work activities allowed the Cianbro team to complete the project to

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the satisfaction of all project stakeholders.

This project included a number of innovations in construction techniques.

One of many possible examples was the construction of the 184-foot long, 24-foot deep steel trusses that were completely pre-assembled on the new arena floor and hoisted one at a time into place. Additionally, each bay of bar joists between the roof trusses was also pre-assembled on the arena floor, complete with steel bridging. Prior to hoisting this assembly into place, a 96inch diameter section of duct-work was attached and then lifted into place as one

complete unit.

The challenges and difficulties and overall size of this project can be seen when one considers some of the following numbers.

The project included the excavation and removal of more than 50,000 cubic yards of existing earth in order to place the concrete foundations.

More than 7,000 cubic yards of

concrete were needed to support the massive steel structure.

The Cianbro team scheduled the delivery of 250 loads of precast concrete while coordinating the erection of 2,500 tons of structural steel throughout the winter months. Three sides of the facility were horseshoe shaped with 22 different radiuses thereby adding to the complexity of the job. The construction

components with these different radiuses were the exterior walls, slabs, interior walls, soffits and handrails.

Protection of the environment was another major component of this project. The nearby Penobscot River was protected from sedimentation by the construction of a sedimentation pond that was monitored and maintained to prevent construction components from entering the river. The demolition of the old Bangor Auditorium required special attention to the removal of asbestos and other hazardous materials. This delicate operation of removing asbestos and other hazardous materials was completed with zero environmental impacts.

Once the new building was complete, the Cianbro team turned its attention to matching the beauty of the outdoor landscaping to the unique appearance of the facility itself. This included paved pathways that meander around the building, a large green space and the use of gardens, flowers, shrubs, and trees that maintained the sentimental nature of the old Bangor Auditorium. And most importantly, the entire new facility was constructed around the historic statue of Paul Bunyan.

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Gold Star Memorial Bridge n By

J. David Schill

In early March, Cianbro was contacted by the Connecticut Department of Transportation (ConnDOT) to assist in the emergency repairs of the Gold Star Memorial Bridge located in New London, Connecticut. Eight of the sixteen rocker bearings had failed and required replacement. Given Cianbro’s reputation for excellence and innovative construction practices, the company was asked to assist in the design and eventual replacement of the failed bearings. The goal of the project is to assist the ConnDOT in developing the most efficient and cost effective design while working “hand in hand” with the owner’s design engineering team, procure the necessary components, and then proceed with the field construction as soon as possible without major impact to the traveling public.

The Gold Star Bridge consists of a pair of steel truss bridges that carries both Interstate 95 and U.S. Route 1 8

across the Thames River between New system which was designed by Cianbro’s London and Groton, Connecticut. The Construction Structures Team. Once the bridge is the largest structure in the state structure is raised, existing units will be at over 6,000 feet long and 1,000,000 removed, the area will be cleaned and square feet of deck area. With 11 highmodified, and the new bearings will be way lanes, the structure accommodates installed. Project completion is currently more than 120,000 vehicles daily. scheduled for December 2014.

Preliminary construction began in As with most complex bridge May with scaffolding installation for safe projects, Cianbro’s Alan Fisher and his and efficient pre-construction inspection, Construction Structures Team are workevaluation and construction access and ing closely with the client (ConnDOT) egress. Once access was established, the to finalize the design and to develop the project team started modifications to the jacking system. The Project Team is led existing structure to accommodate the

by Senior Project Manager David Schill, jacking system. This involves reinforcProject Superintendent Gary Nash and ing the existing girders, installation of General Foreman Todd Hoffa. Several new support members, and prepping additional team members have contribthe existing bearing for replacement. uted to the organization and preliminary The new bearings are being fabricated phases of the project, including Matt “in-house” by Cianbro Fabrication and Hebert, who played an integral part in Coating Corporation and are scheduled working with ConnDOT to develop the to be delivered in August. Replacement scope, Kim Sieber, Forester Sprague, of the bearing will require significant Derek Fitzgerald, and Chet Muckenhirn. structural shoring, temporary traffic 4 2,641 Project Safe Hours controls, and an engineered jacking

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Quality Matters: Cianbro’s Version of an Effective Quality Assurance Program n

By Charles Hall

In the Fall/Winter 2013 edition of the Chatter, Quality Matters explained Cianbro’s history with Quality Assurance (QA) Programs and the company’s commitment to delivering high quality projects. In this second installment, we briefly review that history and discuss the key elements of a Quality Assurance Program.

Quality Assurance (which includes Quality Control) is the responsibility of the QA/QC Department. Remember, all team members who have any responsibility within Cianbro share responsibility for the quality of the finished product. Activities may include: document control, purchasing materials, placing concrete, welding, maintaining equipment, managing a project or the entire organization, etc. Everything each team member does has an impact on the quality of what the company presents to the customer.

Elements of an effective ISO-9001 Quality Assurance Program include: Statement of Policy and Authority – CEO commitment to policies outlined in Quality Program and authorization for QAQC Department to implement and maintain the Quality Program. n

n Scope,

References & Definitions and Quality Management System – Defines implementation of QA Program, provides Quality Program definitions and list of applicable references. Includes an overview of Quality Program and detailed Document Control requirements. n Management

QC Inspector Jeff Carver performs visual inspection of economizer tubes during recent boiler shutdown

Cianbro’s involvement with formal Quality Assurance Programs began in the 1970s when the company started working with high energy systems. Due to the inherent risk they pose to the public, construction of high energy systems requires compliance with jurisdictional law and an approved Quality Assurance Plan. When properly implemented, Quality Assurance Programs provide a high degree of confidence that construction is performed in accordance with specifications. Cianbro’s QA Program has evolved into one based on ISO-9001 and is applicable to all work performed

by Cianbro.

A common misconception is that

Responsibility – Explains Cianbro’s Management Commitment to QA and focus on customer satisfaction, organizational structure, assignment of responsibilities to key leadership personnel, planning (Quality Policies and Objectives) and communications. n Resource

Management – Projects are assessed to understand resource needs which include: competent (trained and qualified) personnel, adequate tools and equipment, appropriate work areas (offices and project work areas), materials and technical information (hardware and software). Cianbro has an effective infrastructure and is committed to making appropriate resources available to all projects. n Product

Realization (Product Meets Specifications) – This is the portion of a Quality Program most people understand, as it has the most to do with “project” work activities. This section outlines required processes, and the interaction of those processes, needed to complete our projects in accordance with specifications. Included in this section are: Contract review, Planning (Project Management Plan, Activity Plans,

Preconstruction Activity Meetings, etc.), submittal process, engineering, establishing effective communications between Cianbro and clients, purchasing of materials and involvement of subcontractors, proper receiving, storage and handling of materials, use of appropriate special procedures to implement work (construction control processes), Inspections and Testing, use of appropriate tools and equipment to measure critical data (equipment alignment, dimensions, survey and layout, etc.), final review and certification of work activities (handover of records to client). n Measurement,

Analysis and Improvement – Quality Program section dealing with continuously reviewing Cianbro’s performance and that of Cianbro’s partners.

Based on results of Quality Tracking Metrics, as well as internal and external audits, decisions effecting continuous improvement are made. Cianbro implements a variety of tools used to identify and improve our overall quality performance (Quality Tracking Metrics, Quality Steering Committee, Corrective and Preventive Action, Root Cause Analysis, customer feedback, etc.).

It’s easy to think of success, or quality, as the final product looking good and performing the way it should; and that is certainly a part of it (results generally attributed to fine workmanship). However, success or failure isn’t the sole responsibility of the craftspeople doing the work.

Long before the first work activity is initiated, Quality Assurance steps must be implemented to set the stage for successful work activities. Contemplate the elements described above and imagine the impact to Cianbro’s performance if any of the elements were eliminated.

Clearly, success would be much more difficult, if possible at all. A successful project requires the effective coordination of all elements within the Quality Assurance Program. Boiled down, those elements are broadly described by Cianbro’s guiding principles that success is dependent on: Planning, Communication and Leadership.

Cianbro is committed to these principals and to the successful completion of all projects through the effective implementation of our Quality Assurance Program -- and it shows.

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CFCC’S Drive for Safety Success n

By Kris Chipman

Cianbro Fabrication & Coating Corporation is committed to continuous improvement. To that end CFCC has implemented several new “twists” to existing processes and has created a few new processes as well.

CFCC has created a yearly “Safety Calendar.” This calendar is posted in all three shops and is utilized by shop managers to ensure that all required safety tasks are completed. These tasks include OSHA and Cianbro compliance topics, environmental tasks, wellness topics, as well as CFCC specific safety processes.

We have scheduled reviews of previous lessons learned reports, training topics by the safety team and by outside vendors, and bi-annual “Safety Program Review” meetings on the calendar. This has given us a great tool to help us “Do what we say we do.”

The Cianbro Accident Prevention Program (CAPP) at CFCC has undergone a new twist as well. In 2013, we recommitted ourselves to the task of completing one CAPP observation every week. We have assigned days for each team member to complete their CAPP and revolving (every three months) CAPP day leaders. The leader for each day is tasked with collecting and coaching when needed by team members on their list. Once the leader has all the CAPPs collected for the day, he or she completes a daily report-out on the information collected. This includes items that were found to be at-risk and items that represented safe behaviors.

The leaders also comment on what CFCC is doing well as a team and what 10

can be improved upon. This report-out is given the following day after noontime stretches. The process gets all team members involved in our safety program; it gets the CAPP observation data back to crews promptly and has been well received by the team members.

They like hearing the CAPP data coming from one of the crew versus always coming from safety or management.

In an effort to identify and elimi-

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nate or minimize “caught in/struck by” hazards, CFCC is also doing focused CAPP observations on 1.1 (“is team member performing task positioned to avoid being struck/hit by, sprayed, entangled or exposed to an unexpected release of stored energy?”). Each week, we assign two days to focus only on 1.1 at-risk and/or safe behaviors. We have identified and corrected many issues around 1.1 to date but are still seeing at-risks and trends, so we will continue our focus.

Lastly, we created a “Critical Rigging Skills Checklist” to assist us in verifying team members’ abilities and competencies in rigging and, in our case, overhead crane use. Classroom training can only do so much, especially for team members who are new to the industry.

This hands-on, supervised checklist helps CFCC identify those team members who may need additional mentoring before operating/rigging on their own.

All team members at CFCC are committed to improving the company’s safety record, to achieving beyond zero, and to making sure that every team member gets to go home to loved ones every night. Creating new processes and changing up existing safety procedures, as well as looking out for ourselves and everyone around us, will help us to achieve our goals.

Eastern Maine Medical Center Modernization Project n

By Joe Campbell

The Eastern Maine Medical Center (EMMC) Modernization Project continues to progress in Bangor. Owner expectations for the finished product are high, and the project team is committed to surpass those expectations while delivering world class customer service.

In conjunction with joint venture partner Brasfield & Gorrie, Cianbro’s construction management team continues to push through the design, coordination, and logistical difficulties facing the project.

Phase 1 of the overall 350,000 square foot expansion is currently under construction. This phase includes the core and shell of the new eight story tower, exterior improvements, and 95,000 square feet of interior build out. Included in this portion of the build out will be a new main entrance lobby, Emergency Department exam rooms, dining area, three operating rooms, and 32 patient rooms. All the new mechanical spaces and equipment are also included.

To date, major demolition has been completed, which included the removal of the Stetson and Cancer Care of Maine buildings. The northern half of the new tower is constructed on piles, all of which have been driven and seated.

Building excavation and foundations are

also nearing completion.

Structural steel erection is in full swing utilizing Cianbro Manitowoc 4100 and Manitowoc 2250 cranes, accessing the north and south sides of the project respectively. These cranes are expected to stay on site after steel erection to distribute materials around the project. Structural steel is expected to top out at the end of August, allowing for the building envelope construction to become the main focus and next major milestone for the project. Throughout the summer months, the team intends to gain as much time as possible on the schedule.

The new tower is being erected in the heart of the campus, creating many logistical challenges. Real time delivery coordination will be critical for the success of the project as there is extremely limited laydown space available. It is the expectation of EMMC that construction activities will have no effect on the hospital’s daily operations. It is important for the project team to work with the hospital facilities staff during any utility shut down and tie-ins as patient safety and comfort must be maintained.

The safety of the construction team members continues to be a focal point for the project. The project has implemented the Beyond Zero program as

well as having each team member, including all subcontractors, sign a personal commitment to safety. The project was selected for the OSHA National Stand Down this year, highlighting the importance of fall protection.

Cianbro team members leading the project are Jon DiCentes, Joe Campbell, Steve Lavallee, Tammy Vance, Suzan West, Brad Smith, Clay Maker, Sam Bouchard, and Michelle Boutilier.

It will be critical for the construction team to work with EMMC, the Design Team (MorrisSwitzer, BVH, and Wright Pierce), and the selected subcontractors to ensure that this project surpasses the expectations of the client and surrounding community.

Phase 2 of the project is expected to be released in late fall and includes the remaining fit out of the new tower.

Scope may include Imaging (x-ray) areas, additional operating rooms and patient rooms, and a new Post Anesthesia Care Unit expansion.

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Williams White Compressor Station n

By Mark Zagrobelny

This past February, Cianbro’s Southern New England Region was awarded the contract for construction of the Williams White Compressor Station Project located in Springville, Pennsylvania. The scope of work for this fast-track project, for Williams Field Services Company, LLC, a subsidiary of Williams Partners L.P., includes excavation, concrete, piping and associated electrical work to install five 3,600 horsepower compressors and a complete dehydration facility for a natural gas compressor station with a targeted substantial completion date at the end of June 2014.

Almost immediately following award, Steve Dube, Cianbro’s Site Construction Manager, was at the nearly six acre site with the earthwork subcontractor, removing two feet of snow to set up trailers and start work. Despite the cold winter and wet spring, the project team made great progress.

The team immediately commenced with offsite fabrication of piping, and mobilized for the underground piping work. With over five miles of piping on the project, work needed to begin immediately so that the piping would be ready once the compressors and foundations were constructed and ready for installation of pipe. The site team was able to excavate and install the largebore inlet and discharge piping early in the project but faced extremely challenging weather conditions that included snow, rain and sub-freezing temperatures.

The concrete work began with the five large foundations for the compressors, amounting to nearly a thousand cubic yards of concrete. Cianbro formed and poured the blocks in the same unforgiving weather conditions previously mentioned. Once completed, the project contained nearly 3,500 cubic yards of concrete structures, which includes foundations for the compressor building, coolers, dehydration facilities, storage tanks and pipe supports.

Since the start of the project, Gary Hayes, Steve Michaud, Sean Briggs and their Cianbro team of electricians were out in the trenches installing conduit and wire. The electricians were the first crew onsite, installing the temporary generator, and wiring the trailer compound. With over four miles of conduit and nearly 30 miles of cable, the electricians were responsible for providing power to all of the equipment as well as installing the sophisticated computer controls required to make the compressor station operate. The compressors and automatic valves that make the station operate are controlled by a central computer system, and all of the control wir-

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ing for the system was installed by Cianbro electricians.

Paul Williams and his yard crew unloaded and set equipment almost daily once the project started. Much of the equipment components were over-sized loads weighing up to 85 tons. Paul’s crew, along with our rigging team, unloaded and seamlessly set all of these components while managing several other tasks that were vital to keeping the job running smoothly.

After working through delivery challenges, the compressors were installed, allowing for building erection to follow.

The project team was able to shift schedule activities and complete the building foundations before setting the compressors to assist in overall schedule flexibility. The Cianbro team worked together to assemble the 85 ton skid, 35 ton compressor and 35 ton engine. Once these components were assembled, the team performed a precision alignment of the engine and compressor and installed the remaining components, including intake scrubbers and discharge bottles. Lastly, team members installed the epoxy grout under the compressor skid.

With the compressors set, most major foundations placed and backfill well underway, the metal building erector worked around the other activities to set the steel and install siding for the 75 by 250 foot compressor building. Continuous communication and coordination between the several onsite crews allowed the team to avoid working

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overhead of one another. Rudy Salazar managed a crew of electricians during a night-shift to install the overhead conduit, lighting and detectors with no additional crews working under them. The piping crew worked in several different locations to install the pre-fabricated pipe between equipment and were busy up until the end of the project. Project Superintendent Jeremy Mace did an excellent job coordinating all of the work, managing the subcontractors and keeping this fast-tracked project on schedule.

With over 100 people working on-site, there was a high level of activity and the team was constantly challenged to work safely. Both Williams and the gas industry have specific safety requirements to help keep these project sites safe, including flame retardant clothing. Safety Specialist Krista Gartland worked extremely hard to ensure that the entire project team, including subcontractors, executed activities in the safest possible manner and in compliance with the safety standards established

by Cianbro, Williams and the gas industry.

The team was supported by Project Sponsor Bruce Brown, Administrator Tina Adams, Senior Project Engineer Mark Zagrobelny, Project Engineer Kevin Talley and Quality Control/Field Engineer John Woo. The team achieved a safe and successful completion in July and is hopeful to work with Williams on future projects.

4 36,289 Project Safe Hours

Bates Bridge:

Cianbro Crew Prepares to Leave “the Old Neighborhood” At Completion of Project n

By Tom Leonard

After four years, construction of the new Bates Bridge is now complete.

Demolition of the old Bates Bridge structure – built in 1916 – was immediately followed by completion of the northwest and southwest retaining walls.

Given an extremely tight footprint in which to work, completion of these two items could not start until the old bridge was demolished. The final phase of roadwork and sign placement was also dependent upon timely demolition of the old bridge. In spite of four years of challenging weather, several extremely rough winters, countless hours spent chopping ice and dealing with multiple high water tides and strong currents; the new Bates Bridge was completed on schedule, safely, and with no lost-time injuries.

A debt of gratitude is owed to the highly-dedicated men and women on the front lines of this job who contributed many long hours, incredible communication, attention to detail and phenomenal senses of humor that made successful completion of this bridge a reality.

The Bates Bridge lies between two tight-knit communities, Haverhill and Groveland, Massachusetts. While a project of this scope can lend itself to creating tension with its neighbors, Cianbro and its team members immediately became a strong and positive part of these

communities. The support, encouragement, interest, and humor provided by our neighbors made this project a lot of fun, despite several challenges that we faced along the way.

Leaving a community that you’ve been a part of for more than four years is not an emotionless endeavor. Local friendships and “vendors” can make all the difference between a difficult project and a successful project, and this community went above and beyond in lending their caring and support when they could have very easily viewed us as just another “construction project.” Several very strong relationships were formed during this time and it will be difficult when we make that final farewell.

To our friends at - The Groveland Diner, Groveland Police Department, Groveland Electric Light, Old Towne Fuel, Stark & Cronk, Advanced Auto, Danielle’s Florist, Marcel’s, Haverhill House of Pizza, Market Basket (especially Gail – my favorite cashier!), Bill (the best UPS guy there is), Shirley Esty (Project Historian), Earl and Timmy (official Sidewalk Superintendents), (Kazmeira) Marina Mike - we offer a

great big THANK YOU for all of your understanding, help and friendship.

Along with our partners at the Massachusetts Department of Transportation, we are honored to have built this beautiful bridge.

4 218,025 Project Safe Hours

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Cianbro Constructs a State-of-the-Art Sailboat at Hodgdon Yachts n

By Mike Franck

Work continues for a Cianbro team at Hodgdon Yachts boat yard in East Boothbay Harbor, Maine, where team members are constructing a 100 foot Maxi sailboat. The vessel’s design could potentially result in the fastest monohull (single hull) yacht in the sailing world.

The new rocket ship is scheduled to be launched in mid-September of 2014. Cianbro crews -- led by Manager of Projects Pat Sughrue, Superintendent Hank Cook, Safety Professional Mike Franck, Assistant Superintendent Joe Friant, Field Engineer Bob Higgins Jr., Civil Foremen Jonathan Wheaton, Ryan Marcotte, Chris Alexander, and Mark Cloutier, Multi-tradespersons Shawn Lambert and Eric Clark, and Ironworker Foreman Wayne Enman -- teamed up with the Hodgdon boat building team and a few seasoned boat builders from Australia in October of 2013. They began construction on the prepreg deck, a component made of carbon fiber material impregnated with resin. That portion of the project was completed by midDecember of 2013. By the end of January, the team had built the ship’s mold.

That’s when construction of the huge 100 foot hull began. The hull required strategically-placed carbon fiber layers, one after the other, until the vessel’s form took shape at a uniform thickness.

The team is currently mating the yacht’s deck to the hull and putting the finishing touches on all the bulkheads on the inside of the hull. Next on the agenda is to paint both inside and out, before beginning the installation of permanent hardware.

The Cianbro crew has compiled 16,500+ safe hours so far, and has gone nearly 300 days, to date, without injuries. The Hodgdon human resources manager has given the Cianbro team a great deal of praise for the fact that no one walks past a hazard, or an at-risk behavior, without confronting or eliminating the hazard. Cianbro team members 14

View of the deck, looking from the stern toward the bow

have done 370 CAPP (Cianbro Accident Prevention Program) observations in 2014, with a CAPP rate of 70.

This is not your typical job for Cianbro. But with the talent and Can-Do spirit of Cianbro’s team members on display, the company’s pros will take the project to completion while staying focused on safety, quality and productivity.

Hodgdon HR has stated that the Cianbro team has been instrumental in helping to keep the project on schedule. Special thanks go out to these Cianbro team members who have played key roles in moving the project forward while working safely: Rex Lagle, Mike Tripp, Tom Wozniak, John Stewart, Ron Oliver, BB King, Gary Mason, Dennis Ordway, Lamar Boyer and Chris Brann.

4 16,669 Project Safe Hours

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THE WHARF: Washington D.C.’s Waterfront Modernization n

By Chris Varnell

The redevelopment of Washington D.C.’s Southwest waterfront has been on Cianbro’s radar since 2007. The Wharf is a $1.5 billion demolition and modernization project, which encompasses approximately one mile of waterfront along the Washington Channel. Upon completion, the 23-acre site will be comprised of a dynamic combination of mixed-use real estate, including residential, retail, office, cultural, recreational, hospitality, and maritime space. The project is a public/private partnership between Hoffman–Madison Waterfront, LLC and The District of Columbia.

Moffatt & Nichol Engineers is responsible for the maritime design, and Clark Construction is the landside design-build contractor.

Cianbro’s commitment to the project was a consistent message throughout a series of meetings since 2007 which included a wide range of Cianbro team members. These meetings exposed the client to Cianbro’s planning and processdriven approach to safety and putting

work in place. Cianbro also collaborated with the design team on solutions that addressed budget, schedule and constructibility.

Cianbro is currently under contract on two fronts: as a prime contractor and as a subcontractor. The scope of the prime contract includes demolition of the existing Capital Yacht Club docks and a portion of the existing Gangplank Marina. Following demolition, Cianbro will first drive over 250 precast concrete piles on top of which Cianbro will construct four new fixed piers: The Capital Yacht Club, District Pier, Transit Pier and Market Pier. The Bellingham Marine subcontract includes demolition of four of the Gangplank Marina’s existing

floating docks, gangway modifications, and driving 81 steel pipe piles to support the new Capital Yacht Club floating dock system.

The demolition crew began in late March of 2014, comprised of Don Keresztenyi, Len Janssen, Chris Varnell, Genaro Guardado, Francisco “Paco” Salazar, Concepcion “Concho” Majano, Ulicer Castro, Aaron Barbalate, Joe Hyde, Ulises Alvarenga, Carlton “Web” Sanborn Jr., new team member Charles Mosby, and solid administrative support from Mona Evy. Upon completion of the

demolition work, reinforcements from the newly completed “Capital Wheel,” including Wade Simons, Leonard

Brooks, Juan Salazar, Francisco Salazar, Julio Arroyo, David Valentine, Eusebio Heredia, Trinidad Suarez, Kevin Jones, Gabe Sloane, and Mike Cavaliere joined

the team in preparation for the pile driving operation. Special thanks to Cianbro Equipment and team members Philip McKenney and Trent Clukey, who led the team that built the ringer Manitwoc 4100 Series III, which will serve as the muscle for the pile driving operation.

We also welcome new team member Jeff Boyd, who will serve as the on-site project manager for The Wharf.

4 10,586 Project Safe Hours

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DTE Comfort Lake Gas Compression Project: n

By Bruce Brown

Earlier this year, DTE Energy awarded Cianbro’s Southern New England (SNE) Region the contract for construction of the Comfort Lake Compressor Station Project located in Susquehanna, Pennsylvania. This is the fifth DTE project awarded to Cianbro in less than two years and is related to their ongoing build out of the “Central Delivery Point” (CDP) system in Susquehanna County, Pennsylvania.

Cianbro has successfully completed multiple projects for DTE, including the recent execution of CDP-3 Dehy/First Gas Projects and CDP-3 First Compression.

Cianbro received the green light to begin construction of the very large seven unit compressor station and associated station facility components on March 21, 2014. This is a fast-track project with final completion scheduled for just three months post award. The Cianbro team analyzed the work during the estimate phase, and it was clear then that the only way to achieve this Herculean task was to immediately go into “outage mode.” In essence, the aggressive schedule required teams to work both day and night shifts from start to completion.

Highlights of the project included demolition and removal of an existing section of the 16 inch Bluestone Pipeline in order to cut-in and add main Line Valve assemblies that will service the new compressor station. This required a significant preplanning effort to ensure that appropriate Lock Out/Tag Out efforts were coordinated with the owner.

In advance of the scheduled outage, the project team prepared prefabrication of necessary pipe spool welding, coating, and hydro-testing over the three day Memorial Day weekend to ensure that the material was onsite prior to the actual outage. Additionally, many aspects of the outage required significant pre-planning, including: review and coordination 16

of appropriate purge procedures for the existing gas line, vacuum excavation efforts to expose the live gas main, access/ egress planning for executing work on a steep slope, and development of rigging plans for the very large prefabricated pipe assemblies. All of the items were analyzed for safety and scheduling. The outage required a non-stop 24 hour, around-the-clock installation effort. The outage was safely completed as planned, and gas flow returned online as scheduled.

The remote site location selected for the compressor station posed considerable logistical challenges for the team to overcome. Further complicating matters, the lengthy access road to the site is narrow and winding and required the project team to ensure necessary towing support for the heavy haul rigging of the compressors and engine transportation up the “cow path.” With only inches to spare, the engine and compressor assemblies were safely transported into place. The rigging of these units onto the large compressor block foundations required critical lift plans to ensure flawless installation

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practices.

The plant consists of construction of a compressor building, a utility building, and a fuel gas storage building. The site footprint dictated that all material deliveries be coordinated to ensure open access for the multiple work activities taking place on any given day. This required daily evaluation by team members to account for the coordination and control of tight site parameters.

There are significant and various piping systems requiring welding, coating, hydro testing and instrumentation to support this greenfield plant. The installation of the mechanical systems include seven 3,600 horsepower engines with corresponding compressors and skids, seven gas coolers, two filter separators, two discharge separators, a suction and a blowdown silencer and two fuel skids.

The electrical systems include power, control and required hazardous location wiring assemblies. The systems include installation of a Motor Control Center, Power Panels, Uninterruptible Power Supply system, and full backup generator for the plant. Both the mechanical and electrical construction will be installed around the clock for the last five weeks of the project.

The Comfort Lake Compressor Station project team includes team members across all regions, including Bruce Brown, Edward Jones, Aubrey Moore, Brayden Sheive, Bill Richardson, Jimmy Flear, Nate Frazier, Brandon Glencross, Dee Ann Grazioso, Brigitte Lievens, Garrett Plourde, Jay Reynolds, Kim Sieber and Dave Saucier. The Project Team

has received tremendous support from several different groups within Cianbro, including SNE Equipment, Corporate QA/QC, Contracts, Temporary Design, SNE Regional Finance, and several others.

The team has excelled at working at the very demanding pace and has done so with enthusiasm. The Comfort Lake Gas Compressor Station Project is slated for completion in August of 2014. We wish to extend many thanks to all of the team members that have contributed to this extraordinary construction effort.

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

4 9,191 Project Safe Hours

W2 Wind/Wave Research Facility Project n

By Anthony Passmore

The W2 Wind/Wave Research Facility will be built and located on the University of Maine campus in Orono, Maine. The project consists of an approximately 12,750 square foot addition to the existing Advanced Structures Offshore Wind Laboratory building. Cianbro was previously the construction manager for the existing AEWC building back in 2010 and the additional project is starting in the summer of 2014. The project scope includes construction of a research wave tank with installation of wind and wave generation equipment in an enclosed structure.

This research facility will provide the University of Maine with a laboratory for the research and development of offshore wind energy platforms, structures, and vessels through the integration of high-quality equipment.

Separated into two laboratory areas, the facility will contain a tank lab and robotics lab. The tank lab will occupy two thirds of the building which includes the tank, approximately 89 feet long, 30 feet wide, and 18 feet deep.

Occupying the remaining one third of the building will be the future robotics lab. Design of the specific equipment incorporated within the robotics lab has not yet been determined and will be left as a shell for the project. Equipment incorporated with the tank includes a wave generator, wind tunnel, a simulated beach, tow carriage and a moving floor.

In order for the wind equipment to be operational, the steel framed construction building will incorporate a bridge crane to move the large wind tunnel. The wave generating equipment will be submerged at one end of the tank with associated flap paddles, complete with control and power electronics.

The equipment package will be post-installed once the building is complete.

University of Maine researchers and engineers have been directly involved with integral parts of the equipment designs for their own use.

Building materials include cast-in-place foundations, structural steel, steel joists and decking, insulated metal wall panels, TPO roofing, MEP equipment, overhead doors and shotcrete forming the associated tank walls.

This project is funded by an Economic Development Administration (EDA) Grant. The construction management team consists of Tammy Vance, Bruce Cummings, Jon DiCentes and Anthony Passmore.

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What Are Our Retirees Up To? Lou Campbell and John Dunnell n

By Mac Cianchette

Cianbro’s team of “retiree inspectors” decided to check in on both Lou Campbell and John Dunnell on the same day. Both men retired in 2011 after long and illustrious careers at Cianbro during which they gained the respect of the entire company. Lou served as a senior project engineer/manager, handling the engineering initiatives in the field on countless projects before spending the final decade of his tenure as a regional engineer working out of Ricker’s Wharf.

While at Ricker’s, Lou mentored many of the company’s junior engineers, teaching the newcomers as they rose in the Cianbro ranks. He retired with 34 years of service to his credit. John Dunnell worked as a project manager on some of Cianbro’s most significant projects, including the Worumbo Hydro project in the mid-1980s and the Southeast-Southwest Freeway in Washington, D.C. John mentions the freeway as his most memorable project, in which he and the Cianbro team took over the job after the original contractor was fired after falling three months behind schedule. J.D. said the job was very challenging but the team learned a lot along the way and ended up having a great time.

Cianbro finished the project early and collected a million dollar bonus on the 50 million dollar job…a huge project and a huge success. John wrapped up his career at Cianbro as a project manager on the Little Bay Bridge job in New Hampshire after 42 years of service.

When Cianbro’s visitors came calling to see how the old teammates were doing, they decided to visit Lou first at the home he shares with his wife Sharon in Windham, Maine. Lou was well known in the company as a consummate jokester, fond of tomfoolery and renowned for making people laugh.

Back in the day, during one long, dry and drawn out engineering briefing that was filled with statistics, Lou broke up

the staid proceedings by saying, “What number do you dial to get 911?” In the same lighthearted vein, the Cianbro visitors showed up at Lou’s home, marveled at the precision of the Campbell’s driveway with delineators that were exactly spaced, precisely at the same height and distance from one another, the sort of driveway one would expect of a meticulous engineer. The visitors then proceeded to make sure their vehicle did slip into the lawn a bit, enough to make a tire track or two (nothing permanently damaged, by the way), knowing that the “accidental” slippage would get a rise out of Lou. While visiting the Campbell’s, the Cianbro visitors learned that Lou and his wife spend lots of time landscaping their yard and tending to many flower gardens.

Lou also can be found in his workshop when he’s not out on the grounds. One of his latest projects is an effort to rebuild an antique plainer that Lou’s father had purchased decades ago to help build the house that the Campbells currently live in.

After a pleasant visit, the Cianbro visitors moved on to Buxton, Maine to see John Dunnell and his wife Deborah. J.D. has been very busy in retirement, working on many jobs around his home. He recently finished a beautiful kitchen for his wife, who loves to cook. His main project at the moment is the completion of a portable saw mill which he is using for side jobs, cutting lumber out of the timber that he harvests from his land.

The visitors then took J.D. out for a free lunch. There was a reason for visiting J.D. after stopping in to see Lou. You see, it was well-

A Lifetime in a Photograph

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known in the old days that Lou loved a good meal, and there are memories of Lou on jobsites asking visiting VIPs if they were going to spring for a hearty lunch. This was part of the joke on Lou, all these years later – J.D. was going to get the free lunch! John was a bit more serious than Lou during his career, but while not an instigator, J.D. wasn’t shy about getting involved in a prank that was already in the making. So, he was delighted to do his part and set down his silverware at lunch long enough to pose at the dinner table for a picture, which was promptly sent to Lou. The response from Mr. Campbell: “It’s one thing to run over my lawn. It’s another thing to humiliate me by taking J.D. to lunch and not even offer me a place at the table!”

Hats off to these two great Cianbro retirees: Lou Campbell and John Dunnell.

John Dunnell

Lou Campb

ell

Bob Hayden n

By Penny-Lynn Abbott

Bob came to Cianbro in 1980 after retiring as a major in the Maine State Police eight years earlier. He worked for the area manager at the time, Les Williams. He put in place the first Team Member Assessments. Bob also revised the Standard Operating Procedure manual. After he completed his mission, he retired from Cianbro for a short time.

When Bob returned, it was in order to become a member of Tom Luckern’s team. Bob performed the Human Resources tasks for Tom. In those days, Cianbro worked solely out of Pittsfield -- there weren’t any Southern New England or Mid-Atlantic groups then. From the Pittsfield headquarters the team hired and staffed for any location where the company had projects, from Maine to Florida. Bob worked with Tom and the jobsite management team to acquire the folks the job needed to succeed. That typically would mean transferring some folks from Maine, and then sending Bob to the jobsites to fill out the ranks by hiring locally.

Alan Burton has told the story many times over the years about how he and Bob were getting a project ready. While Bob was interviewing an applicant and deciding to hire him, the applicant stated that he had a bus load of skilled crafts

that needed a job. Before anyone knew it, Bob told the newly hired craftsperson to bring them all in to the jobsite on Monday. In those days, Cianbro didn’t have pre-employment anything…it was all about what your “gut feeling” was about the applicant. Bob Bob Hay den (far sure could ask the left) and family right questions about the different through crafts, as if he had performed the jobs himself for years. He would get the apthe orientation, and plicant to talking, and after a brief time, gave them a pile of pipe and a sketch the candidate was either hired immeand told them to ‘build this.’ So, by diately or thanked for coming in. Bob 8:30, the two recruits had a couple of had an uncanny ability for recognizing joints welded out. At the 9:00 a.m. coftalent and weeding out folks who were fee break, we all gathered at the big picjust “talkers.” He always would tell the nic table, except for the ‘slippery one,’ people he hired, “I’ll get you a job, but who sat by himself. At 9:10 a.m., the you will have to keep it.” His batting sheriff showed up, cuffed the slippery average was pretty good! one and drove away with him. And that Gary Robbins shared this story: “I is how Bob Hayden got the nickname was working a job at Pejepscot Paper, ‘SLIPPERY.’” and there were no people available. So, Bob retired in 1993, only to come Bob told me that he interviewed two back once again in 1996 to help staff pipers the previous week, and thought a large project before finally retiring one would be a real good hand, and once and for all in 2000. He is enjoying the other sounded good but might be a retirement in Cornville, Maine, with his little slippery. The pair showed up on wife, Patricia, children, grandchildren, Monday morning at 6:00 a.m. We went and great grandchildren.

A New Retirement Savings Opportunity for Cianbro Team Members n

By Lauren Dow

In July, Cianbro added a new benefit option for team members looking to save for retirement. A Roth 401(k) contribution option was added to the retirement savings line up. Unlike a traditional pretax 401(k), contributions to a Roth 401(k) are made on an after-tax basis and included in your current income. The big difference and benefit over time is that you will not be taxed on what these contributions have earned when withdrawn. This tax advantage, of course, is in place provided that the withdrawal is a “qualified distribution” at the time the money is withdrawn. (Qualified Distribution: a distribution that is taken at least five tax years from the year of your first Roth 401(k) contribution and after you have attained age 59 ½).

For more information on this retirement savings opportunity, team members can contact Lauren Dow in Human Resources, (800) 315-2211 ext. 2312, or a Fidelity representative at (800) 835-5095.

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Natural Gas Energy and Cianbro n

By Jeffrey Towle

Cianbro’s momentum in the energy sector is growing exponentially. Diversity of services, markets and geography, and Cianbro’s commitment to the business objectives of clients, are fueling

the company’s successful growth in the nation’s energy markets. Last year, the company’s revenue more than doubled in the natural gas sector, with the

majority of growth coming from repeat business and referrals. Cianbro’s clients trust the company to construct quality facilities, safely, cost-effectively, and on time. At Cianbro, all team members know that continued success depends upon our ability to meet or exceed these objectives consistently with each new project--it’s that simple!

To hit the mark consistently, Cianbro projects are staffed with experienced managers and teams who have the know-how, and who are empowered to make the critical decisions required to mitigate risks that can have a material impact on project costs and schedule.

At Cianbro, it’s not about who owns the risk. It’s about team work and a commitment to providing client-focused solutions geared toward, and aligned with, the client’s objectives. Each Cianbro project team understands that meeting the client’s goals is the true measure and key to continued success.

At Cianbro, we look forward to the challenges and the opportunities that

the natural gas business will present as the fuel’s potential continues to unfold across the many markets and industries that Cianbro serves.

Last year, the company’s revenue more than doubled in the natural gas sector, with the majority of growth coming from repeat business and referrals. Cianbro’s clients trust the company to construct quality facilities, safely, cost-effectively, and on time.

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Fall Prevention Stand-Down n By

Dan Coffey

In an effort to raise awareness about preventing fall hazards in construction, OSHA conducted a National Fall Prevention Stand-Down which took place across the nation during the first week of June. A Stand-Down is a voluntary event where employers have an opportunity to speak directly with employees about a specific safety topic. Cianbro speaks with its employees every day and in support of the OSHA initiative the Cianbro management team at the Eastern Maine Medical Center (EMMC) Modernization Project in Bangor organized a stand down involving all team members and subcontractors onsite.

Brian Sullivan, compliance assistant for the U.S. Department of Labor/ OSHA, attended the event and spoke to the team about the importance of the Stand-Down, since falls from elevation continue to be the leading cause of injuries and fatalities among construction workers in the United States. Also, fall prevention standards were among the top 10 most frequently cited OSHA standards in recent years.

“It’s about raising awareness of fall prevention in the workplace, not only in a construction setting, but it could be at home too,” said Brian. “The statistics are pretty earth shattering, knowing that there are close to 9,000 people that are injured each year from falls…and I think that’s the take home message.” OSHA’s goal was to reach out to 25,000 em-

ployers and 500,000 employees. “From what I’ve heard so far this week,” said Brian, “we’ve actually surpassed that goal. We’ve reached closer to a million people.“ Cianbro’s Safety Specialist for the EMMC job, Brad Smith, teamed up with

Black Bear Ladder, Inc. and Safe Approach, Inc. to demonstrate two different fall scenarios (drop tests): one involving a six foot shock absorbing lanyard and the other a fall block. By performing these demonstrations, Cianbro team members and subcontractors saw

first-hand where a fall starts and ends, and the difference in clearances needed below when utilizing each method.

Jon DiCentes is Cianbro’s senior project manager on the EMMC job. He explained how he jumped at the opportunity to host the Stand-Down. “It’s all about caring for people,” he said. “At the EMMC job, massive amounts of steel are being erected, and our team is faced with working at heights every day.

By giving team members the opportunity to observe the drop tests, it allowed them to put things in perspective, better understand all the hazards associated with a fall, and see how critical it is to tie off correctly. The demonstration made it “real,” and in such instances, fall protection becomes more than just words on a page or a subject their supervisor was communicating verbally.

It became a visual representation that I believe made a lasting impact on the team and gave them a new motivation to work safely.”

Fall hazards from elevated heights are a subject that Cianbro has taken very seriously since a fall incident in 1987.

Chairman and CEO Pete Vigue immediately shut down all jobs company-wide, gathered the team together, and asked the question: “What are we going to do to see that this never happens again?”

From that day forward, fall protection became a core priority for Cianbro.

The company introduced 100 percent tie-off and began using a double lanyard system. Cianbro also worked with the manufacturers of the safety belts used by team members in order to develop a full-body harness that is now an industry standard across the nation. In addition, discipline was imposed on team members at every level who were identified as neglecting proper tie-offs. To this day, Cianbro regards fall hazards from elevated heights as being among the most severe safety violations a team member can commit.

It’s important for team members to remember this history and to be reminded as to why the company has put stringent safety policies and procedures in place. It’s important to have each other’s backs to ensure that Cianbro families are protected from tragedy.

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CIANBRO’S KEYWORD:

Diversity

n

By Alan Grover

Diversity is a word with many layers at Cianbro, a noun that reflects the company’s most valued principles, and a concept that sums up a business strategy which has helped Cianbro to prosper throughout its illustrious history.

A quick glance at a recent Cianbro success story, the Capital Wheel project in Maryland, is enough to show the many facets of diversity which adorn the company. Perhaps an observer might focus on the diverse ethnicities that were seen among team members on site: Black, Hispanic, White, and Asian.

There was the diversity of geography, illustrated by the fact that a company born in New England had put down roots in the Mid-Atlantic Region where it was hired by a Maryland developer to help create a new landmark near the Nation’s Capital. There was the diversity of projects reflected in the effort to assemble the new 180 foot tall observation wheel for the owners of National Harbor, Maryland – a new entry for the company’s resume which is already replete with a variety of endeavors as seen in the pages of this magazine: movable bridge building, civic center construction, hydro-electric power maintenance, yacht building, offshore wind development, natural gas compressor station construction, waterfront revitalization, construction of research facilities, and

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the list goes on. There was the diversity of genders, as the men and women of Cianbro’s front office worked to ensure that the project was built around fair contracts while the ladies and gentlemen of the company’s administration saw to it that team members in the field were properly supported with paychecks, benefits, training, and wellness options.

There was the diversity of skills that Cianbro’s team members bring to projects like the Capital Wheel, everything from welding and crane operating to safety inspections and barge handling to construction management and working with the media. There was the diversity of age, as youthful go-getters in the company worked side by side with experienced older team members to get the job done on time and on budget. Take

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a look at a Cianbro project, and you will see heaping portions of diversity throughout.

Why is diversity so important to a company like Cianbro? Of prime significance is the simple fact that it takes an adequate supply of people to build things. Already, there is a widely-recognized shortage of skilled workers in the construction industry. The importance that Cianbro places on embracing all ethnicities, ages, and genders gives the company an advantage when it comes to

filling the roster of positions needed to build a multitude of projects. More than that, when a person of a particular subset of the population sees that Cianbro does not discriminate, that fact encourages others in a particular group to think about joining Cianbro.

Think of the diversity of skills that Cianbro’s team possesses. Diversifying one’s skill set is among the most honorable of the company’s traditions. Within Cianbro today, there are numerous folks who learned new skills, which allowed them and their company to grow and develop. For example, Cianbro’s important power line and substation business is relatively new, led in large measure by team members who began in more conventional roles as project engineers, bridge builders, and construction workers. These are team members who said, “I’m more than willing to go do transmission and distribution” and as a result, T&D has become one of the fastest growing branches of the Cianbro brand.

“Compare the Cianbro attitude to the outlook of others in the industry who say – I do bridges, or I do buildings, or I do foundations, or I do shafts – ” says the Director of the Cianbro Institute Brian Watson, himself a veteran of bridge building, mall construction, hydro dam maintenance, and now training and edu-

“Once those opportunities present themselves, it is up to our company to be flexible enough in geography, market area, skills and people to take advantage of the moment.

If you embrace diversity, you will be in a position to grab new opportunities as they come along, or even to be leaders in some opportunities.”

– Pete Vigue cation. “You can’t have a company that is diverse in the marketplace across the board, but has team members that are in one day and out the other due to the fact that they only want to do drilled shafts.

Diversity makes those team members more valuable.”

Diversity of the marketplace and of geography have been critical to

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Cianbro’s success, particularly during the tough economic conditions of recent years as the “bread and butter” industries of Cianbro’s past give way to new opportunities like gas and electric transmission. “And that’s why it is so important for us as a company to be anticipating what the future is going to bring, and where it’s coming, and in what markets,” says Cianbro Chairman and CEO Pete Vigue. “Once those opportunities present themselves, it is up to our company to be flexible enough in geography, market area, skills and people to take advantage of the moment.

If you embrace diversity, you will be in a position to grab new opportunities as they come along, or even to be leaders in some opportunities.”

Last but not least, embracing diversity is simply the humane course to take, and that theme matches up well with Cianbro’s longstanding tenet put into place by the company’s founders: “Treat everyone with dignity and respect.” On Cianbro’s Mid-Atlantic Region team, there is an immigrant who joined the company two decades ago. When he first arrived at Cianbro, the difficult circumstances in the homeland from which he came were such that he wouldn’t even lift his head to stop working for fear that somebody would fire him or punish him.

Little did he know that he had nothing to fear from his Cianbro supervisors.

Today, he is a hard worker, a good person who puts in an honest day’s work for an honest day’s pay, a popular team member who holds his head high, has a smile for everybody, and is an employee owner of the company. For Cianbro, embracing diversity is a big deal, for many reasons.

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Mystic River Bridge Rehab Team Receives Award for Engineering Excellence n By

Matt Hebert

The American Council of Engineering Companies of Connecticut recently awarded Cianbro and TranSystems the “Grand Award for Engineering Excellence” for the Mystic River Movable Bridge Rehabilitation Project.

The American Council of Engineering Companies of Connecticut is the leading organization for the business and professional interests of consulting engineering firms in Connecticut. The “Grand Award for Engineering Excellence” is awarded annually to a firm whose project demonstrates the ability to exceed the client’s needs, provide a strong benefit to the public, and find unique ways to overcome complex issues. Though typically awarded to engineering firms, TranSystems shared the honors with Cianbro in recognition of the collaborative effort by both companies to work together to assess and overcome challenges as they arose during the accelerated pace of the project.

The award was presented to TranSystems and Cianbro on January 20, 2014 at the ACEC/CT Engineering Excellence Awards Dinner in Middletown, Con24

necticut. The projects entered are judged by the following criteria: meeting or exceeding the client’s needs; social, economic, or sustainable design considerations; originality and complexity.

The Mystic River Bridge Rehabilitation project was comprised of three winter outages for the bridge to navigation traffic and traffic restriction. During the first season, crews performed a complete blasting and painting of the bridge. The second year brought about extensive steel repairs and the jacking and re-aligning of the counterweight balance truss. During this process, steel false-work was erected from the existing bridge and substructure to support the 600 ton truss and counterweight structure. The support allowed the counterweight structure to be realigned with the rest of the structure and facilitated the

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replacement of the counterweight trunnion bearings and balance link arms and bearings. The original design called for a pile supported structure in the riverbed to support the load and alignment work of the truss. Cianbro proposed an alternative which was embraced by the engineer and the owner, since the plan would reduce the risk to the stability of the bridge as well as to surrounding structures while reducing the timeframe in which the work had to be performed.

The third year consisted of a complete removal of the existing control house and support steel, installation of an entirely new electrical and controls system, and a complete replacement of the operating machinery. The team also completed additional steel repairs and the installation of a new vehicle barrier gate to protect traffic approaching from the east during a bridge opening. Again, the two companies worked together to discuss challenges as they arose and came up with solutions which could be implemented without negatively impacting the project schedule. The project was a huge success for the owner, engineer, and contractor. During each of the three seasons, the work was completed on time or ahead of the April 15th U.S. Coast Guard required completion date for the bridge to be operable again. The success of this project is a testament to what can happen when people are willing to work together for a common cause.

“My heartfelt admiration and respect goes out to the entire team for their tireless dedication and commitment to revitalizing this historic gateway to downtown Mystic, and to do it safely,” said Cianbro’s Southern New England Regional Vice President Jeffrey Towle.

“What’s more, they did it with the utmost care and respect, always mindful of balancing the needs of all stakeholders, including the client, regulatory agencies, local businesses and commuters…to name just a few.”

Congratulations to the entire Mystic River Bridge Rehabilitation Team: Scott Tierney, Matt Hebert, Kim Sieber, Alan Fisher, Bob Courtney, Tom Gilbert, Kevin Donovan, Mark Zagrobelny, Joanna Pyun, Joe Clough, Amanda McDermott and Charlie Nutter.

Supporting Operations from the Ricker’s Yard n

By Carlos Kwakutse

Ricker’s Wharf is Cianbro Corporation’s 106,000 square foot yard abutting the waters of the Portland Peninsula in Portland, Maine. The location along the southwest portion of the Fore River, and among some of the city’s busiest commercial waterfront businesses, has proven to be strategic for supporting operations that are both shore-based and water-borne. Also included at Ricker’s Wharf is Cianbro’s Portland office, which oversees civil and marine projects, as well as some estimating, transmission and distribution projects, structural design, and human resources activities, proving to be an excellent resource for supporting the company as a whole.

The majority of Ricker’s supporting tasks and projects are carried out completely or partly from the yard at Ricker’s Wharf. These operations include supporting Ricker’s projects, projects of a third party, or other Cianbro projects. Work ranges from mobilizing the projects from the yard, organizing project logistics, doing portions of the work, providing crane lifting assistance,

and carrying out repair work at the yard and dockside. Marine work that has taken place at Ricker’s includes ship repairs, offshore units, dredging operations as well as pier repairs and rehabilitation work. Ricker’s has seen several notable projects, some of which are still ongoing. These include Cashman Dredging, Foss Maritime, Tyco TE SubCom, Citgo, Sprague Energy, Portland Yacht Services, Portland Pipeline Company, Riverside and Pickering, Kirby Offshore Marine, Shaw Brothers Construction and Eimskip Fleet. For these projects and others like them, Ricker’s is used for an access point, material storage, pile driving, building platforms, and as a training facility.

The Fore River is approximately a 5.7 mile stretch that separates Portland from South Portland. The Cashman Dredging project that took place out of Ricker’s yard was designed to ensure that the shipping channels in the Fore River are free from sediments that have accumulated over the years. Work took place in the winter months, ensuring the yard was continuously used to its

capacity, even during the cold weather.

The use of Cianbro cranes, yard access, and personnel in supporting Cashman Dredging exposed team members to a different working environment. Cianbro’s involvement included service of floating and dockside crane operations, installing and removing spuds from the drill barge, safety and project supervision, loading and unloading materials, and the storage of equipment.

Another significant operational support project, which has been underway for the past nine months, is the storage and maintenance work of a large barge.

This involves barge inspection, tending of mooring lines, maintenance as needed, heating during the winter season, and material storage.

Thanks to the wide range of support that is being provided to different projects, the Ricker’s Yard is continuously being maintained and is constantly creating work space for future projects.

The team at Ricker’s is committed to continuing to adapt the yard and modify spaces to accommodate projects of all types and industries.

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Cianbro’s Estimating Team: Building a Backlog of Future Operational Success Stories n

By Rebecca Daly

With approximately 40 team members, the Estimating Department has more than 750 years of combined service to Cianbro.

This equates to an average of nearly 20 years of individual sacrifice and dedication.

Approximately 45 percent of the Estimating Team has been with Cianbro longer than 20 years, and of those, more than half have served longer than 30 years.

Leading the Team, Cianbro’s Vice President of Engineering Frank Susi has more than 37 years with the company. His direct reports include Estimating Managers from the Corporate Office, Northern New England, Southern New England, and Mid-Atlantic Region, as well as the Cianbro Constructors Business Unit. Each of these Managers has a Team of Estimators, orga-

Bridge design drawing excerpt using Bluebeam PDF Revu, with notations by the estimating team nized according to each Market – Power, Industrial, Building, Electrical, and Transmission & Distribution; as well as Craft – Civil, Structural, Mechanical, and Electrical.

With 30 percent of the Team having less than 10 years with Cianbro, this blend of veteran and novice team members offers a tremendous balance of extensive industry experience and current educational knowledge. Those with more advanced levels of expertise serve as mentors to the recruits; they offer significant field experience with a hands-on perspective, which places Cianbro in a more competitive advantage by being able to envision overall construction operations when detailed drawings are unavailable. Likewise, those that are new to this

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career field offer recent educational experience on the latest technological innovations.

The estimating process at Cianbro combines our experienced in-house construction and engineering knowledge and expertise, with an extensive history of similar successful projects. Through a disciplined system of project management controls, Cianbro has captured cost, schedule, risk mitigation strategies, and a history of lessons learned.

This critical information is utilized in the analysis and development of our cost estimates and planned approach to the work.

Estimators collaborate with each and every department across the company – whether it be on an accelerated bid or a major proposal requiring months of collaboration and planning. The Team considers not only cost and time when building an estimate, but also safety and environmental concerns, quality measures, resource allocation, purchasing lead times, procurement of materials and subcontractors, as well as liability and risk.

Depending on the analyses, these items can either be quantitative or qualitative; this ultimately enhances the difficulty of the work, when key elements are unable to be measured, but still need to be incorporated into the estimate for consideration.

To support this effort, technology plays a vital role in improving the speed and accuracy of planning and cost estimating. The Estimating Team utilizes computerized takeoff and estimating systems, such as AGTEK, Bluebeam, On Screen Takeoff, and HCSS HeavyBid software in the verification of quantities and development of estimates. In addition, Cianbro’s estimators use Primavera P6, which is a dynamic scheduling software that serves as the baseline plan from which to adapt any changes that are encountered throughout the life of a project. These tools create a clear and concise record that can be shared with the Project Management Team, Owner, and Engineers, to clarify quantity, work scope, and any other related concerns.

Cianbro’s estimators spend a significant amount of time in and out of the field; this provides an obvious benefit in generating the most accurate estimates possible, and is a clear differentiator during the bidding process. The Team is able to understand

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more readily what the drawings and specifications are representing, and conversely, they can intuitively produce those details which otherwise may be unobtainable. This is particularly evident during the onset of projects using the design-build delivery method, when Cianbro’s estimators partner with an outside engineering firm to develop a design that is based on the expectations of the owner, considering both aesthetics and costs.

From experience working on complex projects and utilizing our extensive historical cost database, estimators are able to determine the benchmark for what is a “reasonable” cost for each item. The Team starts by analyzing the most significant items and compares them to these known reference points, then consults with knowledgeable suppliers and subcontractors to gain their perspective and concurrence. The result is a value engineering analysis which offers a menu of options for consideration.

Cianbro’s approach to value engineering is executed from the standpoint of achieving greater value for the same or less cost. From design and constructibility reviews, Cianbro’s estimators develop ideas for enhancing value while maintaining the established project goals. Through this analysis, each proposed construction material or method is scrutinized in terms of cost feasibility, schedule impact, material availability, and durability.

Cianbro has built a reputation in the construction industry around the ability to self-perform the work it contracts. This affords the Team the ability to more effectively control the execution of the work on time and within budget. The benefit on projects is that Cianbro brings first hand in-house knowledge and cost information for all craft disciplines. Given the depth of expertise, the Team can quickly develop and share detailed cost estimates, comparisons, and value engineering concepts, where others must depend on subcontractors to provide.

Presently operating in more than 40 states and 12 markets, Cianbro’s estimators are constantly challenged by changing trends within the construction industry; the ability to adapt has been a key element of success when new opportunities have presented themselves in strategic ways.

Working tirelessly up until the time of bid (often within minutes of the deadline), Cianbro’s estimators are keenly focused on building a backlog of future operational success stories.

Cianbro Honored as “Member of the Year” by the Business Network for Maryland Offshore Wind n By

Michael McGeady

At the April 2014 annual conference of the Business Network for Maryland Offshore Wind, a clean energy advocacy group, Cianbro Corporation was recognized as the organization’s Member of the Year. Sponsored by the Maryland Energy Administration and the Maryland Department of Business and Economic Development, this event focused on advancing public and private sector initiatives toward creation of Maryland’s Offshore Wind Industry.

Accepting the honor on behalf of Cianbro was Business Development Director for the Mid-Atlantic Region Michael McGeady.

Wind energy projects require hundreds of different products and components, as well as a diverse range of specialist support services used at the different stages of deployment. Cianbro’s unique construction and fabrication capabilities in support of offshore wind have been engaged early in the formation of the U.S. supply chain, giving us a strong entry position to provide services to states along the entire Atlantic coast. Examples of these capabilities include collaboration on construction and deployment of VolturnUS 1:8, the first grid-connected floating offshore wind turbine in the United States; a leadership role in Maine Aqua Ventus, a two-turbine, 12 MW floating offshore pilot project designed to advance semi-submersible wind farm foundation technology for deep water applications; and a subcontract agreement Cianbro’s Mike McGeady with a group of Maryland legislawith Siemens to build an tors, businesspeople, and academic leaders during a tour of offshore electric service the Lindo offshore wind services port in Denmark. platform (ESP) for the Cape Wind project, a $2.6 billion, 130-turbine energy project in Nantucket Sound off the coast of Cape Cod. Construction of the platform, which transforms the voltage of the electricity produced by the wind turbines, will take place at Cianbro’s modular manufacturing facility in Brewer, Maine.

In Maryland, an ambitious target has been set for generating 20 percent of electricity from renewables by 2022. Nationally, the offshore wind sector is expected to grow quickly over the next decade, boosted by a predicted $300 billion investment that will add an approximate 10 gigawatts to U.S. wind energy capacity. Through leadership in organization, such as the Business Network for Maryland Offshore Wind, Cianbro is making an impact on the evolution of port infrastructure, promoting innovation and commercialization of emerging technologies, and training the next generation of key crafts such as welders, millwrights and operators. Both nationally and globally, the offshore wind market demands safety, capability and collaboration. Perhaps nowhere else is Cianbro’s motto more relevant: “No one is smarter than all of us.”

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Cumberland County Civic Center Project: Completed On Time and Under Budget n

By Anthony Passmore

After nearly 17 months of phased construction, the Cumberland County Civic Center Renovation project is complete, finishing on schedule and under budget. The building, which included 37,800 square feet of additions and 118,400 square feet of renovations, expanded its ability to accommodate a wider range of spectators, assemblies and exhibition events. The 40 year old Civic Center was brought up to building code and public standards. The building received its Certificate of Occupancy on February 12, 2014 just in time for the arena to hold its first event a few days later.

The aggressive schedule included two phases of construction with multiple aspects of work that were coordinated around an active and operational building, scheduled events, and the surrounding action of busy downtown Portland.

Several different subcontractors, managed by Cianbro, worked rigorously around the clock to meet and exceed the projects demands.

The buildings renovations included expanding and enclosing the corners of the existing building which now provide spacious assembly areas where spectators and groups can gather. The corners wrapped in glass curtain walls provide views of downtown Portland, vistas that the building and public were not mindful of before. One location called the Port Pavilion provides the best view, overlooking Portland’s harbor. Navigating the concourse was once a struggle, with the area blocked by pedestrian traffic, concession lines and restroom users.

Now the once-crammed concourse areas have expanded to allow easier traffic flow, multiple new concession areas and more restrooms throughout. Two new ticket purchasing zones replace the 28

previous illogical single ticket window location, eliminating the struggle to fight crowded areas to buy tickets for events.

Teams and acts playing and performing at the revamped Civic Center now have new additional and renovated locker rooms as well as satisfying flex spaces. Restroom amenities for these entertainers, which were either out of date or not available before, have been incorporated to lure bigger and better acts.

A broader spectrum of event viewing spaces floods the entertainment area of the arena where hockey games and concerts are displayed. Six separate luxury suites with three different levels

now wrap around two of the building’s major interior structural columns. ADA platforms are easily accessible and plentiful around the entire concourse level, as well as multiple ice level suites for parties of large quantity.

A major change that will accommodate and catch the wandering eye of event goers are the new arena seats. The long-standing worn out seats have been

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replaced with comfortable new marooncushioned seating with hard plastic backs. The arena’s capacity is now flexible, with different event configurations allowing up to eight thousand viewers.

New efficient and energy saving mechanical equipment, innovative security software, and a state of the art fire alarm system provide the Civic Center’s operations team with an improved and advanced building. Three loading dock bays supply the staff with more access for deliveries and operations, in contrast to the previous building’s single loading dock bay. With these new transformations, the required maintenance of the building alone will save money. The operations team was active in the construction process of the building, which was molded to fit their specific wants and needs, a process that left them satisfied at the end of the day.

Joining the existing building to new construction presented many design and collaboration decisions. Changes of scope eliminated some additions from the project which in turn provided other areas of construction with more quality and saved the project money. This building will now thrive as many of the renovations addressed physical drawbacks that demanded change.

The Cumberland County Civic Center has recently signed a five year lease

Cianbro Boot Camp n

with the primary tenant of the building, the Portland Pirates of the American Hockey League. After playing last season in Lewiston, the Pirates will call the Civic Center home once again, starting in the fall of 2014. This will improve economic activity for surrounding businesses which typically draw many fans before home games.

Some of the building’s first events included the annual Home & Garden Show, The Southwestern Maine Activities Association Girls and Boys High School basketball tournament, Monster Truck Show, and multiple concerts.

These events were all successful and pleased the visiting public tremendously.

The construction management site team consisted of Suzan West, Bruce

By Michelle Godsoe

Young people are our future, which is why Cianbro has made an industry commitment to bring in and develop recently graduated high school students and college interns. The students are brought in at the beginning of the summer and assigned to projects to gain an understanding and a working knowledge of the construction industry. During their first week with the company, students are put into a week-long “Boot Camp” program that was designed to give students the basics of construction, with a combination of classroom OSHA safety training and hands on tool and equipment use.

This year, Cianbro has increased efforts to bring in more young people into construction careers through this program, knowing that the industry’s workforce is aging every year and moving closer to retirement. A session was held in Pittsfield, Maine for college interns joining the workforce for the summer. This group consisted of eight students who will be working on various Northern New England projects. Also, a session was hosted in Cianbro’s Mid-Atlantic Region. The group was made up of college interns from both the Mid-Atlantic and Southern New England Regions. Another session held in Pittsfield was attended by high school students joining the company after graduation.

Students were also able to hear from a couple of Cianbro’s former boot camp participants who have had tremendous success within the company.

Adam Eastman, now an assistant superintendent with Cianbro, spoke to the group on their first day of the program. Adam was a graduate of the 2006 Boot Camp. He told of experiences from his week at the camp and gave the group some sound advice as to what they should try to achieve during the summer and going forward with Cianbro in the future. Adam encouraged the group by saying, “Through this process, and the program through the summer, make sure that you embrace all of these experiences, ask questions, and don’t be afraid to experience new things. Have open communication with your supervisor to allow you to gain new experiences or to understand further what you are being asked to do. And above all, just embrace all of your opportunities and grow from them in order to decide what it is you want to do.”

Cianbro looks forward to seeing what these very talented young individuals have to offer the world in the years to come.

Cummings, Jon DiCentes, Brett Dyer, Brian Larsen, Anthony Passmore, and Brad Smith. The entire team learned an

abundant amount on this project utilizing new technology, innovative methods, and overall continuously expanding their knowledge. A total of 27 subcontractors were procured throughout the entire project. Nearly a thousand subcontractor employees were put through Cianbro’s job specific safety orientation, and surpassed 200,000 hours with no lost time accidents.

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Infor M3: Cianbro Equipment Group and IT Combine Forces to Modernize Tracking System The Equipment Side n

By Nick Arena

Since late fall 2013, many team members from the equipment group have been spending time in conference rooms, working toward the implementation of a new software system that will revamp the method in which equipment, tools, and formwork are tracked, transferred, and delivered to our jobsites.

Infor M3 is the name of the system, and though we are only half way through the process, first reports are that it is very impressive and the changes it will bring will enable Cianbro Equipment to more accurately and efficiently serve our business partners.

The process began a couple of years ago when the search for a new software product began. A great deal of research was done to identify potential solutions.

As the list was narrowed down, many

During the implementation process, Buddy has been spending all of his time working with the Infor team, as well as with the Cianbro IT folks and everyone concerned at Cianbro Equipment. Tony Foster has joined the equipment team to fill Buddy’s shoes temporarily, and has done a great job making sure that our jobsites get everything they need.

Tony can certainly attest to the fact that the new software will be welcomed and appreciated by the Equipment Group as well as the team members in the field.

The Information Technology Side n By

meetings with vendors were held. The list became even smaller over time, and a team visited other companies who were using the software products that Cianbro identified, including a visit to a company in Canada.

Superintendent Buddy Kershner has been coordinating this project for the Equipment Group since the beginning.

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Russ Rodrigue

It is not every day that a Cianbro business unit sets out to change their business processes and all the software used to run their business, but this is exactly what Cianbro Equipment (CEL) has set out to do with their plan to implement Infor’s M3 system. There are many moving parts and activities for IT in support of the project, and our business partners in CEL and Finance have been working hard to keep the project on track. While the project has just passed the half-way point, a significant amount of work remains. To date, the project team has had many successes, as well as some setbacks. It is an understatement

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to say that CEL will be fundamentally changing the way they do business in support of their customers, and change of this magnitude does not come easily or without some pain. The good news is the project team has done a tremendous job identifying solutions to mitigate the risks, manual processes and gaps, that will result in increased automation and real-time visibility and management of the Cianbro equipment.

IT is committed to helping our business partners deliver a quality product.

There are many important participants on this project from an IT perspective, including three Business Systems Analysts, Vera Bryant, Pam Dunphy and Cindy Clark, who are responsible for understanding the inner workings of the application (Infor M3), integration with business processes, and defining the security roles for the system (among many other things!). Greg Wiers, Tim Flewelling and Scott Wheeler from the Application Development team have been tasked with developing solutions to pass information between M3 and CMiC (a key requirement for any future M3 implementations), writing reports and modifying existing systems to integrate with M3; while Glenn Sutton and Mark Malatesta are working to make sure all the CEL spreadsheets and Toolwatch data are successfully converted into M3.

When fully implemented, one of the

new benefits of the system is the feature called Warehouse Mobility, which will provide the ability to track, check-in/out and manage the inventory of all the various pieces of equipment from anywhere across the equipment yards. Using handheld scanners, CEL team members will be able to reserve and set equipment on a pick and packing order for shipment to a job site, as well as receive equipment back into inventory from job sites. The scanners will run across a new wireless infrastructure that will be installed at each equipment yard.

The M3 solution will have integrated document management that will house images and pictures (attachments and parts), manuals, schematics, etc., allowing users to more quickly identify different components and cross reference compatible equipment. Having online manuals and schematics will reduce the time a piece of equipment spends in the maintenance cycle.

The software will also include workflow capabilities providing the ability to read invoices received at Corporate and identify them as belonging to the Equipment Group for payment. Workflow will capture key information related to the

invoice, PO, and vendor and then pass this information into the new M3 software with little, if any, manual keying.

Checking for duplicate invoices and new vendor setups will be performed before the invoice is sent to M3, where the rest of the invoice processing functions will be completed. Lesli Swieczkowski and Megan Godfrey have been tasked with integrating the workflow solution with M3 and designing a repeatable process that is aimed at simplifying internal and external invoicing.

When fully implemented, the CEL M3 system will replace dozens of home grown and purchased applications used

by CEL, but will still require integration with CMiC to handle the passing of financial information. Integrating applications to CMiC is nothing new for IT, but this development work lays the foundation for potential future deployments of the M3 system to other Cianbro departments.

All these system, process and data changes do not just happen by inserting a CD into a CDROM and following a few simple installation steps. Building a robust system like M3 requires extensive planning, process re-engineering,

Front row: Chris Jarvais - Small Tools, Megan Barnes - Purchasing, Miranda Oben - Infor Instructor, Donna Gladu Transportation Back Row: Jason Hancock - Small Tools, Chris Cianchette - Small Tools, Mark Dunphy - Equipment Maintenance, Derek Fitzgerald - Forms and Shoring, Vera Bryant - Business Systems Analyst , Diandra Staples - Office Manager, Buddy Kershner Project Lead CEL

data mapping, training and testing, testing, testing. The M3 project team will participate in four detailed tests, called Beta tests, to prove out the M3 solution before the “Go Live” launch of the product. These Beta tests involve writing test scenarios, test scripts (or workflows), running through all aspects of the application functionality and reviewing results to determine success

or failure. Any gaps or failures are fixed prior to the next Beta test and the scripts are run again…until the process produces results that meet acceptable approval levels.

The Beta test documentation will eventually turn into training materials used by the core project team (subject matter experts) to train members of their department on how to use and become efficient with the M3 application. A new CEL Standard Operating Procedure will be developed as part of the project.

Training labs, process flows, job aids and “How To” documents will be used to assure that each CEL team member is properly trained on M3.

Like any new system, the goal is to reduce complexity and inefficiency and improve productivity and data accuracy.

Using new reports, dashboards, mashups (consolidated views) and financial information, the M3 application, in conjunction with IT developed reports, will empower users with information at their fingertips…leaving the paper-based processes and data inaccuracies a thing of the past.

There are many key players on this project and much of the work is yet to be done, but the participation between CEL, Finance, IT and Infor (vendor) has been remarkable. This is a team effort and everyone has the shared goal of bringing this project to a successful Go Live in early 2015, with a final project closure in the second quarter of 2015.

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SLIM DOWN at the Skelton Hydro Station n

By Scott Clements

Team members at the Skelton Hydro Station on the Saco River in Dayton/ Buxton, Maine, were busy last year upgrading the station with a new hydroelectric generator. But that wasn’t the only thing that was getting an overhaul - many of the team members also saw a transformation in themselves!

Sparked by a conversation between Ryan Smith and John Adams, a biggest loser competition was formed on the jobsite. Ryan and John had been making a wager on who could lose the most weight in one month. As they kept bantering over the competition and potential prizes, more and more interest built across the crew. When the first month’s competition started, 15 team members wanted to be in on the challenge. A good set of scales was purchased, a tracking sheet built, and the official weigh-in was made.

Each Monday, the participants weighed-in and the tracking sheet was updated to determine who had lost the greatest percentage of weight. By the second week the entire crew was cheering or heckling, but all had gained an interest in the competition. By month’s end, weigh-ins were a welcomed ritual as the team started to see results. Dan Guiliani won the month with 16 pounds lost, but several had lost 5 to 10 pounds.

Almost immediately after the last person weighed-in, the group wanted to continue the competition for another month.

By the end of the second month, 21 participants had joined the challenge.

Some participants were seeing significant weight loss. Dan Guiliani had lost 24.5 pounds which was 8.6 percent of his total body weight. Jeremy Lane had lost 14.5 pounds which was 6.7 percent of his total body weight. Still others like Scott Remillard and Scott Clements had lost over 5 percent of their total body 32

Dan G

uilian

i takes

First P

est Losers , with Bigg n Smith in w d n co Dan’s se and Rya hn Adams founders Jo rize

weight.

The group continued to build, and even people not in the competition were stepping on the scales just “to look.”

Dan was on a roll as the Month challenge went into its third Five win ner Mik month. A prize for second place e Zemla was added. A few started to think that Dan could not be beaten! had The crew was reminded that the compe- been tition was by percent and that Dan had in the already dropped a lot. But, Dan pulled game for another rabbit out of his hat and ended a while the third month at a very impressive and had 14 percent total body weight lost (40 already pounds). He also reached another major been milestone and quit smoking! Jeremy dropping Lane was rapidly gaining on Dan. Jerweight. place ree second emy was now at a 10 percent loss (21.8 Month Th remy Lane Third place winner Je pounds). went to Not only were Dan and Jeremy none other making some incredible achievements, than Dan Guiliani. Even starting over, many of the others had lost between 3-5 Dan managed another 2.1 percent (5.2 percent as well. A few had made it to pounds). the 5-10 percent range. The entire group As the Skelton job ended in Decemhad lost the equivalent of a 140 pound ber, the competition lost some focus as person! the team was trying to hit the schedule As the Month Four weigh-in came, deadlines while working seven days per folks lined up, the data was entered and week, holidays and around-the-clock. the results were announced. Jeremy had All in all, there were some truly amazing hit 13 percent (27.8 pounds), a truly personal achievements. Dan hit his allamazing effort. Yet it was not enough time best at the end of October, losing a and Dan somehow pulled it off again total of 47.4 pounds (16.5 percent body with a 15.2 percent body weight loss mass loss). Hats off to the two guys, (43.6 pounds).

Ryan Smith and John Adams, who got At the start of Month Five, a third the competition rolling, and to all the place prize was added and the team others who supported the team (with started the game over to kick off the new cheering or heckling)! quarter. The reigning champ was unseated and Mike Zemla emerged to take the top spot with 4.4 percent of body weight lost. Carl Franck took second place with 2.7 percent (7.4 pounds). Mike and Carl

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

Northern New England Weight Loss Challenge At the beginning of 2014, Northern New England Region (NNE) Vice President Charlie Cianchette and his management team (Bill Birney, Jon DiCentes, Pat Sughrue, Dan Duperry, Doug Moore and Mike Foster) challenged the NNE

jobsites with a weight loss competition.

The jobsite with the highest weight loss percentage would be crowned victorious and all participants would receive a competition water bottle.

The challenge started at the beginning of February and ran for 12 weeks.

Sappi-Hinckley, Verso Jay, Bates Bridge, Ricker’s, EMMC, Woodland, Ashland, Tambrands, and the NNE management team all participated in the challenge.

The project manager and wellness champion collected each participant’s weight on a weekly basis on their jobsite. Charlie encouraged jobsites to take advantage of the wellness experts in the company as well as the jobsite wellness champions and our Healthy LifeStyle Program health coaches for resources, advice and support during the challenge.

At the end of the 12 weeks, 99 participants lost a total of 736.7 pounds!

Most participants lost between 5 and 15 pounds. The NNE management team won the team challenge with the greatest percentage of weight loss for any jobsite with a total of 6.69 percent.

Vapor Line 12-inch and 24-inch elevated pipe rack

Williams Fort Beeler Slug Catcher Modifications n

By Chet Muckenhirn

After an extremely harsh winter in Cameron, West Virginia, the team completed the Williams Slug Catcher Vapor Line tie-in on January 16, 2014. A small and dedicated crew of approximately 16 team members mobilized on the site November 18, 2013. This fast-tracked project required the crew to work, weather permitting, six to seven days a week, 10 to 12 hours per day to complete the project.

The initial phase of the project required Cianbro to support Williams’ subcontractors by installing 12 welded saddles and valves of varying sizes (one at 20 inches, five at 12 inches, one at three inches, and five at two inches) and then hot tap through the valves on the operating system which contained natural gas and liquids at a normal operating pressure of 900 to 950 pounds per square inch. Cianbro self-performed the civil, structural, concrete and electrical/instrumentation work. Cianbro’s mechanical subcontractor, Nuweld, fabricated and installed the piping on the project. Work continued through mid– February before demobilizing for the winter. The team resumed work during the last week of April to blast and paint all uncoated piping and valves, and then heat trace and insulate the condensate piping and 36-inch fingers. The weather during the spring was marginal for painting but the team is on schedule to complete the remaining work by early July.

Team members involved with the project are: Jerry Adams, Aaron Barbalate, Aaron Boothe, Bill Burdette, Pete Burdette, Mike Cavalier, Chih Chen, David Dalton, Jerry Duncan, Omar Gonzalez, Chris Hendl, Frederico Iloa, LaTrice Hines, Bruce Hughes, David Hollinger, Brigitte Lievens, Glenn Masse, Joe McDonald, Scott Morris, Chet Muckenhirn, Terry Munn, Russ O’Neal, Malcolm Patterson, Will Portillo, Jorge Rodriques, Jay Ross, David Smith, Eresto Tejada, Stan Tyszko, Chase Walther, Rose Welsh, and Charlie Witt.

4 10,967 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

33

Compressor Pads, Mud Mat, Anchor Bolt adjustments

Dominion East Ohio – Switzerland Compressor Station n

By Tom Mawhinney

Cianbro was awarded a contract with Dominion East Ohio in August of 2013 to construct a natural gas compressor station in Switzerland, Ohio. The station is comprised of three 3,550 horsepower engine driven reciprocating compressor packages, housed in a pre-engineered building. The ancillary support equipment includes an Office building, PDC (electrical) building, Air Compressor building, Utility Gas building, Gas and Water Coolers, Intake and Exhaust Silencers, and Filter Separators.

Due to the fast paced market conditions of the natural gas business, the project was not fully designed at the time of contract award. Cianbro and Dominion East Ohio are partnering to build the job as it is being designed. Drawing packages were prioritized and released to meet the tight construction schedule.

One of the first tasks was to reroute two existing natural gas transmission pipelines (approximately 1,200 linear feet of 20-inch diameter and 30-inch diameter pipe) to allow access to the site location. This work was performed from October to December of 2013. Our two biggest challenges were: 1) starting the job two weeks after mobilization, and 2) completing one of the pipelines by 34

Cianbro Team Member Mike Astle at Unit 3 Compressor Pad

the end of November to allow for the demands of the winter heating season.

Steve McCallister, Mike Crider, Tim Stauder and Malcolm Patterson helped

get the job started.

The next task was to excavate and place approximately 50,000 cubic yards of soil and rock to make room for the station, which is located on top of one of the many rolling hills in the Ohio Valley. The excavation work that was needed to build the compressor station was performed from November 2013 to May 2014. The team was faced with several challenges during this phase of the work: record-breaking cold winter temperatures and wet soil conditions had the biggest impact. Like many other construction jobs in the area, the cold

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

caused delays in the schedule.

Due to the limited space at the jobsite, an offsite “yard” was set up for piping prefabrication and material delivery storage. The laydown yard is approximately five miles from the jobsite.

Cianbro started piping prefabrication in March and was ready for on-site piping installation by May. The team offloaded building steel and equipment; pipe, valves and fittings; engineered pipe supports; structural steel conduit and pipe supports; and compressor equipment.

All of the material will be trucked to the jobsite when the concrete is ready for equipment setting. Charlie Witt, Pete Burdette, Glenn Masse, John Lee, and Dave Dalton contributed to the yard setup and piping fabrication.

Due to the winter delays with the earthwork, the concrete work was accelerated to meet the project ‘ready for gas’ deadline. The concrete work was scheduled to run from mid-April to mid-June. The electrical grounding was installed prior to placing concrete.

To date, we have completed the three compressor foundations, and generator foundation. The compressor and generator equipment were set over seven days in June. Adam Damiani, Lance Keen, Jeff Hetzer, and Russ O’Neal helped push the concrete and grounding work.

Cianbro is ready to begin the majority of the self-perform work, which includes equipment setting, steel erection, piping, electrical, and instrumentation. The remaining subcontractor work includes compressor and office building erection, cathodic protection, well and septic, painting, and insulation. The big push to meet the deadline will be during the summer months, which will include a night shift.

The team is staying focused on safety and wellness, keeping all of our team members out of harm’s way, while promoting a healthy lifestyle. Cianbro conducts the usual weekly safety meetings, but has added a weekly healthy lifestyle topic discussion. So far, the team has given good feedback on the new information. Rose Wess is our safety professional and also our healthy lifestyle champion.

4 44,695 Project Safe Hours

Letters we like to receive...

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

In Memory of

Dan McNally

Cianbro veteran Dan McNally passed away due to natural causes on January 3, 2014 doing what he loved at his home in Chesterville, Maine. Dan worked for Cianbro for 25 years as a carpenter, most recently lending his expertise to the Cianbro Institute as Equipment and Civil Craft Training Coordinator. Dan had a true passion for his craft and teaching others. He developed and delivered Cianbro’s Civil Concrete Training Program. He also provided training for many equipment operators and drivers in the company.

Dan truly enjoyed the opportunity to work at schools and demonstrate skills to a younger generation in Cianbro’s Construction Boot Camp Program.

Many people worked with Dan over his 25 years in the field at various projects such as the Berlin Landfill and Spruce Mountain jobs where he was a carpenter foreman.

“Dan is going to be truly missed,” said Cianbro Vice President for Human Resources, Health, Safety and Environmental Mike Bennett. “His dedication and passion to teach and pass on skills to others was invaluable. To see his eyes light up when working with high school students at the Craft Championships or during a school visit demonstrated the pride that he had not only in his profession but in Cianbro. His honest approach to life and his willingness to speak up when others were unwilling to do so brought value to Cianbro and to those around him. Dan has forever left his mark here and will not be forgotten.

He was genuine and he cared about the company. We are very thankful for his contribution to the success of Cianbro, and the skills he has taught others will continue to pave the way for a successful future. We will miss you Dan and may you rest in peace. Our thoughts and prayer go out to Jane and the rest of Dan’s family and friends.”

Cianbro Institute Manager Brian Watson remembers Dan as being an integral part of Cianbro’s training team. “He was well known as a person you could rely on in any situation, and willing to do whatever it took to get the job done right,” said Brian. “He was honest and very direct in his opinions and respected by all of us. His integrity was beyond reproach and we will miss his warm smile. The entire Cianbro team was better with Dan McNally on it.”

In Memory of

Larry Coston

Veteran Cianbro Team Member Larry Coston passed away unexpectedly on June 4th, 2014 in the town of his birth -- Hartland, Maine. Larry spent 22 years with Cianbro, serving as a truck driver, equipment operator and millwright. Larry carried out many of his duties at the state’s paper mills, including Jay, Rumford, East Millinocket, Hinckley and Madison. He also served the company at Cianbro’s module facility in Brewer, Maine. At the time of his passing, he had taken on the challenge of learning to operate a crane. His friend, Crane Training Coordinator Roy Bolton II, points out that Larry had just moved back into the Pittsfield yard crew as a truck driver and equipment operator.

Larry made many friends while at Cianbro. Safety Manager Roger Leach remembers, “He was always a good worker here at Brewer. He was rather quiet most of the time, and pitched in whenever needed. He operated many different pieces of equipment well, and jumped right in when asked. He was an allaround good guy.”

Equipment/Yard Superintendent Ben Wagg said of Larry, “He was a very dedicated and dependable team member. No matter what the task at hand, he was all about getting it done.”

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

In Memory of

Jimmy Curtis The men and women of Cianbro’s fabrication and coating facility in Pittsfield, Maine have retired the locker of fellow team member Jim Curtis. “We’ve put a padlock on it and we’ve left everything in the locker just as Jimmy left it when he went home after working overtime on his last day at Cianbro,” said Shop Foreman Craig Chambers. The next evening, April 6th, 2014, Jimmy lost his life in a traffic accident on Interstate 95 in Hampden, Maine. He was only 39 years old. “Our whole team down here will miss him greatly,” said Craig.

James Curtis III spent nearly half of his short life at Cianbro, as a valued welder. He came to the company right out of tech school, and had the drive to master the tools of the trade. Jimmy had a reputation for working hard, for showing up whenever he was needed, and that included lending a hand anytime and anyplace he could, even outside of work. His teammates remember how he came in to the shop even after hurting his arm at home awhile back, because he was the top sub arc welder on the team and was able to guide his co-workers on the equipment while he healed.

“He was a special person, the kind that you rarely find during a lifetime,” said Fabrication Superintendent Jurgen Bell. “When you watch somebody grow up, grow into the trade for 19 years like we watched Jim, you realize that you become family. He had a great attitude. I never remember him having a cross moment. In fact, whenever others were down, he’d pick up their spirits.”

“I thought of him as a son rather than as a co-worker or a friend,” said Craig. “He had red hair and I often joked that he was my red-headed stepchild. Come to think of it, he probably saw us more than he saw his actual family. He wouldn’t talk a lot when he first came to the company, but he eventually loosened up and even became something of a prankster. He was a great guy, a dedicated team member and a good friend to all of us, a giver not a taker. It’s sad that his life was shortened by such a tragedy.”

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

69 Years

n

49 Years

n

48 Years

n

45 Years

Kenneth L. Cianchette

n

34 Years

n

Peter G. Vigue

44 Years

n

43 Years

Eric S. Brown Chris A. Cianchette Henry T. Cook Robert Jamison Donald Keresztenyi Bryan Libold Kaven Philbrook David D. Shorey Nancy L. Sidelinger Charles Tibbetts Benjamin L. Wagg David A. Webster Archie Wheaton n

Thomas I. Caldwell Henry M. Cone Paul A. Magoon Richard E. Padham

David A. Varney n

42 Years

Edward D. LePage n

41 Years

George Bell Malcolm Cianchette Gary L. Taylor n

40 Years

n

39 Years

James I. Ellis Rodney A. Leach Dale E. Wilson Roger S. Leach Jr. David W. Leavitt Allen L. Rollins Forester Sprague Jr. n

38 Years

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

37 Years

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

36 Years

n

35 Years

John L. McAfee Mark W. Nordgren Roy H. Bolton II Charles Cianchette Roderick L. MacKay Jr. Douglas L. Moore John L. Purinton Douglas E. Ranks Michael B. Scott Thomas E. Stone

33 Years

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

32 Years

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

31 Years

Bonnie Brown Mona D. Evy Alan D. Fisher

In Memory of

Michael F. Foster Ronald K. Oliver Daniel S. Perkins Michael A. Potter George B. Ward Brian W. Watson n

30 Years

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

29 Years

n

28 Years

Kimble F. Chapman John S. Clifford Joseph P. Foley Jr. Owen H. Grimes James M. Haut Lloyd E. Moore William A. Reid Penny-Lynn H. Abbott Paul R. Belanger Laura H. Henry Jerome J. Humphrey Scott B. Ludden Bradley H. Marquis Robert C. Owens Michael L. Raven James R. Rusconi Timothy Vigue n

27 Years

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

n

26 Years

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

25 Years

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

24 Years

Kris M. Ballard Vera L. Bryant

Philip R. Dube Richard G. Fish Allan D. Harriman Brian T. Hartness Paul J. Leighton Aaron L. Wedgewood Daniel L. Wyman Douglas H. Wyman n

23 Years

Wayne M. Denny Kellie A. Duplisea Richard J. Godin Dann L. Hayden Lawrence W. McAlpine Darren L. Pelletier Billie J. Perkins Thomas J. Popick Shawn H. Ramsay David A. Smith n

22 Years

Leonard W. Brooks Earle A. Cianchette Thomas J. Hamel Eusebio Heredia Soto Paul M. Holmquist Craig R. McConaughey Daniel R. McPheters Gary W. Reed James M. Rossi Francisco Salazar Kimberly G. Sieber George W. Tapley Jr. Victor Ugalde n

21 Years

Duane J. Boissoneault Charles A. Brower Ronald F. Cote Lauren E. Dow Daniel A. Dubois Greg G. Ginnelly Robert M. Hall Terrance L. Hayes Todd A. Hoffa Mark J. Masse William J. McLeod Scott B. Mitchell William J. Mixer Joseph R. Oliver John R. Ryan Jonathan D. Sacks Robert Q. Seegmiller Charles E. Tapley Dwayne A. Tootill Andi Vigue Max S. Wahl

n

20 Years

n

19 Years

Michael A. Abbott Mark S. Blanchard Thomas E. Carranza Kevin B. Crowell Eric E. George Tim E. Gorham Edward W. Grignon John S. Keszler Rick C. Leonard Dennis A. Ryan Jr. Michael S. Stevens Cory P. Thompson Andrew L. Tower Tina Adams Tara K. Coffin Jon G. Collins Milton A. Cruikshank II Dawn Erb Paul D. Franceschi Kevin L. Grass Chester H. Guilford III Carla E. Kelley Craig M. LePage Lawrence Litchfield Jr. James L. Pelletier Amy E. Webber Von L. Weese Michael S. Zemla

18 Years

Chris G. Alexander Craig 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 Donald J. Fulmer Jr. Jamie J. Fulmer Robert A. Gould Dennis A. Greene Mitchell E. Hayden Terry L. Hughes Joseph B. Hyde Edward E. Jones Joseph A. Kennedy Scott A. Knowlen Kevin Kokotovich Michael R. Lilley Michael L. Lovejoy Kirk R. Maenhout

Arnold Bickford

Cianbro Retiree Arnold Bickford passed away peacefully in Bangor, Maine on April 16, 2014 at the age of 87. Arnold spent 22 years with the company, beginning in the 1970s, serving primarily as a truck driver.

He continued with the company until the age of 73, finally turning in his logbook in 2000. Arnold was a popular team member who was known as a driver who was always looking for more efficient ways of doing the job, and would pass along his innovations to the less experienced drivers. The company viewed Arnold as a definite asset. In his obituary, he was remembered as a man who “thoroughly enjoyed driving and had a keen sense of finding little roadside food shanties that specialized in unique food that he would share with his fellow drivers.”

Arnold is survived by his son, Brian Bickford, and Brian’s wife, Tamara, of St Albans; four grandchildren and three greatgrandchildren. He was laid to rest on April 21st in Village Cemetery, Pittsfield, Maine, next to his beloved wife of 54 years, Ruth Ann, who passed away in 2009.

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

Thomas E. Mahar Wayne D. McNally Timothy G. Murphy James D. Musselwhite Joseph G. Orlando James J. Peakes Sandra E. Perreault Joseph H. Plourde Patrick L. Slawek Timothy F. Stauder Christopher L. Stevens Raymond M. Therrien Scott M. Tierney Gail B. Tourtelotte Kim A. Tozier Troy T. Twitchell Daniel J. Williams Debra L. Wilson Kenneth P. Woodcock n

17 Years

Joseph E. Ballard Michael A. Berry Walter J. Borkowski Andrew E. Bowden Patti-Lynn Brann Kristen A. Chipman Thomas R. Closson Ralph S. Clukey Robert B. Costine Wayne S. Enman John E. Farnham Roy D. Fitzmaurice Timothy E. Flewelling Alvin J. Fluellen Paul J. Gaboury Charles G. Hall Jeffrey A. Hall Brent A. Haskell Robert L. Lane Jr. James A. Maher Jr. Cesar O. Matul Neftali A. Matul Donald L. Prevost Darren B. Pulkkinen Charles R. Riley Jr. Keith I. Ryder Carlton W. Sanborn Jr. Garry A. Sawtelle Christopher M. Scott Larry R. Snowman Jr. Kenneth D. Tibbetts Steven C. Trombley Frank J. Trumble Jennifer L. Turcotte Bradley A. Vanadestine Ronald E. Wedgewood n

16 Years

Allen P. Beaulieu David A. Bousquet Barry G. Brooks Joshua M. Brown Darcey T. Bubier Craig L. Chambers John P. Coon Jr. Keith Costigan Clarence A. Cote Patricia L. Dickinson Richard P. Dilsner Christopher K. Downs Michael G. Dube Chaderick A. French Maurice A. Gould Debora L. Grignon Jeffrey L. Hetzer Douglas J. Lacroix Laurette Laverdiere Brian R. LeSage Eric R. Lewin Manley B. Lyons Thomas Mawhinney Thomas L. McVaney Randy M. Morin Thomas W. Noble Scott S. Penney Richard A. Preble

38

Susan L. Roberts Juan F. Salazar Kelly G. Shank Jeremy S. Sherman Robert E. Small David A. Walker Aaron W. Walsh n

15 Years

Scott L. Alexander Christopher R. Bagley Aaron F. Barbalate Esteban Bernal Shawn M. Bickford Benjamin R. Blodgett Aron A. Boothe Jr. Richard S. Brescia Michael J. Brooks Delmont L. Chase Jr. Bobbi J. Collins Allyson B. Coombs Robert P. Courtney Keith R. Edwards Kelvin R. Friend Buaris J. Gervais Jeffrey A. Gillespie Jon M. Gliniewicz Gary Guindon Christopher S. McKenna Novak Nedic Seth S. Norton Bernard J. Petrauskas Joseph L. Standley II Michele E. Toothaker Jerilyn R. Underhill Jason T. White Paul L. Williams n

14 Years

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

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

13 Years

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

12 Years

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

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

Ronny M. O’Brien Garrett J. Plourde Matthew T. Raven Mark I. Seavey Thomas R. Smith Scott D. Thies Joshua M. Turner Jerry J. Upton Adam S. Violette Charles R. Witt n

11 Years

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

10 Years

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

Debra B. Scott Julia C. Smith Richard A. Toothaker David L. Walter Gregory E. Wiers Harry A. Woods Jr. n

9 Years

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

8 Years

James R. Adams Clifford S. Albert Richard J. Bryant Daniel P. Butler German P. Cabello Erica D. Caldwell Stephen W. Clendenning Adam J. Cristoforo Robert R. Deppe Jonathan E. DiCentes Steven T. Dube John W. Eckenroth Thomas M. Figura William K. Gassert Barbara E. Gudroe Elias J. Hershbine Dave W. Holst Hsiao Chin Hwang Kazimierz Jedrzkiewicz Paul R. Labrecque Rex Lagle Steven G. Lavallee Durant Marion Steve N. McCallister Stuart P. Mullis Steven Peters Michael C. Rand William A. Richardson Eric D. Saucier

Ruben J. Schofield Peter H. Smedberg Darren R. Smith John B. Stewart Craig A. Stockwell David F. Stoddard Joseph M. Thomas Jr. Anthony J. Tibbetts Peter A. Vaillancourt Michael G. Varney Jose U. Vasquez Alvin A. Weaver Darren S. Weymouth Jamie D. White n

7 Years

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

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6 Years

Jerry C. Adams Marbin A. Alvarenga Michael J. Astle Samuel A. Baker Sean A. Banks Megan M. Barnes Alfred T. Baron Donald J. Beliveau Larry A. Billings Jr. William E. Bonneau Robert N. Bouley Daniel R. Brown Joseph S. Buckley Otey A. Burdette William D. Burdette Ray L. Bush Miguel A. Cabrera Jeffery A. Carr Jr. Keith A. Chubbuck Aaron Cianchette Daniel T. Coffey Terry A. Collamore Timothy J. Cooley Joseph D. Cote Rodger D. Cote Deborah A. Croteau Laura L. Curtis Levi N. Daku Vanessa L. Davis Jason L. Despaw Thomas P. Dodge Joseph C. Ducharme Mark A. Dunphy Donald D. Duvall Shane C. Ennis Jose L. Felix Wyatt E. Fitzgerald Nicholas D. Fox Robert D. Gann Justin D. Gemmell Christopher A. Gerold Aaron P. Gibbs Michelle L. Godsoe Kleber J. Gould Dee Ann L. Grazioso Ashley A. Grindle Shaun A. Gronda Alan B. Grover Nelson Guzman Jason L. Hancock William E. Handy Cody A. Harrison Selvin Hernandez Mark M. Hovey Justin K. Huber Lori J. Hughes Nathan L. Jamison Brian J. Jonah Jessica A. Kandel Christopher T. Karlen Michael R. Keim Trevor A. Kelley Elizabeth L. Kennedy Joseph D. Klekotta Steven F. Lancaster Lorie A. Lane Thomas R. Langille Patricia A. Lawrence Jeffrey C. Lerch Felix M. Lopez Jordan R. Lyford Nolvir H. Macario Wilmer Macario Pojoy Adam J. Mazerolle Shawna L. McKenney Robert R. Meckley Alejandro Mejia-Gamez John P. Merrill Dale P. Michaud Steven D. Michaud Joshua J. Moore Cathy M. Mudge Brenda E. Nichols Aaron P. O’Donnell Colleen K. O’Hare

Cosme G. Paredez Ralph C. Pearl Kyle D. Pellerin Juan R. Perez Zachary E. Perrin Aaron M. Poole Jacob L. Poole Will A. Portillo Matthew Q. Proctor Brian P. Rancourt James K. Roy Cristian R. Santos Victor Santos Timothy C. Sawyer William A. Sawyer Brayden L. Sheive Irving E. Sherman Robert J. Slama Christian E. Stefens Matthew S. Sullivan Ryan J. Taylor Ernesto A. Tejada James L. Theriault Daniel W. Thibeault Christopher M. Tibbetts Matthew C. Tinker Michael S. Tripodi II Anthony V. Turner Kenneth R. Underhill Christopher M. Vainio Joseph P. Vanidestine Timothy D. Washburn Benjamin Weingarden William F. Woods Scott E. Wright n

5 Years

Suzelle G. Allain Garry L. Allan Ulises Alvarenga Cory M. Benedict Corey M. Blagdon Michelle A. Boutilier Kevin K. Brogden Debra L. Brown Jason J. Canarr Jeffery P. Chandler Eric T. Clark Jonathon Correia Jillian J. Cote Christopher C. Courville Stephen A. Day Philip DeRoo Russell O. Dunn Derek G. Fitzgerald Tony D. Foster Scott R. French Matthew D. Gale Zachary Gardiner Robert L. Greene Jr. Bradley N. Grillo Nathaniel T. Hall Andrew W. Hallett Rigoberto B. Hernandez Derek M. Hilton Kyle P. Jensen Sean G. Kelley Eui C. Kim Jacob A. Klaiss Jack A. Klimp Matthew B. Knarr David C. Leith Jr. Jennifer E. Lord Janelle H. MacDermott Scott R. MacDonald Adam K. Matheny Amanda M. McDermott Michael C. McGeady Nicholis R. Nelson Brian P. Pelletier Jay M. Reynolds Douglas J. Robinson Thomas G. Robinson John D. Savage Billy A. Sawtelle Glenn A. Severance Corey P. Sherwood

Kurt M. Silvia Gabriel M. Sloane Matthew J. Smith Eric D. Vivlamore Douglas Williams n

4 Years

Peter Bumpus Shawn F. Burdette Chad E. Burgess Dana C. Churchill Benjamin B. Connors Glen K. Conrad Bernard F. DiAngelo Adam J. Eastman Michael Evanchak James M. Flear David J. Gokey Michael D. Gomes Henry Hardy Adam J. Hughes Karen J. Hyland Justin A. Jones Daryl M. Kelly Steven V. Konka Jamie M. LeClair John D. Lee Sean M. Lyons Wilson A. Macario Denis E. Martin Stephen D. Mitchell Dennis C. Morris Scott L. Morris Patrick A. Morse Shawn P. Neal Steven M. Osborne Malcolm C. Sanders Todd A. Sands John D. Schill David M. Sheehan Patrick J. Smith Ryan M. Smith Brian A. Stebbins Aaron M. Stevens Robert D. Stewart Douglass D. Timms Robert A. Tourtelotte Jeffrey M. Towle Michael R. Tripp Elaina M. Wakely Travis E. Watson Jonathan J. Wheaton Ronald J. Wheeler James W. White n

3 Years

Hannah L. Bass Gerry L. Batchelder Gene M. Bates Devin W. Beane Thomas F. Bellatty Tyler J. Bernat Guy S. Berthiaume Daniel M. Brann Eric J. Brazeau James M. Browne Stephen Broznowicz Keith P. Campbell Jesse S. Chase Richard J. Cote Christian B. Crosby Michael P. Davis Thomas L. Desjardins Jason M. Edmonds Josef P. Everhart Anthony M. Faiola Austin J. Fisher Kathleen B. Flenke Monique S. Foster Colin French Scott H. Gibbs Derek L. Grenier James P. Higgins Jr. Frank R. Hulseman Matthew W. Kling Bruce R. Knox Kelsee L. Lancaster

John P. Lisenby Ryan L. Lockhart Edwin A. Luna Ordonez David B. MacMartin Julio A. Matul Stephen V. McCarron Joseph W. McDonald Samantha Neal Ashley E. Nesbit Reed J. Perkins Silvino F. Pojoy Ryan R. Rathburn Russell M. Rodrigue Mark R. Rousseau Michael D. Salley Zachary S. Schroder Kevin E. Shilko Diandra J. Staples Justin T. Stewart Lauren C. Walsh Lohn Corey E. Ward Ryan R. Wilson Nikki M. Yawn Michelle S. Young n

2 Years

Sean P. Abramson David Adams John R. Adams Andrew J. Aldrich Scott W. Ames Nathan D. Baker Robert G. Baptiste Richard Bartucca Jr. Benjamin I. Beaulieu Roy H. Bolton III Charles D. Britt Charles Brown Darryl N. Brown Dakota W. Bryant Robert D. Bunnitt Lee E. Burke Eben Campbell Joseph L. Campbell Eugene N. Carey Jr. Julie K. Carmody Frank P. Carter Mary C. Casey Patrick J. Chamberlain Nathan Chambers Scott Clark Jacob Cotnoir Christopher E. Crawley David Croteau Joshua S. Davis William G. Davis Michael Dill David K. Doherty Kelby Duplisea Brett A. Dyer Shane Federico Travis D. Fergola Cortney E. Flenke Aaron J. Fluellen Jeffrey T. Fortier William Foster Gregory W. Gatchell Donna M. Gladu Brandon C. Glencross Eric Goodale Heather R. Goodridge Roman Gosselin Warren R. Gosselin Tyler Graves Jason Grover Daniel E. Guiliani Ross Hallowell Adam L. Harmon Christopher Harney Randall S. Harris Brandon J. Hartford Matthew Haskell Michael T. Hathaway Peter Heartquist Christopher G. Hendl Donald K. Hennessee Joshua Holston

Jeffery Howe Bradley E. Hyde Timothy Irish Caleb L. Jackson Joseph N. Jenness Quinton L. Johnson Ryan P. Keefe Robert King Jr. Jacob T. Knowles Jeremy Ladd John Lampinen Nathan M. Lancaster Jody S. Lane Amanda M. Laney Norman A. Linnell Charles H. Longmuir Spencer Longmuir Scott Lowell Kendra R. Ludden Nicole A. Malatesta Ronald Malonson Randall D. Marcotte Terry A. Martin Jeffrey J. Mason Douglas C. Maxellon Carl V. McAdam Andrew J. McClyman Cameron McLellan Robert L. McMullen Luke D. Michaud Patti L. Mikeska Jeremy R. Moody Daniel Mooney Cameron D. Moore Matthew A. Novicki Dennis V. Ordway Dylan S. Osnoe Anthony J. Passmore Jack M. Patterson John Pearson Andrew Pelkey Nolan P. Pelkey Jacob R. Pelletier John A. Perkins Jr. Samuel L. Petrie Kyle Pike Frank E. Poirier III David J. Pomerleau Rachel Porter Katie Pushard Jacob L. Ramp Kate C. Ransom Emmett E. Reid Daniel R. Reuille Jason Richard Frances J. Riggs Albert Rowbotham Jr. Rudy Salazar Joseph H. Schackart Spencer W. Seiferth Christopher Simmons Jackie L. Simms Jr. John D. Simms Jr. Rodney N. Small Bradley P. Smith Kenneth N. Spear Logan L. Swallow Kevin J. Talley Paul Temple Bradley G. Therrien Dale L. Thompson Joel C. Thurman David Vachon Tammy J. Vance Richard A. Viens Michael T. Warman Cheryl L. Waters Sarah H. Weeks Scott A. Wheeler Brandon D. Wilson Neil T. Wooley Andre M. Wright Ronald C. Wright Reginald T. Young Matthew R. Zilliox Andrew J. Zimmerman

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1 Year

Julio C. Arroyo Vili D. Ascencio Mitchell R. Ayres Jr. Russell A. Ballard Carlos Bauzo Thomas J. Bean Gary R. Bell Miguel A. Benitez Andrew P. Bisol Rickey L. Bowman Mitchell Breault Sean M. Briggs Tyler J. Brougham Christian W. Bryant Craig V. Bussell Mark Carbone Rena P. Cater Richard A. Clark Michael J. Cromis Terrence M. Daigle Jr. Dan T. Davis Lizardo De La Cruz Peter Diamont Pamela J. Dunphy Amy L. Ellsworth Leonard A. Farrington Nathan P. Frazier Delvin L. Gomez Lee E. Harris William Harvey LaTrice N. Hines Bruce W. Hughes Jr. Michael P. Isaacs Leonard Janssen Richard Jerome Eve E. Jordan Brenda K. KidwellPetito David E. Kisamore Donald C. Long Alison A. MacKenzie Clay B. Maker Miguel Marquez Patrick K. McShane Sr. Kyle D. Mercer Jeffrey L. Mikula Renee A. Misner Elwood D. Moore Ryan M. Nadeau Robert D. Nickerson Walter J. Oakman Nilesh Patel Malcolm D. Patterson Francisco Pena Reyes Jonathan P. Petrino Jordan Pomerleau Luke D. Pomerleau Matthew J. Pooler Victor A. Quint Charles J. Rackley Joshua D. Ritter Eric J. Roberts Eric K. Schindler Nicole R. Setzer Edward Simpkins Robert C. Smothers Jeffrey D. Snyder Danielle L. Stangel John A. Stedman James W. Stills III Christy C. Stock Jacob D. Strausbaugh Glenn A. Sutton Douglas C. Thompson Penny L. Townsend Chad S. VanInwagen Christopher A. Varnell Chase A. Walther Kyle R. Wentworth Rosanne M. Wess Lawrence B. Winkler Jr. Ryan L. Witham

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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Dominion Millstone Power Station: Inlet Isolation Valve Replacement Project n

By J. David Schill

On August 15, 2013, Cianbro submitted a lump sum proposal to Dominion Nuclear and after a series of post bid Q&A exchanges was awarded a fixed price contract. Eight months later, on April 29, 2014, Cianbro successfully completed the removal and replacement of four 84 inch turbine condenser water isolation valves/expansion joints at the Dominion Nuclear Millstone Power Station in Waterford, Connecticut. This project exemplified the level of planning, coordination and support from across the company that Cianbro is capable of providing.

The project consisted of three phases: pre-outage, outage and postoutage work. Pre-outage included planning the project, locating any obstructions, designing and fabricating necessary rigging components, obtaining security clearance for all team members, site specific training for team members, installing rigging devices and removing any obstruction that did not impact plant operations. The outage phase included the removal of any remaining obstructions, removal and replacement of the valves and re-installing utilities removed as obstructions. This effort had to be completed during a three week timeframe, with team members working 24 hours a day, seven days a week. A 72 hour rotating schedule was developed to allow team members to have time off to rest during this challenging schedule.

The final stage included final cleanup, removal of all rigging, re-installation of all remaining obstructions and assisting Dominion with the startup.

Each valve measured over 84 inches in diameter and weighed 16,000 pounds. In addition to the valves, each unit included a 500 pound reinforced vulcanized rubber expansion joint that also had to be removed and replaced.

According to Dominion, many of their engineers felt that this likely could not be completed without the removal of 40

significant portions of the existing infrastructure to provide adequate access for the removal of the large valves. Aware of our capabilities, Dominion contacted Cianbro and we were asked to develop a plan that would allow us to complete the work during a pre-scheduled plant re-fueling outage, within a very tight schedule and without having to remove significant portions of the infrastructure.

Through long hours of field measurements, meetings with Dominion engineers and months of planning, our team was able to design a system to accommodate the removal and replacement

ed, the team elected to pre-assemble the system at the fabricator’s facility. This allowed the site team to become familiar with the system and to make minor modifications. Through this process, the team was able to perfect the system for safe and productive handling.

Each valve had to be removed in a specific sequence. The valves had to be positioned onto a custom fabricated valve cart that required a customized jacking system to lift and stabilize the valve for transport. Once positioned on the cart, each valve was moved along the track system to a staging area. From there, the valves were removed from the carts, rigged, rotated into the vertical position, raised through an upper level

of the valves with minimal impact to the facility. Our estimating effort was led

by Chris Blakely, Superintendent Mark Richardson and Design Engineer Dave Saucier who worked with Dominion to develop an elevated track removal system concept. This system would allow us to work over, under and around much of the infrastructure that would normally interfere with the removal of such large components.

Our operations team, led by Senior Project Manager David Schill, Design Engineers Joe Orlando and Amanda McDermott, acting Superintendent Shawn Bryant, General Foremen Andy Tower and John Coon, worked to further develop the project plan. Using everything from templates to laser scanning, the team was able to map out the obstructions and the most efficient path for removing and re-installing the valves.

The customized track system was designed and modified “on paper,” several times in order to optimize all available space and to make it easy to install and remove. Once the system was fabricat-

of the facility, repositioned and picked again through a second level, to the “turbine deck.” Each unit was picked using Dominion’s Turbine Building Gantry Crane in conjunction with a 20 ton electric chain hoist. As the units were elevated, they had to be guided around the numerous pipes, valves and conduits that remained in place at each deck level. The team had to work within clearances as tight as 7/16th of an inch without contact. Once on the turbine deck, the valves had to be transported to the “truck bay” through a maze of other equipment, storage containers and parts under construction from other projects being completed throughout the turbine building. At this point, the valve had to be lowered down two stories, rotated again and secured to a truck for transport out of the building. This was a long and tedious process that had to be repeated in reverse for each of the new valves.

One of the most challenging components of this project was the removal of the existing valve flange hardware.

Each of the four valves (including the

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

expansion joints), were connected by 192 stud bolts (total of 768 bolts to be removed in four days). The bolts were two inches in diameter with a nut on the top and bottom. The spacing between the bolts and the flanges was very tight, making removal difficult. In addition, none of the bolts on the valves had been removed since the 1960s and the valve units were encased in a fire protective coating that trapped moisture, causing bolts to become severely corroded.

Due to the proximity of the valves to critical components inside the power plant, and the safety protocols set forth by the facility, flame cutting the bolts would only be permitted as a last resort.

To meet the tight constraints, the team developed a series of bolt removal protocols (five different procedures) that gradually became more complex. This permitted the team member to be trained in advance for each procedure and allowed the team to adjust their approach depending upon how difficult each bolt

was to remove.

In order for work to progress in the most efficient manner, multiple teams were established in each shift. This provided flexibility in both the project schedule and in working around developing issues and delays associated with other Dominion outage work. It also reduced the number of team members assigned to one shift, making the tight working conditions more manageable.

The day shift team consisted of General Foreman (Shift Supervisor) Gary Gagnon, Foremen Al Pressey, Reed

Perkins, Todd Hoffa, Phil Pelkey, Brian LeSage, Tricia White, Chuck Britt, Shalakow Hebig, Stanley Webster, Jim Towle and Zach Perrin. The night shift team included Superintendent John Coon, General Foreman Andy Tower, Foreman Jordan Bushey, Foreman Doug Brown, Doug Williams, Victor Santos, Joshua Sault, Chad Burgess, Doug Robinson, Jake Pelletier, Phoebe Viera, Peter Hill, Kurt Silvia and Zach Schroder. The

electrical work was completed by Eric Fudge and Jeff Fortier.

The aggressive schedule necessitated cross regional staffing; a special thanks to Colleen O’Hare and Penny Abbott for their staffing efforts. In addition, we would like to thank the various projects that had to juggle staffing and scheduling to allow team members to attend the extensive training and security clearance process.

To the great satisfaction of our client, we completed the project one week ahead of schedule, with the utmost quality and without incident. The successful execution of this project is a direct result of great teamwork and support from everyone involved. Lastly, we would like to offer a special thank you to the Dominion team for entrusting Cianbro with this very important project.

4 13,250 Project Safe Hours

Northfield Mountain/Alstom Power Support-Unit 4 Rebuild n

By Eric Brazeau

This past winter, Cianbro continued its support of First Light Power Resources (FLPR) unit upgrade program at their Northfield Mountain Pumped Storage Facility. The facility is located in Northfield, Massachusetts, and consists of four hydro-electric units capable of generating up to 270 megawatts each. The program includes new runners and completely rebuilt generators for each of the units. This winter, the rebuild of unit #1 was completed. Cianbro supported Alstom Power and Transport Canada on the generator rebuild portion of the project. The team, led by Eric Brazeau and Ricky Veins, and supported by Project Manager Richard Toothaker, performed an extensive cleaning of the rotor, including lead abatement of all welded connections, to allow for a complete third party Nondestructive Evaluation inspection. The team removed and replaced the bus bars from the switch gear associated with the unit. Cianbro electricians also installed new thermocouples for the unit as part of the in-place rewinding of the generator stator. The team finished up with the re-installation of the rotor poles after their off-site refurbishment in Canada. The Cianbro team has supported Alstom through three successful unit rebuilds. Thanks to the hard work, and the attention to safety and quality work that was performed, Alstom Power has requested that the Cianbro team return for the final rebuild scheduled in 2015.

4 3,270 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

41

Cianbro/Middlesex Wins “Best in Show” Award for Niantic Railroad Bridge Project

By Julie Carmody

The Associated Builders and Contractors of Connecticut (CT ABC) hosted its 12th Annual Excellence in Construction Awards ceremony on January 30, 2014 in Southington, with more than 600 professionals from the industry in attendance. The event honored construction companies and subcontractors who performed work on outstanding construction projects completed

New England Region.

The Excellence in Construction and Merit Award winners are projects submitted to this annual competition and judged by an independent panel of experts which includes architects, engineers and university professionals. Project submittals must adhere to stringent application requirements for consideration of the year’s top honors.

Contractors must not only demonstrate outstanding quality in construction and

as of October 2013. The Excellence in Construction Awards ceremony was held in conjunction with the Association’s annual dinner where the 2014 board of directors and officers were sworn in, which now includes Cianbro’s very own Jeffrey Towle, Vice President and General Manager of the company’s Southern

exemplary references from the project owner, but also rigorous safety performance. The year’s “Best in Show” was awarded to the Cianbro/Middlesex Joint Venture team for the Niantic River Bascule Railroad Bridge Replacement Project. This top designation was chosen by the panel of judges as the year’s Best of

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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

the Best. Owned by Amtrak, the Niantic River Bascule Railroad Bridge connects the towns of East Lyme and Waterford, Connecticut, and is located along one of the Northeast Corridor’s most highly traveled rail line connectors. Prior to its replacement, the original Niantic River Bascule Bridge was one of the oldest moveable bridges in the country.

This heavy infrastructure project began in February 2010 and required in-depth and extensive safety and environmental planning as the entire project was constructed in an environmentally sensitive area surrounded by three freshwater wetlands and two shellfish fishing areas. Major work activities included: construction of a new two-track, electrified railroad bascule draw bridge; construction of new track alignments on both the East and West approaches; expansion of the navigational channel beneath the bridge, and an increase in the vertical under-clearance above the water. The team also rebuilt the Niantic Bay Boardwalk, replenished the beach, and expanded the parking lot, enabling increased public access to this restored amenity. The Cianbro/Middlesex JV team self-performed 80 percent of the entire project and coordinated more than 35 subcontractors onsite. A crew of 60 to 80 team members, who performed approximately 324,000 total work hours, experienced zero Lost Time Injuries.

The project was successfully completed in May of 2013.

“The Cianbro/Middlesex team considered it an honor to work with Amtrak, URS Corporation and Hardesty & Hanover in the construction of this magnificent project,” said Jeff Towle.

“The bridge and approach infrastructure just completed will be relied upon by local shipping, rail, and ocean goers for their business and pleasure needs for many years to come.”

Congratulations to the entire Niantic River Bascule Railroad Bridge Replacement Project Team for this outstanding achievement!

Alstom Power MTF Relocation Project

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By Dan Butler

Cianbro began initial project development with Alstom Power in 2012 when Alstom identified the need to relocate their existing Multi-Function Test (MTF) Facility located in Windsor, Connecticut to Bloomfield, Connecticut. Working on one of several contract packages, the MTF relocation project was unique due to its size and complexity. Cianbro was initially retained by Alstom to provide pre-construction services to develop scope and price, and to evaluate options for the relocation of a 75 foot tall multi-level tower structure.

Within the battery limits of the structure stood a custom built, one-of-a-kind, coal test system along with support mechanical components. In late August of 2013, Cianbro was awarded a fixed price contract for the project and was issued a Limited Notice to Proceed. As the scope of the entire project was still being developed, Cianbro’s start date shifted from January 1, 2014 to April 1, 2014. During this period the Cianbro team -- led by Dan Butler, Gary Nash, and Don Smith -- began documenting the interior mechanical and electrical systems, match/piece marking all components, and developing the rigging plans with the assistance of Dave Saucier. Due to the complexity and lack of existing as-built drawings, Cianbro elected to complete a 3-D laser scan to ensure that the re-installation was done accurately. The team contacted Seth Goucher who set up the scan for the six interior levels and associated support rooms as well as the exterior equipment.

Craft work began in early February by removing the base level and exterior equipment. Structural and process equipment removal began with the mobilization of the 4100 Series 2 crane in late March and was completed by mid-May. The team will be relocating the crane to the Bloomfield location for reinstallation of the structure and process equipment, with an estimated completion date of September 30, 2014. The rigging crew, led by Don Smith, includes Steve Trombley, Dave Stoddard, Jeff Sargis, Joe Ballard, Ron Ayers and Steve Peters with operators Bob Drzewiecki, Bob Costine, and Frank Trumble. All electrical work, including mapping and match marking, is being performed by Eric Fudge and Jeff Fortier.

A special thanks to Senior Manager of Projects Tom Clarke. Without Tom’s hard work and perseverance, this project might not have been possible.

4 7,481 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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Chatter Editor – Alan Grover Chatter Team – Nick Arena, Bonnie Brown, Julie Carmody, Kris Chipman, Dan Coffey, Stephanie Cote, Rebecca Daly, Vanessa Davis, Lauren Dow, Michelle Godsoe, Charles Hall, Jessica Kandel, Sarah Nelson, Kyle Pellerin, Andrea Pelletier, Russ Rodrigue, Diandra Staples, Leslie Swieczkowski, Jeffrey Towle Contributing Writers – Penny-Lynn Abbott, Eric Brazeau, Bruce Brown, Dan Butler, Joe Campbell, Mac Cianchette, Scott Clements, Mike Franck, Matt Hebert, Carlos Kwakutse, Tom Leonard, Tom Mawhinney, Michael McGeady, Chet Muckenhirn, Anthony Passmore, J. David Schill, Chris Varnell, Travis Watson, Mark Zagrobelny Design – Jean Cousins n Feedback: Do you have questions or comments about the Chatter? If so, we’d appreciate hearing from you!

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Mid-Atlantic Region Capital Wheel Project, National Harbor, Maryland

Photo by Chris Karlen

Northern New England Region Bates Bridge Replacement Groveland & Haverhill, Massachusetts

Photo by Tom Leonard

Southern New England Region North Grand Island Bridges Project Erie & Niagara Counties, New York

Photo by Dan Musselwhite