Chatter Spring-Summer 2016

Page 1





CIANBRO A UNIQUE ORGANIZATION Thinking Outside of the Box A Unique Organization: PAGE 22


USS Albacore: PAGE 3

Maine Yankee: PAGE 9

EMMC Modernization: PAGE 12

Black Bear Tissue Machines: PAGE 28


Off map: 9 LNG Vaporizer-MA

It’s appropriate that our team members should be celebrating our company’s uniqueness in this latest edition of the Cianbro Chatter. Our organization has been forever evolving since the Cianchette Brothers founded the company nearly seven decades ago. That evolution has made us unique as we adopt new concepts and strive to capitalize on opportunities. We were once primarily bridge builders, but that is no longer the case – In fact, we are adept in five markets, and recently undertook a successful effort to change our business structure from a geographical focus to a market-based focus in order to enhance our delivery of services in those markets. Cianbro constantly seeks to improve; and that fact brings us to the next concept in our company’s growth and development: Lean. The Lean Program is a set of principles that allows us to plan our work, and to improve our plan, so that our efforts undergo continuous improvement until our work is finished. The Lean concepts were actually developed in the manufacturing setting; but Cianbro has seen fit to Andi Vigue think outside of the box, and apply these manufacturing efficiencies to the construction setting. Think of it as a form of self-evaluation where we look at what we’ve accomplished, we compare those results to what we intended to accomplish, and then make adjustments to improve our results…thus achieving continuous improvement. A simple example of Lean concepts goes like this: Let’s say we plan to install two windows per day in a building. If after the first day, we’ve only installed one window, we stop and think, “We believed we could do two but we only did one – what do we need to change so that we can install two?” But if we do install two windows, we don’t stop there. We say, “We figured we could install two windows, we did install two, now what can we change to install three?” So, it’s a self-evaluation tool that unfolds in the front lines in terms of planning the work, and modifying the plan continuously. Compare this approach to a more conventional effort, where if the goal is not met the first day, then we simply go out the next day, without self-reflection, and work harder in the hope of reaching the milestone. Cianbro has used the Lean approach on several projects within our vertical construction group, and the strategy has yielded improved safety, quality and efficiency. You will be learning much more about Lean in the months to come, and we are confident that, as always, our team will grasp this tool and use it skillfully to make us more competitive. When you do so, remember all of the advantages that thinking differently has brought to our company. In safety, for example, Cianbro doesn’t focus merely on compliance. We truly care about the wellbeing of our team members, which is why we have developed innovative strategies that put our safety performance at the top of the industry. With the implementation of Lean, we will be that much further ahead of our competition, with even more reasons to thank our team for the quality efforts that make our employee-owned company such a unique success.



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


Emera, Eversource Distribution-Northeast











3 1 11 12 20




PA 8

MD 7




NJ Atlantic Ocean

VA 18

PROJECT MAP NUMBER 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20


USS Albacore .............................................3 Annapolis Dock...........................................6 Maine Yankee Inspection............................9 Sutton Bridge ............................................10 Eastern Maine Medical Center..................12 Manning LNG Facility................................16 The Wharf: Pier Four.................................18 PPL Transmission Line..............................20 LNG Vaporizer...........................................20 Hadley Falls Fish Passage .......................21 Portsmouth Naval Shipyard Bridge...........24 Portsmouth Naval Shipyard Drydock........25 BGE Valve House......................................26 Black Bear Tissue Machines.....................28 Gut Bridge.................................................30 Eastern Shore Compressor Station...........31 Madison Solar...........................................32 Dominion Power Line Rebuild...................36 Distribution Projects..................................37 Sarah Long Bridge....................................42


President’s Message.........................................2 EIC Awards........................................................4 Building Team Builds an Entrée for Charity.......7 Innovating with Cianbro IT.................................8 History Lessons at the Equipment Group........11 New Chapter for Cianbro Wellness.................13 Oil & Gas Awards............................................14 Cianbro’s New Respirators..............................15 Leadership Initiative Program..........................17 Cianbro: A Unique Organization......................22 Cianbro and National Safety Week.................27 Cianbro Institute Recruiters Reach Out...........33 25 Year Awards................................................34 Letters We Like to Receive..............................35 Retirement Options.........................................35 New Training Certification Software................37 Anniversaries...................................................38 In Memoriam...................................................41 Paperless Recruiting.......................................43 ENR Award of Merit.........................................43

USS Albacore Visitor Center and Museum Infrastructure Market n

By Linc Denison

The U.S.S. Albacore project was a unique undertaking for Cianbro – the rehabilitation and upgrade of the final berth for the historic research submarine which rests today in Portsmouth, New Hampshire. Throughout the early years of the Cold War, right up until 1972, the United States Navy used the sub to test new developments which could be applied to modern submarine designs. In 1985, the vessel was brought to its current home in Albacore Park, where over the decades, the elements began to take a toll. In recent years, the caretakers of the submarine proposed a rehabilitation of the basin which houses the Albacore,

and that’s when Cianbro became part of the valiant vessel’s history. The Portsmouth Submarine Memorial Association raised money and funded the basin rehabilitation project through park-entry fees and the sale of nearby land to the New Hampshire Department of Transportation. For the better part of a year, Cianbro brainstormed plans and ideas for the new basin, along with the project engineer (GZA), members of the Submarine Association, and Shaw Brothers Construction. The final plan included excavation to a subgrade, installation of a drainage system, re-grading the basin floor with stone, reinforcing the slope of the basin with a lower precast retaining wall, and installing an upper cast-in-place retaining wall with rip-rap stone to line the slope between the walls. Despite work commencing in the

dead of winter, January of 2016, the team was able to continue work throughout the cold season with little interruption due to snow. Cianbro’s crew was well prepared in case of a harsh winter, which would have made excavation and backfill very tough. But, as the months progressed toward springtime, Mother Nature proved to be kind. The project moved ahead steadily while the team made its way up the basin and gave the appearance of a new park. The project wrapped up in mid-May, and the client was extremely excited and happy with the work that Cianbro and subcontractor Shaw Brothers performed. To date, the Albacore Visitor Center and Museum attendance has increased over the previous year’s figures – a true sign of the project’s success! 4 4,931 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


Cianbro Wins Two Excellence in Construction Awards n

By Julie Carmody

The Associated Builders and Contractors of Connecticut (CT ABC) hosted its 14th Annual Excellence in Construction (EIC) Awards Ceremony this past January. With more than 900 professionals in attendance, the event honored construction companies and subcontractors who performed outstanding work on projects that were completed as of October 2015. The EIC Awards Ceremony was held in conjunction with the Association’s annual dinner, where the 2016 Board of Directors and Officers were sworn in, including Bruce Brown, General Manager of Cianbro’s Oil, Gas & Chemical market. This year, Cianbro entered the Alstom Multi-Function Test Facility Relocation Project and the Mystic River Bascule Bridge Rehabilitation Project for consideration, and both were selected as winners. The scopes for these projects were vastly different from one another, and each entailed unique challenges. Not only do these projects demonstrate Cianbro’s diversity within the construction industry, but they also illustrate our team’s tenacious ability to provide solutions. The year’s “Best in Show” was awarded to Cianbro for the Mystic River Bascule Bridge Rehabilitation Project. This top designation was chosen

by the panel of judges as the year’s “best of the best.” Owned by the Connecticut Department of Transportation (CONNDOT), the Mystic River Bascule Bridge is located in Stonington and Groton Connecticut, in the heart of Mystic’s busy downtown tourist district. Originally built in 1922, the Mystic River Bridge is listed on the National Register of Historic Structures, and is only one of two remaining Thomas Ellis Brown designed bascule bridges in the country. The bridge rehabilitation was phased over the course of three winters in an effort to minimize disruptions to tourist seasons. The first construction season consisted of a complete blasting and painting of the existing structure. This process allowed CONNDOT to do a thorough inspection and identify all needed steel repairs. During season two the project team – with support and guidance from Cianbro’s veteran Construction Design team – jacked and re-aligned the existing balance truss; replaced the counter weight trunnion bearings, balance links, and associated bearings; and completed numerous steel repairs to the superstructure. The final season consisted of the 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 ad-

Alstom Multi-Function Test Facility


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

ditional steel repairs and installed a new vehicle barrier gate to protect traffic approaching from the east during a bridge opening and completed an unanticipated rehabilitation of the existing counterweights. As a result of the team’s hard work, the third outage was reduced and used strictly for the operating system start-up and demobilization from the bridge, providing a safer environment for this traffic-exposed activity. This project included a significant amount of additional work, which thanks to the team’s extensive planning and dedication, was done while maintaining the original scheduled completion date. Cianbro is known for being a quality contractor that owners can rely upon. Our team members have a keen ability to manage and overcome obstacles before they become problems. The Mystic River Bridge Rehabilitation Project team not only began construction during one of Connecticut’s worst winters, logging in four major nor’easters, but they also encountered Hurricane Sandy just prior to a 54-hour planned outage where the bridge’s barrier gate and vault were to be installed. Sandy flooded the town of Mystic and left the community, including the Mystic River Bascule Bridge, without power for a week. Despite Mother Nature’s unrelenting conditions, the work was completed on time and ahead of the required completion date.

The success of this project is a testament to what can happen when people are willing to work together for a common cause. The second EIC Award went to the Alstom Multi-Function Test Facility Relocation Project. Cianbro began initial project development with Alstom Power Inc. (acquired by GE in 2015) in 2012 when the need was identified to disassemble, relocate, and reinstall Alstom’s Multi-Function Test Facility (MTF) and equipment from the existing site in Windsor, Connecticut, to a new location in Bloomfield, Connecticut. The MTF is a 76 foot tall multi-level tower structure that houses a custom built experimental coal fired steam generator. Due to the size and complexity of the overall project, it was divided into multiple phases. Cianbro’s scope of work entailed relocating the 76 foot Chemical Looping Tower and the Balance of Plant (BOP) Process Equipment, which included multiple silos, bag houses, scrubbers, mills, and an Industrial Scale Boiler Facility (ISBF). This relocation project was more complex than simply “moving down the street” as the facility needed to stay in operation in order to support scheduled test burns. Furthermore, most of the equipment consisted of specialty one-off systems, which presented unique challenges for disassembly, transportation, and reinstallation. During the pre-construction phase, Cianbro had the task of selecting the method that would be used for this oneof-a-kind relocation project. The team was considering either a stick-build or module move approach. Each option necessitated a

Mystic River Bridge

full evaluation, including the development of various transportation routes, schedules, and costs. The project team’s initial thought was that the main building structure and a limited number of process components could be moved as modules. However, upon completing a detailed investigation and during project pre-planning, it became apparent that the module approach presented risks related to securing special over-size/over-width permits, and presented difficulties for transportation during winter conditions. These exhaustive assessments produced facts, eliminated assumptions, and allowed the team to make a final decision on the stick-build option. Establishing a continuous communication plan amongst all stakeholders from the onset was critical. Faced with a constrained site footprint and limited lay-down area, this project required “just-in-time” deliveries to off-load and stage equipment and materials. The three Prime Contractors (i.e. Civil/Structural, Mechani-

Cianbro TM Kim Sieb s (L to R): Eric F udge, Ma er tt


cal, and Electrical) needed to collaborate and then integrate their activities into the Master Schedule to ensure that each contractor understood the critical interface points and were aligned to perform an efficient installation. Cianbro’s highly skilled Construction Design team played an integral role in both projects. Acknowledged by clients as one of the best in the industry, Cianbro’s Construction Design team has more than 300 years of combined experience in providing innovative solutions. This in-house team of engineers is able to evaluate the constructability of design concepts confidently, and suggest innovative alternative methods. Congratulations to the many individuals who were part of these projects. Special thanks to the Alstom team and Connecticut Department of Transportation for allowing Cianbro to be part of these incredible projects.

Back Row (L to R): Jerry B ittner (GE Po Raymond (GE wer), Dana Power), Nicho las Bernascon Mechanical C i (Notch onstructors), John Holmes Dave Saucier (GE Power), (Cianbro), Ken Coston (LVR, Mark Avakian Inc.), (Avakian & A ss ociates, LLC) Front Row (L to R): Harry Pe rrone (GE Po Butler (Cianb wer), Dan ro), Tom Clark e (Cianbro), D (Cianbro), Car onald Smith l Edberg (GE Power)

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


Annapolis Dock Infrastructure Market n

By Alan Grover

Beginning in the fall of 2015, Cianbro crews in Annapolis, Maryland had an important mission – to build a new bulkhead for the state’s picturesque capital city, renovations at the waterfront facility that would replace a crumbling bulkhead that had been built in 1980. The old bulkhead had seen better days and now was failing. Cianbro was contracted by the city to drive sheet pile and cut the pile to elevation. Then the existing concrete and part of the old sheet wall system was removed before the team installed approximately 700 feet of new seawall. Time was of the essence on this job, so as the demolition work progressed, the new concrete work started behind it. The scope of the project also included new electric power pedestals and a state-of-the-art fire protection system. “One of the primary uses of this area is that twice a year the community sponsors the Annapolis in-water boat show,” said Project Manager Gabe Sloane, explaining the time sensitivity of the job. “When the boat show rolls around, they actually fill this area with new floating docks and boats, and you can walk from one side of the slip to the other - just straight across the boats and the docks and it’s pretty impressive. So it was time 6

for an upgrade for all the utilities that support the boat show.” The importance of the waterfront’s event schedule translated into importance for Cianbro’s crews as they pressed ahead with the project through the fall and winter of 2015 and 2016. The team took possession of the jobsite in the last week of October, with the knowledge that they had to be completed and offsite by the first week in April. That’s when the spring boat show would get underway, and no matter what challenges faced the construction team, that completion date could never change. It turns out that some of the challenges were pretty significant and unique, like the need to take archaeology into consideration as the project moved forward. “We had a lot of new ductwork going in, and most of it was approximately four feet in the ground,” said General Foreman Bruce Hughes. “So, Annapolis being an old historical city like it is, there were several archaeologists that were present during some of our excavations. They would map things out, draw things out, pick up artifacts. One of the more interesting things we uncovered was an old wooden roadway that was supposedly dated back to the late 1700s that once serviced the waterfront. So as the work progressed, the archaeologists were drawing maps, taking notes and also obtaining artifacts.” In another sector of the job, the excavating team also found old timbers and foundations that once belonged to

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

19th Century structures that were part of a sawmill, a lumberyard and a grist mill. The city’s archaeologists were present for those discoveries as well, documenting and photographing. Topping off the list of challenges, the project also required plenty of heavy construction operations in the tight urban setting. Nonetheless, Cianbro’s team was able to develop a cordial friendship with the citizens who went about their daily lives near the jobsite. “They saw us out there stretching in the morning,” said Gabe. “We had our cheerleaders, our joggers in the morning, always waving when they went by. There was a sense of pride with the crew on what we were doing. And the community saw it and they really appreciated what we were doing.” Bruce Hughes summed up the project this way: “All the local folks were very positive and very friendly, and a lot of them stopped and asked questions of our team members. Basically you had a deadline, and that day had to be met – there were no time extensions given – not for weather, and not for problems that we uncovered during the construction. Cianbro, as a team, met those deadlines. And I think when people step back and look at the tight time constraints, and the challenges that were involved with those time constraints, that’s quite an accomplishment for Cianbro.” 4 26,605 Project Safe Hours

On Your Mark, Get Set, CHOP! n

By Haley Hunt Griffin

Donning aprons and chefs hats, Cianbro Building Group team members

Jen Robbins, Barbie Fortin-Poirier, Haley Hunt Griffin, and Jon DiCentes prepared

to “build” an impressive meal for a panel of judges in the “Corporate Chopped” challenge in support of Gary’s House. Gary’s House, located in Portland, is a welcoming place for families and individuals to stay while supporting

creates a welcome distraction for family members. Participants in the “Corporate Chopped” challenge included teams from Cianbro, Consigli, Thomas and Lord, and Landry / French who each helped turn up the heat for this unique annual fundraising event sponsored by Mercy Hospital. Similar to the Food Network show “Chopped,” the construction teams were each given 30 minutes to fashion four mystery ingredients into a main dish.

its presentation, creativity, layering, and flavor. In preparation for the event, the Cianbro team organized a practice session at the Annex in Pittsfield, Maine which revealed each team member’s strengths and how much, or in some cases, how little, each team member knew about cooking. The practice session mystery ingredients were selected by Charlie Cianchette and included pork roast, mango, dates, and collard greens. The designated head-chefs, Jen and Barbie, led the team in assembling a mango salsa, mashed potatoes, seasoned collard greens, and a pork roast stuffed with dates and mozzarella cheese. Mirroring the actual event, three plates were prepared for three volunteering judges. The practice judges provided valuable feedback on presentation, layering, and flavor. On the evening of April 12th, 2016, the Cianbro team, the “Cian-chefs,” arrived at the Ocean Gateway Terminal in Portland to the theme of Survivor’s 1982 hit song The Eye of the Tiger and enthusiastically took the stage to discover the challenge’s secret four ingredients: 1. Beef tips 2. Yellow peppers & jalapeno pepper 3. Orange 4. Jar of pickled peppers

their loved ones receiving medical treatment from Mercy Hospital, Maine Medical Center, or other medical facilities in the greater Portland area. Having a communal space for patients and their families to gather away from a clinical setting improves patients’ recovery and

Additional ingredients from a shared pantry could be accessed by a runner on a first come-first served basis once the competition was underway. Judges for the event included local chefs and previous “Chopped Challenge” winners. Each entry was evaluated on the basis of

The talented Cian-chefs worked elbow-to-elbow to optimize the allotted prep space, communicate over the other bellowing construction chefs, overcome unexpected obstacles, and most importantly, to agree on what to prepare. Using Charlie’s advice of “everyone loves bacon,” the Cian-chefs sautéed peppers, marinated the potatoes in a bacon jelly, blended an orange-pickled-pepper-jalapeno glaze for the beef tips, and adorned the plates with a drizzle of pesto to the accolades of the judges. Although the Cian-chefs were not awarded the top score, the team enjoyed the opportunity to help raise approximately $40,000 for Gary’s House and spice up the work week by participating in this unique event.

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


Innovating With CIANBRO IT Information Technology (IT) n

By Russ Rodrigue

Cianbro has always been an innovative company, and now IT is preparing for more innovation in partnership with Operations and Cianbro Equipment, LLC. Whether ideas come through a formal process (such as the Innovation Day held back in early March), through ideas from the field, or from new technologies delivered by IT, incorporating these concepts is what makes Cianbro a fun and interesting place to work if you are a Cianbro IT specialist. The willingness of the company to try new ideas, technologies and processes has allowed for many advancements and efficiencies to be implemented during Cianbro’s long history. With that background, IT is pleased to share some upcoming innovative ideas that will be making their way into Cianbro’s daily life. Keep in mind that not all innovations make it the full distance – many ideas are tested or evaluated but never become reality (which when talking about innovation, can be a good thing). The IT team is working on a new concept, as it relates to innovation, which introduces the term “failure.” This term is not commonly used at Cianbro, because the company rarely fails to get the job done – but failure when considering innovative ideas is often a reality. Not all ideas get implemented the first time, or exactly how the team envisioned. Trial and error often accompanies innovation. The concept of failure in this example is “fail fast and fail cheap.” This mindset allows Cianbro to brainstorm ideas, test or pilot these ideas, and make a decision on how to proceed based on the results. In short, the question becomes, “Will we continue to develop the particular


innovation, stop the development effort, or adjust the innovative concept?” When considering the “fail fast and fail cheap” concept, think about deploying a new innovative idea while keeping the scope or scale to a minimum and limiting the costs of the proof of concept until the idea is either proven acceptable or unacceptable. For example, when IT began to evaluate the idea of replacing standard laptops with tablet technology, a pilot project was formed to bring in two competing technologies. IT evaluated the Dell Venue and the Microsoft Surface. By testing each device, the IT team quickly proved that there were technical issues and limitations that accompanied a move to this new tablet technology. IT was able to determine that the Dell Venue was “too buggy” and not ready for production. We quickly ended the pilot (fail fast) and spent less than $3,000 (fail cheap) during the evaluation period. This concept allowed Cianbro IT to make a sound decision by selecting the Microsoft Surface as the tablet solution for our company. A wrong decision on a vendor or product could have cost the company as much as

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

$500,000. Piloting the devices allowed IT (and our pilot users in the field) to determine the best fit for the company. So why the long explanation? IT and Operations, along with other Support Services throughout the company, are teaming up to evaluate new innovative ideas with the intent of identifying solutions that bring new technology or process improvements to bear. The goal is to drive more efficiency, productivity, and/or modernization into our daily work lives. During Cianbro’s recent Innovation Day, more than 80 ideas were submitted and discussed. The group prioritized these ideas and focused on the Top 10. Out of these top ideas, three were selected to pilot (using the concept of fail fast and fail cheap). The top three ideas were reviewed with Senior Leadership and the Board of Directors and teams are being formed to evaluate the solutions. In no particular order, the top three innovation pilots are: RFID Technologies, Internal Social Media/Communication, and Technology Gangbox for Job Sites. There are many details behind each innovation, but this article will focus on the Technology

IT and Operations, along with other Support Services throughout the company, are teaming up to evaluate new innovative ideas with the intent of identifying solutions that bring new technology or process improvements to bear. The goal is to drive more efficiency, productivity, and/or modernization into our daily work lives.

Gangbox. What is a Technology Gangbox? The idea is to have a ruggedized, secure and relatively mobile job site workspace that incorporates a large screen TV (approximately 50 inches), a Microsoft Surface or Apple tablet, Internet access, battery backup (UPS), printer, cables to hookup laptops or other tablets and other related technologies. The unit will also have eraser boards or corkboards, forklift guides, crane lifts and 4 GFCI power outlets, among other features. The approach that is being taken with this innovation proof-of-concept is to purchase a Knaack Data Vault gangbox and select a job site to test its viability and usability. During the evaluation, the team will assess how the gangbox could be used to view drawings and mark them up, improve collaboration, share information across the job site, and leverage technology in the field. If this unit proves out, there will be a determination made to buy more units or build units internally. The purpose of the pilot is to determine what we like and dislike about the commercially available Knaack Data Vault. We may find that certain features are necessary, while others are not needed, giving Cianbro the option of building gangboxes that best meet the needs of the Operations teams in the field. This is just one of many innovations that are gaining traction in the company, and IT is pleased to help bring more technology to the field.

Maine Yankee Cask Inspection Power & Energy Market n

By Eve Jordan

In mid-July of 2016, Cianbro team members Chad Alley, Eve Jordan, Seth Norton, and Ron Tedford helped Maine Yankee demonstrate a cask inspection to members of the nuclear industry. Before the crew arrived onsite in Wiscasset, Maine, Cianbro management worked with Maine Yankee leadership to develop a successful project plan. One aspect of the plan was identifying an approach that would eliminate as many hazards as possible. Among the biggest risks identified was the fall potential. As a result, Cianbro’s in-house staging engineers designed a stair tower and enhanced work platform that eliminated the need for tie-off. Another measure taken was acquiring fire-rated materials in order to reduce the amount of flammable substances in the protected area. Once the crew was onsite, the work included erecting the staging platform and stair tower to access the top of the cask. The team also removed and reinstalled the lid of the cask to allow for inspection and sampling. This IPTE (Infrequently Performed Tests or Evolutions) project was important as it was one of the first demonstrations of how to complete this task safely in the nuclear industry. 4 369 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


Sutton Bridge: Cianbro Completes

Railroad Bridge Replacement in 71 Hours the temporary design – planned the 72hour shut down for the bridge replacement down to the hour. The shutdown work began Thursday, May 5th with two crews working 13-hour shifts around the clock, and ended 71 hours later on Sunday, May 8th with one hour to spare. The full commitment and participation of the team ensured the project was completed safely, on time, and resulted in both a very satisfied client and a quality product. Project Team: Mark Nordgren,

Infrastructure Market n

By Charlotte LeMar

In December of 2015, Cianbro began work in Sutton, Massachusetts for the Providence & Worcester Railroad. Cianbro was contracted by P&W Railroad to demolish and replace a 100-foot bridge along the active freight line connecting Providence and Worcester. The railroad is also the lifeline to many factories and businesses along its route. This was one of the last bridges along the spur of the railroad that needed replacement in order for the rails to run at full capacity. The team completed the work in two phases. In December, Cianbro’s team finished the first phase of work, which included installing a sheet wall on either side of the existing abutments in order to support the cranes needed to replace the bridge. The second phase was completed in early May of 2016 and included the installation of the soil anchors for the sheet walls, as well as the complete demolition and replacement of the existing 10

bridge. During both phases, Cianbro was challenged with completing the work while still keeping the tracks live. The tracks were to remain live at all times during weekdays, which gave Cianbro limited time to shut down the rails. The railroad closed for two consecutive 72hour weekend periods during the sheet wall installation and one 72-hour period during the complete bridge replacement. In the months between the two phases of work, Cianbro’s project team with the support of Ron Kief – who completed

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

Charlotte LeMar, Rod McKay, Linc Denison, Kevin Pond, Jason Rourke, Gary Gagnon, Paul Holmquist, Mark Nelson, Mike Evanchak, Trevor Miller, Tom Belanger, David Magoon, Milt Cruikshank, Jeffery Fortier, Novak Nedic, Wayne Canwell, Scott Remillard, Allen Baldwin, Mike Zemla, Wayne Enman, Stephen Thomas, Shawn Doran, Daryl Kelly, Robbie Ferguson, Steven Osborne, Jeffrey Jones, Cody Dolan, John McCargar, Fernando Rivera, Kevin Grass, Jay Knapp, Trevor Noyes, Brian Donaghey, Ramon Hill, Peter Vaillancourt, Stephanie Smith, Trent Clukey, Phil McKenney, Todd Hoffa and Frank Trumble.

4 5,542 Project Safe Hours

History Lessons

at the Equipment Group Cianbro Equipment n

By Nick Arena

One of the goals for 2016 at Cianbro Equipment is to develop a level of appreciation for the history and culture of Cianbro in all of our team members. Folks who have been with us for several years have had the opportunity to hear bits and pieces of the company history, occasionally, through stories told by some of the very people who lived it. As veteran team members retire, some of those stories retire with them, leaving less chance for new and/or younger team members to learn about the beginnings of Cianbro. The group decided that weekly safety meetings would be the perfect place to share some company history and remind us how we got here. The next question was how to begin. We talked about what resources might be available to pull together some facts about the company’s origins and some history of the Cianchette brothers. A training session at the corporate office revealed the answer. Along the back wall of the newly renovated training room is a three dimensional timeline with photos and historic milestones about Cianbro. The wall reminded us of another source, the book “Cianbro: The First 50 Years,” published in 1999 and


Working on equipm

Ken handin

g out award

commemorating the Cianchette family history and the history of Cianbro for the first half century. Once the sources of information and the method to convey it were decided, Equipment Coordinator Bob Franck took the ball and ran with it. Bob has been with Cianbro since 2003, and had experienced Cianbro before that as a customer, when he worked at one of the largest paper mills in the state of Maine. He welcomed the opportunity to learn more of the company’s history and how the Cianbro culture came to be. Bob developed a series of brief PowerPoint presentations which followed the book, chapter by chapter; beginning with the Cianchette family emigrating from Italy to America, then covering the many milestones that mark the company’s growth from its founding to the diversified construction giant of today.

Bob has had some help presenting the program. In one of the early sessions, Cianbro retiree Paul Bertrand took some time to share stories with the group, most of which could not be found in the book. Those who know Paul as Cianbro’s master of the steak and chicken cook-outs may not know that he worked side by side with the Cianchette brothers from the very beginning. He added his unique insights to many of the slides that Bob presented. As the program progressed from week to week, many in the room were able to say, “I remember that” and “I was on that job,” especially as the presentations progressed into the 1970s and 1980s. The book ended at 1999, but Bob found plenty of material to continue with the presentation and bring the team up to 2016. As the history lesson moved into the 21st century, even more people were able to chime in about their involvement on drilling rigs, floating bridges into place, building wind turbines, constructing modules in Brewer, Maine for a Texas oil refinery, and building miles and miles of power transmission lines. Everyone looked forward to the “history lessons” and as new milestones are reached, Cianbro Equipment will continue to share them with all of our team members.

Crane 11 Newing

ton Bridge

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


Eastern Maine Medical Center Modernization Project: Ribbon Cutting Building Market By Robert Greene & Haley Hunt Griffin n

Eastern Maine Medical Center has opened their doors to the new Penobscot Pavilion, introducing a new standard of healthcare delivery to Central, Coastal, and Northern Maine. On May 31st, 2016, community members and state and local officials gathered for a ribbon cutting ceremony and tour of Phase One of Eastern Maine Medical Center’s Modernization Project. Sited prominently at the main entrance of EMMC’s Bangor campus, the new eight-story, 328,919 square foot Penobscot Pavilion greets patients, visitors, and guests with a sense of nature that includes commanding views of the Penobscot River. The benefits of providing access to the natural world within the environment of care is well established in healthcare facility design; and the natural theme runs consistently

wood, living trees, and water features. Phase One of the project encompasses fit-up of approximately 65 percent of the new facility and includes new dining areas, 32 private patient rooms, 32 private neonatal intensive care unit (NICU) rooms, and a sterile processing department. Additionally, EMMC’s Penobscot Pavilion offers improved circulation to adjacent campus buildings, wayfinding, conference rooms, and river view

through the entire Pavilion with the generous use of natural materials, color palettes, and features. Entering through the comfortable new lobby and main entrance, users are immediately greeted with local materials featuring stone,

lounges for family and loved ones. Phase Two, to be completed in the upcoming months, will include fit-up of new Invasive and Non-Invasive Radiology suites, 14 new Operating Rooms including two new hybrid Operating


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

Rooms for specialized procedures, and supporting PACU expansion, 24 Critical Care Unit patient rooms as well as the complete renovation of the existing Labor and Delivery suite. Throughout the project, the Cianbro team, including all subcontractors, has relied extensively on Building Information Modeling (BIM) for all aspects of the construction. Building Information Modeling creates a 3D model of the entire project and systems. By using the model as the project communications platform, BIM enhances coordination among the various trade contractors, enables better communication, and helps the team identify and resolve conflicts prior to installation, thus eliminating costly rework and schedule erosion. Components can be fabricated directly from the model and installation can take place using a robotic total station for precise layout and placement of key systems. The end result is an efficient and fully coordinated construction effort. Additionally at the Pavilion, the Cianbro team fully implemented Lean Construction Principals™ throughout the entire project. Lean Techniques, Lean Planning Sessions and Lean Strategies significantly improve overall execution, making the project safer, faster, and more efficient.

Cianbro’s Wellness Program Begins a New Chapter Wellness & Benefits n

At the ribbon cutting, Cianbro Chairman and CEO Pete Vigue also commended Cianbro’s implementation of Lean Construction Principals™. “The most significant action by this team over the course of this project was the implementation of the Lean process that engaged everybody who worked on the site: all of the subs, all the team members, ALL the team, including the people involved in the hospital that allowed us to define the process, enhance the scheduling, the planning, so that everybody knew what their responsibilities were on a day-by-day basis. It improved the safety on the project, the material coordination, the clean-up, and again, doing it in an efficient, very cost effective way that allowed us to maintain the schedule.”

By Andrea Pelletier

For more than 15 years, Cianbro has been partnered with Dr. Larry Catlett and his firm, Occupational Medical Consulting (OMC). Together, Cianbro and OMC have worked tirelessly to implement and foster what has come to be known as Cianbro’s nationally recognized wellness program. We have used new and innovative ways to incorporate wellness into the day-to-day activities on our jobsites and make wellness a 24/7 focus at work and at home for our team members and their families. Today, our lives are busier than ever, and we have asked ourselves, “How can we continue to provide a high quality wellness program with enhanced flexibility to meet the needs of our team members and their families?” So, in the spirit of continuous improvement, Cianbro recognized an opportunity to bring wellness completely in-house in 2016. Once again partnering with OMC, the steps were put into place in July to transition our Wellness program from OMC to Cianbro. In anticipation of this move, Cianbro hired three health coaches so that team members and spouses could continue to have the opportunity to meet with coaches, face-to-face and/or over the phone. These coaches are dedicated to the health and wellness of our team. They support, advocate and focus their attention on Cianbro team members and spouses in order to increase the team’s quality of life while lowering individual health care costs. Cianbro has also implemented Vitality, a new piece of wellness software that offers more flexibility, greater access and better integration of health and wellness – as Vitality can be accessed anytime, anywhere, and from any computer, tablet or mobile device with an internet connection. Team members and spouses now have the ability to create their own personal and confidential wellness account. Simply complete a health questionnaire, set goals, submit personal biometric measurements and begin viewing tools and resources that will support your efforts toward healthier living. We are so excited about these changes and are delighted with the opportunities that team members and spouses will have going forward to engage in their health! Be sure to log on today and open your own private and protected account at We want to thank Dr. Catlett and the entire team at OMC for their dedication and commitment to the Cianbro team. We look forward to our continued relationship with OMC as our ongoing Occupational Health Provider.

The opening of Phase One of Eastern Maine Medical Center’s Modernization project represents a new chapter in healthcare services for the region. The Cianbro team is proud to have participated in this signature project and is currently hard at work to deliver Phase Two in the coming months. 4 70,719 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


Northeast Oil & Gas Awards - Cianbro Wins 2016 Construction Company of the Year Oil, Gas & Chemical n

By Christopher Krueger

The Oil & Gas Awards program is a relatively new addition to the industry, and is supported by an ever-increasing premiere group of owners, engineers, contractors, and manufacturers doing business within the Oil and Gas market. The goal is to bring recognition to companies operating either directly or indirectly in the upstream and midstream sectors for their outstanding achievements that have positive impacts on the industry. On March 30th, the Oil & Gas Awards held their 4th Annual Northeast Awards Gala in Pittsburgh, Pennsylvania. It was there that Cianbro received the Construction Company of the Year award. To set Cianbro apart from the other competitors, the award submission highlighted achievements in innovation, corporate social responsibility, the environment, and most importantly, health and safety culture. Cianbro’s Oil, Gas & Chemical team also showcased their experience constructing the White Compressor Station for valued client, Williams Field Services, LLC. The scope of work entailed the construction of a greenfield compressor station and dehydration facility with support equipment and fully automated building infrastructure. Cianbro installed approximately 700 feet of 24inch outside diameter station-interconnect pipeline, including piping modifications to an existing dehydration station inlet to allow for tie-in and isolation. By emphasizing the scope of work, aggressive schedule, unforeseen challenges, quality craftsmanship, and commitment to safety throughout the project, a panel of judges from within the industry awarded this high honor to Cianbro. The judges commended the Cianbro team for its ability to work in tough conditions and for attention to detail. Judges comments included: “Cianbro is well known for their delivery of complex projects to exacting standards within the industry, and their case study

Steve Dube, Tesfa Berhane

of the Springville Gathering System is no exception. The testimonials for the project were most notable.” “I was most impressed, given the time of year [and] the weather conditions, that Cianbro was able to construct what amounts to a very large compressor station in the matter of 18 weeks. Their attention to detail, including the 3-D modeling and 24 hour temperature data collection during concrete pouring, was impressive.” The Oil & Gas Awards provided Cianbro an opportunity not only to feature the company’s construction capabilities, but also allowed the team to demonstrate what differentiates Cianbro in a very competitive market. The company specializes in the construction of LNG Plants and Terminals, Compressor and Pumping Stations, Dehydration and Processing Facilities, Meter and Regulation Stations, Cryogenic and Processing Plants, Pipelines, and Chemical Plants. “The recognition received from the independent panel of judges reflects the commitment to safety, quality, and customer satisfaction that our team members display when working through the numerous challenges associated with these projects,” said Cianbro’s General Manager of Oil, Gas & Chemical Bruce Brown. “It is this dedication and commitment to excellence that defines the Cianbro difference.”

White Compressor Station


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

Cianbro Fabrication & Coating Corporation:

Investing in Powered Air Purifying Respirators Fabrication & Coatings n

By Kris Chipman

Cianbro always leads the way in safety. The company’s policy is to follow the most stringent standard at a minimum, and to go above and beyond when it’s the right thing to do. Cianbro Fabrication & Coating Corporation has had cause recently to put that approach into action. There have been recent changes to occupational exposure limits for manganese. Cianbro often uses the Threshold Limit Value (TLV) given by the American Conference of Governmental Industrial Hygienists (ACGIH) if the TLV is lower than the OSHA Permissable Exposure Limit (PEL). The ACGIH Board of Directors has recently adopted a TLV of 0.02 mg/m3 for respirable manganese. The chemical is found in welding fumes. Cianbro’s fabrication facilities currently utilize mechanical engineered air handling systems as well as using local ventilation. These efforts do not consistently keep team members’ exposure below the new suggested TLV. Although Cianbro would still be far below the OSHA PEL and thus compliant; the management team wanted to do more than just be compliant. “It was the right thing to do for our team members,” said Cianbro Safety Supervisor Kris Chipman. “If there is a potential health hazard from welding fumes, and there is technology out there that can easily protect our team members from that hazard, we need to do it.” Both of Cianbro’s fab shops have issued their welders 3M Powered Air Purifying Respirators (PAPR). Pittsfield Team Member Mike Raven said, “I’ve been welding for 28 years and I didn’t think I would like wearing a respirator. But once I tried this unit … Well, I wouldn’t ever want to weld without it now. It’s even great for grinding, the flip

Mike Stevens: “It’s awesome!”

up is comfortable, and you don’t have to worry about switching to a hardhat and face shield. It should eliminate eye injuries,” Mike believes. Pittsfield Fabrication Shop General Foreman Craig Chambers says, “This change has been the best thing the company has done since implementing 100 percent fall protection. The team members have really embraced this change and will be happier and healthier in the long run. It’s great to work for a company that will invest in the safety and health of its team.” Several other team members have great things to say about the PAPRs. Fabricator Frank Carter said that the PAPR, when used with the back pack, is no strain to carry. He also likes how the unit circulates the air. Mike Stevens, who works in Pittsfield, said “It’s awesome! I like the PAPR better than I liked my old welding hood. The battery unit when used in the backpack makes the unit well balanced,

and there really isn’t much weight difference at all.” Structural Welder Sean Abramson likes the PAPR because he noticed a big difference right away. “I didn’t realize how much smoke and fumes I was exposed to previously,” he said. Delvin Gomez from the Georgetown shop likes the fact that he doesn’t have to breathe any fumes or particles anymore, and that the PAPR serves as a grinding shield and a welding shield all in one. Fabricator Jaime Saavedra noted that the system is more productive. “I don’t change over my protection when changing from welding to grinding,” he said. He also believes that he feels better when exercising and playing sports away from work, as if he is breathing easier. Georgetown Team Member Santos Matul said that the PAPRs will be especially appreciated in the summer months because of the way the units offer supplied air. “My face feels cooler with it on,” said Santos. This is definitely one of the advantages of the PAPR systems – welders do stay cooler in high heat conditions due to the constant air flow, and fogging of safety glasses and/or face shields is no longer a concern. CFCC has built a station in each facility for storage and charging of these units. Team members are keeping the units clean, maintained, protected and ready for use. Vice President of Cianbro Fabrication & Coating Corporation Jack Klimp sums up this effort by saying, “Caring about our people is what this is really about. We want every team member to go home in better condition than when they came to work. Eliminating a potential risk exposure from welding fumes with the PAPRs has resulted in also making team members more comfortable, more productive, and happy to work for a company that cares. It’s just a win-win for the entire team.”

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


UGI Energy Services, LLC - LNG Storage and Trucking Facility Oil, Gas & Chemical n

By Bruce Brown

This past spring, Cianbro was awarded the exciting Manning Liquefied Natural Gas (LNG) Storage and Trucking Facility Project in Meshoppen County, Pennsylvania for UGI Energy Services, LLC (UGIES). UGIES owns underground natural gas storage in north-central Pennsylvania; operates peaking plants and propane terminals in Pennsylvania; markets LNG to local distribution gas companies, mobile and stationary end users; and is developing midstream projects throughout the Marcellus Shale region. The purpose of the Manning LNG Plant is to liquefy natural gas from the UGIES Auburn pipeline, store it on-site, and then deliver the LNG to customers located throughout the Northeast using tractor trailers. Cianbro is thrilled to be selected as the balance of plant (BOP) contractor for this complex and logistically challenging project. Understanding the critical nature of the project, it was of the utmost importance to UGIES that they select a qualified contractor with ample experience working in LNG facilities. Cianbro has a robust resume filled with numerous successful LNG projects that were completed safely and with quality crafts-


manship, making the company the ideal partner for this significant undertaking. Construction of the LNG tank started this past winter. Cianbro received the green light to begin balance of plant construction on April 7, 2016. This project has an eight-month schedule to finalize construction of a very complex LNG storage, processing, and truck unloading station, as well as the associated facility components. UGIES has several stakeholders in this project, including the tank contractor, liquefaction supplier, various engineering teams for different project scope components, and a logistics contractor. When projects have several stakeholders involved, it is vital that they all work in harmony to ensure a safe and successful outcome. For the Manning Project, it required the BOP contractor to be versatile, team oriented, and driven to ensure that all project stakeholders work together and succeed as one. During the bidding phase, our experienced team of estimators, which included members of the proposed project team, spent considerable time analyzing the scope of work – and it became clear that the Manning LNG Project fit perfectly with Cianbro’s capabilities. The team decided the best way to demonstrate that expertise was to define Cianbro’s innovative construction approach by developing a very detailed work execution plan, which determined

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 project’s road map from start to finish. The plant will consist of a Cosmodyne-designed liquefaction system, 500-thousand gallon field erected storage tank with impoundment area, dual bay truck racks, fire suppression system and corresponding fire water tank, several facility buildings, electrical and mechanical systems to support the plant, and civil related infrastructure. This project requires significant preplanning to ensure that the large quantity of equipment – ranging from pretreatment and purification technology to a solar turbine driven centrifugal compressor and reciprocating boil off gas compressors – are sequenced in a logical and prescribed manner. The team has excelled at working under an aggressive schedule, and has done so with enthusiasm. The Manning LNG Project is slated for completion in December of 2016. The Cianbro project team members include Tesfa Berhane, Matt Smith, Jeremy Mace, Jim Flear, Kris Ballard, Shawn Bryant, Kevin Kokotovich, Alvaro Lemus-Perez, Chris Hendl, Dave Gokey, Jake Trushel, Johnny Shelvin, Kye Chon, Nelson Guzman, and Todd Fulmer.

Cianbro is very appreciative to the UGIES Team for choosing the company for this highly important project. 4 9,574 Project Safe Hours

Front Kneeling (L to R): Jason Hancock, Eric Brazeau Second Row (L to R): Jim Theriault, John Woo, Rachel Porter, Jill Moret, Sam Bouchard, Megan Hart, Scott Morris, Jamie Sasser, Kyle Wentworth, Mike Salisbury Third Row (L to R): Nate Lancaster, Flo Hoxha, Zach Kempthrone, Todd Carson, Brad Phillips, Dave Reed, Ryan Nadeau, Chris Karlen, Eric Fudge

Cianbro Leadership Initiative – Leading Through Innovation n

By Jim Theriault

One of the new Strategic Pillars at Cianbro/Starcon is Innovation. While the concept is not new to the organization, the fact that it has been identified as a major corporate objective lends credence to its importance for the future success of the company. The ‘what’ and ‘why’ of this goal is defined as: • Inspire a culture open to change through innovative thinking. • Identify opportunities that lead to continual improvement and adaptability.

The primary goal of the Cianbro/ Starcon Leadership Initiative is for future leaders to develop visions which result in the operational enhancement of the company. As participants refine and implement their respective visions, the net result is indeed the creation of INNOVATIVE concepts via Leadership Stretch Projects, a natural outcome of the newly defined Strategic Objective. This year’s program was ably kicked off in early June via the combined efforts of Mike Bennett, Andi Vigue and Peter Cianchette. They clearly and effectively articulated to the group the importance of their individual leadership journeys and how CLI would enable them to enhance and grow as leaders within the organization. Mike empha-

sized the importance of building/nurturing relationships; Andi related to the group that “amazing things happen when you care for people;” and Peter cited one of his guiding leadership principles as “getting people to do what you want done because they want to do it.” Mike also was the first to present his personal portrait as he described to the group the defining moments of his personal and professional life. This set the stage nicely for all others to follow his lead. Another very important aspect of this year’s program was the inclusion and participation of several new faces (current leaders) within Cianbro/Starcon. Individuals stepping forward as Mentors for participants in this year’s program are: Russ Rodrigue (VP-Chief Information Officer); Paul Franceschi (Cianbro General Manager-Power & Energy); Mark Reed (Cianbro Assistant General Manager-Industrial & Manufacturing); Scott Knowlen (Cianbro Health, Safety, Security, and Environmental Manager); and Bill Savoy (Starcon Operations Manager). Russ Rodrigue also earned special thanks for ably presenting and leading the discussion as to the importance of Stretch Projects and the significance of leading innovative ideas into identifiable actions. New CFO Kyle Holmstrom provided a wonderful overview of current economic trends across the industry (generally) and the current state of

Cianbro’s financial health (specifically). Finally, Doug Lacroix (Manager-Equipment Group) concluded formal presentations on the third day via his discussion of Innovation at Cianbro (past, present and future) adding final emphasis to the importance of the CLI effort. As in the past 14 years, CLI 2016 was ably facilitated by Dr. George Manning (Professor Emeritus, Northern Kentucky University). George’s presentations from his well-known book The Art of Leadership once again provided academic and educational guidance towards fulfillment of each participant’s leadership journey. It is truly a testament to the importance and staying power of this critically acclaimed piece of work that it will see a sixth edition in 2017. Participants in this year’s program are: • Russ Rodrigue Team: Megan Hart, Jason Hancock, Kyle Wentworth and John Woo • Paul Franceschi Team: Scott Morris, Nate Lancaster, Ryan Nadeau and Brad Phillips • Scott Knowlen Team: Sam Bouchard, Chris Karlen, Rachel Porter and Zach Kempthrone • Mark Reed Team: Flo Hoxha, Eric Fudge and Eric Brazeau • Bill Savoy/Troy Copeland Team: David Reed, Jamie Sasser, Jill Moret, Todd Carson and Mike Salisbury

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



Cianbro’s Work Continues at The Wharf Infrastructure Market n

By Alan Grover

Since November of 2015, Cianbro’s team at The Wharf Waterfront Revitalization Project in Washington, D.C. has been working on a job known as “Pier Four.” The project arrived just as Cianbro wrapped up two years of work on four other piers at the development. The scope of work at Pier Four consists of building an extension to an existing pier that has been the headquarters for two sightseeing cruise ships which ply the Potomac River. “One of the main reasons for the finger pier extension is to move the cruise ships that are currently on the existing pier out farther away from a new building that’s being built on top of the existing pier,” said Cianbro Project Engineer Mack Susi. “They are also planning on sliding over the Odyssey ship for its new docking location. So, that’ll add another 18

boat to the pier that it couldn’t currently hold. It really is the start of the rest of Phase Two. And that’s why we’re eager to get it done.” The project began with a month of driving 24-inch pile, a task that was completed just before Christmas, when the winter really began to set in, in the D.C. area. While the Cianbro crew awaited the arrival of precast caps and slabs, team members demolished the fendering and curbs at the existing pier, along with some timber pile there. Soon, design answers arrived along with the precast, and the project kicked into high gear. “On this pier, we began with eighteen 24-inch pipe pile,” said Mack. “The longest was 110 feet long. They were spliced on site. We moved forward with the precast caps. We had nine of those weighing about 31,000 pounds each. And following the caps were sixteen precast slabs which weighed about 24,000 pounds each. As far as the finger pier, that’s the bulk of the new exten-

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

sion, but we did have approximately 740 linear feet of timber fendering to demo and to reinstall on the existing pier. We also had 72 timber pile that we installed along both the new pier and the existing pier.” As has been the case throughout Cianbro’s tenure at The Wharf, access to the busy jobsite continues to be a challenge, with the work of landside contractors often complicating the delivery of materials to Cianbro’s waterborne team members. Meanwhile, a unique headache for the team centers on the fact that the jobsite is also an active pier. The facility is controlled by the government, with cruise ships arriving and departing daily, and the public coming onto the pier to board the vessels. “Safety is always a big issue here,” said Mack. “We want to be aware of our surroundings. We have two cruise ships that come in and out daily, with an exhaust that descends underneath the pier. We are doing work underneath the existing pier…utilities, mechani-

“Safety is always a big issue here. We want to be aware of our surroundings. We have two cruise ships that come in and out daily, with an exhaust that descends underneath the pier. We are doing work underneath the existing pier…utilities, mechanical, electrical. And we’re constantly monitoring the air underneath the pier to make sure it is safe for the guys to work. cal, electrical. And we’re constantly monitoring the air underneath the pier to make sure it is safe for the guys to work. Daily, we have to communicate with the cruise ships to make sure our guys aren’t in harm’s way when they’re coming in and out with those cruise ships.” In early spring, the Cianbro team moved forward with concrete pours for the pier’s topping slab. They stripped the form work and began the timber pile fender system that goes around the new extension as well as the existing pier. A loading platform is in the works for the Odyssey ship that will move to the new pier over the summer. After mechanical and electrical work was completed, the team installed a new fuel system for the cruise ships in preparation for their stationing at the new pier extension. Mack Susi has words of praise for fellow team members on the project. “I’d just like to say thank you for all the guys and girls who have been on this job,” he said. “We’ve had probably about 40 people come in and out throughout the last several months. The

mechanical-electrical crew has done great, especially for the first time working on water for a lot of them. They’ve put a great product out there, along with our civil crews that have been here for the last couple years. So, thanks to all of them and thanks to everyone who had a part in this project.” In late July, Cianbro’s Infrastructure team was awarded a significant amount of additional work at The Wharf. During a small portion of the work (Z-dock), Cianbro will act as a subcontractor to help install floating docks at the Wharf. This work includes a small amount of demo, driving of twenty-eight 16-inch steel pipe piles and eight 65-foot timber piles. Work will commence in August of 2016 and should wrap up in September of 2016. The large portion of the newly awarded work is the Recreational Pier at 7th Street. Work will commence in late 2016 at the Cianbro Morgan’s Wharf facility in Baltimore, splicing 18-inch pipe pile. Boots on the ground will occur in January of 2017 with an expected

finish in September of 2017. The work consists of driving one hundred 18-inch steel pipe pile with a total linear length of approximately 10,800 feet. Following the pile driving, precast concrete pile caps and precast concrete slabs will be installed. Once the structure has been assembled, a wooden decking will be installed. A small utility troth will be included for electrical and mechanical utilities throughout the pier. A perimeter handrail will encompass the pier to keep tourists safe and focused on the great highlights of the Recreational Pier. Interesting features will include a fire pit/ sculpture, swings, benches, a kiosk, and a large canopy. A floating dock will also accompany the fixed pier so the public can enjoy kayaking on the Washington Channel. With a unique curve in the pier, the 418 foot long structure will be a one of a kind on the Washington, D.C. waterfront and also a statement piece for Cianbro’s extensive marine construction resume. 4 64,811 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


LNG Vaporizer Replacement Project Oil, Gas & Chemical n

PPL Hosensack Wescosville 230 kV Project Power & Energy Market n

By Joshua Clark

The 2016 Memorial Day weekend marked the conclusion of the Hosensack Wescosville 230 kV Project. Since the New Year began, the crews constructed the remaining 7.5 miles of the nine mile project in Pennsylvania. This construction consisted of the demolition of 36 lattice towers, 10 monopoles, and installing the balance of the 795 conductor and structures. The team also had the task of working around the existing fiber and ultimately running the new fiber to assure no service interruptions upon cutover. On May 26th, PPL engineering department personnel flew the line for the final acceptance inspection and reported no corrective or deficient items found. Congratulations to the Cianbro team members who made the company’s first 230 kV project a success. 4 10,707 Project Safe Hours

By Julie Carmody

This past May, Cianbro was contracted to replace a vaporization system at a fully operational peak-shaving LNG Facility located in Massachusetts. The scope of work includes civil, structural, mechanical, piping, instrumentation, and electrical construction. Cianbro is dedicated to continuous client satisfaction and strives to develop longstanding relationships with our customers. Cianbro’s relationship with this customer spans more than a decade, and includes the successful construction of several electrical transmission and distribution projects. Over the course of 12 years, Cianbro has demonstrated an unwavering ability to construct projects safely and with high-quality craftsmanship. The company is extremely appreciative for the confidence that this client has placed in the Cianbro team, and is excited to further develop this relationship within the gas sector. The facility, which is critical to the area’s energy needs, has been fully operational since the 1960s, and as such, requires routine maintenance. Cianbro has considerable experience planning and safely executing projects within fully operational LNG facilities, making the company the ideal contractor to perform the work. This project entails the demolition and removal of existing equipment, restoration of the existing concrete vaporizer pits, and the installation of all equipment including; vaporizer burners, associated piping, transmitters, control cabinets, electrical cabling, conduits, trays, supports, combustion air blowers, and foundations. The project team will also modify the existing systems to accommodate the new equipment. The project team is led by Project Manager Steve Dube, Superintendent Kyle Pellerin, and Senior Project Engineer Bill Richardson. On-site construction began in early June and is scheduled to be completed in September of 2016. 4 11,159 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

The completed project

Holyoke Gas & Electric: Hadley Falls Fish Passage Infrastructure Market n

By Dan Butler

Spring of 2016 marked the successful completion of the Hadley Falls Fish Passage Project in Holyoke, Massachusetts. This completion also signified a milestone for the Holyoke Gas & Electric Department, which is a municipally owned utility, by satisfying their overall fish passage modification requirement. Eleven years ago, Cianbro was awarded the first phase of the Hadley project with the upstream passage fish lift contract. The upstream passage assisted aquatic species migrating upstream. The lift allowed fish to navigate safely, and afforded scientists and technicians the opportunity to count, study, and transport species as needed. In December of 2014, Cianbro was awarded the second phase – the downstream fish passage project. The downstream phase satisfied the permit requirement to aid all species in safe passage over the dam. Studies performed in the years preceding the actual design and construction of the contract determined that certain species navigating at mid-depths and deep-depths were not migrating downstream effectively. Designers, consultants and construction specialists conferred, and then developed a state-ofthe-art bypass system. This system used water hydraulics to attract aquatic species naturally into a series of mid-level and deep-level ductwork that would

The fish flume

attract and discharge them over the dam spillway in what could be described as a “flume” ride. Pre-construction began in late March of 2015 and continued through June of that year to prepare for direct work, which required specific start and end dates based on permitting requirements. The Cianbro team completed these preliminary activities ahead of schedule, which gave the project team an opportunity to focus on lessons-learned regarding river conditions and behaviors. On July 4th, work began in earnest with multiple upstream, downstream, yard, and subcontractor crews working 12hour days, seven days a week. Months of precise planning were now being implemented. Cianbro thrived with the complexity of the project, excavating hundreds of cubic yards of rock and sediment

approximately 35 feet underwater via barge-mounted equipment perched atop a functional dam. Excellence in this type of complex situation, with a scheduleconstrained structure where highly technical work had to be completed, is the type of challenge that Cianbro seeks out. The team sensed ultimate success after the project’s five drilled shafts had been placed and cured, and the rigging crews and divers had set the pre-assembled rack-structure system. The major component assemblies were installed between the months of September and November in a choreographed effort with Cianbro’s diving subcontractor and abundant cooperation on the part of Mother Nature. The capstone and marker for completion occurred on November 25th with the installation of the removable bypass. This marked the substantial completion of the project, 47 days (25 percent) ahead of schedule. The team attended to punch list items into early 2016. The success of this project began in its infancy with the ability to plan, to earmark the correct resources and engage them at the proper time, to develop healthy working relationships within the Cianbro team, to nurture client-representative interactions, and to manage new subcontractors. Effective teamwork between Cianbro, the client, subcontractors, and support groups in Maine, Bloomfield and Baltimore exemplified a key pillar that continues to ensure our company’s achievements. 4 7,432 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




By Alan Grover

Senior Project Manager for Development Darryl Brown passed away earlier this year; and during the closing days of his decades-long career as a land development expert, a business owner, a Maine state legislator, a government appointee and lastly, as a Cianbro team member – he had a heartfelt message for Chairman and CEO Pete Vigue. “Of all the places I ever worked,” said Darryl, “I’ve never worked for anything like Cianbro. The way you guys received me, the way you treated me, the way people collaborated with me, I’ve never experienced anything like this – not even close.” Whether among the company’s own team members, or among the clients and members of the public that the organization serves, Cianbro has a reputation for uniqueness. A fervent belief in integrity – a value passed down through the years from the founding Cianchette family to the Cianbro of today – is a cornerstone of the company’s one-of-a-kind culture. The time honored small town values out of which the firm was born in Pittsfield, Maine in 1949 give the ever-growing Cianbro of the 21st Century such traits as a desire to honor promises, to treat all people with dignity and respect, to put a priority on the safety and health of the team, to work together with all parties toward resolutions and away from litigation, to educate and train, to produce high-quality results in whatever

Thinking Outside of the Box endeavor the team sets out to accomplish, and to share the fruits of the organization’s hard work with all of the employee-owners who have worked hard. These are not necessarily individual traits that Cianbro owns exclusively. But it is a unique combination of values that the organization pursues with an uncommonly intense vigor, seasoned with a dash of the company’s wellknown penchant for innovation. How else to explain the fact, for instance, that Cianbro’s work on behalf of safety literally transformed the construction industry worldwide when the organization took up the task of modifying a parachute harness to create fall protection that is now used by construction workers around the globe? How else to explain the recognition given to Cianbro by the American College of Occupational and Environmental Medicine as the healthiest and safest company in America? Cianbro is also the largest employee-owned company in Maine, the second largest in New England and the 29th largest in the nation. High quality

projects like the Air Force Memorial near the Nation’s Capital; the undersea HVDC cables connecting Long Island with power sources in New Jersey; the newly rising Sarah Mildred Long Bridge on the border of Maine and New Hampshire; the new hospital facilities at Eastern Maine Medical Center; and countless other successful endeavors – all serve to illustrate Cianbro’s unique perseverance, problem-solving skills, and Can-Do Attitude. Behind the milestone accomplishments of the company are less publicly known traits and achievements that contribute to Cianbro’s uniqueness, such as the tremendous value that Cianbro places on education and training. This value surfaces in headlines at times, due to recognition such as the March 2016 award bestowed upon the company by the New England Board of Higher Education for “business contributions to higher education.” As the yearly roll call of award recipients will attest, other outstanding organizations receive this sort of recognition alongside Cianbro. The uniqueness of Cianbro’s contribution is made visible by unheralded actions, such as the multi-million dollar effort to train new welders in the late 2000s when scores of skilled team members were needed to complete the Motiva Refinery Expansion modules project. Cianbro invested heavily in the training, knowing that whether the welders stayed with the company or moved on to other firms after the project was completed,

Cianbro-built refinery modules travel by barge beneath Cianbro-built Penobscot Narrows Bridge 22

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 investment would be beneficial to the industry. Other quiet traits contribute to Cianbro’s unique culture, including the company’s desire and ability to stay out of the courtroom. Whereas it is common for large modern firms to have large modern legal departments, Cianbro has developed a reputation for resolving potentially litigious issues amicably. “We don’t go to court, because it takes too much energy, it takes too much time, and it’s ineffective in terms of satisfying everybody’s needs,” said Pete Vigue. “When you go to court, somebody is going to win and somebody is going to lose, and inevitably somebody is not going to feel good about it. So, what is inappropriate about sitting down and saying, ‘Let’s resolve this and get it over with, and we’ll both be better for it?’” The importance of bringing people together is a Cianbro value that quietly extends into the organization’s workforce also, adding a unique cohesion to the team. The structure of the company is designed to foster cooperation and collaboration, to resolve disputes between team members in an amicable way, and to give everybody a chance to contribute innovative ideas that are met with an attitude of dignity and respect. Thus, intensive teamwork is celebrated within the company and has become one of the organization’s most powerful strengths. All of these unique traits, and more, combine to form the organization’s one-of-a-kind character and history. In the final analysis, Cianbro is a construction firm that strives to build people and relationships first – relationships within the team, relationships with clients, relationships with communities, relationships with fellow engineering firms and construction organizations – before attempting to build the complex projects for which the company is renowned.

Building Relationships Before Building Projects: Comments from Cianbro’s Partners “Cianbro has such a reputation down here with movable structures. I’ve heard it from our consultant engineers that they’ve worked with Cianbro before, and have quite a bit of confidence in them when it comes to these complex structures. And I think it has shown throughout the project, some of the engineering that has come through for some of these temporary structures – our cofferdams, and just some solutions to working in these tight areas – has really impressed me. Many of our other contractors are a lot smaller and they don’t have that capability on their own. And to know that Cianbro has that kind of capability in-house has been able to give us an answer to questions a lot quicker than many other contractors might be able to provide. So, that’s been a big impression on me, that the size of the company and the knowledge base is just very vast, and it’s pretty impressive.” Jason Stetson, MDOT Civil Engineer, Gut Bridge Replacement Project “About five, maybe six years ago, we started asking companies to take a little bit of time out of a work week – just maybe 15 minutes or half an hour – and focus on the issues of falls. Falls have been an emphasis area in New England for well over a decade, and I am pleased to be able to tell you that falls are not the leading cause of death in the construction industry in New England, which is excellent. That’s a tribute to the hard work you do every day to stay present in your jobs, to pay attention to what you are doing, to pay attention to what your co-workers are doing, and the hard work that companies like Cianbro are doing to make sure they have really good safety and health programs.” Maryann Medeiros, OSHA Area Director – Maine “Cianbro has been a great partner. They’ve really augmented our own team. They’ve provided feedback on designs. They’ve provided feedback on execution plans. They’ve helped us with procurement issues – some of which weren’t even Cianbro’s to begin with. And we’ve been able to get by with a very small team as an owner representative because we’ve had a contractor as capable and competent as Cianbro, with all of the horsepower that they bring to the table. It’s been a very, very good experience.” Tom Dorsch, IGIC Project Director (parent company of St. Croix Tissue), Black Bear Tissue Machines Project Air Force Memorial

Portsmouth Naval Shipyard Bridge #1 Pedestrian Safety Improvements Infrastructure Market n

By Carlos Kwakutse

The team at the Portsmouth Naval Shipyard Bridge #1 Project embodied Cianbro’s historic standards for quality and strong contractor-client relationships. The team’s outstanding performance on the project led the owner to award additional work. Client satisfaction only strengthened Cianbro’s reputation with the Shipyard and resulted in engagement for future work. This additional work, awarded on May 20th, addressed pedestrian safety concerns at the north approach to Bridge #1. It included two sidewalks on either side of the north-end roadway, installation of vehicle guardrails, replacement and relocation of an existing light pole, and 110-linear feet of concrete barrier on the east side of the approach in order 24

to protect pedestrians from vehicular traffic. The re-grading and drainage upgrades involved excavation, milling and paving of the north approach, as well as installation of the roadway’s catch basin and drainage pipe to connect the existing drainage system. The additional work was completed at the end of July with the exception of final demobilization and documentation. The project came with challenges but the team was equipped to complete the task successfully. The bridge and roadway continued to be operational for vehicular traffic except between the hours of 7:30 a.m. and 2:30 p.m., and was accessible to pedestrians 24 hours a day, seven days a week. Foot traffic was diverted to the west sidewalk while the team worked diligently to complete the northeast end of the sidewalk. Adhering to the schedule was crucial in order to meet the due date for transferring pedestrians to the east sidewalk and initiating

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

efforts on the west sidewalk. Another challenge the team tackled was the excavation of an approximately 50-foot long by 4-foot deep trench for a drainage pipe, including the installation of an 8-foot deep catch basin during the daily 8-hour traffic outage window. The project team, in cooperation with the subcontractor who installed the drainage, developed a plan to complete the task safely. In addition to the project challenges, there was a concerted effort by the entire team to direct pedestrians through designated safe-sidewalk areas, in compliance with Cianbro’s safety tenet. The project team completed a competent and thorough pre-planning process, and as a result, the team completed the work safely, efficiently, and to the owner’s satisfaction. 4 25,669 Project Safe Hours

Portsmouth Naval Shipyard Drydock #3 Infrastructure Market n

By John Lee

The drydock team has completed two major milestones at the Portsmouth Naval Shipyard on time and without injuries. The project has been a great showcase of Cianbro’s can-do spirit and broad variety of expertise and assets. The first milestone involved installing a Fiber-Reinforced Plastic (FRP) sheet wall around the exterior of the pump well before the end of the “inwater work” window. The first step of achieving this milestone was to inject grout in the existing construction joints of the exterior pump well walls. Using knowledge gleaned from Bridge #1, the team utilized the same diver platforms from Bridge #1 to provide safe access for the divers. A combined effort from Cianbro and Pepperrell Cove Marine worked to complete the grout injection through the winter months. The next step was to roll the FRP sheet wall into place and secure the wall with anchors. The dry dock team came up with a track system to roll the 64 linear foot long by

40 linear foot wide FRP sheet wall under the existing dock. The final step of the FRP sheet wall installation was to tremie pour concrete behind the sheet wall. The second milestone that the team completed was the main dewatering pump installation. After review of the contract, the project team presented a plan allowing the removal of both main dewatering pumps simultaneously. Approval of this procedure allowed the team to reduce equipment durations and the overall schedule of contract activities. The 90-day Drydock Certification required reinstallation of the pumps within a shortened window, causing acceleration of civil, structural, mechanical and electrical activities to meet an important deadline for the client. The crew provided timely updates on the day-to-day activities, which allowed the engineers to reassess current designs. Meanwhile, the electrical crew worked closely with Naval Sea Systems Command (NAVSEA) operations to alter the intended design and provide a better product for both parties. The work required for recertification was inclusive of: removal/rehabilitation of main dewatering pump/motor, removal/replace-

ment of a 6 cubic yard concrete beam, 100 square foot concrete beam rehabilitation, removal of HVAC components, removal/replacement of electrical motor feeds, removal/infill of existing sluice gate, removal/replacement of drainage piping system and reinstallation testing of main dewatering pumps. The team has overcome many challenges along the way and is now working with the owner to design solutions to some of the existing issues in the pump well. The collaboration between the client, engineers of record, and the project team has shown flexibility and intuition, providing solutions to all discrepancies uncovered during construction. On more than one occasion, the team has worked whatever schedule was required in order to get the submarine in dock. The project team would like to give a special thanks to Cianbro Fabrication and Coating Corporation, the Temporary Design Group, the Equipment Group, the Quality Control Group, the Form Design Group, the Human Resources team and all the other Cianbro contributors to the success of the project. 4 35,976 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


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

By Matt Smith

In the spring of 2016, Baltimore Gas and Electric (BGE), a subsidiary of Exelon Corporation, awarded a project at their Spring Gardens facility to Cianbro. The natural gas distribution facility has been in operation since 1855 and provides gas services to Baltimore City and the surrounding counties. Cianbro has successfully completed projects at other BGE facilities; however, this is the company’s first natural gas distribution project for BGE. The scope of work includes the fabrication and installation of a new 36-inch aboveground pipe header system with seven 24-inch lateral connections, a new 8-inch aboveground pipe header system with eight 8-inch lateral connections, installation of twelve new pipe and valve foundations, and tie-in to the existing medium pressure distribution system. This new system is part of a multiphased conversion project, and the Phase 1 conversion will be used to isolate the existing valve house system to facilitate future planned modifications and upgrades.


The existing valve house was constructed in 1914 for the purpose of routing manufactured gas to and from collapsible gas holders and to the medium pressure natural gas distribution system that services Baltimore City. This system is a major distribution point that supports daily gas dispatch of liquefied natural gas (LNG) vaporization send-out operations. Cianbro received the go-ahead to begin construction on April 4, 2016 to coincide with a period of reduced demand for natural gas so the system could be shut down and a temporary by-pass installed. After installing the bypass piping, the Cianbro crew excavated an existing 30-inch line so it could be cut and filled with flowable fill prior to moving into the new foundation work. In an effort to mitigate site congestion hazards, the Cianbro team presented the BGE Operations team with an alternate pre-fabrication plan for the header systems. The plan entailed relocating the piping and fabrication to Cianbro’s Fabrication & Coating Facility (sub-

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

sidiary of the Cianbro Companies) in Baltimore. This reduced site congestion and improved efficiency and productivity by allowing the fabrication work to happen concurrently with the site civil excavation and concrete activities. This is a prime example of utilizing Lean construction techniques to evaluate projects for continuous improvement. The excavation and foundation portion of the project presented many challenges that required extensive planning and communication efforts with regard to existing underground utilities and cast iron gas mains dating back many years. The team has worked harmoniously with the BGE Operations team to identify and remove the numerous underground obstructions. This effort has required the team to utilize multiple shoring systems, including trench boxes and slide rail systems, for the installation of the new foundations. The team has met every challenge head-on, and is on pace to finish the project ahead of schedule. 4 10,419 Project Safe Hours

National Safety Week 2016 If you didn’t know better, you’d think that the rescue effort at the Sarah Long Bridge project was the real thing. Assistant Safety Manager Mike Franck got the call that a team member was injured at the bottom of Drilled Shaft Number Eight, and the Cianbro team immediately activated its emergency response plan. The alarm sounded on site, and the nearby precast yard was notified to form a human chain which

Safety Stand Down during National Safety Week, an event that gives construction companies in the United States a chance to refocus attention on preventing the roughly 150-thousand physical injury accidents in the industry per year. “We invited OSHA to our jobsite for a fall protection stand down which is today,” Mike Franck explained. “We’ve also got local agencies, with the Portsmouth Fire Department and the Port Authority. We’ve got a bunch of different agencies here to go through our safety response plans, and talk a little bit about why safety is so important to us. We take it very seriously. We’ve

would direct emergency responders to the exact location of the accident. Other team members delivered rescue equipment to the shaft, including an air monitor to test the air at the accident scene before two men were sent down to assess the situation. The team was able to patch up the injured victim, strap him securely into a stokes basket complete with tag lines, and raise the team member from the shaft with a winch designed for just these types of emergencies. As the mock victim awaited transport to the hospital, OSHA guests at the demonstration observed the procedures and led the way on a collection of questions from the assembled crews. It was all part of the annual Fall

got over 130 people on this site, and everybody has got the right to say, ‘Let’s stop what we’re doing and reassess the situation.’ And everybody has got each other’s back. It’s all about attitudes, and respecting, and trust.” All week long, Cianbro’s Sarah Long Safety Team highlighted various aspects of the effort to stay safe. On Monday, the topic was Emergency Evacuation Plans. On Tuesday, the team talked about Situational Awareness. Wednesday saw a focus on Health and Wellness. Thursday was the Mock Rescue, and on Friday, the focus shifted to Safety at Home. At a morning gathering of team members prior to the mock rescue drill,

Safety n

By Alan Grover

Cianbro’s HSSE Manager Scott Knowlen reminded the team about the basic significance of working safely. “Why is it important?” he asked. “It’s not because Cianbro tells you to, not because your supervisor tells you to, not because Mike Franck is watching – why is it important to you yourself to work safe? For a lot of us, it might be our families that depend on us at home. That’s a very common reason, a very good reason. Why do you take the time to go get your gloves? Why do you take the time at home to put on hearing protection or safety glasses when you mow your lawn? If you’ve thought about why it’s important to you, you’re much more likely to do that rather than cutting corners and thinking, ‘It’s just going to take a minute. I’ve just got to do this one thing.’ But that one thing could cost you a hand or a finger or an eye, or worse.” OSHA’s Area Director in Maine Maryann Medeiros summed up the stand down effort by pointing to improving statistics in the area of fatal falls. “I am pleased to be able to tell you that falls are not the leading cause of death in the construction industry in New England, which is excellent. That’s a tribute to the hard work you do every day to stay present in your jobs, to pay attention to what you are doing, to pay attention to what your co-workers are doing, and the hard work that companies like Cianbro are doing to make sure they have really good safety and health programs. Unfortunately, about every single day in the United States, a construction worker dies from a fall. Sadly, in Maine, the last one was just about three weeks ago, a man in his forties, a dad, a husband working on a very large residential construction on the coast fell 16 feet, just 16 feet to his death, a small company, a sub of a sub, a handful of workers on the site, one of them was his son… it happens every day somewhere in this country. Make this real for you, because this is real for hundreds and hundreds of families around the United States, every single year.”

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


Black Bear Tissue Machines Project Industrial & Manufacturing n

By The Project Team

Down East in Baileyville, Maine, upwards of 300 Cianbro team members have been working on a variety of projects at the Woodland Pulp and Saint Croix Tissue mill for nearly a year. These projects are not only filled with examples of innovative solutions to challenging problems, they are also made up of large quantities of work: more than 110 miles of cable, over three miles of tubing and more than ten miles of process piping. The centerpiece of Cianbro’s efforts – the Black Bear Tissue Machine Project – includes hundreds of pieces of new process equipment, many located in tight spaces requiring considerable creativity to install. When Cianbro’s mechanical crews were faced with only 18 feet of head-


room in an existing building where two 24,000 pound, six foot tall vacuum pumps were to be installed over the top of a five-foot drive foundation and down onto a two-foot tall foundation, the initial plan relied on jacking and cribbing. Cianbro’s team put their heads together and came up with an alternate strategy that involved drilling a small hole in the floor overhead and then using the upper floor’s house crane to lift the vacuum pumps without any time consuming jacking. Next, steel channel tracks were positioned horizontally and the vacuum pumps were slid 60 feet and 30 feet onto their respective foundations. The innovative approach saved a lot of time and money – but Cianbro’s mechanical crews were not yet done innovating. When the Dissolved Air Flotation (DAF) clarifiers came in, it looked like these 14 foot diameter by 24 foot tall, 17-thousand pound tanks would have to be partly disassembled in order to be rigged into place. After some brainstorming, Cianbro’s crews determined that instead of partial disassembly and tipping the vessel to install it up thru a hole in the

East Mezzanine, there was a faster, safer and less costly approach. The team removed a couple pieces of existing wall steel, floor steel and girts; lifted the DAF using an overhead crane in the Tissue Machine Hall, and rolled the vessel in an upright position into the # 4 Paper Mill Building on the re-used vacuum pump channels. With careful planning, the team slid the DAF into place in the vertical position without a hitch, thereby earning the compliments of the client for the cost-saving approach. In the tradition of innovative thinking, Cianbro’s rigging crews were seeking solutions to challenges of their own. One task involved the search for a less costly method for installing three stacks (each in two pieces and less than 1,800 pounds in weight) thru the roof of an existing building far from good crane access. The team first considered renting a 600 ton crane with 160 feet of luffing boom to get the job done. But a team member thinking “outside the box” soon sparked another strategy. The team member was familiar with the unique hoisting applications that Cianbro’s Transmission & Distribution crews employ using helicopters. After a few weeks of intense planning and coordination, the Cianbro team wrote a purchase order to a New Hampshire firm that owned a suitable helicopter. Then, on a weekend in mid-January, the company successfully set all three stacks, in six short trips, from Cianbro’s nearby laydown yard. The extensive planning efforts involved more than a dozen project stakeholders and governmental agencies, but were well worth the time as the lift ultimately saved 80-percent of the original cost estimated for the large crane. Cianbro’s piping crews were also challenged by the tasks set before them by the owner’s critical schedule. The team had been tasked with running pipe even before some of the process equipment had been set into place and before

design drawings were completed. These challenges were overcome in many innovative ways, not the least of which was the use of a 3D computer model. The visualization software was used not only for clash detection, but also to supplement the various other drawings in order to determine where to place (and not place) many of the lines. Pace is critical with every trade, but especially so in piping when the overall quantities of material are still being finalized. For Woodland Pulp and Saint Croix Tissue, Cianbro’s piping engineers and supervisors devised an innovative solution to help communicate pace. They provided pipe crews with a Project Specific Template which could be used to calculate the work hour budget for each pipeline based on the count of footage, welds, hangers and valves. This provided the crews the insight they needed for daily and weekly pace (production goals). Another innovative tool used by Cianbro pipe teams was the internal punch lists maintained by the engineers and general foremen. These tools allowed the crews to track the missing pieces in each system and prioritize them so that the job moved smoothly toward completion within the framework of deadlines. Finally, after Tissue Machine # 1 was completed, Cianbro’s pipe crews were able to use the full scale, life sized TM-01 as the model for TM-02, less than 100 feet away. This innovative idea allowed all the crafts to improve their performance significantly during the assembly of TM-02. Just upstream from the mill on the Saint Croix River, Cianbro’s hydro crews have been hard at work rebuilding the 1923 vintage vertical water turbine at the Grand Falls Hydro Project. The unit suffered a thrust bearing failure in late 2015. This thrust bearing was originally built by Kingsbury, Inc. and so it was removed and sent back to them for reconditioning. In the turbine design, each of the six thrust bearing shoes is set on a jack screw. To eliminate dry starts, newer units often have ports in the thrust shoes, along with an oil pump and a system to supply lubricating oil directly between the shoes and thrust runner. This

configuration is called High Pressure Lift (HPL). Due to the fact that Cianbro crews had worked with Kingsbury’s representatives on another project, the team knew of a bearing loading method used on machines that have HPL oil systems – a gauge can be installed in the hose going to each shoe to monitor the oil pressure at each thrust shoe when the pump is running. Equal pressures mean equal loading of the shoes. By having the shoes ported, a temporary oil supply system can be connected to them for use during alignment. This greatly reduces the time spent adjusting the shoes compared to other methods. Cianbro’s experienced crews knew how much time and effort could be saved with this innovative feature. The hydro team was able to convince the client that by having Kingsbury port the shoes while the components were being reconditioned, the cost would be more than offset in savings during the alignment. Conceivably, alignment times could be cut by more than 50-percent, and the crew size required to “walk the rotor” could be reduced from upwards of a half dozen team members down to only two. Cianbro’s crew gathered and assembled the hoses, fittings and gauges to build the manifold supply system while the client’s project manager located a pump at the mill that would work for the alignment. Meanwhile, Cianbro’s electrical crews were challenged to pull more than 110 miles of cable on the project. Some of the biggest cable was the five inch thick, 15 kV primary power pulls which were each 1,130 feet in length. Each

run twisted and turned through and over many existing buildings with an average of 12-90 degree bends. To minimize stress on the cable, Cianbro used many sheaves and three separate cable tuggers, plus a motorized cable stand to feed the cable. Due to planning, teamwork and innovative thinking, these runs were all accomplished safely and with no issues. Another complication faced by Cianbro electricians on this fast-track job was the goal of putting work in place by afternoon upon receiving drawings only a few hours earlier, in the morning – a standard that would result in challenging material lead times. Cianbro’s electrical leadership team worked with a key supplier and the client to set up an onsite store, in the form of a “consignment trailer.” The trailer was stocked with generic materials, and as soon as a drawing was received, the team was able to purchase and install most materials within hours. Finally, Cianbro’s construction engineers also identified cost-savings for the client, thanks to some innovative thinking. Working closely with a likeminded client, Cianbro teamed up on a wide variety of ideas – everything from specification changes, material substitutions, weld types, and reusing salvaged materials and equipment were considered. In the end, Cianbro and Saint Croix engineers were able to identify and implement more than $2.5 million in project cost savings. “Imagination is more important than knowledge.” ~Albert Einstein 4 56,659 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


Gut Bridge Opens on Time Infrastructure Market n

By Alan Grover

May 25th, 2016 was a pretty important day for the fishermen, residents, and visitors in and around the quiet seaside community of South Bristol, Maine. For nearly two years, bridge builders from the Maine Department of Transportation, Cianbro, and various subcontractors had been looking forward to the day – the deadline for putting traffic over a brand new single-leaf bascule bridge, and for putting fishing boats beneath the movable span. The new bridge replaced an old swing bridge that was built in the 1920s, a structure that had become unreliable with age. “It was obviously reaching the end of its life span,” said Maine Department of Transportation Civil Engineer Jason Stetson. “It was starting to become a maintenance issue. There were times when they would open up the bridge and the machinery was getting so worn out that it would either skip a gear or jump off its track, and there were just numerous issues that would either cause the bridge to be stuck in the open position or the closed position. Both situations caused a problem for either a vehicle commuter or someone on a boat that wants to get through the channel.” The project got underway on September 8th, 2014. The team started with what they called “Season One,”


which was basically a period of prep time. Crews did all the work that they could around the existing bridge without interrupting the old span. It would be 13 months, October of 2015, before the state would give permission for Cianbro to shut down the channel to boat traffic. Once that day arrived, the Cianbro team had 213 days to demo the existing bridge, build a temporary bridge, build the new bridge, and then demo the temporary bridge. “The crews worked around the clock ever since January 1st, 2016,” said Project Manager Andrew Hallett. “We worked seven days a week, 24 hours a day to maintain the schedule and get the project done on time.” Among the most daunting challenges faced by the crews onsite was the extremely confined spaces that the team had to work in. In some cases, the crews were building structures within inches of existing homes, and striving to do so without creating any disturbances to the townsfolk. Over time, a bond formed between the hardworking team members on the ground, and the patient citizens of South Bristol. Everyone was aware of the importance of the new bridge to the men and women of the area. “It’s a very active fishing port,” said Jason Stetson. “There are lobstermen, bait fishermen, people that go out scal-

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

loping, and it’s a major economic push in the area to get out there and fish these waters. For the fishermen to have to deal with a bridge that was not working properly on a regular basis – it caused them to go around the island. They’d have to drive their boats around Rutherford Island to get either to the fishing grounds, or back to the co-ops to sell their products. And that’s an extra 1520 minutes from what I’ve heard from them. It was an added fuel cost, and cut into their way of life. The area is also very active with tourists. So, the fact that we now have a bridge that works properly – it can open and close quickly and reliably – will allow both vehicular traffic and marine traffic to flow freely, which will really benefit everybody.” A number of local townsfolk came down to the jobsite to watch the project daily. Project Manager Hallett said everyone was complimentary of the way Cianbro worked and how the crews acted within the community. “It’s a very small community,” said Andrew. “And everyone enjoyed the Cianbro team members. Everyone talked very highly of them. The townspeople liked the way we do business. One of the things that we were told quite a few times is, they knew this was a very small site and there was a lot happening. And people were always surprised at how

neat and organized the site was for being such a small site. A lot of the local people also commented that the crew had been working seven days a week, 24 hours a day since January. So that’s through the coldest time here in Maine, and a lot of the local folk were surprised that the team would work in that type of weather. They were very complimentary of the guys and girls for being out here and actually sticking through it and getting the work done in some of the extreme weather we had.” MDOT’s Jason Stetson said he thought the project went very well, despite the obstacles and the long hours. He acknowledged that it was a nice sense of relief to see all of the plans and tasks coming to fruition. “Cianbro has such a reputation down here with movable structures,” Jason said. “I’ve heard it from our consultant engineers that have worked with Cianbro before, and have quite a bit of confidence in them when it comes to these complex structures. And I think it has shown throughout the project – some of the engineering that has come through for some of these temporary structures, our cofferdams, and just some solutions to working in these tight areas – has really impressed me... So, that’s been a big impression on me, that the size of the company and the knowledge base is just very vast, and it’s pretty impressive.” 4 98,099 Project Safe Hours

Eastern Shore Natural Gas – Compressor Station Expansion Projects Oil, Gas & Chemical n

By Bruce Brown

Eastern Shore Natural Gas (ESNG) has awarded Cianbro two compressor station expansion projects: The Delaware City Compressor Station and the Bridgeville Compressor Station, both located in Delaware. We are appreciative of the confidence that ESNG has for the Cianbro team to complete these projects. This is not Cianbro’s first time working with ESNG, a subsidiary of Chesapeake Utilities Corporation (NYSE: CPK). Cianbro successfully completed ESNG’s Daleville Compressor Station Upgrade Project in 2013. One of the highlights of these exciting projects entails the installation of new Caterpillar 3606 natural gas-fired reciprocating internal combustion engines. Each new compressor will have state-of-the-art air pollution control equipment coupled with an Ariel JGD/4 reciprocating gas frame and pipeline cylinders. The civil and site work includes site preparation, grading, erosion control, storm water management and site restoration work. The mechanical scope entails installation of all above and below ground mechanical piping including main gas, fuel/start gas, utility gas, lube oil, engine jacket/auxiliary water, instrument air, ancillary and waste fluid pipe. The projects also involve complete electrical and automated controls installation, including power, control, and required hazardous location wiring assemblies. The systems include installation of a Motor Control Center, power panels, UPS system and a backup generator for the stations. The scope of work also entails the erection of compressor and control buildings. The projects are currently underway with pipe spool fabrication. The strategy to prefabricate the majority of the mechanical pipe spools will help improve quality, as this work is being performed indoors within a conditioned controlled space. The projects commenced on-site construction in mid-summer of 2016 with a projected completion in January of next year. For more information on ESNG projects, please visit their website at 4 3,822 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


Madison Solar Power & Energy Market n

By John Daley and Kendra Underhill

In June of 2016, Cianbro signed a contract with Advanced Solar Products from New Jersey to build the largest solar farm to date in Maine history. The site is located within the business park in Madison, Maine and encompasses approximately 27 acres. The facility will have an output capacity of 4.1 megawatts of clean renewable energy to the local grid. The site has presented some challenges during clearing, grubbing, and final grading. The 27 acre lot is located on the side of a hill with an abundance of boulders and wet conditions. The onsite team has been fortunate to have Cianbro Environmental Manager Lauren Lohn guiding the way through the many challenges. Lauren has worked closely


with operators Jeff Chandler, Darin Merrifield, and Rob Stewart. The equipment installation consists of 14,454 solar modules, 116 DC inverters, three AC combiner panels with vaults, a data acquisition system, and 6,400 linear feet of perimeter fencing. The transformers and interconnects will be installed by Madison Electric. The electrical installation includes nearly a million feet of AC/DC conductor, 20 thousand terminations, 30 thousand feet of underground conduits, and grounding. Project superintendent Robert Mayhew will be leading an experienced supporting staff including Electrical General Foreman Rob Bunnitt with help

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

from Andrew Aldrich and Jim Malonson, Civil / Mechanical General Foreman Jeremy Moody, survey engineer Ryan Lockhart and Project Engineer Kendra Underhill. THE FUTURE OF SOLAR

Through the efforts of Cianbro’s

Ernie Kilbride, Dave Parsons and Phil Dube, Cianbro is well positioned to be

a key player in the solar industry. These team members have established strong relationships with developers, financers and industry leaders. Currently, Cianbro has several projects in various stages of development and the future looks bright. 4 3,775 Project Safe Hours

Reaching out for Cianbro and the Construction Industry Cianbro Institute n

By Jon Sacks

Cianbro’s greatest asset has always been the people who have made up the company. It is the team members of Cianbro who not only put work in place but who move the company forward as a World Class organization. It takes people with a diversity of skills and aptitudes to fill the thousands of positions that comprise the Cianbro team. Whether the company is looking at the people who will be working the next project, or those who have yet to enter the workforce, attracting the right people is a critical function for Cianbro. Who will be the team members of the future?

There are real challenges – not only for Cianbro but for the entire construction industry – when it comes to attracting, developing, and employing the people who will build the projects of the future. Demographically, the challenges are significant. The median age of the construction worker nationally is between 42 and 45 years old. A whole generation of Baby Boomers is retiring, and construction is competing for talent with every other industry in the country. What to do?

Recruiters need to be where the upcoming generation is, not only on behalf of Cianbro but on behalf of the entire construction industry. A primary goal of recruiters necessarily must be to communicate the numerous and varied opportunities of the construction field to the nation’s students, teachers and parents. The message is simple: “The industry is broad, diverse, rewarding and fun; there are multiple pathways to gain the needed skills; safety and team work are mandatory; and of course, Cianbro is

Associated Builders and Contractors of Maine (ABC) Craft Championships

an outstanding company to join.” What is Cianbro Doing?

The Cianbro team understands the value of reaching out to young people, who are the team members of the future. Many students and teachers are unaware of the opportunities afforded by a career in construction, the pathways into the industry, or the rewards – both financial and personal – for men and women. Each year, countless hours are spent by team members to deliver the message to young people in educational and other venues. On the corporate level, the Cianbro Institute spends significant human and material resources toward this end. And on many local projects and in regional offices, team members are inde-

pendently engaged in outreach activities in their communities. Some of Cianbro’s outreach activities within the last year include Totally Trades (focused on high school and middle school age girls), judging and supporting contests for Skills USA at the school, state and national levels; Downeast Construction Education Foundation/Craft Championships in Maine; Associated Builders and Contractors Construction Rodeo in Connecticut; New Hampshire Career Days; Jobs for Maine Graduates; Junior Achievement; Rangeley Boot Camp outreach; Anne Arundel Workforce Development outreach; and last but not least, Cianbro’s Bring Your Child to Work Days for our own kids.

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 following team members have each devoted a quarter century of service to Cianbro. Chairman Pete Vigue and Cianbro Corporation President Andi Vigue offer comments on the contributions that each

YEAR RECOGNITIONS for 2015 team member has made towards the company’s success…

Brian Hartness

Brian is a hard working team member who is always ready to rise to the challenge and take on a tough assignment. His enthusiasm and energy for what he does have contributed to the accomplishments of dedicated team members under his leadership. Kris Ballard

Kris is a true leader – openly dedicated to the safety and well-being of his team. His hard work, knowledge and values have influenced the lives of all those he has worked with. Philip Dube

Phil does a great job of listening to our customers and supporting their needs. He considers all aspects of a problem before making a decision. Because of this, he has built many trusting relationships with our customers. Doug Wyman

Doug is a dedicated team member who is always looking for ways to save money on the project. He is a natural morale booster wherever he goes. He is able to perform several different trades, which has made him quite an asset to the company. Allan Harriman

Allan is a very valuable team member. He has the skills to perform several different trades and can and will do any job asked of him. He is a great Cianbro team member and an asset to our team.


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

Aaron Wedgewood

Aaron’s greatest strengths are his diverse skills and knowledge of construction as well as the care he has for his team. He has worked on many different projects in different capacities. He has a keen eye for safety and ensures that our teams remain safe. Daniel Wyman

Dan is always willing to go wherever he is needed without a complaint. He is a topnotch team member with a “can-do” attitude.

Vera Bryant

Vera is always willing to do whatever it takes to get the job done. She has worked both in the field and in an office setting. She is very good at understanding what we need and working with in-house and external partners to build quality software and ensure successful project implementation. Rick Fish

Rick has worked with the fabrication team for years, and knows the Pittsfield shops inside and out. He has worked diligently for years to make these facilities a place that everyone can be proud of. Rick always looks out for the best interests of Cianbro and of all our team members.

Letters We Like to Receive

There’s No Match for Us n

By Rachel Porter

As a 100 percent employee-owned company, Cianbro believes that personal savings and investment are important in order to achieve long-term goals toward a meaningful retirement. The Cianbro Team Equity Plan offers many different options for retirement savings, including a traditional 401(k), Roth 401(k), Profit Sharing and a ConStruct account. Here’s a breakdown of how each account offers a different way of saving: Traditional 401(k): This provides team members with the opportunity to put aside part of their income towards retirement. The contributions are made before taxes are taken out. Taxes are not paid until the money is withdrawn from the retirement account.* Roth 401(k): Similar to the traditional 401(k) contributions, these contributions are a way for team members to put aside part of their own income towards their retirement. They pay the tax on the Roth 401(k) contributions before they go into their retirement account, so

that they won’t have to pay taxes on the contribution or any earnings when they withdraw the money in retirement.* ConStruct: These are contributions that are earned while working on a craft on a Davis Bacon project. They are part of the fringe benefit on the job and are invested in mutual funds in your retirement account.* Profit Sharing: This is a way for the company to contribute towards eligible team members’ retirements. They are discretionary contributions based on profits for the year. Part of this account is invested in Cianbro stock and the rest is invested in the mutual funds that team members elect.* Cianbro has implemented autoenrollment upon hire – with the team member responsible for a contribution of three percent – to get people started at saving for their future as soon as possible. Also, anyone who chooses to remain in their retirement program will see an automatic increase in their contribution by one percent each July until they reach

ten percent. The company has structured the plan in a way that sets team members up for future financial success. And despite the fact that it is often easy to forget about your retirement account, we won’t let you! One question that team members frequently ask is, “Why doesn’t Cianbro offer any sort of employer match?” The truth is that the company offers something much better – profit sharing! Employer match programs usually require team members to make contributions that are steep enough to be eligible. At Cianbro, we want to contribute to everyone’s retirement, even if they don’t have the financial means to do so themselves. With profit sharing, Cianbro is able to offer an equal percentage of compensation to someone who contributes ten percent of their wages to their 401(k) during the year, as we can to someone who contributes no percentage of their wages to their 401(k) during the year. As “owners” of Cianbro, we are all rewarded financially for our responsible behaviors, actions and attitudes, no matter what our personal financial situation might be. *For more information on any of the accounts described, please contact Rachel Porter at 207-679-2170.

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


Dominion Virginia Power Line #1 Rebuild Project Power & Energy Market n

By Josh Gale

In late January of 2016, Cianbro was awarded a contract by Dominion Virginia Power for the rebuild of Line #1 from Crewe substation to Fort Pickett substation. The contract was secured by a joint effort between operations and estimating, led by Power & Energy Market (P&E) Estimator Chad Allen with support from P&E Project Manager Josh Gale and P&E Field Superintendent Ethan Raymond. While Cianbro has performed substation work and line maintenance for Dominion in the past, this contract would be the first opportunity for Cianbro to perform a complete line rebuild on Dominion property. Line #1 operates at 115 kilovolts and is approximately 12 miles long, stretching from Crewe, Virginia to Blackstone, Virginia. The scope includes the removal of 102 wood pole H-frame structures, along with 12 miles of three phases of 2/0 copper conductor and two 3#6 static wires. The new line to be constructed consists of


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

105 steel pole H-frame and 3-pole structures, with three phases of 1033 ACSR conductor, one 3#6 static wire, and one 48-count OPGW wire. To facilitate this rebuild, a 12 mile long temporary 115kV line would also need to be installed adjacent to Line #1 in order to maintain load to the Fort Pickett substation throughout the duration of the project. This temporary line would eventually be removed and disassembled for future use by Dominion. The installation of the temporary line began in late February, led by Line General Foreman Corey Blagdon. In less than three months, Corey and the crew of Cianbro linemen from Maine completed the temporary line without incident, nearly a month ahead of the completion date required by the contract. With demo complete and the rebuild of the existing line well underway, led by Transmission Superintendent Josh Turner, Cianbro is successfully displaying world-class capabilities to yet another major East Coast utility. 4 4,671 Project Safe Hours

The Cianbro Institute’s New Training Certification Software Cianbro Institute n

By Michelle Godsoe

The Cianbro Institute is announcing that the training team will be bringing the company a new way to track, store, and report on training and licenses in 2017. The Institute has recently purchased software from SumTotal to allow more accessibility to information regarding the training and certifications of Cianbro team members. The Cianbro Institute is currently mapping out processes and changing procedures in order to adapt to the new product, while also reevaluating methods for documenting and reporting out information. Over the course of 2016, Cianbro’s team members will be receiving updates about the progress being made to launch the new system. Cianbro Institute instructors will also organize training sessions for teaching the skills needed to use the system and to access desired information. Some of the features that the Institute is most excited about revolve around the learner having more access and options to view their training, request training, and interact with others when enrolled in a class. Learners will also be notified automatically when they are signed up for training, through a notification feature built into the software. The system will include several reporting features that will allow access to team member training information for supervisors or safety personnel who need to verify that data. Be on the lookout for more information as the trainers at the Cianbro Institute get deeper into the project.

Distribution Projects Power & Energy Market n

By Scott MacDonald

The Cianbro Transmission & Distribution team spent the latter half of 2015 and early parts of 2016 organizing the group to be well prepared for potential distribution work in the Northeast. That preparation is starting to pay off as the company has secured four Distribution projects so far this year. The group will be performing work on one Emera project and three Eversource projects. The team also has many more projects in the pipeline with various Northeast customers. The current backlog will keep six buckets busy through the fall. This work is important to the group, as it allows our line workers and apprentices to continue their growth toward journey level. It also validates Cianbro as a full service utility construction company able to serve the full spectrum of customer’s needs. Pat Rivard and Scott Rand have played a key role in this development, assisting in training, estimating and rolling right into project execution. Cianbro’s P&E team looks forward to future growth in the Distribution market.

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



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

50 Years

Thomas I. Caldwell Henry M. Cone n

46 Years

Peter G. Vigue n

43 Years

George Bell Malcolm Cianchette Gary L. Taylor n

42 Years

Rodney A. Leach Dale E. Wilson n

41 Years

David W. Leavitt Forester Sprague Jr. n

40 Years

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

39 Years

Steven A. Perrault Larry R. Scott n

38 Years

Mark W. Nordgren n

37 Years

Roy H. Bolton II Charles Cianchette Roderick L. MacKay Jr. John L. Purinton Douglas E. Ranks Michael B. Scott Thomas E. Stone n

36 Years

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

35 Years

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


David C. Sutcliffe Gregory E. Wing n

34 Years

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

33 Years

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

32 Years

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

31 Years

Kimble F. Chapman John S. Clifford Joseph P. Foley Jr. Owen H. Grimes James M. Haut William A. Reid n

30 Years

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

29 Years

Dennis E. Beisaw Neal T. Dawes Barry J. Gordon Craig O. Holmquist Terence Lemieux

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

28 Years

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

27 Years

Jacqueline E. Arsenault 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. John P. Gamage Michael R. Hilton 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 James E. Towle Elbridge G. Watson Thomas Wozniak Mark J. Zagrobelny n

26 Years

Kris M. Ballard Vera L. Bryant Philip R. Dube Richard G. Fish Allan D. Harriman Brian T. Hartness

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

Timothy N. Jackson Aaron L. Wedgewood Daniel L. Wyman Douglas H. Wyman n

25 Years

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

24 Years

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

23 Years

Duane J. Boissoneault Charles A. Brower Lauren E. Dow Robert M. Hall Terrance L. Hayes 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 Andi Vigue Max S. Wahl n

22 Years

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

21 Years

Tina Adams Clint H. Chase Tara K. Coffin Jon G. Collins Milton A. Cruikshank II Dawn Erb

Paul D. Franceschi Yves P. Gagnon Kevin L. Grass Chester H. Guilford III Carla E. Kelley Craig M. LePage Lawrence Litchfield Jr. Brent E. Luce Amy E. Webber Von L. Weese Michael S. Zemla n

20 Years

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

19 Years

Michael A. Berry Andrew E. Bowden Patti-Lynn Brann Kristen A. Chipman Ralph S. Clukey Robert B. Costine Wayne S. Enman John E. Farnham Roy D. Fitzmaurice Timothy E. Flewelling Charles G. Hall Jeffrey A. Hall Brent A. Haskell Robert L. Lane Jr.

Cesar O. Matul Donald L. Prevost Charles R. Riley Jr. Keith I. Ryder Carlton W. Sanborn Jr. Larry R. Snowman Jr. Kenneth D. Tibbetts Jennifer L. Turcotte Bradley A. Vanadestine Ronald E. Wedgewood n

18 Years

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

17 Years

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

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

16 Years

Chad H. Alley Tesfahunegn Berhane William E. Birney David A. Bolduc Robert L. Bussell Allen D. Clark Thomas E. Clarke Wesley M. Corson Rodney W. Crocker Adele D. Diodato Jacob R. Dionne Shawn A. Doran Neil G. Dupont Michael T. Edwards Howard L. Fernald Luke E. Finley Barbara Fortin-Poirier Peter A. Foster Langis D. Gagnon Donald A. Goodwin Ryan J. Graves 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 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 David A. Powers Shawn A. Reid George Rendon Thomas S. Richter 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

15 Years

Ernest A. Adams Hunter J. Anderson

Ronald D. Ayres Jason L. Batchelder Maurice B. Batchelder Christopher L. Brann Scott K. Bumps Ulicer Castro Linwood T. Charette Joshua A. Clark Roland S. Clark Darrell D. Clement Gloria J. Cook John A. Daley Donald F. Davis Justin D. Desrosiers Terry J. Dingman Sharon G. Ebbs Lavina J. Freeman Randy S. French Joseph A. Glidden Jr. Jason J. Harris Oscar A. Hernandez Frank Holliday Jr. Lance C. Keen Cecil L. Kershner III David P. Maheu Robert A. Mayhew Jr. Mark P. McLean Sue Noiles Kevin R. Pond Terry L. Rosensteel Gary E. Simmons Jr. Glenn J. Sirois Stanley W. Tyszko Michael J. Wilczynski n

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


13 Years

Danielle R. Anthony James R. Baillargeon Jesus Bernal Lamar J. Boyer Jeffrey N. Carver Bruce D. Chesley James B. Chick II 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 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 Gail E. Mayo Peter McCormick Charles H. Moulton Billie J. Nelson-Clark Jeremie R. Nutter Paul A. Osborne Derek S. Perkins Aaron L. Preble Christopher P. Queen Rae F. Randlett III Jeffrey D. Robinson Leigh A. Ross Dean N. Schofield Harold E. Sherwood Jr. David A. Stenzel Patrick M. Sughrue Ted J. Swenson Lesli C. Swieczkowski Domingos B. Tavares n

12 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. Jeffrey M. Jones Russell R. Lane Brian M. LeComte Randy T. Matthew Albert J. Michaud Michael J. Morelle Richard M. Noblet Amy L. Page Andrea L. Pelletier Thomas G. Perrier Debra B. Scott Julia C. Smith

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

11 Years

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

10 Years

Clifford S. Albert Lisa M. Barnes Isaac Benitez Richard J. Bryant Daniel P. Butler Stephen W. Clendenning Adam J. Cristoforo Robert R. Deppe Jonathan E. DiCentes Kurt A. Dickinson Steven T. Dube John W. Eckenroth Thomas M. Figura Barbara E. Gudroe Elias J. Hershbine Dave W. Holst Young C. Hong Hsiao Chin Hwang Paul R. Labrecque Rex Lagle

Steven G. Lavallee Gregory A. Morse 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 Jamie D. White n

9 Years

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

Tricia L. White n

8 Years

Jerry C. Adams Marbin A. Alvarenga Michael L. Anderson Samuel A. Baker Sean A. Banks Megan M. Barnes Alfred T. Baron Donald J. Beliveau William E. Bonneau Robert N. Bouley Daniel R. Brown Joseph S. Buckley Ray L. Bush Miguel A. Cabrera Jeffery A. Carr Jr. Paul D. Carter Aaron Cianchette Daniel T. Coffey Terry A. Collamore Timothy J. Cooley Joseph D. Cote Rodger D. Cote Jason L. Despaw Thomas P. Dodge Joseph C. Ducharme Donald D. Duvall Shane C. Ennis Jose L. Felix Christopher M. Furrow Justin D. Gemmell Aaron P. Gibbs Michelle L. Godsoe Wilbert A. Gonzalez Kleber J. Gould Dee Ann L. Grazioso Ashley A. Grindle Alan B. Grover Nelson Guzman Jason L. Hancock Mark M. Hovey Justin K. Huber Lori J. Hughes Cathy M. Hutchins Nathan L. Jamison Jessica A. Kandel Christopher T. Karlen Michael R. Keim Elizabeth L. Kennedy Steven F. Lancaster Lorie A. Lane Thomas R. Langille Patricia A. Lawrence Jeffrey C. Lerch Jordan R. Lyford Nolvir H. Macario Adam J. Mazerolle Shawna L. McKenney Robert R. Meckley Alejandro Mejia-Gamez John P. Merrill Dale P. Michaud Steven D. Michaud Joshua J. Moore Brenda E. Nichols Aaron P. O’Donnell Cosme G. Paredez Ralph C. Pearl

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


CIANBRO ANNIVERSARIES continued Kyle D. Pellerin Juan R. Perez Ryan P. Perkins Zachary E. Perrin Aaron M. Poole Will A. Portillo Matthew Q. Proctor Deborah A. Rowe James K. Roy Cristian R. Santos Jeremy J. Saulis Timothy C. Sawyer William A. Sawyer Christian E. Stefens Matthew S. Sullivan Ernesto A. Tejada James L. Theriault Christopher M. Tibbetts Michael S. Tripodi II Anthony V. Turner Kenneth R. Underhill Zebediah E. Underwood Christopher M. Vainio Joseph P. Vanidestine Timothy D. Washburn Scott E. Wright n

7 Years

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



6 Years

Chad E. Burgess Dana C. Churchill Benjamin B. Connors Glen K. Conrad Bernard F. DiAngelo Adam J. Eastman Michael Evanchak James M. Flear Michael D. Gomes Adam J. Hughes Karen J. Hyland Daryl M. Kelly John D. Lee Wilson A. Macario Nicholas J. Martin Stephen D. Mitchell Scott L. Morris Patrick A. Morse Steven M. Osborne John D. Schill David M. Sheehan John M. Sieber Patrick J. Smith Ryan M. Smith Aaron M. Stevens Robert D. Stewart Douglass D. Timms Michael R. Tripp Bruce E. Weston Jonathan J. Wheaton Ronald J. Wheeler James W. White n

5 Years

Gerry L. Batchelder Gene M. Bates Guy S. Berthiaume Michael A. Bouchard Daniel M. Brann Eric J. Brazeau Stephen Broznowicz Keith P. Campbell Jesse S. Chase John E. Ciolfi Michael P. Davis Thomas L. Desjardins Jason M. Edmonds Anthony M. Faiola Austin J. Fisher Kathleen B. Flenke Monique S. Foster Colin French Scott H. Gibbs Derek L. Grenier James P. Higgins Jr. Bruce R. Knox Ryan L. Lockhart Edwin A. Luna Ordonez David B. MacMartin Julio A. Matul Joseph W. McDonald William C. Mitchell Samantha Neal Reed J. Perkins Silvino F. Pojoy Scott C. Rand Russell M. Rodrigue Cameron D. Ross Michael D. Salley

Kevin E. Shilko Diandra J. Staples Wade M. Teryek Robert A. Tourtelotte Philip J. Vigue Lauren C. Walsh Lohn Corey E. Ward Nikki M. Yawn Michelle S. Young n

4 Years

Sean P. Abramson Andrew J. Aldrich Richard Bartucca Jr. Benjamin I. Beaulieu Roy H. Bolton III Dakota W. Bryant Lee E. Burke Eben Campbell Joseph L. Campbell Julie K. Carmody Frank P. Carter Mary C. Casey-Walsh Patrick J. Chamberlain Alan W. Chesson David Croteau William G. Davis Michael Dill David K. Doherty Heather R. Ducharme Kelby Duplisea Brett A. Dyer Travis D. Fergola Aaron J. Fluellen Jeffrey T. Fortier William Foster Brandon C. Glencross Eric Goodale Roman Gosselin Warren R. Gosselin Tyler Graves William E. Grimm Daniel E. Guiliani Ross Hallowell Adam L. Harmon Christopher Harney Randall S. Harris Michael T. Hathaway Zachary L. Hayes Christopher G. Hendl Joshua Holston Timothy Irish Joseph N. Jenness Quinton L. Johnson Ryan P. Keefe Robert King Jr. Jeremy Ladd John Lampinen Nathan M. Lancaster Norman A. Linnell Charles H. Longmuir Ronald Malonson Randall D. Marcotte Sarah H. Martin Terry A. Martin Jeffrey J. Mason Douglas C. Maxellon Carl V. McAdam Cameron McLellan Robert L. McMullen

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

Luke D. Michaud Patti L. Mikeska Jeremy R. Moody Cameron D. Moore Matthew A. Novicki Dennis V. Ordway Dylan S. Osnoe Anthony J. Passmore Jack M. Patterson Andrew Pelkey John A. Perkins Jr. Kyle Pike Frank E. Poirier III David J. Pomerleau Rachel Porter Jacob L. Ramp Emmett E. Reid Jason P. Richard Frances J. Riggs Albert A. Rowbotham Jr. Joseph H. Schackart Spencer W. Seiferth Christopher Simmons Donna M. Simonds Rodney N. Small Bradley P. Smith Kenneth N. Spear Kevin J. Talley Bradley G. Therrien Dale L. Thompson Tammy J. Vance Anita M. Verrill Richard A. Viens Cheryl L. Waters Ronald E. Werner Scott A. Wheeler Chris S. Willigar Sr. Brandon D. Wilson Neil T. Wooley Ronald C. Wright Reginald T. Young Matthew R. Zilliox Andrew J. Zimmerman n

3 Years

Thomas J. Bean Gary R. Bell Miguel A. Benitez Andrew P. Bisol Rickey L. Bowman Tyler J. Brougham Christian W. Bryant Robert D. Bunnitt Paul H. Burmeister Alison A. Burwell Mark Carbone Rena P. Cater Richard A. Clark Terrence M. Daigle Jr. Lizardo De La Cruz Pamela J. Dunphy Amy L. Ellsworth Nathan P. Frazier Delvin Gomez William Harvey David N. Heaton LaTrice N. Hines Bruce W. Hughes Jr. Michael P. Isaacs Leonard Janssen

Eve E. Jordan Brenda Kidwell-Petito Clay B. Maker Patrick K. McShane Sr. Elwood D. Moore Daniel B. Moulton Ryan M. Nadeau Robert D. Nickerson Walter J. Oakman Nilesh Patel Malcolm D. Patterson Francisco Pena Reyes Renee A. Perkins Jordan Pomerleau Luke D. Pomerleau Matthew J. Pooler Victor A. Quint Charles J. Rackley Patrick R. Rivard Eric J. Roberts Justin D. Rutledge Nicole R. Setzer Robert C. Smothers Jeffrey D. Snyder James W. Stills III Christy C. Stock Glenn A. Sutton Stephen M. Thomas Douglas C. Thompson Penny L. Townsend James F. Underwood Christopher A. Varnell Kyle R. Wentworth Rosanne M. Wess Kevin W. Williams Ryan L. Witham n

2 Years

Kyle F. Ayer Kenneth E. Batchelder Christopher M. Bates Chad R. Bemis Devon J. Blodgett Darius Bors Sam L. Bouchard Jameson N. Boucher Donald E. Bradford Lukas F. Chamberlain Jean Charles Joanna Cohen Kristofer A. Davis Keith D. DeCoste Jorge L. Diaz Brendan R. Donaldson Courtney E. Dufour Brian D. Dunn Leonard A. Farrington George E. Feero Jr. Wallace E. Ferreira II Matthew D. Foster Krista J. Gartland Michael T. Hachey Allen D. Hart Lee M. Herasymchuck Joseph R. Higby Daniel G. Holt Paul D. Howdyshell III Federico T. Ilao Matthew L. Jones Ernest J. Kilbride

Carman L. Kirkpatrick Drew P. Knights Alvaro Lemus-Perez Selvyn Macario Barrios Norman G. Magner Peter M. Malikowski Sarah E. Malikowski Dennis R. Martin Ryan A. Merrifield Stanley C. Michaud Jeffery R. Miller Mark J. Moore Timothy D. Nelson Travis A. Noyes Cynthia M. Paugh Jason S. Paugh Randy L. Pender Gary C. Perrett Bradley M. Phillips Jennifer Robbins Francisco J. Ruiz Rivera Jose Ruiz Rivera Henry P. Rullo Bobbi J. Ryder Jaime A. Saavedra Luke P. Sirois Stephanie A. Smith James L. Sosebee Mitchell P. Spatz Penny A. Sroka Mack F. Susi Edward Throgmorton John K. Woo Michael J. Wyatt

1 Year

Melody L. Alford Chelci N. Allis Alexander H. Anderson James R. Anderson Keith M. Anderson Jacob D. Applebee Peter A. Aziz Susan K. Bagley Travis S. Beem Richard Berrios Alex R. Berry Courtney O. Bierman Jefferey D. Blaine David J. Bond Corinne L. Bowden Lawrence E. Bradford Samanah A. Brown Caleb N. Bryant Logan A. Bui Wyatt G. Butler Antonio J. Canas Wesley S. Caparratto Benjamin Carranza Jessie W. Champagne Devin R. Clavette Austin M. Clemons Cory M. Currier Jason T. Daley John L. Davis Michelle Davis Nicholas R. Dawes Jose R. del Puerto George M. Dineen Frank A. Dinsmore

Ryan L. Doody Aaron P. Downing Perry J. Downs Samuel T. Dudley Emery A. Duffield Christopher J. Dumont Bradley H. Dwinal Keenan M. Eaton Christina M. Ecret Allen B. Edwards Mark E. Elliott Jr. Mindy P. Ellis Rocky J. Ferran Kristen W. Finamore Darron J. Fior Katharine M. Foster Christopher D. French Justin J. French David J. Frye Susanne M. Gelenter Daniel A. Ghitman Ethan N. Gilbert Penny N. Godsoe James A. Goodwin Brandon K. Gotwalt Walter F. Govern III Ryan M. Graffam Joshua A. Gray William F. Hadlock Ryan M. Haggan Paul E. Haggerty Michael A. Hanson Cameron D. Harlow Ryan K. Hawkins Dustin P. Henry Johon M. Hidalgo Cruz Colby L. Higgins Ramon Q. Hill Moon P. Hong Florent Hoxha Michael S. Hubbard Scott M. Hunt Haley A. Hunt Griffin Brandon N. Hyson Matthew D. Jay Damika N. Jones Keith E. Jones Jr. Jesse F. Kamienski Brendon M. Keister Nicholas C. Kendall Caleb R. Keune Patrick A. Kilbride Scott D. Knight David V. Korb Gage A. Lake Meredith R. Lambert Craig M. Lane Andrew J. Leali Gerard R. Leblond Charlotte A. LeMar Joshua K. Linscott Elise A. Littlefield Paul J. Lizotte Matthew A. Lucas James A. Maley Justin M. Marcellino William D. Marconi David J. Martin Jane E. Mason Rafael U. Matul Lopez

Jonathan O. McCargar Tim I. McClintick Rebecca A. McGinnis Jeffrey T. Melcher Dalton J. Miller Trevor R. Miller Kyle N. Mills William G. Mixer II Miguel A. Molina Valencia Lynn M. Morin Maxwell R. Morin Nathan A. Morris Shane A. Moulton Mark A. Murray Sandra E. Noble Christopher M. Norton Juan A. Ortega Jaquez John G. Patten Jacob R. Peabody Matthew J. Pearl Riley W. Pelletier Ruel K. Poissonnier Austin D. Porter Shelby L. Pratt Brendan A. Quinn Ethan J. Raymond Elizabeth F. Redmond Mark G. Reed Adrian A. Reimann III Maxwell C. Reiser Jeremy R. Rhine Amanda L. Rhodes Dina S. Riendeau Fernando L. Rivera Carrie A. Saindon Kurt L. Shann Eric J. Shockley Eric P. Silvestri Tracie D. Skelly Jakab E. Smith Kameron K. Souza Patricia A. Stagno Patrick J. Stefens Lance W. Stevens Jake D. Swift Jessica M. Tilton Ryan M. Tupper Kendra E. Underhill Melissa M. Wainwright Kendrick D. Waterman David L. Watson Cody J. White Irwin K. Williams Jared T. Wood David R. Woodman Alfred B. Wright Jr. Mutalib M. Yakubu Robert J. Zolinski Jr. Craig M. Zuromski

In memory of

Ed Brackett

Retired Cianbro Engineer Ed Brackett passed away unexpectedly on Wednesday, June 22nd, at the age of 63 while kayaking off the shores of Corea, Maine. He was in his sixth year of retirement after a ten year career as a senior project engineer at Cianbro. His tenure at the company brought him to such Maine-based jobs as the Amethyst Drilling Rig Project in Portland, the Phoenix Paper Machine Rebuild Project in Jay, and the Motiva Crude Expansion Project in Brewer. Ed had a reputation as a highly competent engineer who also was a pleasure to work with. Fellow engineer Parker Hadlock remembers Ed Brackett as a team member “who just knew how to get work done in a very easy way. He always had a smile on his face, always could see the humor in a situation, and was easy to get along with. He moved the chess pieces down the board – he didn’t get real uptight – he was just affable, hard-working and competent. He made everyone comfortable and was endlessly friendly.” Another Cianbro team member who enjoyed Ed’s way of doing things was Dave Leavitt. “Ed loved his work and had excellent attention to detail,” said Dave. “He was self-motivated and finished everything on time. He took on all tasks, big and small, and was proud of what he did. He got along well with his peers, and the clients respected his work product.” “And if he had a spare minute, he spent it outdoors,” Dave remembers. When Ed retired from Cianbro, it was to pursue his dream of establishing a kayaking business with his wife, Cheryl, who also worked at Cianbro as an engineer.

In memory of

Darryl Brown

Cianbro Senior Project Manager for Development Darryl Brown passed away peacefully on Saturday, June 18th, at his home in Livermore Falls, Maine. He joined Cianbro in July of 2012 to provide assistance for the company’s efforts to advance the East-West Highway proposal. He brought a wealth of knowledge and experience to the position from his decades as the founder of a successful land development firm, eight years of service as a Maine legislator, and as the head of several high-level agencies in Maine state government. What Cianbro got in Darryl was far more than an East-West Highway coordinator. “He has tremendous respect throughout the state, great communication skills, just everything you would want in someone who was part of your team,” said Vice President of Project Development Ernie Kilbride. “He helped us with the Green Line projects, both in Maine and Vermont. He helped us on gas projects that we’ve looked at. He helped us with solar projects. He has been a jack-of-alltrades to us, and just a welcome addition. Everybody loves Darryl, loved having him around because of his personality and his expertise, just a classy guy. I wish we had known him longer, to be honest with you.” Cianbro CEO Pete Vigue said, “All of the people who had the opportunity to work with Darryl appreciated his ability to solve problems with a team oriented approach. He was a true gentleman in all endeavors.” 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 Sarah Long Bridge Rises From the Piscataqua River n

By John Merrill

The team on the Sarah Mildred Long Bridge Project has been hard at work through 2016 continuing the steady climb up out of the water of the Piscataqua River between Kittery, Maine and Portsmouth, New Hampshire. They have achieved many safety and production milestones this year as they work to replace the existing red-listed Sarah Long Bridge. Most notably, the team recently rolled over 250,000 work hours for the job without any recordable injuries. The team worked through the winter to complete installation of the 29 drilled shaft foundations that support the piers that the bridge will be built upon. This task was finished in the spring of 2016, on schedule, which opened up the next phase of work – namely, installing the precast “tubs” over the drilled shafts. These precast tubs serve as a stay-inplace form to construct the foundations on top of the drilled shafts. Two barge loads of tub components were shipped to the site and installed throughout the summer. Cianbro crews worked through the challenges presented by the tides and the strong currents to set the tubs with the help of the company’s new Pride barge and Cianbro’s new MLC 300 crane. The heaviest of these tub components weighed 150 tons. With the tubs in place, the next phase of operations was the cast-in-place work. Cianbro crews took on the job of filling the empty tubs with concrete to prepare them to support the bridge spans. The shared pier tubs are filled up and create the foundation for the railroad deck segments, while columns coming up out of the foundation will support the vehicle deck segments. The tower foundation tubs – one on the Kittery side of the river and one on the Portsmouth side – are being filled with more than 3,000 yards of concrete each to create the base for the pre-cast towers that will support 42

the lift span. After the tower foundations are done, and the pre-cast tower segments are erected, the next phase of cast-in-place work can begin. This will include the machinery room and its roof, which will become the railroad deck, and the electrical room and its roof, which will become the vehicle deck. The towers that will support the lift span are made of precast segments that Cianbro team members are producing on site. Casting began last fall, and with the help of the mild winter, 60 of the 88 segments have already been cast and stored in the Port Authority yard, ready to be installed. The Cianbro crew has made steady gains in production and efficiency, while working safely and producing a high quality product. The next phase of work, following closely behind the cast-in-place work, is the erection of the precast deck segments that make up the spans for the railroad and vehicle bridges. Each segment weighs around 100 tons. These segments are being shipped to the site by truck or rail. The segments are erected in a balanced cantilever, so segments are set at the pier and then added evenly to each end working out from the pier. This is done at two adjacent piers, and when complete there is a small gap left at the center of the span which is filled with concrete in place to close the span. Throughout the next year the team will install 126 precast segments to make up the railroad bridge and 229 precast segments to make up the vehicle bridge. Once in place, these segments will make up the 1,433 foot railroad approaches and the 2,433 foot vehicle approaches to the lift span. 2016 has been an exciting year at the Sarah Long Bridge Project. A major upcoming milestone will be the closure of the existing Sarah Long Bridge. In order to facilitate construction and tie in the new vehicle bridge at the same location on each side of the river, 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

existing bridge will be closed in November of 2016 with the new bridge scheduled to be opened in September of 2017. This will allow bridge demolition to begin, and allow the new abutments to be built in the same locations as the existing abutments. This work, along with the Machinery/Electrical work, the lift span work, and progression of all the current activities will make for an exciting and busy jobsite from now until next September. 4 261,428 Project Safe Hours

Paperless Recruiting and Processing Now a Reality Starcon n

By Laurette Laverdiere

Starcon is now up and running with state-of-the-art technology which allows team members to complete applications, forms, and training on Starcon tablets or on their own mobile devices, including smart phones. These new tools will provide Starcon with up-to-date information on the company’s workforce, while creating a more convenient and enjoyable experience for the team. Starcon is also excited to announce the rollout of a new applicant tracking and online processing system called Fast Workforce. This web-based tool will provide the following functionality: recruiting, onboarding, training and connecting with our workforce. Fast Workforce will provide Starcon with one more competitive edge in the market place. In addition to the benefits this new system will bring in attracting applicants, it will also benefit Starcon’s current workforce in numerous ways. Fast Workforce will allow team members to self-manage their state and federal tax forms; complete forms required for their next assignment; keep their personal info up to date; upload documents (like driver’s

licenses, social security cards, and other similar items as needed); complete training; add their name to current or upcoming assignments; and refer job openings to friends and family. These features will be available to team members to access on their computer, tablet or mobile device (with internet access) from wherever they are located. In many instances, the technology might eliminate the need for team members to visit Starcon employment centers to fill out required documentation while getting ready for their next assignment. These enhancements will help Starcon to process the team as efficiently as possible to meet the needs of clients. Applicants and/or team members will only need one application for new openings. This system will allow team members and applicants to add interest to their online profile. Team members will also be able to add their legal signature to documents, electronically. In the spirit of Lean, this system will provide many opportunities to gain efficacies in Starcon’s processes while enhancing the experience for users. It will have a positive impact on clients, the workforce and the environment.

Award of Merit: Passadumkeag Windpark Power & Energy Market Cianbro, with the support of project developer Quantum Utility Generation, has been named a 2016 Engineering News-Record (ENR) New England Award of Merit winner for the company’s efforts in the development and construction of the Passadumkeag Windpark in Lowell, Maine. Projects are selected by industry judges based on innovation, quality and teamwork. PASSADUMKEAG WINDPARK PROJECT DETAILS • Completed 6.5 miles of access roads • 500,000 cubic yards of excavation •  Placed 13 Wind Turbine foundations, including 260 rock anchors •  Transported over-width/over-weight turbine components to project site •  Installed 13 Vestas V-112 turbines, including all erection, down-tower

electrical, mechanical alignment, and commissioning support •  Constructed five miles of underground collector line, including communications and grounding •  Constructed 18 miles of overhead collector line, nine miles of new overbuild for the existing utility, and nine miles of cross country transmission and communication •  Installed Dynamic Volt-Amp Reactive system to ensure power quality at the grid connection to the 34.5 kV collection substation • Constructed a 115 kV switchyard •  Performed 115 kV transmission line tiein and related outage coordination •  Constructed an Operations & Maintenance building with station service, communications, oil storage, and security •  Erected a permanent meteorological tower and related instrumentation •  Managed the commissioning of the entire generation facility

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


CIANBRO An Equal Opportunity Employer


Contact: Haley Hunt Griffin (207) 679-2234 —

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


Contact: David Schill (860) 856-4286


Contact: Darryl Coombs (207) 553-2726


Contact: Julie Carmody (860) 856-4287


Contact: Tim Vigue (860) 690-8704


SINCE 1949


J U R Y-







Chatter Editor – Alan Grover Chatter Team – Nick Arena, Julie Carmody, Kris Chipman, Dan Coffey, Michelle Godsoe, Haley Hunt Griffin, Charles Hall, Scott Knowlen, Andrea Pelletier, Rachel Porter, Russ Rodrigue, Lesli Swieczkowski Contributing Writers – Bruce Brown, Dan Butler, Josh Clark, John Daley, Linc Denison, Josh Gale, Robert Greene, Eve Jordan, Christopher Krueger, Carlos Kwakutse, Laurette Laverdiere, John Lee, Charlotte LeMar, Scott MacDonald, John Merrill, Jon Sacks, Matt Smith, Jim Theriault, Kendra Underhill Design – Jean Cousins Feedback: Do you have questions or comments about the Chatter? If so, we’d appreciate hearing from you! Please email: • call: 207-679-2542 • or mail to: Cianbro Corporate Office, Attention: Chatter Editor


Annapolis Dock Bulkhead Replacement Project – Annapolis, Maryland