VOLUME 42 NUMBER 2
P U B L I S H E D B Y T H E C I A N B R O C O M PA N I E S
EXPANDING OUR CAPABILITIES
IN THIS ISSUE: Arlington Memorial Bridge: Page 28 Niantic Railway Bridge: Page 43 MPRP Transmission Line: Page 4 E-Building Project: Page 16 Natural Gas Projects: Page 13
PRESIDENT’S Message Despite the economic challenges our country and industry experienced over the past few years, I am pleased and proud to report to you that Cianbro completed another successful year in 2012. I am grateful for your efforts and I want to thank and commend each of you personally for your contributions to our success. Working safely and efficiently has allowed our company to prosper and grow despite the uncertainties that exist during these difficult economic times. It is important to recognize and thank our clients who place their trust in Cianbro, who have confidence in our capabilities, and who continue to support our team. Without their support, our success would be limited. In terms of safety, Cianbro has now worked more than 39 months and in excess of ten million work hours without a single lost work day. A zero lost time injury rate for over three years is a remarkable achievement given the risks that are inherent in our business. Our recordable incident rate continues to be equally impressive at just over 1.0. We know that the bar is set high and it requires constant effort and focus. These excellent safety results are a tribute to your ability to plan, communicate, and execute the work. It is my expectation that everyone leaves work in the same, or better, condition than when they arrive. It is Andi Vigue through your continued dedication and commitment to our safety programs that this expectation becomes “Cianbro has now reality. We will continue to improve in safety -- keep worked more than up the good work! 39 months and in For a number of years now, we’ve learned that change in our industry is constant and that our success excess of ten million depends on our ability to adapt, think creatively, and work hours without diversify in the markets we serve -- all while sticka single lost work ing to the core principles and values that guide our day. A zero lost time organization. In the years since Cianbro was first established as a small Maine contractor, nothing in injury rate for over our business has been easy or without change. Our three years is a success and growth has resulted from expanding the remarkable achieve- markets we serve, exporting our knowledge and our ment given the risks skills into non-traditional markets, and diversifying geographically. Now including our subsidiary comthat are inherent in pany, Starcon, we have approximately four thousand our business.” team members working in 40 different states. This geographic diversity is essential to our future growth and success. In the future, we will continue this strategy by actively pursuing opportunities throughout North America. Our success is all about our people embracing our philosophy that “No one is smarter than all of us.” Going forward, we need your continued support. I recognize and appreciate the individual sacrifices that each of you makes to support our company. Thank you! As we begin 2013, we know that our company will continue to be challenged and tested in a difficult global economic environment that faces financial and political uncertainty. We will continue to focus on being efficient and cost effective. We will satisfy our clients and differentiate ourselves from our competition by utilizing non-traditional approaches to execute work while constantly looking for ways to improve the means and methods by which we deliver services. We will continue to invest in tools, equipment, and technology that will help drive our efficiency and production initiatives. Most importantly, we will continue to focus on educating and training our people to address the critical needs of our clients and the market. My pride and confidence in our team has never been greater, as a result of our team’s ability to overcome adversity and to move our company forward successfully and safely during these tough economic times. Thank you. Andi 2
C I A N B R O S U M M E R / F A L L C H AT T E R
CHATTER PROJECT MAP & INDEX PITTSFIELD, ME: Corporate Office, NNE Regional Office, Fabrication & Coating Facility; PORTLAND, ME: Ricker’s Wharf Facility; BLOOMFIELD, CT: SNE Regional Office; BALTIMORE, MD: Mid-Atlantic Regional Office, Fabrication Facility
MAINE 17 22
18 11 12
PROJECT MAP NUMBER 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Algonquin..........................................3 MPRP.................................................4 Cross Center......................................6 Howland Bridge................................8 Holtwood........................................ 10 P&G................................................. 10 Dundee Dam.................................. 11 Dominion....................................... 13 NRG Energy................................... 13 Substations..................................... 14 Uxbridge......................................... 18 Mystic Bridge................................. 19 Cumberland Civic Center............ 21 ReEnergy........................................ 24 Georgia Mountain......................... 26 Arlington........................................ 28 Industrial........................................ 30 Bates Bridge.................................... 31 Turners Falls................................... 32 Little Bay Bridge............................ 33 Brightman Street Bridge............... 33 Rumford Power.............................. 35 Niantic Bridge................................ 43
President’s Message.............................2 Management Development................7 BD on Energy.......................................8 T&D Training......................................9 Leading with Safety...........................12 Cianbro Constructors.......................16 Downhill Welding.............................17 Well Jobsites.......................................19 Georgetown Fab Shop.......................20 Cover Story.........................................22 SharePoint..........................................25 Cianbro Equipment...........................27 EEO.....................................................29 Cianbro Wellness...............................32 Humpback Award..............................34 25 Year Award....................................36 In Memoriam.....................................37 Anniversaries.....................................38 Letters..................................................41 Bring Child.........................................41 Wind Energy......................................42
Algonquin Cogeneration Project Completed n
By Earl Rand
“In 1989, Cianbro was one of the original contractors building the Algonquin power plant facility in Windsor Locks, Connecticut,” said Project Manager Scott Tierney. Now, 23 years later, some of Cianbro’s top team members have completed installation of an additional 15 MW co-generation unit that burns natural gas, generates electricity, and uses the exhaust to power a boiler to generate steam. Both the steam and the electricity feed an adjacent paper mill. Cianbro’s installation of the equipment allows Algonquin to increase the plant’s overall power output, and to do so in a cost-efficient way. In the last issue of the Chatter (Winter/ Spring 2012), the project team described
Superintendent Jeremy Mace completed installation, cleaning, and painting of piping to all equipment. Jeremy also provided critical support by substituting occasionally as Project Superintendent for Don Smith. Project Engineer Jake Pelletier coordinated purchasing and deliveries of extensive instrumentation which was installed by Specialist Nate Landon. The owner-provided equipment and motors were aligned and connected by Cianbro Millwright Charles Nutter. Quality control on piping, welding, and painting, including extensive closeout documentation was provided by QC Inspector Jim Rusconi, Regional QC Manager Brigitte Reid, Corporate QA /QC Manager Charles Hall, and Intern Jessica Roessler.
work was promptly completed with the help of Project Engineer Earl Rand, Foreman Dave Stoddard, Jeff Sargis, Eric Brazeau, Andre Wright, Walter Stefanyk, and Bob Drizewski. Throughout the duration of the project and within all disciplines, safety was the number one priority. Safety specialists Lorie Lane and Kris Ballard assisted the site team with planning, inspections, safety supplies, and technical expertise regarding special hazards mitigation. Cianbro’s overall goal of the project was to provide unsurpassed technical expertise along with excellent teamwork and support for the project owner and designer. The proof of this accomplishment is illustrated in two recent letters of recommendation by the owner and the project designer. – David Holmes, Algonquin Power: “The overall schedule achievement in bringing new cogeneration equipment on-line within seven months is an outstanding accomplishment.” “The resources Cianbro provided with skilled staff self-performing a wide variety of technical work was impressive.” “This depth of in-house skill sets is highly unusual.” – Jay Martin, Vanderweil: “The major equipment vendors and Vanderweil were impressed by Cianbro’s staff and their high level of technical expertise which helped facilitate design reviews and field work.”
Existing building prepped and ready to receive new gas turbine generator and boiler assembly which looms in the background the work to prepare for and execute the roll-in of the massive 175 ton cogeneration unit, which was successfully performed on March 28th. Once this major milestone was achieved, the project team took a collective deep breath and plunged into completion of the many final details required to bring the unit on-line. Project Superintendent Don Smith coordinated the broad range of highly technical details which included piping, instrumentation, painting, stack erection, mechanical subcontractors, millwrights, and electrical. Foreman Steve Trombley led the team who completed installation of the stack assembly, access platforms, site concrete and removal of the steel false work. The Cianbro crew, under Piping
Jim’s diverse skill set and experience were invaluable as he coordinated and supervised owner equipment vendors, welding subcontractors, mechanical subcontractors, and non-destructive testing subcontractors. A major component of the project was the electrical work, all of which was completed by Cianbro team members and required multiple shifts, night shifts, and weekend work. Led by Electrical Superintendent Gary Hayes, this team successfully completed all wiring, switchgear installations, connection with owner controls, and startup and testing of the new equipment. All this work culminated in the unit startup on June 28, which met the owner’s objectives for award of federal grant monies. Final demobilization, punch list, and cleanup
The challenging scope and the overall successful execution of this project made it an obvious nominee for the Excellence in Construction Awards sponsored by the Connecticut Chapter of Associated Builders and Contractors. SNE was notified recently that the Algonquin Project was selected as a winner. Exactly which award the team has won will be revealed January 31, 2013 at the Annual Dinner and Awards Ceremony -- the largest statewide gathering of the commercial construction industry in Connecticut. Cianbro also submitted the photo that is included in this article, into the ENR (Engineering News-Record) annual “The Year In Construction” photo contest. Winning photos will be published in the January 14, 2013 issue of ENR as well as posted in a winners’ gallery on ENR.com In recognition of the successful performance on the project, Cianbro was able to collect contract financial incentives for safety, schedule performance, and budget. With swift completion of the punch list work and continuous efforts by cost controllers Zach McFarland and Jill Cote, the project was closed out expeditiously.
4 44,375 Project Safe Hours
C I A N B R O S U M M E R / F A L L C H AT T E R
Cianbro Irby Joint Venture
Knowledge and Experience in Transmission Line Construction n
By Stephanie Cote
For the past two years, the Maine Power Reliability Program (MPRP) has provided the Cianbro Irby Joint Venture the opportunity to create Maine history through construction of Central Maine Power Company’s (CMP) most robust and challenging portion of transmission line infrastructure. In its entirety, the $1.4 billion MPRP scope covers more than 440 miles of transmission lines across 75 communities in Maine. The Cianbro Irby team is responsible for a combined 244 miles of 345 kV, 115 kV, and 34.5 kV transmission line through the project’s five year life span as either a line rebuild, the construction of new lines, or the demolition of old. Mississippi-based Irby Construction is part of the Quanta Services, Inc. family of companies, and has been a leader in power line construction for more than 75 years. Irby shares the same core values and passion for performance and construction excellence as Cianbro. Cianbro’s rich history, well-respected reputation as a Maine-based company, and extensive experience with construction management yield a strong partnership that is ideal for this project. Planning, communication and teamwork are essential to the joint venture in fostering a successful relationship with the client’s project team. Daily communication with the MPRP’s Program Manager (PM) Burns & McDonnell is critical on this complex project. The close partnership between the PM and the joint venture has allowed collaborative efforts to solve challenges before they impact the schedule. The Cianbro Irby Joint Venture is a model in the T&D industry which provides invaluable advantages for the client. First, the partnership allows the joint
venture access to an extensive reserve of professional, craft, and equipment fleet resources. Second, the resources and collective experience of both companies enable the joint venture to self-perform specialty work that might normally be subcontracted. This streamlines the work and results in cost savings. For example, all environmental requirements for the MPRP are performed in house, within full compliance of all local, state, and federal laws and regulations. Additionally, Cianbro’s Design Group successfully engineered a temporary 40 foot crane trestle in the Kennebec River to facilitate two challenging double circuit lattice tower replacements on Brown’s Island. Safety, quality, environmental stewardship and outstanding customer relations are priorities for the joint venture. Every effort is made to understand the client’s expectations and deliver products and services to CMP’s full satisfaction. As contractor, the JV understands the importance of reliable electric service to our client’s customers. Operating from five remote locations throughout Central Maine keeps Cianbro Irby’s people and materials close to the work, and the result is the efficient use of time and resources. Cianbro Irby believes safety drives productivity. The safety and well-being of the MPRP project team is Priority Number One. Every individual on the project is a safety advocate for themselves and their fellow team members. Planning, hazard identification, and mitigation are important daily practices which keep team members alert and aware of potential dangers associated with their work and surroundings. Cianbro Irby’s word is its bond and a core value. Providing quality assurance to CMP for the work performed on the Central Loop is a point of pride.
THIS IS HOW WE DO IT: Planning & Engineering
Quality control tracking systems are in place to collect and measure specification data. The information goes into reports that identify both positive and negative trends. These reports enable crews to focus on areas needing more attention, with continuous improvement as a key goal. The joint venture takes great pride in being a responsible environmental steward, recognizing that the client’s environmental record is a valuable asset. The joint venture understands the value of the natural resources of the region, and works to protect, enhance, and respect the area. Team members are educated on environmental quality and stewardship through a project-specific orientation, and receive on-the-job training which explores best management practices. The PM has expressed great appreciation for the joint venture’s attentive efforts to avoid, minimize, and mitigate adverse impacts on the environment during construction. As with all aspects of the job, continuous improvement with environmental performance and practices is always a priority and encouraged among team members. Reputation is a measure of integrity, and Cianbro Irby shares the client’s focus in maintaining good relations with customers and local communities. The MPRP is a high profile project with rigorous permitting standards and requirements on local, state and federal levels. The JV understands that the actions of team members, both on and off the project, are a reflection on CMP and the utility’s ability to perform future system upgrades. Being goodwill ambassadors for both the client and the industry is a core value of the Joint Venture. Each team member takes personal responsibility to ensure that the neighbors along the MPRP are treated with courtesy and respect. Challenging projects produce great opportunities for growth and development, and the Cianbro Irby Joint Venture is ready to tackle the next challenge every day.
4 749,132 Project Safe Hours
• Establish Engineering Look Aheads • Manage Warehouse & Laydown Yard Operations Housing 80% Owner Supplied Materials • Provide Structure Specific Hardware Kits to Field • Provide Schedule Updates & Coordinate Line Outages & Project Milestones • Provide Schedule based Owner Cost Reports & Cash Flow Projections • Communicate/Coordinate Daily with Program Manager (PM)
Safety • Dedicated Safety Managers & Inspectors • Execute Daily Activity Plans • Develop Major Activity Plans • Perform Daily Morning Safety Briefing & Stretches • Carry Out Lessons Learned Process • Practice Cianbro Accident Prevention Program (CAPP) • Implement Weekly Job Site Inspection (JSI) • Perform Jobsite Specific Orientation for all Team Members
Environmental • Dedicated Environmental Manager & Inspectors • Dedicated Matting/Access Manager & Team • Complete Preconstruction Planning Walks • Manage/Placement of 22,000+ Timber Mats for Access • Perform Construction Access Planning • Perform Daily Environmental Reports • Perform Daily Rights-of-Way Environmental Inspections • Support Environmental Awareness Training & Tailgates
Quality • Dedicated Quality Manager & Inspectors • Perform Daily Field Quality Control Reports • Verify Specification & Procedure Compliance • Track & Verify Calibration of Measuring & Testing Equipment • Report on Non-Conformance to Specification • Perform Internal Audits of Material & Storage, Work Packages, Current Specifications & Drawings • Verify & Review Subcontractors QC Plans & Procedures • Responsible for Project QC Plan/The Inspection & Test Plan • Work Closely with Project Engineers & Foreman as a Resource to Achieve Conformity to the Contract
Community Relations (CR) • Dedicated Community Relations Specialist • Manage Community Outreach • Mitigate Neighbor Concerns/Issues to Avoid Schedule Delay • Submit CR 14 Day Look Ahead to PM • Manage Pre/Post Blast Surveys • Develop Relationships with Private Access Owners • Communicate with Municipal Officials • Inform JV Team & PM of Neighbor Concerns/Issues • Develop Field Incident Tracking Reports • Communicate/Collaborate with Recreational Clubs • Promote Good Community Stewardship to JV
New Seats and a New Name at the Bangor Event Center n
By David Brookings
The new Cianbro-built event center in Bangor, Maine now has an official name -- the newest event arena in the Northeast has been christened officially as the Cross Insurance Center, and the Cross family is proud that the sparkling new building bears their name. The naming ceremony was held in the middle of the arena bowl, with the Cross family standing beside Cianbro CEO Pete Vigue while the unveiling took place. The Crosses, long-time community involved citizens, jumped at the opportunity to purchase the naming rights for the center. Brent Cross expressed the views of his family by saying, “We’re very proud to see our name on the building. The Bangor Auditorium has been an important place over our lifetime for family events, high school basketball, and father-daughter dances. It means a great deal to be a part of the new arena.” Pete Vigue followed with the comment that, “This building is advancing the city and the community.” A tight community aura has begun to radiate from the building, and so has the heat! The heating system startup, which took place on October 24, was due in part to the effective coordination effort from the field team to create a weather-tight envelope. Senior Project Manager Jon DiCentes and Project Manager Dave Stenzel, along with Superintendents Steve Lavallee and Mike Gomes, have orchestrated the process. “If not for the coordination from our Cianbro Construction Management team and the ability to work seamlessly with our subs, we would not have been able to keep up with this schedule,” said Steve. “You can really feel a sense of pride in the team we put together for this project.” Becoming weather-tight and temperature-controlled has enabled the team to add color to the arena. Finishes have been started and are moving quickly toward completion. The paint is drying on all levels.
The tile is being laid in the locker rooms and concessions. The granite and Corian countertops are scribed. The seats, which were unveiled to the public at the Bangor Mall on October 4, continue to be installed. At this point in the project, everyone’s skills are on display. Each week, the energetic atmosphere that the people of the Bangor area have known for years in the Bangor Auditorium is starting to find its way into the Cross Insurance Center.
Words from the arena team help to illustrate what this project means to Cianbro and to the people of Maine. Marcus Burpee of Eastern Fire Protection is a Cianbro sub-contractor and local resident. He said, “It will be great to get the opportunity to use
C I A N B R O S U M M E R / F A L L C H AT T E R
the place that I helped to build, for personal entertainment. It is rare in the construction world for me to be able to show off my work to my friends and family.” The attitude of the sub-contractors, 240 personnel on-site currently, has been excellent. To keep up with the pace of the schedule and safety responsibilities, it has required a sense of ownership from every person that has worked on the site. The team is nearing 300,000 safe hours and counting. Like the beat of their tools, the team’s work ethic and the sense of care that Maine people are known for echoes throughout the arena. The Cross Insurance Center is on track to meet the January 31st substantial completion date. This puts the 220,000 square foot arena and convention center eight months ahead of the September 2013 grand opening. Meeting the deadline has been important to the Cianbro team since the beginning. The project has been guided by the use of Building Information Modeling (BIM) technology. Cianbro and Sink Combs Dethlefs, the architects of record, have been able to use BIM to communicate in 3D. The added dimension enables the teams to solve engineering issues quicker, and to provide a finely tuned finished product. In fact, the BIM software has been so impressive that the construction management team has implemented a task force to handle the BIM software on all future projects starting in November. “We want to be the leaders of BIM in New England’s construction management field,” said Jon DiCentes. “And we will be.” Team Members Joe Campbell, Steve Lavallee, Jon DiCentes, Tammy Vance, Michael Gomes, Dave Stenzel, Dave Brookings, and Adam Eastman continue to work hard to manage the high profile project and to ensure a safe and high-quality product for the City of Bangor.
4 20,439 Project Safe Hours
Cianbro’s Management Development Program Continues to Set New Standards n
By Vanessa Davis
On November 29, fourteen Cianbro team members graduated from the Beta class of the Management Development Program (MDP). Armed with the knowledge they gained from their rotations and trainings, this next generation of leaders will help keep Cianbro’s culture, philosophies, and values alive. The MDP initiative started in March of 2010 with 18 participants in the Alpha class who helped to develop and pilot the program. Participants consist of college interns and recent college graduates holding construction related degrees, supported by
sisting of field engineering, estimating, and field supervision. In addition to these assignments, participants attend three different training sessions that consists of two to three days of learning directly from Cianbro’s current leaders. While the current Beta class is only the second class to participate in this unique program, the participants have already witnessed significant improvements. A portion of each training session now takes place on an actual jobsite, in order to provide real life experiences and challenges, and to stay connected to the work that takes place in the field. Cianbro has also provided internal subject-matter
“To me, the MDP exemplifies the dedication and pride Cianbro puts into keeping our competitive tradition alive. By doing so, it provides individuals the opportunity to explore interests, and gain experiences that will build the foundation of our careers within Cianbro.”
– Travis Fergola
experienced leaders and mentors. The areas of study and degrees range from civil, electrical, and mechanical engineers, to non-traditional engineers including an international business and logistics graduate, complementing Cianbro’s diverse market groups. To accelerate the development of new team members, the program provides exposure within two years to various assignments through three rotations con-
experts to deliver the engineering portion of the training, sharing their expertise on topics ranging from job setup through project closeout. As an indication of the program’s value through October of 2012, the 18-member Alpha team has seen 22 promotions, and the 16-member Beta team has chalked up a 10 percent better retention rate. Between the hands-on approach during
assignments and the in-depth training sessions, participants are able to learn about the wide variety of resources and work opportunity available to them. They also forge meaningful relationships with their peers, their mentors, and the Cianbro Team with reliance on the old motto, “No one in this room is smarter than all of us.” Travis Fergola is a Maine Maritime Academy graduate in International Business and Logistics and a member of MDP’s Beta class. “To me, the MDP exemplifies the dedication and pride Cianbro puts into keeping our competitive tradition alive,” he said. “By doing so, it provides individuals the opportunity to explore interests, and gain experiences that will build the foundation of our careers within Cianbro.” On top of learning how to build a successful project, the MDP allows Cianbro to instill in future generations the core values, traditions, and culture that the company was built upon. Cianbro’s philosophy of treating others with honesty, fairness, dignity and respect; the company’s “safety first” attitude; and the strong work ethic among team members will continue to be passed down through generations of leaders trained in the MDP. Programs like this allow the company to emphasize how Cianbro got to where it is today, and to set the bar for future expectations. The program is ever-evolving, and will continue its commitment to equipping new leaders with abundant knowledge in all areas needed to be successful.
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Howland Bridge Update n
By Sparky Wheaton
On September 21st, twenty-one months after construction began on the Howland Bridge Project, the Maine Department of Transportation, local civic leaders, and Cianbro proudly opened the newly constructed bridge to traffic. More than 200 local residents were present at the opening, full of excitement at the prospect of traveling over their new bridge. A small parade got underway, and it was a happy time indeed for all in attendance. Immediately following the opening of the new bridge, Cianbro Corporation teams set to work on the demolition of the old steel truss bridge. The 525 foot long concrete deck was removed in short order. Directly after this, the team started work on removing the truss spans. Two of the 175 foot truss sections, weighing in at 160 tons each, were jacked up and down onto flexi floats and floated to shore where they were dismantled by a mechanical shear. After conquering one more truss, the existing piers and abutments were removed by a hoe ram. Crews from Cianbro worked hard and safe throughout the summer, and the project owned a zero recordable incident rate. Hats off to all of the team members that made this happen. The project was fully completed by the end of December 2012. A sincere thank you goes out to all who helped to make this project a success.
4 52,704 Project Safe Hours
The Evolution of the Energy Market and Cianbro’s Diversified Experience n
By Rebecca Daly
With more than 30 years of experience in the Power Generation & Energy market, Cianbro continues to be recognized as an industry leader in safety, quality, and performance, completing projects ahead of schedule and within budget, all while exceeding client expectations. Cianbro’s experience ranges from new power generation facilities to a small crew emergency shutdown, to onshore and offshore construction energy services. Completing nearly 50 major capital energy projects all along the East Coast of the United States, Cianbro’s expertise is founded upon self-perform capabilities, including civil, structural, erection, mechanical, electrical, and instrumentation. With state-of-the art fabrication and coating, and modular manufacturing facilities, Cianbro expeditiously responds to clients’ needs to support onsite construction services. Within these facilities, Cianbro has installed generators, steam turbines, and environmental systems duct work; breeching and exhaust transition fabrication; along with shop, substation, and field coating services. Cianbro’s experience in power generation facilities is shared between public utilities, private manufacturing, and independent power producers. The company’s expertise includes a combination of fuels such as coal, biomass, nuclear, oil, hydro,
landfill gas, natural gas, waste fuels, and wind. Cianbro provides a variety of services, including site preparation, utilities, foundations, electrical/instrumentation, mechanical, piping, structural, equipment installations, and building infrastructure and systems. Since the 1980s, Cianbro has been completing projects for large energy producers, including PSNH, PPL, NextEra, Central Maine Power, Bangor Hydro, Northeast Utilities, Constellation, and Dominion, along with many other power producers. Cianbro has also worked for numerous pulp and paper manufacturers, such as Verso, SAPPI, International Paper, and Woodland Pulp, as well as many others. Cianbro’s work within these pulp and paper mills, as well as hydroelectric facilities, experienced a boom during the 1980s and 1990s, particularly in the Northeastern United States. Through that experience, Cianbro began to develop a new strategy by entering into new submarkets within the energy industry. As such, Cianbro identified the potential of electrical transmission, distribution, and substations, as well as wind energy, and consequently, the unique ability to perform both – all of these services for “one stop shopping.” Another specialized sub-market Cianbro entered into was fuel transmission and distribution, including natural gas, petroleum, LNG terminals, gas processing facilities, gas compressor stations, and pipeline integrity. Over the years, Cianbro has developed the competencies to provide the following special-
ized services successfully for our clients: Construction Management, New Construction, Shutdowns / Turnarounds / Outages, Component Replacements, Superheater Sections, Generating Banks, Economizers, Modular Construction, Fabrication & Coating, Power Piping, Power Boilers, Recovery Boilers, Composite Tubework, Emission Control Systems, as well associated electrical and instrumentation work. Cianbro’s construction energy services experience is in project development, preconstruction activities, EPC delivery, and maintenance services. Cianbro’s experience in renewable energy includes wind, hydroelectric powerhouse services, biomass facilities, recovery boilers, as well as waste and landfill gas-to-energy conversions. Beyond conventional power generation and energy production facilities is offshore wind and tidal energy. Cianbro has established close partnerships with cutting-edge researchers, material suppliers, and developers. For many years, Cianbro has recognized the importance of participating in the advancement of new energy infrastructure, from the inception of the concept, to energy production and consumption. Over the course of three decades, Cianbro recognized that the key to remain competitive in the Power Generation & Energy market is diversification, self-performance, and a team of qualified and trained construction professionals. Technology and innovation have changed the face of the industry over and over again and Cianbro is determined to maintain a presence and demonstrate proven leadership in the Energy marketplace.
Electrical Transmission and Distribution Training n
By Jon Sacks
When Cianbro first entered the transmission construction and distribution line construction business, it did so with a handful of skilled linemen and operators inherited from S&L Electric in 2003. Most projects were small and were built with rubber tired bucket and digger trucks. As the size of the transmission lines grew larger and the right of ways became rougher and steeper, the Cianbro fleet began to include flex buckets, diggers, dumps and other specialized equipment needed to build structures and pull conductor over the mountains of Northern New England. Large transmission line construction easily aligned with Cianbro’s core competencies of equipment operating, rigging, moving and erecting large structures, and pulling wire and working hard. The handful of linemen served as the specialized electrical workers assisting in only certain facets of the transmission work as well as performing small distribution projects and on-call storm restoration for some of the local utilities. Then the company developed its strategy to expand into the transmission construction business in a major way. It became evident that the company would also need a strategy to develop skilled transmission constructors, operators, and linemen who understood the Cianbro way of doing things. One of the challenges early on was that the new transmission construction group, full of the can-do
spirit, had yet to define the “Cianbro way” of building transmission lines. Two separate training sessions were held in the winter and spring of 2009, and taskbased training modules were developed which focused on specific skill sets. But a cohesive program for developing skilled workers did not exist, including defining the path through which a power line worker would progress. Cianbro needed a workforce development model for T&D workers. The T&D workforce development model emerged in early 2011 as a result of experience gained, a connection to, and involvement with other industry training programs. The lessons learned included a few false starts and most importantly the development of the teamwork which is key to so many of Cianbro’s successes. The team includes the T&D operations group, the Cianbro Institute, and the Equipment Group. The Cianbro model includes two pathways for development: 1. Transmission Technician, which includes participation in the threeweek long Cianbro Builders/operators training program and 3,000 hours of on-the-job training on a transmission project. 2. Journeyman Lineworker, which includes participation in Cianbro’s registered apprenticeship program, completion of the Builder’s program, completion of a formal linework program from an accredited school, and participation in year two and three of Cianbro’s lineworker program.
In 2010, Jim Theriault of the Cianbro Institute spent the spring on the Velco project in Vermont, interviewing the team members who were building that project. He developed Cianbro’s first standard work practices document for transmission construction. In the summer of 2010, Cianbro hosted the NCCER second meeting for the development of a nationally recognized lineworker curriculum and credential at the Cianbro facility in Brewer, Maine. More than 20 industry experts participated from utility and construction companies and line worker training schools, including four Cianbro team members. The NCCER project has continued through 2012 at various venues throughout the U.S. during which time Cianbro team members have worked with others to produce a nationally recognized curriculum covering Transmission, Distribution and substation construction. Participants included: Mark Laggasse, Bruce Chesley, Terry Malloy, Scott Mitchell, Aaron Wedgewood, O’Neil Boivin, and Jonathan Sacks.
All programs consist of classroom and hands on work. Team members spend approximately two-thirds of the program hours working in the Lineman Training Yard in Pittsfield, Maine – learning to climb poles, operate all types of specialized line equipment, take down distribution and transmission structures, install equipment, and work under simulated live work conditions. Class room hours are at the Lancey Street facility in Pittsfield, and include the accredited National Center for Construction Education and Research (NCCER) curriculum. As of this writing, 31 registered lineworker apprentices are progressing through Level One and Level Two, including five graduates of one year linemen schools. More than 200 team members have spent over 24,000 training hours participating in the Transmission Builders and Operators class. Thanks to all of the people involved in making this effort succeed: T&D Apprenticeship Committee: T&D HR Manager Allyson Coombs, HR Specialist Allison McDonough, MPRP Project Superintendent Jamie Willett, Project Manager Paul Franceschi, Lineworker Trainer/Coordinator Bruce Chesley, and T&D Training Manager Jonathan Sacks. Field Based Trainers: General Foreman John Templin, General Foreman Patrick Smith, Equipment Supervisor Shawn Bickford, Matting Foreman Chad Rogers, Equipment Support Buddy Kershner, Ben Wagg, Mike Scott, Bob Bussell, Kyle King, and Neil Dawes. Cianbro Institute Support: Michelle Godsoe, Billie Clark, Garth Miller, Dan McNally, Roy Bolton, and Allen Rollins.
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PPL Holtwood Projects n
By Tom Mawhinney
Cianbro continues to perform maintenance repair work at PPL’s Holtwood Hydroelectric Station, which harnesses the Susquehanna River in Martic Township, Pennsylvania to maintain a total generating capacity of about 108 megawatts. The latest projects include working on Unit 3 Hydro Turbine, Unit 9 Hydro Turbine, Unit 9 Head Gates, and various fish lift repairs. Cianbro also provided plant support as the Holtwood team prepared for Hurricane Sandy in late October. Cianbro’s team members include Jim Bonney, Mohis Arevalo, Mike Astle, Darel Belanger, John Britton, Kevin Brogden, Dave Dalton, Joe Ducharme, Tim Gleason, Bill Handy, Ben Hodge, Larry Holbrook, Jeff Howe, Joe Hyde, Stacie Leavitt, Alvaro Lemus-Perez, Mike Lovejoy, Jose Luna Torres, Adam Matheny, Matt Merrick, Carlton Sanborn, Jason Shinaberry, Dave Sparaco, Chad Vanlnwagen, and Alvin Weaver.
4 62,102 Project Safe Hours
The Conestoga Project: Expansion at P&G n
By Daniel Mooney
Cianbro is undertaking its second expansion project with its partner, Procter & Gamble, in less than five years at the P&G plant in Auburn, Maine. Due to a westward expansion across the current site, “The Conestoga Project” was named by the owner after the 18th century horse drawn covered wagons used for exploring the western frontier. The construction of the 50,000 square foot expansion broke ground on July 9th of 2012 and is scheduled to be completed in mid-January 2013. The facility will house three new Pearl lines, additional warehouse space, and a utilities and rebuild shop. The new expansion will increase manufacturing capabilities that will elevate Tambrands to the top tier of P&G’s companies. This fast-paced project is almost identical to the expansion project completed by Cianbro in 2007. The building was designed and fabricated in Canada, and then shipped to the site at which the wall panels were seamlessly integrated into the structural steel, much like an enormous 3D puzzle. With future expansion in mind while designing the 2007 building, Murox® geared the design of the western wall building panels to be reused in the 2012 expansion. A 120 ton hydraulic crane gracefully plucked each of
the 1,500 pound west wall building panels, 46 in all, to set them on their final resting bolts. Completed on October 15th, the relocation was a brief six work days after the first panel was broken free from the existing building, cutting the schedule in half. To preserve plant operations during all of the construction phases, a 454 foot long by 22 foot high temporary wall was erected by Cianbro, now dubbed “The Green Monster” by the owner. Cianbro has maintained its established customer/owner relationship with P&G Auburn for over eight years. It is due to this relationship that Cianbro was awarded the Construction Management contract for the 2012 expansion project. Cianbro has also competed for various bid packages on the project, and as a result has been awarded the following in conjunction with the CM contract: Interior Underground Electrical, Exterior Underground Electrical, Temporary Wall Construction, Temporary Power/Lighting, and Installation of HVAC electrical. A total of eleven subcontractors have worked on site thus far, with more to come in the next few months as the start of interior finish work begins. Since Cianbro was awarded the contract with the P&G Auburn facility in 2004, Cianbro team members, including all subcontractors, have taken great pride in maintaining
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five years without a recordable injury. This is a huge milestone in the field of safety. The Cianbro Conestoga Team and their subcontractors, currently at a zero recordable injury rate, hope to maintain this prestigious record and contribute to the site’s next milestone of six years without a recordable injury. The importance of safety values and practices between Cianbro and P&G make for a very successful long-lasting relationship proven over the eight years on site. As Cianbro nears the conclusion of this project, and with the winter months a factor, the full enclosure of the building was a top priority. Immediately following the final slab placement, the last two west wall panels were hoisted into place, marking the completion of all major steel erection. All remaining work will have a less noticeable progression, such as the exterior site and steel work, but moves the project closer to the occupancy permit. The Conestoga Project is scheduled to be completed in mid-January and handed over to the interior crews for the installation of the new pearl production lines. The Conestoga Project is headed up by the tag team of Construction Manager Tim Stauder and Project Superintendent Aubrey Moore, with assistance from Project Engineer Daniel Mooney.
4 36,086 Project Safe Hours
Dundee Dam n
By Kevin Salaoutis
Located on a picturesque stretch of the Presumpscot River in Gorham, Maine, is a 2.4 megawatt hydroelectric station known as Dundee Dam. The dam, owned by Sappi Fine Paper and built in 1913, had been affected by years of freeze-thaw cycles and was in need of concrete rehabilitation. The dam had already been through several facelifts, including one by Cianbro Corporation in 1989 that included the installation of several four-strand rock anchors. This year, Cianbro was chosen once again to perform work, this time to repair all of the recently deteriorated concrete. This type of concrete repair work is not new to Cianbro, but it is something that has not been seen much in the past twenty years. With “can-do” spirit abounding, team members were ready to step up to the challenge. Work onsite began in early May of 2012, and finished in early November. The project team removed and replaced approximately 210 cubic yards of dilapidated concrete. The bulk of the work was on the four buttress walls, the log chute, and east wing wall located in the spillway on the east side of the powerhouse. The walls were nearly demolished to their entirety due to the poor condition of the concrete. Crews found more river rock within the concrete than steel reinforcement, which could be a result of the steel shortage during the First World War. In addition to the above water concrete repairs, there were also areas in need of underwater work. Cianbro subcontracted dive company Pepperrell Cove Marine to complete the underwater repairs in the draft tubes. The original plan was to hand chip all of the concrete with the aid of a mini hoe ram on a small excavator. But due to the time consumption of this method, the potential risk of debris falling on team members, and the chance of fatigue from overuse of hand tools, the project team decided to research the use of newer, more efficient technologies. This safety conscious, proactive decision was rewarding, as the team found that the best approach would be to utilize a rotary rock grinder attached to a long stick excavator to reach the highest portion of the dam. Maverick Construction Management Services was subcontracted to perform this work with their equipment, and the task was completed safely and in record time, helping the project meet milestones. Throughout this project, Sappi had Cianbro teams complete a number of smaller projects to improve their facility, such as installation of a pedestrian bridge 200 yards downstream, metal siding and roofing installation on the gatehouse structure, handrail replacement, and replacement of the flashboards.
Like most hydro projects, the greatest challenge facing our team members was providing safe work access. The first step to this was building a temporary heavy equipment trestle and a rock road (built with 3 inch to 6 inch riprap by Shaw Brother’s Construction) over the river bed, just to get the crews and equipment to the work area. Next, the team needed to build adequate staging platforms where crews could perform work. Because it wasn’t prudent to use only staging for access, Cianbro also used a mixture of aerial and scissor lifts, and when team members were working at elevated heights they applied the use of rope grabs, fall blocks, and horizontal lifelines. Back in the 1980s and 1990s, when hydro work was a significant portion of Cianbro’s revenue, concerns like these were handled very differently. Today, much more time, engineering, and money goes into ensuring safe access to work, showing just how far Cianbro has grown in the line of safety and innovations. Another obstacle to overcome over the course of the job was weather delays. In early June, the team experienced a summer’s worth of rain in just three very wet days. Sebago Lake was severely flooded, and Sappi needed to increase flows through the Presumpscot from a normal 15,000 cubic feet per minute to approximately 200,000 cubic feet per minute to recede the lake level. The powerful water that pushed through the flood gates threw the team’s rock road downstream, and the increased river flow delayed the entire project for four weeks. Sappi was directed by the Maine Department of Environmental Protection and Inland Fisheries and Wildlife to clean up the rock scattered along the river bed as the project neared completion. Super storm Sandy, which caused destruction all along
the East Coast, did not have as big of an impact but still delayed the project an additional five days in the very last week of work. The experiences from the team’s onsite projects like these are sure to become an asset to Cianbro for hydro related jobs in the future. Dams in the northeast are aging and neglected, and Dundee is just one of many that will undergo repairs. In addition to the age of facilities, hydro owners are faced with strict regulation from multiple government agencies. The better Cianbro can recognize challenges like these, the better the company can serve hydro owners. Project teams will know to anticipate challenges such as providing safe access to team members, and understanding that a river is a dynamic body of water. The saying “have to make hay while the sun is shining” is a good reminder when working in a river. Cianbro team members look forward to putting their knowledge, safety-oriented work, and innovations to use in future hydro projects. Special thanks to Brayden Sheive, Doug Ranks, Kevin Salaoutis, Rick Westberry, Mike Zemla, Wayne McNally, Ron Kief, Scott MacDonald, Shawn Mitchell, Bob King, Jason Bryant, Mike Varney, Mike Child, Bruce Weston, Dave Constable, Dan Guiliani, Paul Saucier, Randy Marcotte, Jim Leavitt, Chris Folsom, Tim Evans, Novak Nedic, Paul Carver, Joe Lucas, Tom Belanger, Tom Harvey, Terry Collamore, Jeff Gilbert, Jeff Stackpole, Lisa Cunningham, Vanessa Davis, Darren Smith, Pat Sughrue, Tucker Cook and Kyle Orlando. The project was completed on time and within budget due to the hard work and determination of Cianbro’s diligent team members.
4 15,689 Project Safe Hours
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Leading With Safety n
By Dan Coffey
There is nothing more important than your health. At Cianbro, our number one commitment is to ensure the health and safety of our team. Beginning in late 2011, Cianbro combined forces with Behavioral Science Technology, Inc. (BST) to conduct a two day workshop titled Leading with Safety. Targeting managers and supervisors, this program is built around the caring aspects of leadership and is designed to connect our hearts and minds when it comes to keeping our team members safe. One session at a time, Cianbro captures the attention of our influential leaders and reminds them of what it means to lead by example through a true commitment to safety. Our leaders set and reinforce expectations, determine what success looks like, guide daily activities, develop processes by which everyone operates, and determine what is acceptable and what is not. Through a very personal approach, our leaders are reminded of the importance of executing these responsibilities, with caring as the foundation of it all. Many companies have put policies and procedures in place to keep their team members safe. Cianbro also has policies and procedures. But we also recognize that being compliant is not good enough. Our team members deserve better than a compliant environment. They deserve a safe environment.
Safety takes much more than a policy. It requires active and engaged leadership that truly cares for their team and a team that truly cares in return. Leading with Safety has begun to change our culture by encouraging our leaders to make safety a personal commitment. The idea is to work safely – not because of a rule that has been put in place, but because it’s the right thing to do. With each completed session of Leading with Safety, Cianbro takes one more step in our journey to beyond zero. Our leaders have been given a great responsibility in serving as advocates for this culture through their voices and their actions. When our leaders share the same safety values, this promotes consistency across the company. A key ingredient for success is the positive reinforcement and acknowledgment that the company extends to those team members who stand up for safety and do not take unnecessary risks. Encouraging team members to STOP work when at-risk behaviors or conditions arise creates an environment where team members feel empowered to work safely and have each others’ backs. “Cianbro is on a journey to beyond zero,” said Vice President of HSE & HR Michael Bennett. “That means we are committed to sending our team members home in better condition than when they arrived at work. As leaders, if we continually reinforce the inherent value of our team members taking care of their personal health, looking out for their fellow team members, and not taking or accept-
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ing unnecessary risks, then our people will arrive home in better condition to those who are most important: their loved ones. This is our moral obligation to the team. It is how we choose to work. It is a value instead of a requirement. Ultimately, we want our team members to take the health and safety behaviors learned at work and apply them at home when no one is watching. Through this value, team members will influence those around them whether they’re co-workers, friends, or family members.” Looking to the future, Cianbro is excited to see our safety culture taking full form. In the construction industry we have the opportunity to work with a large number of people. We’re eager to influence and learn from all the folks whose paths we cross, including our clients and subcontractors. There is a saying we have at Cianbro, “No one is smarter than all of us.” With this shared logic, we can help sculpt the industry into a safer version of itself where the accomplishment of zero injuries is the only acceptable outcome.
Photo by Dan Musselwhite
NRG Energy n
Dominion Sardis Station in West Virginia n
By Jae Park
Cianbro’s Mid-Atlantic Region team is back in West Virginia with a project that points toward Cianbro’s future in the energy field. MAR’s Compressor Station project at the Dominion Sardis Compressor Station in Clarksburg, West Virginia began in May of 2012. The project included rebuilding an existing compressor and building a new compressor, with both existing within the same structure for the station. Project Superintendent Steve McCallister and Project Engineer Jae Park led the crew toward overcoming several obstacles, including the excavation of abandoned piping that was an unknown in the new compressor area, and the delay in the construction of the compressor building by a third party contractor working for Dominion. In subsequent months, the compressor building was erected and the work inside the structure was increased around-the-clock with two shifts. Mechanical Foreman Charlie Witt worked the crew during the day, while Electrical Foreman Scott Morris worked the crew through the night. Iron Worker Foreman Pete Burdette and his crew set various new pieces of equipment and tanks for the project. The crew worked towards significant completion of the project before the December 25th deadline to have the existing compressor unit #2 up and running in the new unit #3 compressor building. The piping work, alongside Dominion’s Site Operator, moved swiftly. The good working relationship between Cianbro and Dominion’s project management teams was essential in working through obstacles quickly. The teams did a good job limiting possible delays with quick turnarounds from Dominion on any questions regarding the project. Mechanical work proceeded on schedule to meet the expectations of Dominion before Christmas, and the electrical team worked hard to meet the date. There will be another significant change order which is expected to increase the station’s power capacity in January of 2013. The piping work inside the compressor building is complete. The team coated the welds and fittings over the course of a couple weeks. As the holidays approached, the teams put final touches on tasks such as grouting the compressor, tying in to the main gas supply line for the two compressor engines, installing the pre-cast trenches with associated piping and conduits, and completing piping and electrical connections to the dehydration unit from the compressor building.
4 21,272 Project Safe Hours
By Rick Godin and Brenna Frania
In late 2012, Cianbro was awarded the project for the NRG plant in Dover, Delaware. The plant was a coal fired steam turbine generator that produces electricity to the grid while providing process steam to its neighbors, Kraft foods and Procter & Gamble. The project involved converting the original coal fuel system to natural gas. The Cianbro team installed a new natural gas fired package boiler, including a heat recovery steam generator (HRSG) to one of the two existing single cycle turbine generators at the facility. The aggressive schedule required the team to assemble quickly. In order to get the package boiler and stack in place, one of the most challenging critical path items required timely deliveries of large components shipped from truck or train. The placement of the first five HRSG sections was accomplished in three days. The project team was able to set sections weighing 181,000 pounds with the use of a 2250 Manitowoc, operated by Jason Curry. The rigging crew supervisors Phil Pelkey and Jason Shinaberry followed an engineered lift by Dave Saucier. Despite many challenges, as of November 2012, the package boiler fired up on schedule and is supporting the plant and customers with reliable steam. The HRSG stack is in place, and crews will work through the winter months to complete piping, miscellaneous steel, and instrumentation, with commissioning scheduled for late March of 2013. A two week outage is scheduled for March. The project team has received accolades and a holiday luncheon put on by the client in appreciation for the team’s excellent schedule, flexibility, and housekeeping on site. Special thanks to Safety Professional Jack Patterson; QA/QC Professional Paul Smith; Project Engineer Tony Foster and Chris Sweetser, Darryl Bowers, and Tom Perrier and all the team members within their crews for the installation and testing of the steam and piping system packages.
4 22,036 Project Safe Hours
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Cianbro Builds State of the Art Substations for the Maine Power Reliability Program n
By Hannah Bass
In August 2010, Cianbro secured the work for a significant piece of the Maine Power Reliability Program (MPRP) project with the award by Central Maine Power of the agreement to engineer, procure and construct (EPC) five new substations. The MPRP is a $1.4 billion upgrade to Maine’s bulk power system and involves over 400 miles of new or upgraded transmission line, five new substations and upgrades to numerous existing substations. The award of the EPC Agreement for the five new (“Greenfield”) substations in the towns of Benton, Monmouth, Cumberland, Lewiston and Windsor is a noteworthy milestone for Cianbro as it is the largest electrical substation construction project undertaken to date. By all accounts, the effort has thus far been a tremendous success. As of late September 2012, one of the five stations was operational, three were in the process of final commissioning and at the last site, Cianbro was setting steel, buswork and substation equipment on foundations and
beginning the dress-out of the control house by the end of 2012. The EPC Substations team is led by Project Manager Phil Dube and Senior Project Engineer John Daley, with oversight from Manager of Projects Troy Martin, and support from numerous indispensable field and administrative team members, including on-site support from Russell Dunn, Jeff Lerch, Hannah Bass, Dan Pellerin and Gail Mayo. This team has also recently kicked off the MPRP Substations Package #2 (“Brownfields”), where Cianbro serves as the substation construction contractor for three major substation expansions in Lewiston, Kennebunk and Livermore Falls, and upgrades to over a dozen existing substations throughout the state. Engineering began immediately by Cianbro’s design subcontractor, Sargent & Lundy, LLC. The intended construction and overall energization schedule drove critical path engineering. Simultaneous with the kickoff of engineering was the group effort between the project management team, Sargent & Lundy and Cianbro’s Purchasing
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group to execute substantial purchase orders for substation equipment and structural steel, with major vendors located throughout the US and Canada, including numerous Maine-based manufacturers and suppliers. This effort included heavy coordination with all of these vendors for the manufacture and delivery of equipment to support the engineering and construction schedule. Cianbro had already secured the site development work for three of the five substations. Cianbro self-performed the site work at the Benton site, and along with its experienced earthwork subcontractor, Shaw Brothers Construction, Cianbro prepared the sites in Cumberland and Lewiston. Because of Cianbro’s position as prime contractor for both the site development and EPC agreements, the teams were able to integrate the foundation installation work (part of EPC agreement) with the site work, eliminating substantial duplicative operations (excavation and backfill), while also enjoying the benefit of continuity with one site work subcontractor through the two phases of the project. Cianbro, with the
assistance of MPRP Program Manager, Burns & McDonnell, was also able to make a similar arrangement with Sargent Corporation for the Windsor site, and likewise contracted with Sargent to support foundation installation and perform site work for the EPC phase. Strong partnerships with experienced earthwork contractors have been critical to Cianbro’s successes on the MPRP. Weekly engineering progress meetings throughout the duration of the project between Cianbro and Sargent & Lundy have kept critical path design issues top of mind, while allowing Cianbro to simultaneously evaluate the design in the context of constructability and means and methods. The project management team met weekly with CMP and its program manager, to openly discuss progress and issues on all aspects of the project. Fostering an open and productive working relationship with the Owner has been an important and mutually beneficial objective for all parties. Strong on-site leadership is essential to meet the project deadlines, while keeping all the involved contractors working together harmoniously, keeping crews loaded up with everything from copper wire to hamburgers and coordinating material and equipment deliveries to align with the schedule. This leadership is provided by experienced Cianbro Superintendents Aaron Wedgewood, Todd Folsom and O’Neil Boivin, supported by their industrious field engineers Jesse Chase, Nate Lancaster and John Savage. These three teams, along with the highly-skilled cache of civil and electrical foremen and craft, collaborated extensively by building on others’ experiences to avoid roadblocks and to increase efficiency. The EPC Agreements’ largest site, in Windsor, will be the last Greenfield site to complete and is currently benefitting from a longer planning period and seasoned crews coming off the other four sites. According to Site Superintendent O’Neil Boivin, the overall success thus far at the Windsor site is due to the “fantastic job of the field crews in their unwavering commitment to working the plan.” Assistant Superintendent Paul Belanger worked diligently in the planning phases to put together form packages with Cianbro Equipment, along with rebar and precast concrete packages with vendors. Paul also collaborated closely with acting Civil General Forman Chris Brann and the earthwork contractor, Sargent Corp., carefully planning the below grade work to maximize use of crews and equipment. Civil Foreman Ryan Marcotte reflected that this allowed the team to implement lessons learned from earlier sites at Windsor, while capitalizing on team members’ skills in multiple disciplines. Above grade crews also streamlined operations when moving from site to site. Ironworker Foreman Mike Abbott and fellow Ironworker Scott Bumps, traveled
from one site to the next erecting the steel A-frames, lightning masts and countless other steel support structures throughout the substation yards. The crew quickly discovered that additional framing, plates and connections could be fitted and secured on the ground before they “flew” the structure into its upright position. Inside the substation control buildings, veteran Electrical Foreman Bill Ring has taken great pride in applying, and improving upon, uniformity and consistency (both functional and aesthetic) from site to site with respect to the precise pulling, bundling and terminating of electrical cables. In his current role, Electrical General Foreman Rob Mayhew is providing a key function in working with CMP and the
program manager to complete final turnover of the Greenfield substations. As always, underlying the substations work is Cianbro’s enduring commitment to safety. Substation team members actively care for one another’s wellbeing and have consistently maintained this project’s collective goal of zero DART incidents, an effort lead by Substation Safety Supervisor Dan Thibeault in the development of site specific safety plans and substation best practices. Safety Specialist Garrett Plourde said that he is “most proud of the Cianbro substation group for setting the standard with safety by maintaining consistent expectations throughout the group, and not wavering from established work plans simply because of time constraints.” In 2013, Cianbro will continue to supply crews to support the commissioning effort for the Greenfield sites and will also transition crews to the Brownfield sites, completing above grade structural and electrical work at substations throughout Maine. The entire project team is well-equipped and excited to take these collective successes on to new substation projects and ventures. “Our people are making the difference and are the primary reason we continue to grow and maintain a very positive reputation in this business,” says Substation Manager of Projects Troy Martin. “Our team’s commitment to safety, quality workmanship, and meeting project schedule deadlines have enabled Cianbro to complete and deliver four of the EPC substations to Central Maine Power on time with the final yard on track for completion in 2013. Many other utility customers, both new and existing, are taking note of the total value, experience, and professionalism Cianbro offers which will ensure future growth and opportunity for our team.”
4 374,930 Project Safe Hours
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With Expanding Capabilities, the Cianbro Constructors are Ready for the Next Big Project n
By Alan Grover
With more than a dozen barge shipments of high quality modules for the refining and mining industries now under their belt, the Cianbro Constructors team members at the Eastern Manufacturing Facility (EMF) in Brewer, Maine, are as sharp as ever and ready for future challenges. The recent completion of 22 electrical building modules for a nickel processing plant in Newfoundland has positioned the Constructors to bring in additional work in the electrical module field. “An example of our work included modules with medium, high voltage and low voltage gear in it,” said Cianbro Technical Services Manager Dann Hayden. “Our cabling was all interlocked armored cable, very similar to marine quality that we did on some retrofits a few years ago in Portland for a client on a ship. So this ties our mechanical knowledge, structure, our marine knowledge that we did in Portland, and our electrical knowledge we’ve done here, all integrated together. It demonstrates that our team has the capability to do all three of those disciplines, integrated into one. Cianbro has done a lot of work over the last 30 years in pulp and paper, and in the power industry, building several power plants. So, we’re used to the distribute and control system. Our fire control systems that you saw on the electrical
building project were all simplex. Our team of 100 electricians onsite have experience both working in industrial and in power, and now in manufacturing. What makes us unique is that a lot of our people come straight from the construction industry. They understand the needs of the end user on a day-to-day basis.” Cianbro’s ability to find solutions to obstacles while self-performing a wide range of construction disciplines has resulted in a significant track record of quality and savings for the clients at the Brewer facility. Those savings have been measured both in terms of time as well as money. “In the electrical building project, Cianbro received the equipment,” said Dann. “We did all the connections. We bolted up the connections. We did all the torques. We did all the high pot on the low, medium and high voltage switch gear. Then the factory rep showed up and we assisted him in the final testing of the controls and the switches for which the reps are responsible. By doing this, we reduced their startup time in the field, and also reduced the amount of start up required from the manufacturer of the gear themselves. So, they came and did a quality check on our work and then we rolled straight into testing. It saves a lot of time, and will save a lot of end-user time when the product meets its final destination.” An added benefit for the client is the fact that Cianbro is employee owned, which encourages the team to display extra care in the safety, productivity and craftsmanship
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that they deliver from the EMF pad. “With employee ownership comes the personal pride in everything we do,” said Dann. “Take a tour of our modules and you’ll see a high quality product. That’s our everyday product. We only have two quality control people onsite monitoring our installation, and all of our work stands out for itself. Our teams do a fantastic job. They come from the construction industry. Our average person has probably eight to ten years of experience in their chosen field, which makes us uniquely situated to help. Our combination of being a contractor and being a manufacturing outlet allows us to allocate our team members from project to project while keeping us extremely sharp in the knowledge of the industry. The Motiva refinery modules job we finished here in 2010 was heavy in pipe, and heavy in structure. This E-Building job was structure, and heavy on electrical. So, we have the flexibility to change our crafts while keeping the experience level of our team high.” When it comes to technology, the Cianbro Constructors have the latest tools and the expertise to use them for the benefit of the client. For example, it’s all in a day’s work to measure the dimensions of a massive module down to a matter of millimeters with a state of the art laser scanner, all to ensure that the pieces fit perfectly when they are delivered to the client in the field. “Our geomatics program onsite is very involved and intense,” said Cianbro Project Engineer Seth Goucher. “On the Motiva project, the specifications were such that everything had to be constructed within an eighth inch. This E-Building project was
Downhand Welding: Cianbro Institute Trains for 21st Century Opportunities n
within three millimeters of plumb, square and level. Those are pretty tight tolerances to adhere to, even on a pad -- but also, when you move it to a different location, to ensure that it sets flawlessly onto the foundation or the structure that it’s going to set on. We definitely spend a lot of time and a lot of diligence getting that done. We have the use of a laser scanner. We’ll go out and scan the structure in question, crunch the data, and work it back. This ensures that the structure we are building, or the structure that we are actually building to, is what it was designed to be. If it’s not, we can always adjust accordingly or confer with an engineer on how to move forward.” Finally, when it comes to shipping the finished product to the owner via tug and barge, the Cianbro Constructors have a proven record of excellence, whether the voyage is more than 2,000 miles to the Port Arthur refinery in Texas, or a mere 600 miles to the petroleum producers in New Jersey. “We have a unique advantage,” said Dann Hayden. “We’ve worked with real pros in the tugboat industry, Foss, who have been our partners on all of our projects. And that brings a unique relationship and teamwork. We understand what they need, they understand what we need. The mover manufacturer is Mammoet. We work side by side, and integrate a plan with these partners -- everything is measured and weighed prior to moving. We work together on a moving plan several months prior to ever showing up on the job.” Add it all up, and the result is a clean and pristine high end product for the client, and another impressive line on the resume of the Cianbro Constructors and their Eastern Manufacturing Facility. “With the E-building project, the Eastern Manufacturing Facility team has completed another world class modular project of significant scale and highest quality,” said Cianbro Constructors Vice President and General Manager Joe Cote. “Design-build projects like this demonstrate our leadership in the modular arena which guides us along a path of delivering highly technical and compelling work. As we continue to demonstrate our capabilities and capacity, we will participate in future designbuild opportunities and look to build long term relationships with global companies.”
By Michelle Godsoe
Industry experts foresee $205 billion worth of capital expenditures for gas transmission infrastructure throughout North America over the next 25 years. In the Northeast alone, the investment is pegged at $32.6 billion. Cianbro recognizes the opportunities in this expanding energy market and is looking to grow the company’s knowledge and skills which are necessary to compete in the gas pipeline industry. As a result, the Cianbro Institute is positioning itself to train the company’s workforce in the necessary disciplines, working closely with the Operations teams from all regions, as well as with the Equipment group and Quality Control, to be sure that Cianbro is providing the best training to prepare team members for jobs in the energy sector. After valuable research and with Cianbro’s previous experience in pipeline work, the company came to the realization that a downhand welding program is essential to a future in gas pipeline construction. Cianbro chose award-winning welder Justin Desrosiers to lead the effort. The Institute’s Craft Training Manager Tony Ayotte joined Justin on a visit to Lincoln Welding where they received first-hand instruction on the Lincoln welder, best practices, and some tricks of the trade when using Lincoln welding machines. As a result of this trip, Cianbro purchased nine of Lincoln’s welding machines to begin training. “Downhand welding is a welding process that has been in place for many years, and it is mandated by most of the owners of the gas industry that put in pipelines,” said Cianbro CEO Pete Vigue. “They require that the work be done with downhand welding for a variety of reasons. I recently spoke to a number of our welders who were training in Portland, Maine one evening as they were moving to go home. And I asked them how the training was going. They indicated that they really liked it; they enjoyed it, and most of all it was very productive – even though it was a different process than what they had done in the past. That’s an indication of the willingness of our people to learn new skills, new abilities, new processes, new techniques, that will allow us to compete in the gas industry. They embrace the change because they recognize how important it is, as an employee-owner of this company, to move the company forward. When our team members adapt and embrace these educational opportunities, they benefit from it through continued employment and earning more money. And as a result, our company is more successful, and the team benefits from that as well.” The Cianbro Institute has also worked closely with the Quality Control team to develop a training procedure, PQR (Procedure Qualification Record), WPS (Welding Procedure Specification), and Operator Qualification Test for the downhand welding process. At press time, Cianbro has already trained and certified two welders in downhand welding: Chris Gerold and Nate McIver. Two more welders are enrolled in training and will be testing within the next few weeks. Cianbro’s Southern New England and Mid-Atlantic Regions already have plans to send welders to the Institute to train with Justin in the near future. Another accomplishment of Cianbro’s downhand welding program is the purchase of two welding rig trucks. These are being customized by the equipment group to be set up and fully equipped for the team members on the pipeline. Through research, Cianbro’s training team has determined that this set up is needed in order to be competitive and efficient in the industry which the company hopes to service for years to come.
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Uxbridge Railroad Bridge Replacement Project n
By David Schill
Cianbro’s Southern New England Region (SNE) partnered with a new client, Providence and Worchester (P&W) Railroad, in July of 2012 to “knock another challenging railroad bridge replacement project out of the ballpark” in terms of completing the project ahead of schedule, under budget, and safely. Over the course of only two days, the SNE team completed the demolition and replacement of a 53 foot long steel through-girder bridge in the town of Uxbridge, Massachusetts. This bridge spanned Route 16 and was originally built around 1893. Many repairs have been made to the bridge over the years in an effort to maintain railcar movement and the safety of P&W employees and the public. During a routine inspection, P&W determined that the structure needed to be replaced immediately and that the complexity and scope of the job required outsourcing work they normally would have completed in-house. P&W reached out to their network of railroad owners to find the names of reputable and capable contractors who would be able to complete the outage in the already scheduled four-day outage which was coordinated with the rail road service and the local town far in advance. The bridge is located in the center of a very congested, heavily populated traffic intersection, across from the Town Hall and town Fire House where there would be plenty of hazards and many citizens to watch the team handling challenges. Those challenges to overcome included a fiberoptic communications line located just two feet from the west face of the structure, a power line and other communication lines crossing over the north end of the bridge, as well as other lines within 30 feet of the structure. Adding to the complexity was the stipulation by the client and the town that the work must be done with only a four day road closure and track outage to perform all of the pre-construction, construction, and post construction activities. Even though P&W outsourced a portion of the project, they ended up being more than just the client; they were true partners in the successful completion of the project. The new structure was designed, fabricated and transported to the project site by P&W. When it came time to execute the project P&W and Cianbro coordinated and completed the work seamlessly with one another. As rails were installed by P&W, Cianbro stepped in to remove the existing bridge (using lance rods and torches) and installed the new bridge, concluding with site cleanup and the re-opening of the bridge and road to transit. The entire project was planned and
executed in only a few weeks. Without the enormous team effort that Cianbro is famous for, this project would not have been completed successfully. This effort began from the moment Cianbro learned about the project and it ran all the way through planning, execution and demobilization of the team. Prior to starting the work, a group of talented Cianbro team members joined together for the initial evaluation of the project. The team members included Joe Oliver from Cianbro’s Northern New England Estimating Group, Project Manager David Schill, and Alan Fisher with his temporary engineering team. Alan Fisher’s team provided expertise on how to create the demolition and erection plans. Additionally, Lorie Lane was brought into the group to evaluate and develop safety protocol for the project and assist with project planning, while Tom McVaney and his team helped to make it all happen by ensuring that the team had the equipment and tools needed to complete this “short-fuse” project, safely and efficiently.
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With the activity plan developed, hazards identified, and buy-in from the client, local authorities and the Massachusetts Department of Transportation, Cianbro commenced working on the project in the midst of an unexpected triple digit heat wave at the peak of July. Cianbro Ironworker Foreman Todd Hoffa led the way. Despite the heat and the presence of lead paint contaminants from which team members had to be protected with full-containment or tyvek suits and respirators, the project was completed safely, significantly ahead of schedule, and under budget. The following team members were instrumental in the completion of this project: Todd Hoffa, Craig Stockwell, John Pelland, Chris Furrow, Dave Stoddard, Lorie Lane, Ben Weingarden, Jordan Bushey, Cortney Flenke, Jill Cote, Wayne Denny, Ron Kief, Steve Peters, Kevin Rezendes, Ian Spring and David Schill.
4 833 Project Safe Hours
How well are Cianbro’s jobsites? n
By Andrea Pelletier
Part of supporting our team with health goals is providing a healthy environment that encourages team members in their wellness efforts. Over this past summer, many jobsites joined in a well workplace challenge. The challenge included a wellness scorecard that jobsites used to evaluate their site and implement new wellness initiatives. Jobsites that participated earned points for establishing an onsite “wellness champion,” sharing educational pieces on safety and health, holding Lunch and Learns, participating in local charitable drives, and several other wellness initiatives. The jobsite/regional office with the most points in the following categories were awarded a celebration wellness lunch. The winners were: • 1-10 team members on average: Bangor Events Center • 11-25 team members on average: Albion Road Substation • 26+ team members on average: Eastern Manufacturing Facility The health and safety of our team members is vital to our success. Whether providing for our families, completing our work, or controlling healthcare costs -- living a healthy lifestyle matters.
THANKS TO ALL THOSE THAT PARTICIPATED: Albion Road Substation Baltimore Fab Shop Bangor Events Center Bates Bridge Eastern Manufacturing Facility Epping Substation 1st Solar FMC Groton Wind Farm Holtwood Larrabee Road Substation Little Bay Bridge
MPRP Central Loop Newark America NNE Regional Office P&G Tambrands Pittsfield Equipment Pittsfield Fab & Coatings PRRT Intake Pumpstation Saco Bay Reinforcement T&D Sappi Hinckley Sardis SNE Regional Office Woodland Pulp LLC
Phase 3 Begins at the Mystic River Drawbridge n
By Kim Sieber
As spring faded into the summer tourist season, the Mystic River Bridge project demobilized crews for its second season. On-site work activity was at a standstill and the management team took a rare construction world opportunity to spend the summer planning for the final phase of the project: Phase 3. In an effort to keep the project moving while preparing for the upcoming fall/winter work, Electrical Foreman Eric Fudge and Electrical Apprentice Andre Wright prepped the prefabricated control house at Cianbro’s Southern New England Region (SNE) yard in Bloomfield, Connecticut. Steel repairs started back up as soon as the summer tourism season in Mystic
came to a close, with crews making steel repairs throughout the structure. The project also began bracing for the control house and demolition work. As the project neared a planned 54-hour outage to install the barrier vault and gate, Hurricane Sandy displayed her wrath on the East Coast and along Connecticut’s shoreline. This major weather event hit Mystic with full force, flooding the town and leaving the community without power, including the Mystic River Bridge, for about a week. As the town recovered, so did work on the bridge. Beginning in October, the team installed the temporary barrier, and began bridge machinery removal that continued through December with the demolition of the machinery pit.
The old control house will soon be replaced.
The final phase of the project will see the completion of the control house demolition and installation of the new control house brackets. Team members will then install the new bridge control house and associated electrical and mechanical components. This project also includes rehabbing the machinery pits and installation of the bridge machinery. The Connecticut Department of Transportation (ConnDOT) has awarded Cianbro the contract to rehab existing counterweights, which includes removing 40 pound blocks that fine-tune the balancing of the counterweights (eight tons in total) from the boxes so they can be sandblasted inside and out before a new membrane is applied. Once the blocks are repositioned in the counterweight boxes, the bridge will be balanced and returned to the owner, ConnDOT. The SNE Region team could not have planned out all of this work without the assistance of Alan Fisher from Cianbro’s Temporary Design Group, reviewing and planning out the structural steel repairs and keeping the project moving forward. Additionally, Alan loaned the capable services of Civil Engineer Amanda McDermott to the project this fall to help define and manage the steel repairs. The project team would also like to acknowledge Cianbro Fabrication and Coating Corporation’s team for the special attention team members gave to the custom detailing, fabrication, and delivery needed to support the project objectives for quality and schedule. The team looks forward to a safe and successful third season!
4 45,674 Project Safe Hours
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Cianbro Fabrication and Coating Corporation Acquires Massachusetts Fab Shop n
By Alan Grover
Cianbro Fabrication and Coating Corporation (CFCC) has acquired a fabrication facility in Georgetown, Massachusetts from the L. B. Foster Company. The facility was built in 1982 to fabricate structural steel for buildings and bridges, and includes approximately 50,000 square feet of fabrication and coating space. Cianbro Fab and Coating General Manager Jack Klimp said the Georgetown acquisition includes 30 new team members as well as the fully equipped facility, and is an exciting addition to Cianbro’s steel fabrication capabilities. “When I look at the acquisition of this business, what excites me first and foremost is that we brought on board another strong group of very skilled and experienced team members,” said Jack. “Secondarily, it gives us another shop east of New York City capable of fabricating large and complex projects. I look back to the electrical room project we completed last year, and there was about 15-percent of that job that we had to subcontract because we just couldn’t keep up with the schedule demands using our two shops in Pittsfield and Baltimore. If we’d had a third shop on line, we could have kept all that work in-house.” In describing the physical layout of the Georgetown facility, Jack said, “It’s set up with an efficient linear flow. We bring the raw material in at the end of the building where we perform the fabrication processes, then transfer it directly into the large adjacent coating bay. We load the completed product onto our outbound trailers at
the opposite end of the building. The layout eliminates excess handling when transferring the material between operations.” “At CFCC, we service a very diverse group of customers,” said Jack, “and as
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time goes by, we’ll expand Georgetown’s capabilities to support the wide range of fabrication projects we currently pursue for our Pittsfield and Baltimore shops. But at the onset, they’ll continue to focus on the same projects that they’ve excelled at, which are primarily stringer bridges. Those are bridges, such as many highway overpasses, that comprise rolled beams as the main members of the structure. It’s a product line that we’ve not gotten into before in Pittsfield or Baltimore. In addition to stringer bridges, the Georgetown facility also fabricates bridge rehab steel and some building steel. So some of what they do will be new to Cianbro and some will be complementary to what we already produce.” Adding Georgetown’s capacity already promises to be a profitable move for Cianbro Fab and Coating, thanks to a large ongoing project in upstate New York. “We’re fabricating 144 dam uprights that are being installed in the lock and dam system of the Erie Canal,” said Jack. “It’s a big undertaking, requiring well over 20,000 hours of work and it’s on a tight schedule. Although we have great teams in both Pittsfield and Baltimore, we couldn’t have done this project with just two shops - we were really counting on having this third shop in our pocket when we pursued this work. So it’s allowing us to do more. It’s allowing us to consider some larger projects. It brings another strong group of talented team members to the company. It adds 50,000 square feet to our capacity and it strengthens our presence relative to the New York City and Boston markets.”
Cumberland County Civic Center Renovation Project n
By Anthony Passmore
The Cumberland County Civic Center Renovation project in Portland, Maine broke ground on August 22, 2012 and is well underway with its first phase of construction. A majority of the site and demolition work has been completed, the foundations have been formed, and the placement of concrete is in progress. Logistically, there have been many challenges on this project. Location, site footprint, and proximity to the public are all challenges that must be dealt with on a daily basis. The North West Entry of the building had to be excavated to approximately 15 feet below street level. One of the new anticipated street level entrances into the building replaces a large set of removed entry stairs. Removing the stairs and other material took close coordination between two excavators and a steady stream of dump truck traffic flowing down a oneway street in Portland. The previous entry is no longer recognizable due to this site work removal. Selective demolition to remove exist-
ing concrete walls surrounding the original North West building entrance has been executed. The salvage of the existing to remain foundation will tie a new concrete slab, walls, and columns of the new corner entry back into the remaining building. Concrete saw cutting of a stairway canopy entrance and foundation walls under a glass curtain wall demanded immense preparation and communication between
contractors. The coordination between the site and demolition contractors has been prevalent during this phase of construction. The construction of the new entry has been shaped with rebar, foundation walls, and column piers starting in mid-October. With the exterior foundation walls well in progress, steel was delivered in late November. During this construction, the building remains open to the public for events, concerts, and the start of the Portland Pirates American Hockey League season. With low impact construction and innovative ideas, the Civic Center will be kept weather-tight and secure while construction and tie-ins to the building are in progress. This will allow work on the Phase I interior finishes to be completed before the start of Phase II in April of 2013. The project completion date is scheduled for early October 2013. Cianbro is in the process of procuring the final scope for the entire project. Thirteen different subcontractors, who are the core and shell of the project, have been procured and 78 subcontractor employees have been put through Cianbroâ€™s job specific safety orientation. The Construction Management team on site consists of Jon DiCentes, Brian Larsen, Bruce Cummings, Bradley Smith, Suzan West, Brett Dyer and Anthony Passmore.
4 4,526 Project Safe Hours C I A N B R O S U M M E R / F A L L C H AT T E R
EXPANDING OUR CAPABILITIES
Cianbro Focuses on the Opportunities of the Future n
By Pete Vigue
Cianbro team members are familiar with the company’s philosophy that “every challenge is an opportunity” and “no one is smarter than all of us.” There have been plenty of challenges facing our company since the global economic downturn in 2008, and, following its own mantra, Cianbro has been able to develop opportunities in non-traditional markets. While it’s true that public belt-tightening on municipal, state, and federal budgets has meant fewer projects in the infrastructure market, Cianbro’s leadership team has successfully led the company toward new sources of work and opportunities that have allowed Cianbro
to grow successfully and prepare for the future. Years ago, Cianbro began moving into a number of different markets, recognizing that it is diversity of markets that will allow us to move forward and grow the company while providing opportunities for our team members. As a result, the company has placed more emphasis on energy-related projects and on diversifying the geographic locations in which we work. When we refer to energy markets, this includes power generation, electrical transmission and substations, renewable energy such as wind and wave, as well as the petrochemical and refining industry. It includes the gas industry pipelines and compressor stations
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and servicing the energy sector with module manufacturing. In the coming months and years, we expect to continue the growth of the company and expect that much of our anticipated growth will come from the energy markets. Cianbro’s team members have made remarkable progress in seizing the opportunities of the 21st Century by developing new skills and becoming efficient and competi-
“The world is changing, and it means that the company needs to adapt and take on additional opportunities in a broader geographic footprint if we are to continue our growth and provide opportunities for our people.” tive in the energy sector. Cianbro’s progress in the electrical transmission and distribution marketplace is a prime example. Cianbro moved in a new direction in 2004 when it built Central Maine Power Company’s (CMP) new substation across from Ricker’s Wharf in Portland, Maine. Beginning with that first substation, Cianbro has now completed over two dozen substations in New England and gained experience while proving the company’s ability to perform that type of work. Additionally in 2004, Cianbro completed a ten mile 115kV power line in southern Maine, which further enhanced the company’s confidence and CMP’s willingness to work with Cianbro in this market sector. Next came the 27 mile, 115kV, Kibby Mountain electrical connector line and a 59 mile 345kV project for Vermont Electric Company over the most rugged mountainous terrain in Vermont. Again, our team succeeded while learning and proving our capabilities, and today our company is now engaged in the largest construction project in the history of Maine for CMP, the Maine Power Reliability Program as a joint venture partner with IRBY Construction of Jackson, Mississippi. Today, Cianbro has successfully completed electrical transmission and substation work for Amtrak, Pennsylvania Power & Light (PPL), Public Service of New Hampshire (PSNH), Bangor Hydro and a number of other companies that are developing wind projects in Maryland and New England. We continue to educate and train our team members and invest in specialized equipment for
the industry. We expect that we will continue to expand in the electrical transmission industry outside of Maine, New England and beyond. Our people have stepped up to develop their skills, learn about the industry, and have impressed our clients. What we are doing with transmission-distribution is an example of how we are moving into other sectors of the energy market. This transition will allow our company to grow in the future, and not be solely dependent on the markets we might have depended on in years past which have been shrinking substantially as a result of reduced public funding. We will continue to participate in the company’s traditional heavy, industrial, transportation and movable bridge markets. If anything, we expect to expand Cianbro’s reach strategically to win traditional projects across the country, as was accomplished with the recent success in Galveston, Texas where Cianbro built an important moveable bridge for BNSF (Burlington Northern Santa Fe Railroad) and the City of Galveston.
The world is changing, and it means that the company needs to adapt and take on additional opportunities in a broader geographic footprint if we are to continue our growth and provide opportunities for our people. The coming years will bring tremendous growth to North America’s industrial and manufacturing capacity as a result of North America’s accessible gas and oil reserves. The Marcellus Shale deposits are an example, as are gas and oil finds in Wyoming and North Dakota. Additionally, the oil sands in Alberta, Canada are providing huge amounts of energy capacity for North America. In the future, North America will become a primary global exporter of oil and gas. The U.S. will begin to re-attract major industrial and manufacturing capacity in the coming years because of our abundant competitively priced energy as a key component to manufacturing and heavy industry. This is extremely positive for our nation and our company. In the near future, we will work to understand the impacts of these developments, establish relationships with outside stakeholders, and build the capacity of our team to prepare for these opportunities. Our future is very bright!
ReEnergy Black River Generation Facility n
By Travis Watson
Construction at the ReEnergy Black River Generation Facility kicked off with an August 6th limited notice to proceed, bringing Cianbro back to New York for another exciting project and an opportunity to build a long lasting relationship with a new customer. The project owner, ReEnergy Holdings of Latham, New York, has brought Cianbro into the fold to serve as the general contractor on a project converting the existing 60 megawatt power facility on the Fort Drum Army Base from coal to locally harvested biomass. Design engineering services are being provided by D&S Engineering of Millinocket, Maine. Led by Project Manager Scott Tierney and Project Superintendent Brian Hartness, the project scope involves extensive civil, structural, mechanical, and electrical work packages which are a great match for Cianbroâ€™s multi-skilled workforce. Work is taking place both inside the existing facility and outside at the former coal storage yard. A short timeframe before the imminent
arrival of winter weather meant that work needed to begin immediately in several areas, with the focus being on completing all concrete work before first snowfall. Cianbro and its subcontractors have worked together to achieve this goal and move forward with project completion scheduled for spring of 2013. The civil team, led by General Foremen Don Fulmer, Jamie Fulmer, and Todd Fulmer reacted quickly to the challenge, completing all site work and excavation in preparation for 40 concrete placements that totaled 865 cubic yards by the end of November. Including subcontractors, more than 2,200 cubic yards of concrete were placed under Cianbro direction in just 90 days. As civil work has wound down, Cianbro has begun to focus on the erection and fit out of three new buildings which will house electrical equipment, biomass fuel processing equipment, and cooling water system pumps and piping. Superintendent Mark Richardson is overseeing the installation of two truck dumpers, which will offload the biomass fuel onto a series of owner installed conveyors. General Foreman Gary Hayes and Foreman Jason Despaw are leading a large electrical scope that focuses on bringing 13.8 kV power to the new biomass fuel yard, installation of all associated raceway and equipment, and upgrades to existing facility power systems. The project also involves several upgrades to existing plant systems, which are being conducted under the direction of Superintendent Jeremy Mace. General Foreman Andy Tower is leading the removal of existing induced draft fans and bag house reinforcement. At the opposite end of the facility, Foreman Shawn Bryant leads a mechanical crew focusing on extensive conversion work to the interior fuel storage silos and the fuel delivery system to the
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plantâ€™s three boilers. Foreman Nick Drake is leading the effort to modify piping within the existing facility, in the new cooling tower pump house, and at an offsite river pump house to incorporate the new cooling water system. The Cianbro project team is projected to consist of 80 team members throughout the winter, with the total workers on site numbering 140. Total Cianbro contract work is anticipated to be 100,000 work hours. Management support is provided by Project Controls Manager Kim Sieber, Safety Superintendent Kris Ballard, QA/QC Manager Brigitte Reid, Subcontractor Coordinator Jim Flear, Project Engineer Travis Watson, Field Engineer Kevin Talley, Surveyor Dan Musselwhite, Electrical Engineer David MacMartin, and Admin Terra Thomas.
4 47,113 Project Safe Hours
SharePoint: It’s Not Your Father’s Portal By Russ Rodrigue
In order to be effective as a company, Cianbro team members must share ideas, review and vet documents, support projects, collaborate on bidding new work, solve technical issues, meet and discuss issues/problems, and many other person-to-
person or group-to-group activities. Today, this is done in a variety of ways, using a variety of technologies, across a variety of mediums; but are we effective? Cianbro Leadership has determined that in order to drive new business, we need to focus on markets and industries that are growing, or have the greatest opportunities, or simply have reliable funding sources. As always, Cianbro is successful because we encourage team members to find creative solutions; we “make things work” and we all pull in the same direction. Essentially, we collaborate! Expanding the company’s power to collaborate is why IT has been working on a new technology solution from Microsoft called SharePoint that, when fully deployed, will replace the cianbro.net web portal. The SharePoint environment will have many of the features that team members rely on every day, such as Team Member Finder, SOP, Pay Stub Viewer, Citrix links, HR & Finance documents and reports, news stories, and much more.
The SharePoint portal will deliver these capabilities using newer technologies and simple, logical navigation links. SharePoint will have departmental pages (e.g. HR, Operations, Finance, IT, Purchasing, etc.) that will contain additional content, documents, links and public information accessible throughout the company.
Finally, a global search capability will be implemented that will allow team members to find information more quickly using a “Google-like” search engine. This will enable searches of documents, images, videos, content pages, the SOP site, etc. and return results based on the closest match. In addition, IT will introduce two additional portal sites geared towards “partners” and “work pages.” The Partner pages will allow sub-contractors, vendors, JVs and business partners to more easily connect with and share information with Cianbro team members and project teams, as well as submit invoices and check on the status of payments. The Work pages will offer capabilities related to shared project pages, document storage, collaboration on documents, workflow, various data and business intelligence…geared at the work activity or project level. The goal of these two additional portal sites is to offer Cianbro’s team members a more robust solution for collaborating on projects,
including common calendars, alerts, news, centralized storage and retrieval of project documentation, etc. The SharePoint project is scheduled to release in the first quarter of 2013. The first phase entails replacing the existing cianbro.net landing page which incorporates news stories, departmental pages for HR, Safety and IT, Careers page, and links to many popular applications and reports. SharePoint will be integrated with the existing cianbro.net portal allowing access to all the tools, reports and documents familiar to team members. Phases II and III (Partner site and Work sites respectively) will be deployed throughout 2013 and will be communicated via the SharePoint portal. IT is not alone in the design and development of the SharePoint site. IT has teamed up with members from HR, Safety, Finance, Operations and Creative Services. An advisory committee has been formed to guide all aspects of the SharePoint project and implementation. The stakeholders include:
HR: Mark Hovey, Debbie Cyr, Andrea Pelletier SAFETY: Dan Coffey FINANCE: Jerilyn Underhill, Tim Cooley, Laura Curtis OPERATIONS: Matt Bradeen CREATIVE SERVICES: Mike Brooks, Chris Karlen IT: Gordon Monk, Tim Flewelling, Greg Schueman, Joe Kennedy, Christine Nadeau, Russ Rodrigue
SharePoint is a very powerful tool, but is only as good as the content published. The capabilities are seemingly endless. SharePoint is a Microsoft product and one of their most popular and best funded. According to Microsoft, there are over 225 million end-users of SharePoint worldwide, so this is a very powerful and user friendly tool, one that many of our business partners, joint venture partners and vendors already extensively use. In addition, SharePoint is already integrated with thousands of business applications, enabling rapid deployments and simplified data sharing.
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Georgia Mountain Wind Project n
By Jeffrey Towle
Cianbro’s “Can-do Spirit” made the difference on the Georgia Mountain Wind Project. It was over a year ago that Cianbro and its customer, Georgia Mountain Community Wind, LLC, began talking about this project. General Manager of Wind Energy Parker Hadlock and Senior Project Engineer Chad Allen led those conversations for Cianbro which ultimately culminated in an award to build the Georgia Mountain Com-
munity Wind Project in Milton, Vermont. Beginning in May of 2012, Project Manager Bill Lovely and Project Superintendent Dan Butler led a team of about 40 Cianbro team members and up to 60 subcontractor personnel preparing roads, an overhead and underground electrical collection system, and four turbine foundations. The project will provide 10 Megawatts of power and enough clean energy to supply approximately 4,200 Vermont households with electricity. Project Engineer Brad Therrien and General Foreman Rob Young led civil construction crew members Terry Dinghman, David Thomas, Bob Costine and Bill Stetson performing the forming and placing of four 30 foot diameter heavily reinforced concrete foundations that are anchored by rock anchors that are 45 feet in length and three inches in diameter. The four wind turbines are connected with more than 3,600 linear feet of underground collection line installation prepared by Electrical Superintendent Ricky Viens with Electricians Rudy Salazar, Jasun Dunsun and Reggie Young and the assistance of the civil construction crew members. The overhead collection line installation was performed by a subcontractor and managed by Project Engineers Joanna Pyun and Jake Pellitier. General Foreman Don Smith and Foreman Dale Smith
with Field Engineers Brad Grillo and Brad Therrien in concert with carefully prepared erection drawings by Design Engineer Jeremy Bragg led a turbine erection and bolting crew consisting of Chris Furrow, Steve Peters, John and Gibby Rosignol, Dave Adams, Jeff Sargis, Steve Osborne, Zach Schroeder, Jeremy Lane, Bob Costine and Kevin Curry. They erected four 80 meter wind turbines with Cianbro’s Manitowoc 16000 WA wind crane. The erection of the turbines could not have been done without the support of J.D. Reed, Aaron Fluellen, Adam and Greg Gatchel and the entire team of civil construction crew members. The towers were finished off with down tower wiring by Electricians Rudy Salazar, Jasun Dunsun, Charlie Brown, Nate Carter, Mark Garrison, Doug Easter, Greg Startz, Walt Stefanyk, Steve Jamison, Iron Worker Jamie Douvielle and Field Engineer Joe Clough with lots of help from the civil construction crew members. Having completed over 21,000 safe work hours, Safety Specialists Bob Breshnahan and Doug Standbridge helped keep team members out of harm’s way. Industrial Projects Manager Tom Clarke, Senior Project Manager Bruce Brown, Senior Project Engineer Doug Maxellon, Financial Assistant Manager Sharon Ebbs and regional HR Professional Colleen O’Hare played key roles behind-thescenes to ensure that the team had what it needed to be successful. “Mountain top wind projects are logistically challenging and schedule driven, with success requiring everyone on the team to stay focused on the project objectives,” said Vice President & Regional General Manager Jeffrey Towle. “The morale was extremely high under Bill’s leadership and no challenge or obstacle was too great for Cianbro’s team members who supported the project.” With a deadline for completion at the end of 2012, the Cianbro team finalized turbine erection and turbine assembly by mid-December. Final testing, commissioning, punch list and closeout activities ran concurrently and were completed by the third week of December 2012. The deadline the team faced was especially important, since a portion of the project was paid for by a federal grant that was awarded only if the Georgia Mountain and Cianbro team was able to get the turbines up and running before New Year’s Day.
4 24,617 Project Safe Hours
Cianbro Equipment: Providing the Tools for the Future, As They’ve Done in the Past n
By Nick Arena
As Cianbro continues to expand capabilities in order to offer new services to markets that the company has not previously explored, the need to equip Cianbro for new types of work remains an ongoing challenge. Historically, the “Equipment Group”, now known as Cianbro Equipment, has risen to the challenge by obtaining the tools and equipment to meet the needs of our jobsites in this dynamic industry. The mechanical trades provide a good example of how our fleet has changed to meet the changing demands of our clients. A millwright would align pumps and motors with a set of dial indicators, measuring and calculating how much shim was needed under each leg. This tried and true method was time consuming. As technology evolved, laser alignment equipment was developed to do the work faster and more accurately, and became the required procedure by most clients. The millwrights have put their dial indicators away for the most part, and Cianbro has an assortment of laser alignment equipment for use by all of our projects. On a grander scale, in 1972, when Cianbro was erecting the huge yard crane at Bath Iron Works, a Manitowoc 4100 and Ringer attachment were used to make
the 130 ton lift required for the assembly. At the time 130 ton lifts and Ringer cranes were not common in the Cianbro world, but today we have several 4100s and Ringer attachments in the fleet, and they are a fixture on many Cianbro jobsites. Cranes are the centerpiece of the Cianbro equipment fleet. Along with the Ringers, tower attachments for 4000 and 4100 crawler cranes, rough terrain hydraulic cranes up to 80 ton capacity, the Manitowoc 16000 with the Maxer attachment, luffing jib and Wind Attachment, and the recent addition of the 300 ton Manitowoc 2250, the crane fleet has grown to keep up with the ever increasing needs of Cianbro. At times the need for a certain piece of equipment is so specialized and/or the need is for such a short duration that renting makes the best business sense. Two tower cranes for the construction of the Penobscot Narrows Bridge, a heavy lift derrick barge for demolition of an Amtrack railroad bridge in Connecticut, and two giant excavators with 17,000 foot pound hoe rams for pier demolition at the Galveston bridge project are a few illustrations of how the equipment group provides rental solutions. Most recently, Cianbro’s Transmission & Distribution work has changed the look of the equipment fleet. The high demand and limited availability of T&D equipment
keeps the group busy acquiring all that is needed to keep projects such as the Maine Power Reliability Program (MPRP) Central Loop prepared to meet all challenges. Bucket trucks, digger-derrick trucks, flextrack diggers, reel trailers, and pullertensioners are just some of the new pieces that have gone to work on these projects. Access to structures on the right of way requires the placing of mats in environmentally sensitive areas. This service was performed by sub-contractors in the past. It makes more sense for Cianbro to self-perform these activities and doing so requires another class of equipment. Forwarders, traditionally used in the forest industry for moving logs, are used to distribute and place mats on the right of way. Pulp trucks and center-mount trailers with pulp loaders have also been acquired to move the thousands of mats needed to provide access. Cianbro Equipment is looking to the future; specifically at the gas pipeline industry. Portable welding trucks have already been outfitted, and as Cianbro gets more involved in pipeline work, one can be sure that the equipment list will grow to service this market. The team members at the equipment group are looking forward to helping Cianbro add the next set of capabilities to the list of services the company provides .
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Cianbro Rehabs the Famed Arlington Memorial Bridge n
By Alan Grover
It’s one of the most famous bridges in the world, the Arlington Memorial Bridge in Washington, D.C., where late presidents, politicians, and military patriots have crossed the Potomac River on their way to a final resting place in Arlington National Cemetery. Cianbro team members led the way on a rehab of the concrete structure of the bridge this year, including repairs to some of its arches, parts of the deck and pavement – all while allowing the busy car and pedestrian traffic to have full use of the bridge without interruption from Cianbro’s work. The team hit on a plan that kept them on schedule to complete the job by year’s end. “The bridge falls under the National Park Service,” said Cianbro Corporation President Andi Vigue. “And our success depended on communications and logistics. Our team had to sit down and plan in very fine detail what work we were going to perform and when. And then, working with those entities, we made sure that we were not impacting the traveling public. So, there was a lot of communication, a lot of up-front work.” Cianbro made sure that each improvement to the bridge was submitted to federal representatives who were overseeing the project. Once a specific plan was approved and all parties were on board, the plan was communicated to the public and Cianbro executed the work. It’s the same approach that has brought success in numerous other Cianbro projects in and around the nation’s capital over the years. “Cianbro is very proud to have been
awarded the work,” said Andi. “And we’ve done a lot of work in Washington, D.C. in the greater metropolitan area over the years. We’ve worked on the SoutheastSouthwest Freeway, Case Bridge, the Air Force Memorial, Humpback Bridge, the list goes on and on. And we’ve worked on a lot of structures that have a lot of historic significance. We take a lot of pride. We’ve had a lot of success. And for the company, it’s just one more project in the area that was successful for the owners and for the community. It’s interesting. Anytime you work in Washington, D.C., the travelling public tends to be a lot of our U.S. senators, the president of the United States, they come and go frequently there. And I can tell you, this project was no different. We had to make way for the president to cross the bridge, which doesn’t sound like a big deal, but it is a big deal. The secret service comes way in advance. They had to interview our people, look at our equipment, make sure there were no hazards associated with the president crossing the bridge. And then when the president did come, we had to stop work and allow him to go across for his security. It’s a lot of planning, a lot of logistics, and you’ve got to have the right people there to make sure that things go smoothly.” Cianbro Corporation’s president points out that the company is very diversified, which sets up the firm perfectly for projects like the Arlington Memorial Bridge. Cianbro has the ability to self-perform all aspects of the work and can communicate well with the public and with the owners, not to mention that bridgework has been part of the company’s history since the beginning, right after World War Two.
C I A N B R O F A L L / W I N T E R C H AT T E R
“All of the projects we’ve had for the National Park Service have ended up successful,” Andi points out. “That doesn’t mean they weren’t hard to build or we didn’t have differences as we did it. But we’ve always fulfilled our contracts. We’ve always met the expectation of the customer. What is wonderful about Cianbro’s team is that we find a way to win. And we’ve conquered all those challenges, and we never gave up once. And I think that’s why entities like the National Park Service will allow us to continue to work for them in the future – We’ve always found a solution when maybe others would have given up. Our team has been very successful in the work, and the owner is very happy. What I’m real proud about is the safety on the project. We’ve been able to take all these challenges and be very fluid in what we had to do, but we’ve done it in a safe way. We’ve been extremely productive. We’re happy about all that. We’re very happy that we had a successful project there, and we believe it will lead to more work. So, I thank the team for all that they’ve done and it’s just a microcosm of what Cianbro is all about. They make us proud.” Hats off to Cianbro team members on the Arlington Memorial Bridge project who completed the job with zero personal injuries: Paul Anaman, Esteban Bernal, Jesus Bernal, Jose Bernal, Paul Day, Aric Dreher, Alan Fisher, Gary Gorman, Genaro Guardado, Oscar Hernandez, Matt Knarr, Stacie Leavitt, Alejandro Mejia-Gamez, Trinidad Suarez, Wes Sweatt, and Jose Vasquez
4 5,764 Project Safe Hours
Equal Employment Opportunity & Workplace Harassment Policy Cianbro is an equal opportunity employer committed to the principles of equal employment opportunity. We do not discriminate based on marital status, race, color, gender, religion, national origin, gender identity, age, veteran status, union affiliation, disability, or sexual orientation. We are also committed to employing and advancing qualified veterans and disabled veterans. IT IS THE POLICY OF CIANBRO TO: (1) prohibit illegal discrimination against any Cianbro team member or applicant; (2) provide an environment free from harassment and prohibit harassment of any kind, including sexual harassment; (3) prohibit retaliation against any team member who files complaints of discrimination or harassment; (4) apply appropriate discipline for any violation of this policy; (5) implement affirmative action to achieve our diversity goals; and (6) employ only U.S. citizens or lawfully authorized alien workers. In addition, all Cianbro team members have the right to work in an environment free from harassment based on marital status, race, color, gender, religion, national origin, gender identity, age, veteran status, union affiliation, disability, or sexual orientation. Harassment of any kind is not only a violation of Cianbro policy, it’s against the law. Cianbro does not allow any form of workplace harassment by its supervisors, workers, subcontractors, or suppliers. Cianbro will take any action necessary to prevent and correct it from happening. Cianbro does not allow team members to physically or verbally harass other team members of the same or different gender. This conduct includes, but is not limited to, display of offensive images, slurs, off-color jokes, or degrading comments concerning marital status, race, color, gender, religion, national origin, gender identity, age, veteran status, union affiliation, disability, or sexual orientation, graphic verbal comments about an individual’s body, and display in the workplace of sexually suggestive or offensive objects or images. Although it may not be anyone’s intent to offend, this behavior is strictly not allowed when it has the effect of offending another team member. Both federal and state laws prohibit sexual harassment. Sexual harassment is defined as unwelcomed sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when: • submission to such conduct is made explicitly or implicitly a term or condition of employment;
• submission to or rejection of such conduct is used as a basis for employment decisions; or • such conduct has the purpose or effect of substantially interfering with work performance or creating an intimidating, hostile, or offensive work environment. Cianbro is responsible for its acts and the acts of its supervisory team members with respect to sexual harassment regardless of whether the specific acts complained of were unauthorized or known by Cianbro and regardless of whether we knew or should have known of their occurrence. No supervisor is permitted to threaten or insinuate (either openly or implied) that a team member’s submission to or rejection of sexual advances will in any way influence decisions regarding the team member’s employment, evaluation, wages, advancement, assignment, or any other condition of employment or career advancement. Team members must give management the opportunity to correct the situation in cases of supervisory or co-worker harassment. To help ensure team member safety, please report protection order or personal situation that may compromise workplace safety, to your supervisor. Team members who believe they have been harassed or discriminated against should immediately report their concerns to any of the following: • supervisor • project EEO coordinator • project leader • regional HR manager • Cianbro’s EEO officer • Cianbro’s assistant EEO Officer Cianbro’s EEO officer is Mike Bennett, vice president of human resources, health, safety and environmental. He can be reached at (800) 315-2211, opt. 1, ext. 2318 or (207) 679-2318. Alan Burton, vice president, is Cianbro’s assistant EEO officer and can be reached at (800) 315-2211, opt.1, ext. 2169 or (207) 679-2169. If the complaint is not resolved to your satisfaction, contact the Human Rights Commission (or appropriate agency) in your state. It is unlawful for Cianbro to retaliate against anyone who files a complaint of discrimination or harassment. Cianbro’s Renewed Commitment to Accommodating Disabilities Cianbro has had a long standing policy against discrimination in the workplace based on marital status, race, color, gender, gender identity, sexual orientation, religion, national origin, age, veteran status, union affiliation, and disability.
For 2011, Cianbro has renewed its commitment to preventing and prohibiting discrimination against applicants for employment and team members. Moreover, while this in no way diminishes our commitment to preventing and prohibiting all forms of discrimination, we are emphasizing our commitment to employing and advancing otherwise qualified individuals with a disability. Employment, hiring, and advancement is based on the applicant’s or team members ability to perform the essential functions of a position in accordance with applicable law. Further, it is the policy of Cianbro that reasonable accommodation will be made for an otherwise qualified applicant or team member with a disability, unless the accommodation imposes an undue financial or administrative hardship on our operations. Notice of the availability of reasonable accommodation is posted on www.cianbro. com. Applicants are informed at the initial interview that the company does not discriminate against applicants with a disability and has a process for requesting reasonable accommodation. Applicants go through a pre-employment screening process which identifies any needed work modifications based on the applicant’s medical condition. Cianbro routinely makes reasonable work accommodation for applicants and team members as a normal part of our strong safety culture and multi skilled workforce philosophy. Our intent is to identify any needed work modifications up front in order to work everyone safely. Team members are encouraged to request reasonable accommodation, above and beyond the normal work modification process, at any time when such accommodation becomes necessary for employment. Requests should be made verbally or in writing to the disability manager. The request should include a description of the nature and purpose of the accommodation. Assistance will be made available to any team member requiring assistance in identifying an appropriate accommodation or in documenting the reasons why such accommodation is needed. A timely decision will be made by the disability manager after the submission. The effectiveness of the accommodation and the need for changes or additions to the accommodation will be assessed during first month of the team member’s use of the accommodation. All reasonable accommodation requests and documentation, discussions, decisions and other matters relative to a team member’s status as a person with a disability will be kept confidential. Applicants and team members have the right to appeal the denial of any accommodation request to the vice president of human resources, health, safety and environmental.
C I A N B R O S U M M E R / F A L L C H AT T E R
Maine Natural Gas Pipeline: Job Well Done n
By Gary Parker
On September 7, Cianbro mobilized a team on a new gas line project as a sub to ETTI, with Shaw Brothers as the excavation team. The goal was to install a12 inch carbon pipe from Windsor, Maine to the state’s capital in Augusta. The scope of the job was installing offsets under the culverts, as the pipeline would run along the side of Route 17. All pipe and fittings were supplied by Maine Gas and it was Cianbro’s job to build the offsets and assist Shaw Brothers in setting them in place. Then, after all the offsets were fabricated and installed, the owner decided to use up the remaining 360 feet of pipe (which was in 40 foot lengths) by welding it all together and installing it at the end of one of the offsets. A stretch trailer was ordered and two of the 40 foot lengths were welded together in the yard. Then all components were loaded on the stretch trailer and hauled about a mile down Route 17 to be set in a pipe stand to be welded together, creating one 360 foot length of 12-inch pipe.
Early on the last day of the project, Shaw Brothers set up traffic control, and dug a trench approximately 380 feet long and four feet deep. Part of this excavation was to expose the buried offset. Once this was complete, three excavators and a front-end loader worked in unison to lift the new pipe from the stands and to set it into the excavation. While team members made the weld, others began the process of burying the pipe. The day ended successfully with a final passing inspection of the weld x-rays. The Cianbro team consisted of Ben Jasud as the lead rigger and signal person. Ben did an excellent job interfacing with Shaw Brothers, getting the offsets into the ground, and keeping to the schedule. Ben
Work Heats Up for Boiler Teams n
By Kyle Jensen
The industrial team at Sappi Fine Paper in Hinckley, Maine achieved some significant safety milestones this year, including working one year without a recordable! The team completed nearly 600 jobs for more than ten different clients. Here are a few of the major accomplishments:
was assisted by Roger Lockhart. Roger handled all coating of the new fittings and repaired any damage to the painted pipe. Roger also took care of all moisture and thickness readings and kept great documentation of the end product, with Ben assisting. The welding and fitting team consisted of Scott Young and Tony Tibbetts as the fitters who successfully handled all offsets with no rework. All welds were made by the team of Aaron Walsh, Jeff Robinson and Trevor Kelly. This team successfully made seventy 12-inch schedule 40 carbon steel welds. The job was completed on time with no safety incidents. 4 1,730 Project Safe Hours
• Annual Sappi #1 Hog Fuel Boiler outage: Over 8,000 work hours to prep and complete annual maintenance and repair during a one week shut down with 150 TMs on site. • Madison Paper: More than 10,000 work hours to prep and complete major maintenance and upgrade projects during a five shift, mill-wide outage with 130 team members on site. • Annual Sappi Recovery and Pulp Mill Outage: Over 30,000 work hours to prep and complete a one week shutdown with 350 TMs on site. Projects included major maintenance and repair of the Recovery Boiler, the Main Stack repair and Ductwork replacement project, Evaporators, Precipitators, Wood Room Chip System, Lime Kiln, and recaust. Cianbro was responsible
for multiple critical path projects during the outage and completed all safely and on schedule. Other accomplishments include spring and fall Woodyard Outages, #2 Hog Fuel Boiler Annual Outage, #1 Paper Machine Breaker Stack Floor Replacement, Flakt Dryer Nip System Install, new underground sealed sewer line for Chem Prep, FPL Smolt Trap Repair, installation and retrieval, Lockwood Unit 7 Overhaul, Abenaki and Anson Hydro Repairs, Sugarloaf communication tower, Kenebago Mountain civil work, and many others.
4 102,721 Project Safe Hours
The Industrial Team in Western Maine (Jay, Rumford) n
By Kyle Pellerin
Annual Recovery Boiler shutdown work on #1 and #2 Boiler at Verso Paper in Jay, Maine: Over 10,000 hours between the two shutdowns to prep and complete the annual maintenance and repair during a one week shutdown with 80 team members on site. During this time, the Cianbro team also changed out a portion of the front wall on the #1 Recovery Boiler. This consisted of approximately eight wall panels and 144 tube welds with minimal repairs needed after x-ray. Lime Kiln Gas Conversion project at Verso Paper in Jay: Cianbro team members worked more than 26,000 hours in two and a half months, completely converting the two lime kilns to natural gas. This consisted of completely removing both stacks, installing all new scrubbers, a new ID fan, four new pump skids, two new natural gas skids, all associated electrical, three new tanks, and approximately 2,100 linear feet of piping. Rumford Power Attemporator replacement was completed after 7,300 work hours without an incident (see page 35). This team installed approximately 180 linear feet of 24 inch schedule 60 pipe and approximately 90 linear feet of 16 inch schedule 60 pipe. The work used half a ton of weld wire and required not one repair. This job was completed three days ahead of schedule. The team self-preformed all of the pre-heat and post weld heat treatment. A Kiln stack weighs approximately 15,000 pounds and is 60 feet tall and five feet in diameter. The B Kiln stack was 60 feet tall, six feet in diameter, and weighed 20,000 pounds.
4 74,365 Project Safe Hours
Team members make substantial progress throughout summer and fall 2012
Bates Bridge Update n
By Marc Caldwell and Kevin Stepanick
Cianbro Corporationâ€™s Bates Bridge team can look back with satisfaction on the progress made at the Bates Bridge project during the second half of 2012. The bascule pier, which will house the mechanical and electrical equipment needed to operate the bridge, has become a prominent focal point on the project. Completion of the bascule pier south wall was a particularly notable milestone, as it has allowed installation of the heel locks and live load shoes for the bascule span to proceed, and the bearings for the Groveland Approach girders can now be installed. A 6.5 foot thick mass concrete pit floor was also placed on top of the footing in between the pier walls. The suspended machinery platform is complete, and crews have started the initial alignment of the main drive machinery. The last remaining cofferdam sheets were also removed this summer, with an environmental waiver granted by the Army Corp. All that remains for bascule pier concrete work are some miscellaneous control/inspection platforms. Bascule span structural steel has started to arrive, and erection is scheduled to start in the New Year. Another accomplishment was the erection of a majority of the approach span girders, and completion of the Haverhill approach. The Haverhill approach deck concrete has since been placed, and the team focused on completing the concrete curb and sidewalks before the first snowfall. The large northeast and southeast retaining walls were also constructed and backfilled, leading into the next phase of drainage and roadway construction. After a productive second half of 2012, the Bates Bridge team is looking forward to keeping up their momentum through the winter. 4 141,338 Project Safe Hours C I A N B R O S U M M E R / F A L L C H AT T E R
Wellness at Cianbro Continues at a Healthy Pace n
By Dr. Larry Catlett
Cianbro was one of the first companies in the nation to offer face-to-face, incentivized health coaching through the Healthy LifeStyle Program. This program focuses on primary prevention and guides team members toward better health and quality of life. Other companies are just now realizing that this is the best way to make and keep a company well. After the Healthy LifeStyle Program was established, Cianbro added a smoke free policy - years before Maine hospitals did – as well as offering free nicotine replacement therapy for those who commit to quit. As a result of Cianbro’s success with changing the health of our organization, the wellness program has become the envy of many companies in Maine and throughout the US. A speaker at a recent wellness presentation in Maine whose company is already a wellness award winner (through the Wellness Councils of America), commented that “when our program grows up, we want to be like Cianbro!” But, as is the norm at Cianbro, we are continually challenging ourselves to improve in all aspects of our business. That includes both wellness and safety. Now, once again, Cianbro is leading the way by incorporating children into wellness and providing a self-management program for
team members and spouses with certain medical conditions, like diabetes and others. Parents play an important role in influencing their children’s health and exercise habits that will follow them into adulthood. Cianbro recognizes this and as an extension of the Healthy LifeStyle Program, readily invites children to take part in their parent’s encounter with a health coach. The aim is to help educate children on nutrition, exercise and other areas of wellness and perhaps influence them to make healthier choices as they grow and develop. Children are engaged in age-appropriate activities and conversation with the health coach and their parent. Health coaches seek to reinforce what children are learning in school such as the 5/2/1/0 rule for good health: • 5 or more servings of fruits and vegetables daily • 2 hours or less of TV or video games daily • 1 hour or more of moderate to vigorous physical activity daily • 0 sugar-sweetened drinks
Additionally, as an extension of the Healthy LifeStyle Program, Cianbro offers secondary prevention or chronic disease management to participants. The same concepts used to reduce health risks in healthy people and prevent the onset
of long term disease can also be applied to those with a chronic condition. These include: face-to-face health coaching, motivational interviewing that promotes behavior/lifestyle change, health risk appraisals, and participant accountability. Under the supervision of the program’s nurse manager, the health coach engages the participant already diagnosed with a chronic disease towards their goals for general health and condition improvement. So we are at it again, evolving our program to provide cutting edge wellness interventions to our team members and spouses. If you aren’t taking advantage of the wellness programs at Cianbro yet, contact a health coach to get started (800-5756537). One thing that hasn’t changed is the fact - as Pete says - that “it is your life and health...take charge.” Take advantage of the innovative programs Cianbro has to offer and stay well!
Turners Falls Gate 6 Restoration n
By Nate Weston
In early October, Cianbro crews led by foreman Eric Brazeau mobilized tools and equipment to Turners Falls, Massachusetts to tackle the Gate 6 Restoration Project for First Light Power Resources (FLPR). The FLPR Gatehouse sits at the upstream end of a power canal that supplies water to multiple facilities, including Cabot Station. Gate 6 was sealed off in 1972 with a concrete plug and this project scope included the demolition and removal of 17 cubic yards of concrete to restore Gate 6. A plan was developed to segment the concrete using a wire saw, and then rig the segments out of the cell. The Cianbro plan was not dependent on a canal outage, and wire sawing is nearly dust free which made this plan attractive to the client. Challenges included a 29 foot ladder descent into the work space, setting up saw equipment in a tight area, and rigging 5,000 pound segmented blocks through a 3.5 foot by 7.5 foot opening. Upon dewatering, we discovered the concrete quantity was greater than anticipated. The team was up to the task and continued to saw out more than double the planned square footage, overcoming any and all challenges they found. Cianbro crews then rigged blocks out with a carry deck crane and transported them “Upstream view of the Turners Falls to a container with a forklift. When it was all tallied up, Gatehouse. Gate 6 work location nearly 30 cubic yards of concrete were removed was 25 feet below the water line near and the cell was cleared for future use by the the midway point of the structure.” customer. The project was completed by late November, and the customer was pleased with the results.
4 1,482 Project Safe Hours
Little Bay Bridge n
By Nate Goff
The Little Bay Bridge project reached a major milestone on November 12, with the placement of the final pier. With this milestone, the work at the site will now be out of the water, eliminating the danger from the ever-changing strong tides. Work now transitions to setting the Phase 2 structural steel from the Phase 1 bridge deck. The challenges inherent with setting the steel are due to strong local winds, winter weather, two crane picks, and tight working confines. The project team, including temporary design, has worked hard to have a solid plan before erecting any steel. Other work that will be ongoing this winter involves building the Phase 2 south abutment, setting the expansion joints on the south side, installing 3.5 foot diameter CCTV foundation shafts, and setting pre cast concrete deck planks. Planning is a major aspect of everyday activities at Little Bay Bridge. It is not uncommon to have the whole site team come together to discuss and review the activities and activity plans prior to starting work. Having the whole team collaborate brings out some of the best ideas, and gives the team a sense of ownership. The Little Bay team is looking forward to the work ahead and completion of the project toward the end of 2013.
4 164,883 Project Safe Hours
New Work at Brightman Street Bridge n
By David Schill
Work continues with the Cianbro Middlesex Joint Venture Partnership on the Brightman Street Bridge project in Somerset and Fall River, Massachusetts. The project scope, originally scheduled for completion in November of 2010, continues to grow as the new state-of-the-art structure moves into a different phase of operation. The completion date was extended due to a request by the Massachusetts Department of Transportation for the JV to perform the operation and maintenance of the structure for the next two years. The Cianbro-Middlesex JV Team is excited to move from the construction phase into the operation phase and work with MassDOT in the development of an Operations and Maintenance (O&M) program that will be used on all of the Stateâ€™s new movable bridges. The operation and maintenance has been broken down into multiple items including seven-day-a-week bridge operator coverage, annual cleaning of the entire structure, and regularly scheduled maintenance of the complex electrical and mechanical systems. Cianbro-Middlesex has also been asked to install 3,000 linear feet of new snow fence on the approaches, a new fire suppression system for the new diesel generators, and a new fall protection system on the existing fender system. Project Engineer Chris Bailey and Electri-
cal Foreman Mark Rousseau are leading the efforts for the new work. In addition to the new opportunities, the team has recently completed the major work associated with a new oil water separation system, a new scour protection system, new concrete mats to protect the two rows of underwater cables, and numerous other tasks. The largest project involved the
replacement of two gas generators with two new 350 kilowatt backup diesel generators. These units had to be disassembled, shifted into position by crane barge, rigged through a six foot by six foot opening in the side of the bascules, re-assembled inside the bascule, and hooked up to the new diesel supply system that had to be installed.
4 605,489 Project Safe Hours
C I A N B R O S U M M E R / F A L L C H AT T E R
Humpback Bridge Replacement Project Wins ABC Project of the Year Award n
By Patti Mikeska and Mike McGeady
Cianbro embraced this complex project with a dedicated and experienced team of construction professionals. Intricate stonework, a tight work environment, and the continuance of heavy commuter traffic were challenges that were overcome to provide a well-designed bridge that is constructed to be aesthetically and historically pleasing. Cianbro’s Mid-Atlantic team members demonstrated the capability, capacity and resources necessary to complete this project safely, with zero lost time injuries, while maintaining access to all four lanes of the bridge, a critical waterway, and multi-use trails. As a result of these accomplishments, the Humpback Bridge Replacement Project was awarded the 2012 Excellence in Construction Project of the Year Award by the Chesapeake Shores Chapter of Associated Builders and Contractors. Replacement of the Humpback Bridge was a Cianbro project in the midst of our nation’s capital. Located on the George Washington Memorial Parkway (GWMP), just north of Interstate 395 and immediately south of the Columbia Island Marina, the Humpback Bridge is a stone veneer, arched bridge over Boundary Channel, which enters into the marina from the Potomac River. Built in 1932, the bridge was originally designed for a simpler time in the Washington area. Today, it is a major commuter route for more than 95,000 vehicles daily. The bridge was replaced to meet heavier demand, reduce congestion, and improve safety. Cianbro’s Mid-Atlantic Region constructed the replacement of the Humpback Bridge and widened the lanes while adding an acceleration lane to alleviate traffic backups on existing ramps and on the 14th Street Bridge. The Mount Vernon Multi-Use Trail was widened and a waist-high, stone-faced barrier was built to more safely separate the pedestrians, bikers, and joggers. The grade of the Parkway was lowered across the bridge to improve sight distance. Also, an un-signalized at-grade crossing was eliminated in favor of two tunnels under the bridge for safer passage between the Columbia Island Marina, the Mount Vernon Trail and the Potomac shoreline. Cianbro faced a complex challenge when required to maintain open public access during construction. Specified
horizontal and vertical clearances at the bridge site were maintained for boat traffic in the vicinity of the Columbia Island Marina. To ensure two lanes of traffic would flow in each direction at all times, and to retain accessibility to the Mount Vernon Multi-use Trail, the Project Management Team divided the project into five phases. The first phase of work focused on removing the median in the center of the bridge and shifting the southbound traffic to the east to open up two girder lines on the west side. Phase two involved demolishing the outside existing two girder lines on the west side and adding two additional lanes, creating four lines of new girders on the west side. Phase three shifted southbound traffic onto the new lanes, while northbound traffic remained on the east side. This allowed for the demolition of three girder lines in the center section and rebuilding with the new arch components. With traffic on both the east and west sides, construction was restricted to a 26-foot-wide work area. This required close attention to detail and the most demanding project management techniques. Phase four shifted northbound traffic onto the center girder lines so the four remaining girder lines on the east side could be rebuilt. Phase five shifted traffic back onto the proper lanes, and a median wall was built down the center. While all of this work was completed, the DC Ducks continued their eight daily sightseeing tours on the Potomac River; specified clearances at the bridge site were
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maintained to keep an open channel for access to the Columbia Island Marina; vessels harbored at the marina were protected from construction debris; pedestrian traffic was managed on the Mount Vernon Trail while construction vehicles and equipment were mobile; and visits were coordinated with the Secret Service who stopped construction while processing the area in preparation for visiting dignitaries. In preparation for driving sheet pile for a cofferdam, Cianbro’s crew unearthed World War II era .30 caliber ammunition. Cessation of work was immediate. Cianbro immediately moved to hire a specialized, government-approved Munitions and Explosives of Concern (MEC) and Unexploded Ordnance (UXO) Services subcontractor to perform this remediation. Once the live ammunition was safely removed and no
other munitions were located, approval was granted to resume work on the project with minimal schedule delay. This approach was typical of Cianbro’s client-focused perspective throughout the project. Also during sheet pile installation, Cianbro uncovered stone armor the size of compact cars approximately 20 feet below the mud line of the channel. At the same time, there was difficulty with a soldier pile lagging wall due to non-cohesive soils that would not support the helical tie back anchors. Cianbro was able to modify both the support of excavation and the cofferdam, providing cost savings to the owner without losing time on the schedule. There was also an important historic component to the work. The Humpback Bridge is listed on the National Register of Historic Places, which dictated that its 1930s design and appearance had to be preserved by Cianbro. An intricate stone-face resetting task required removal, cataloging, and as-built shop drawings reflecting the original stone placement to ensure historic integrity. The new bridge is larger than its predecessor, so the volume of original existing stone did not cover the entire facade. To solve this problem, numerous stone veneer mock-ups were created and reviewed with the National Park Service, the Commission of Fine Arts, National Capital Planning Commission, and both the District and Virginia State Historic Preservations Offices before final approval was received. These 21st century stones were skillfully interspersed with the original stone on the western face of the new bridge to preserve the original design aesthetic. In addition, bridge parapets and railings were carefully constructed to avoid interfering with views from the bridge to the city beyond. Cianbro’s work on the Humpback Bridge drastically improved safety on an area of roadway that previously recorded the highest vehicle accident rate on the entire Parkway. Cianbro widened lanes and eliminated the substandard sight distances over the bridge that had contributed to frequent accidents, approximately 20% of which involved personal injury. Furthermore, before this project, Mount Vernon Trail users wishing to cross the bridge were confined to a narrow sidewalk with speeding traffic on one side and a bridge wall on the other. This created high safety risks for motorists, bicyclists, and pedestrians. The renovated Humpback Bridge now carries the Mount Vernon Trail over Boundary Channel via a divided travel lane, and provides connections to the Navy-Marine Memorial, Columbia Island Marina and Boundary Channel Drive via underpasses at the Humpback Bridge approaches. Cianbro has created a safer bridge that preserves the historical integrity of the original, an accomplishment that has become an award winner.
ASME Code Project for Rumford Power a Huge Success n
By Dana Bragdon
In mid fall of 2012, Cianbro successfully completed a large American Society of Mechanical Engineers (ASME) Jurisdictional Code Piping and Structural project for Rumford Power (Capital Energy), nestled in the foothills of Rumford, Maine. Rumford Power’s natural gas energy facility is a 265 megawatt combined cycle Heat Recovery Steam Generator (HRSG) and runs as a peaking plant for the Independent System Operator (ISO) power grid in New England. Cianbro’s scope of work included replacing and rerouting Reheat interconnecting piping; which included the replacement of an existing Attemperator and addition of a new Attemperator. Activities involved pre-fabrication and installation of heavy wall chromium-molybdenum alloy piping in the Reheat section of the HRSG, with sizes ranging from one inch to 24 inches in diameter and replacing Feedwater and Blowdown piping as well. The project also entailed installing welded alloy structural steel supports and guides to the piping. New structural steel supports and platforms were installed at multiple elevations on the exterior of the HRSG to support and provide access to the heavy wall Reheat piping. Kudos to Cianbro’s temporary design group for developing the rigging plans used to rig in place the large heavy wall piping and steel. Installation of the heavy wall alloy piping required a substantial amount of preparation. Cianbro’s talented team performed all required end preparations utilizing Cianbro’s Tri-Tool pipe beveling equipment. Required as part of the welding processes, Pre-heat and Post Weld Heat Treatment (PWHT) were also performed by Cianbro’s trained team members, utilizing Cianbro’s Miller Pro-Heat Induction equipment. The large diameter, heavy wall, weld joints required utilizing the “buddy” weld system (two welders welding on the same weld joint at the same time). Non-destructive Examination (NDE) involved the radiographic examination (RT) of all butt welded pipe joints. RT was performed by Accuren, a third party NDE firm Cianbro utilizes frequently for work of this nature. Other required NDE were conducted by Cianbro’s QA/QC Department; Certified Welding Inspectors (CWI) and NDE Technicians. Inspections performed included visual testing (VT), liquid penetrant (PT) and magnetic particle testing (MT). All NDE performed were 100% acceptable without repair. It is an honor to work with such a competent team of professionals that take so much pride in their work. For a code Jurisdictional project of this size it was impressive that the entire team knew what needed to be done to satisfy the client and to produce a safe, reliable system, on time and well within specifications. The stressful task of controlling materials, processes, documentation, workmanship and schedule – while under the scrutiny of Cianbro’s Authorized Inspector (AI) – was met with true Cianbro “CanDo” spirit. Facility Maintenance Manager Leigh Norton was extremely impressed with the professionalism and quality of work produced by Cianbro. Cianbro’s AI commented that “the quality of the work was top-notch.” Hats off to the entire project team and to all those who supported the project. Completing projects like this, safely and with excellent quality, will have a positive influence on Cianbro’s future opportunities for sophisticated work of this nature.
4 8,254 Project Safe Hours
4 162,410 Project Safe Hours C I A N B R O S U M M E R / F A L L C H AT T E R
Year Recognitions for 2012 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 team member has made towards the company’s success…
Jacqueline Arsenault Jackie has great passion and dedication to Cianbro. She has a strong work ethic and has held several roles throughout her years at Cianbro. Jackie is a go-to person if anything is needed on the jobsite. If she doesn’t have it, she will know where to find it.
Gary Gorman Gary is committed to Cianbro and always demonstrates a can-do attitude. He is passionate about the work he does and the people he works with. He likes a challenge and thrives on its success.
Dennis Beisaw Dennis takes great pride in his work. He is very even-tempered, even when things get tough. He is an outstanding team member and never refuses to lend a helping hand.
Michael Goucher Mike is a team player who is well respected and well liked. He is always willing to go and do whatever is needed and he does it very well. Thanks Mike for your contributions to the Cianbro team!
Ken Brooker Ken is considered an asset on any job that he is a part of. He never stops going – he always listens and gets the job done, even if he has to stay late. He does many different tasks and is always willing to learn new ones.
Craig Holmquist Craig is an excellent planner and always pays attention to the details of a job. He always has a positive attitude and puts safety as a top priority. For these reasons he typically exceeds the expectations of our customers.
Jerrold (Pete) Cross Pete is a great team builder and mentor. He has great relationships with his coworkers and they trust and respect him for the work he does. He loves his work and is always willing to go where he is needed.
Terence Lemieux Terry has had many roles and done a little bit of everything in his time at Cianbro. He is very willing to help out anywhere that he is needed. He is great at finding solutions to difficult problems. He has a great attitude and always has a smile on his face.
Neal Dawes Neal is a highly regarded equipment operator. He can save many hours of work in a day because of the skills he has operating some of our equipment. He is always willing to help out and get the job done – even if it means coming in early or staying late. Jeffry Dunham Jeff is a very versatile team member. He has been able to fill many roles at Cianbro and has developed a wealth of knowledge in construction. Barry Gordon Barry has always gone where Cianbro has asked him to go and done many different jobs. His broad experience on the job, lends itself to his success now in bringing equipment back into service for the field. Barry has a great attitude and is always willing to help out.
C I A N B R O S U M M E R / F A L L C H AT T E R
Keith Magoon Keith is a great resource and has a broad range of knowledge over many of the business units and regions at Cianbro. He is always willing to step up and take on a new estimating or project assignment. He has also helped develop and grow several engineers and estimators that have joined Cianbro. Ronald Peterson Ron is meticulous about details. Because of his skills, he has helped save a lot of time and money on repairs to some of our machines. He is a great resource for anyone in the field and always willing to help out. James Pond Jim is a great “employee owner” – always taking care of tools and equipment like they were his own. Jim isn’t afraid to speak up when things are not going right. He takes pride in his work and his co-workers appreciate his team work.
In Memory of Rae Randlett Rae is always looking for creative solutions to complicated projects. He is well respected by his peers and clients. He continuously looks for opportunities to provide training and mentoring to Cianbro’s next generation of team members. Michael Raven Mike loves a challenge. He works diligently to overcome obstacles to meet production goals and is great at keeping an eye on the details. He is known by his co-workers for his generosity and willingness to help anyone in need. James Richards Jim is a great leader and mentor. He provides sound judgment and reasoning with project issues. Thanks Jim for your dedication to Cianbro!
William Stetson Bill is always full of energy and brings a cando spirit to the teams that he works with. He brings a lot of knowledge to his work and has the ability to cross over to different jobs without skipping a beat. Leslie Vigneault Les is very safety conscious and not afraid to speak up if there is an issue. He is very detail oriented and his work is of high quality. He has earned the respect of his peers for the work that he does in the field. He is a great mentor to less experienced team members. Kevin Violette Kevin, or “Smokey” as he is known by his friends (from an incident that happened when he filled the shop with smoke from a piece of equipment), has been a constant at the equipment shop for his career at Cianbro. Even though there are ever changing priorities in the shop and the equipment group has grown substantially since Kevin started, he continues to be focused on safety and production and getting the job done. Eric Witham Eric takes pride in doing his job and doing it right. He is a good supervisor who always takes time to explain and show others with less experience. We appreciate Eric’s efforts, contributions and dedication to our company.
Cianbro MAR Equipment Foreman Ed Dacheux has passed away after a 12 year career with the company that earned him lots of friends and plenty of praise for his good humor and his fun-loving personality. “Ed was very well liked, always had a smile and was always upbeat, even after he set about battling his illness,” said Regional HR Manager Neeley Stanton. Ed joined Cianbro as an equipment mechanic, and transitioned into supervisory work once his illness began to take a toll. “I started working with Ed when he joined Cianbro at Safe Harbor as a mechanic,” remembered Project Superintendent Wade Simons. “I knew he was going to be a good team member right away because he knew how to have fun and still get the work done. He kept the crew smiling, and the crews loved to make Ed laugh. He knew his way around the equipment, in and out, small tools and engine repairs to the large cranes. Ed told me one time, ‘I think y’all are just breaking these tools in order to come visit me.’ He was a good Cianbro team member and we will all miss him. He was robbed of some good years, but had enough notice to really get himself ready to go.” Safety Superintendent Paul Day said, “I will always remember Ed with a smile. He was always quick witted and eager to help, however he could, on the job or on personal vehicles. He had such a giving attitude. Part of his bucket list was a ride on my motorcycle. I took him out in the side car and he was tickled pink to get on it and go! I’m sure that he went out with a smile – he was just that type of individual.” Ed’s direct quote to Brenna Frania, “Don’t take anything for granted,” will live on in our hearts, said Neeley.
In Memory of
Retired Cianbro Carpenter and Civil Foreman Phillip Heroux passed away on November 24th in Belfast, Maine. He was 69 years old. Phillip worked a total of 21 years for the company before retiring in 2009 after his last assignment at the Bechtel Jacobs project at the Eastern Manufacturing Facility in Brewer, Maine. When Phillip wasn’t contributing his skills to the Cianbro team, he enjoyed the outdoors as a hunter and fisherman.
C I A N B R O S U M M E R / F A L L C H AT T E R
CIANBRO ANNIVERSARIES Pages 38 thru 40 Honors our Active Cianbro Team Members with One or More Years of Service Henry T. Cook Jack H. Dodge Jr. Charles A. Brower Jamie J. Fulmer n 27 Years n 67 Years Paul L. Day Donald J. Dostie David A. Chase Timothy A. Garnett Kenneth L. Cianchette n
Thomas I. Caldwell Henry M. Cone Paul E. Bertrand Peter S. Fournier Paul A. Magoon Thomas R. Mucci Richard E. Padham Peter G. Vigue
David A. Varney Edward D. LePage George Bell Malcolm Cianchette Gary L. Taylor James I. Ellis Rodney A. Leach William D. Van Voorhis Brian M. Whitney Dale E. Wilson
37 Years Roger S. Leach Jr. David W. Leavitt Allen L. Rollins Forester Sprague Jr. n
James M. Bonney Thomas N. Floyd Frank J. Susi Alan R. Burton Franklin D. Dunton Steven A. Perrault Everett O. Rogers Larry R. Scott
34 Years Manley E. Bragdon John L. McAfee Mark W. Nordgren John L. Purinton n
33 Years Roy H. Bolton II Charles Cianchette Roderick L. MacKay Jr. Douglas L. Moore Douglas E. Ranks Michael B. Scott Nancy L. Sidelinger Thomas E. Stone n
Eric S. Brown Chris A. Cianchette
Robert Jamison Donald Keresztenyi Bryan Libold Kaven Philbrook David D. Shorey Charles Tibbetts Benjamin L. Wagg David A. Webster Archie Wheaton n
Thomas J. Belanger Howard L. Briggs Coleman W. Butler Jeffery A. Carr Michael L. Crider Daniel L. Duperry Douglas W. Foster Thomas F. Gilbert William Hadlock Mark D. Hayden Michael D. Hayden Ernest E. Kilbride Brent F. Kirby David P. Lewis Lawrence E. Moores Gary A. Parker Allan G. Pressey Shelby A. Sawyer David C. Sutcliffe Thomas J. Weaver Gregory E. Wing n
Domenick Arena Wayne L. Blodgett Dana S. Bragdon Richard L. Brown Jr. Cindy R. Clark William H. Dusty Alan R. Goepner William W. Merrill Aubrey L. Moore Richard K. Moors William N. Moulton Chet J. Muckenhirn Rufus W. Simons Nathan S. Weston Jerome D. Wood
29 Years Bonnie Brown Mona D. Evy Alan D. Fisher Michael F. Foster Ronald K. Oliver Daniel S. Perkins Michael A. Potter George B. Ward Brian W. Watson n
Lee A. Aylward Roland N. Bell Lynn M. Cianchette Scott Clements Douglas A. Dow Robert M. Drzewiecki Gary R. Gagnon Roger D. Hutchins Troy G. Martin Dan D. Orcutt Herschel Rackliff David G. Saucier Ernest Selberg Jr. Stanley E. Webster
Kimble F. Chapman John S. Clifford Joseph P. Foley Jr. Owen H. Grimes James M. Haut Lloyd E. Moore William A. Reidd n
Penny-Lynn H. Abbott Paul R. Belanger Laura H. Henry Jerome J. Humphrey Jeffrey W. Libby Scott B. Ludden Bradley H. Marquis Robert C. Owens Michael L. Raven James R. Rusconi Tim Vigue n 25 Years Jacqueline E. Arsenault Dennis E. Beisaw Kenneth R. Brooker Jerrold P. Cross Neal T. Dawes Jeffry L. Dunham Barry J. Gordon Gary D. Gorman Michael L. Goucher Craig O. Holmquist Terence Lemieux Keith B. Magoon Ronald G. Peterson James P. Pond Rae F. Randlett Michael A. Raven James H. Richards Douglas Sidelinger William F. Stetson III Leslie D. Vigneault Kevin M. Violette Eric L. Witham
24 Years Anthony A. Ayotte Shawn H. Bickford David E. Bond Leonard F. Cooley Brenda L. Cote Kevin H. Curry Joseph C. Friant Jean E. Gantnier John J. Henry Ernest J. Long Thomas B. Meunier Ronald S. Nickerson Roderick A. Pease John A. Pelland Scott M. Remillard Mark A. Richardson Dale D. Smith Scott S. Young n
23 Years Theodore B. Baxter Bruce H. Beane Richard E. Beliveau Jurgen G. Bell Garry L. Billings Oâ€™Neil E. Boivin Kyle E. Chapman Thomas W. Cianchette Trent C. Clukey Mark D. Cochrane Robert B. Currier Glen S. Dickinson n
CIANBRO W C AT H AT S UI N MTMEERR/ S / FPARLI N L GC H T ETRE R
John P. Gamage Michael R. Hilton Timothy N. Jackson James F. Leavitt Howard A. Lynds Glenn G. Masse Dan P. McNally Douglas J. McPheters Darin W. Merrifield Brian E. Michaud Charles W. Nutter Carol J. Ouellette Leland V. Page Jr. David G. Parsons Barry J. Perkins William W. Ring Thomas G. Ruksznis Norman L. Scribner Mark A. Stone Ronald E. Taylor Glen A. Thornton James E. Towle Elbridge G. Watson Thomas Wozniak Mark J. Zagrobelny
22 Years Kris M. Ballard Philip R. Dube Richard G. Fish Allan D. Harriman Brian T. Hartness Paul J. Leighton David L. Magoon Jeffrey T. McPherson Vaughn A. Sinclair Aaron L. Wedgewood Daniel L. Wyman Douglas H. Wyman n
21 Years Paul K. Anaman Thomas L. Batchelder Wayne M. Denny Sidney E. Dunham Kellie A. Duplisea Richard J. Godin Dann L. Hayden Lawrence W. McAlpine Darren L. Pelletier Thomas J. Popick Shawn H. Ramsay David A. Smith n
20 Years Leonard W. Brooks Earle A. Cianchette Faunce L. Cleaves Larry F. Coston Daniel A. Dubois Thomas J. Hamel Eusebio Heredia Paul M. Holmquist Craig R. McConaughey Daniel R. McPheters Gary W. Reed James W. Reinhardt James M. Rossi Francisco Salazar Kimberly G. Sieber Gary W. Smith Phillip A. Smith George W. Tapley Jr. Victor Ugalde n
19 Years Duane J. Boissoneault n
Ronald F. Cote Lauren E. Dow Greg G. Ginnelly Robert M. Hall Terrance L. Hayes Todd A. Hoffa John S. Keszler Dawn M. Lewis Brent E. Luce Mark J. Masse William J. McLeod Scott B. Mitchell William J. Mixer Douglas F. Moore Joseph R. Oliver Tod M. Parisek Alan D. Pray Brian A. Rogers John R. Ryan Jonathan D. Sacks Robert Q. Seegmiller Charles E. Tapley Dwayne A. Tootill Andi Vigue Max S. Wahl
18 Years Michael A. Abbott 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
17 Years Tina Adams Tara K. Coffin Jon G. Collins Milton A. Cruikshank II James M. Curtis III Everett B. Doughty Sr. Dawn Erb Paul D. Franceschi Kevin L. Grass Chester H. Guilford III Carla E. Kelley Craig M. LePage Lawrence Litchfield Jr. James D. Musselwhite Herschel E. Sinclair Jr. Amy E. Webber Von L. Weese Michael S. Zemla n
16 Years Chris G. Alexander Craig G. Alexander Richard A. Bachelder Jr. Michael W. Bennett Michael D. Bishop Norman C. Blakely Jason A. Butler Bruce L. Calkins Sr. Kerry W. Chapman Jason A. Curry Lincoln C. Denison Jr. Thomas G. Dewey Chester B. Dolloff Christopher M. Folsom Todd J. Folsom Donald J. Fulmer Jr. n
Robert A. Gould Dennis A. Greene Mitchell E. Hayden Terry L. Hughes Joseph B. Hyde Edward E. Jones Joseph A. Kennedy Scott A. Knowlen Kevin Kokotovich Michael R. Lilley Michael L. Lovejoy Kirk R. Maenhout Thomas E. Mahar Wayne D. McNally Timothy G. Murphy Mark M. Nelson Joseph G. Orlando James J. Peakes Sandra E. Perreault Joseph H. Plourde William R. Richardson Patrick L. Slawek Timothy F. Stauder Christopher L. Stevens Raymond M. Therrien Scott M. Tierney Gail B. Tourtelotte Kim A. Tozier Chris Tozier Troy T. Twitchell Daniel J. Williams Debra L. Wilson Gary E. Wise Kenneth P. Woodcock Dana R. Woods n 15 Years Joseph E. Ballard Michael A. Berry Walter J. Borkowski Andrew E. Bowden Patti-Lynn Brann Richard B. Cameron Jason N. Chicoine Kristen A. Chipman Thomas R. Closson Ralph S. Clukey Robert B. Costine Jamie R. Douvielle Kenneth R. Eaton Jr. Wayne S. Enman John E. Farnham Roy D. Fitzmaurice Timothy E. Flewelling Alvin J. Fluellen Paul J. Gaboury Charles G. Hall Jeffrey A. Hall Charles A. Handley Jr. Brent A. Haskell Andrew C. Kelley Robert L. Lane Jr. James A. Maher Jr. Cesar O. Matul Neftali A. Matul James L. Pelletier Donald L. Prevost Darren B. Pulkkinen Charles R. Riley Jr. Keith I. Ryder Carlton W. Sanborn Jr. Garry A. Sawtelle Christopher M. Scott Larry R. Snowman Jr. Brent A. Spencer Walter Stefanyk Wesley A. Sweatt
Norman W. Taylor Kenneth D. Tibbetts Steven C. Trombley Jarrod K. True Frank J. Trumble Jennifer L. Turcotte Bradley A. Vanadestine Ronald Wedgewood n
Allen P. Beaulieu Aron A. Boothe Jr. David A. Bousquet Barry G. Brooks Joshua M. Brown Darcey T. Bubier Jose A. Castro Craig L. Chambers John P. Coon Jr. Keith Costigan Clarence A. Cote Patricia L. Dickinson Richard P. Dilsner Christopher K. Downs Michael G. Dube Chaderick A. French Maurice A. Gould Debora L. Grignon Jeffrey L. Hetzer Douglas J. Lacroix Laurette Laverdiere Brian R. LeSage Eric R. Lewin Manley B. Lyons Thomas Mawhinney Thomas L. McVaney Randy M. Morin Raul Navar Thomas W. Noble Scott S. Penney Dana L. Pollis Jr. David A. Powers Richard A. Preble Susan L. Roberts Juan F. Salazar Kelly G. Shank Jeremy S. Sherman Robert E. Small David A. Walker Aaron W. Walsh
13 Years Scott L. Alexander Christopher R. Bagley Aaron F. Barbalate Esteban Bernal Shawn M. Bickford Benjamin R. Blodgett Richard S. Brescia Michael J. Brooks Torrey B. Brown Charles E. Butts Delmont L. Chase Jr. Bobbi J. Collins Allyson B. Coombs Robert P. Courtney Jerome C. Cross Keith R. Edwards Kelvin R. Friend Buaris J. Gervais Jeffrey A. Gillespie Joseph A. Glidden Jr. Jon M. Gliniewicz Anthony A. Graham Gary Guindon Joshua A. Kerr Christopher S. McKenna Matthew J. Mortensen Novak Nedic Seth S. Norton Bernard J. Petrauskas Gerardo A. Ramos n
Justin A. Shelton Joseph L. Standley II Rebekah L. Thibodaux Michele E. Toothaker Jerilyn R. Underhill Jason T. White Paul L. Williams
12 Years Chad H. Alley Tesfahunegn Berhane William E. Birney David A. Bolduc Robert L. Bussell Brian K. Buswell Amy J. Chute Allen D. Clark Thomas E. Clarke Dylan R. Clay Rodney W. Crocker Adele D. Diodato Jacob R. Dionne Shawn A. Doran Neil G. Dupont Donald J. Eagan Michael T. Edwards Howard L. Fernald Luke E. Finley Barbara Fortin-Poirier Peter A. Foster Richard C. Foster Donald A. Goodwin Ryan J. Graves Darren E. Gray Leslie C. Hayden Jason A. Hilton Aurelius S. Hinds III Mark E. Hutchins Scott A. Jackson Donna A. Jacques Shawn A. Lambert Eric M. Lane Jeremy W. Lane Robert S. Lehay 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. Oâ€™Neal Lora J. Pitcairn Christopher R. Pond Brigitte M. Reid Shawn A. Reid George Rendon Thomas S. Richter Wade J. Rideout II Terry N. Ritz-Perkins Chester L. Robbins Jr. Jason G. Rourke Francisco Salazar Paul R. Saucier Joy L. Schobel Donald R. Smith Gary W. Smith Patrick N. Steeves Gail M. Stone Kerry A. Swallow Arthur L. White Jeremy S. Whitney Walter T. Willard n
11 Years Ernest A. Adams Hunter J. Anderson Calvin A. Andrews Ronald D. Ayres n
Ralph E. Bailey Maurice B. Batchelder James P. Benson Christopher L. Brann Scott K. Bumps Linwood T. Charette Joshua A. Clark Roland S. Clark Darrell D. Clement Gloria J. Cook Patrick M. Cronin Lisa M. Cunningham John A. Daley David C. Dalton Donald F. Davis Justin D. Desrosiers Terry J. Dingman Sharon G. Ebbs Lavina J. Freeman Randy S. French Todd A. Fulmer Jason J. Harris Oscar A. Hernandez Frank Holliday Jr. Lance C. Keen Brian L. Kendrick Cecil L. Kershner III Vincent R. Lago Stacie A. Leavitt Roger L. Lockhart Jr. David P. Maheu Robert M. Mayhew Mark P. McLean Ryan D. Melius Sue Noiles David L. Perrault Kevin R. Pond Peter K. Robshaw Michael S. Roderick Chad E. Rogers Terry L. Rosensteel Nicholas L. Rossi Jose B. Salazar Gary E. Simmons Jr. Glenn J. Sirois Albert W. Spaulding Stanley W. Tyszko Mark D. Whitley Michael J. Wilczynski Eileen M. Wright Robert A. Young
10 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 Thomas G. Kingsbury Timothy J. Leclerc Isaac E. Machic Concepcion Majano Mark A. Malatesta Stephen R. Montgomery David P. Moreau Susan L. Morrison Devon E. Nadeau Clyde M. Newby III Terry A. Newton Carmine J. Nile Ronny M. Oâ€™Brien n
Thomas G. Perrier Garrett J. Plourde Matthew T. Raven Mark I. Seavey Paul S. Smith Thomas R. Smith David A. Stenzel Scott D. Thies Joshua M. Turner Jerry J. Upton Adam S. Violette Charles R. Witt
9 Years Wilson F. Almand Danielle R. Anthony James R. Baillargeon Steven A. Baker Jesus Bernal Arthur G. Bolduc Lamar J. Boyer Jeremy J. Bragg Jeffrey N. Carver Paul E. Carver Bruce D. Chesley James B. Chick II Lyle A. Clark Stacy O. Clement Gary L. Crane Daniel J. Dickey Carl D. Franck Michael J. Franck Robert J. Franck Lewis A. Gatcomb Todd W. Gilley Kellie A. Guarino Michael D. Hachez Gary L. Hanmer Jeffrey S. Harrington Gary R. Hayes Matthew M. Hebert Mathew J. Henry Alan R. Hilton Michael W. Holmes Leonard M. Jackson Wayne A. Kimball Jeremy E. Kyllonen Brian E. Labbe Thomas M. Leonard Jean-Paul J. Lettre Richard K. Lyons Terry L. Malloy Gail E. Mayo Ronald F. McComb Jr. Peter McCormick Larry D. Mercier Charles H. Moulton Malvin W. Neal 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 Jared M. Shelton Harold E. Sherwood Jr. Peter G. Smith Patrick M. Sughrue Ted J. Swenson Lesli C. Swieczkowski Domingos B. Tavares Wayne A. Tencati Daniel H. Wiedmer n
8 Years Matthew A. Bradeen Jose F. Carreira Jeffery K. Crowell n
James P. Cushing Ted B. Dunn Timothy M. Fiske Robert M. Gallant Jeffrey D. Gilbert Roy A. Harris Edwin J. Hutchens Jr. Thomas P. Kinsella Russell R. Lane Gary G. Laskowitz Brian M. LeComte Randy T. Matthew Albert J. Michaud Michael J. Morelle Richard M. Noblet Keith L. Okleshen Amy L. Page Andrea L. Pelletier Lisa L. Perry Diego N. Pojoy Gilbert R. Rossignol Jr. Debra B. Scott Julia C. Smith Richard A. Toothaker David L. Walter Gregory E. Wiers Jamie G. Willett Harry A. Woods Jr
7 Years Charles S. Allen Ralph E. Allen Albert J. Arsenault Robert A. Bagley Jose Antonio Bernal Michael D. Brady Bruce J. Brown Jordan M. Bushey Marc J. Caldwell Wayne G. Canwell Mark S. Cloutier John R. Colburn Melissa A. Corbett William A. Cote Adam N. Coulombe Aric Dreher Corey J. Drost Sarah C. Enos Eric C. Fudge Joshua T. Gale Justin L. Goodale Stuart L. Grant Jose N. Guzman Otero Mark A. Hansen Christopher M. Henry Jacques P. Hobbs Patrick D. Holland Young C. Hong Christopher E. Jarvais Stephen G. King Robert D. Kitchin Justin L. Ladd Nathan D. Landon James E. LePage Joseph P. Lickman James P. Marcella Michael F. Mitchell Jr. Justin D. Murray Sarah S. Nelson Chad A. Page Arthur F. Perault Daniel S. Perkins Joseph L. Poulin John A. Rossignol John C. Santoro Susan A. Scheyd Enos J. Schissler Ryan P. Schott Timothy C. Shelton Wendy S. St Amand Trinidad B. Suarez Guy N. Susi n
Nathan A. Sweatt Terra L. Thomas Cory W. Verrill Thomas U. Viles Richard C. Walkling Jr. Timothy C. Walton Richard E. Westberry Jr. Tim Whitmore
6 Years James R. Adams Clifford S. Albert Mark F. Ashline Richard J. Bryant Daniel P. Butler Erica D. Caldwell Stephen W. Clendenning Adam J. Cristoforo Robert R. Deppe Jonathan E. DiCentes Kurt A. Dickinson Nicholas D. Drake Steven T. Dube John W. Eckenroth Thomas M. Figura Gary Gonzales Barbara E. Gudroe Elias J. Hershbine Dave W. Holst Hsiao Chin Hwang Kazimierz Jedrzkiewicz Kyle R. King John E. Krieski Paul R. Labrecque Rex Lagle Steven G. Lavallee Steve N. McCallister Nathan C. McIver Stuart P. Mullis Vickie L. Nadeau German C. Palestino Ryan P. Perkins Steven Peters Russell W. Pritt Michael C. Rand William A. Richardson Madrid M. Roddy Eric D. Saucier George A. Schoeller Ruben J. Schofield Kenneth N. Sibley Peter H. Smedberg Dale E. Smith Darren R. Smith John B. Stewart Craig A. Stockwell David F. Stoddard Joseph M. Thomas Jr. Anthony J. Tibbetts Peter A. Vaillancourt Michael G. Varney Jose U. Vasquez Alvin A. Weaver Darren S. Weymouth Jamie D. White Joseph M. Ziolko n
Carey A. Abbott Matthew A. Anderson Jesse A. Athorp Chris M. Bailey Christopher C. Banker Matthew G. Brawn Lisa A. Brown Shawn R. Bryant Ray L. Bush Nathan R. Butler Steven G. Camire Jorge L. Castro Chih T. Chen Peter E. Cianchette
AB NR BO R OW SI N U TMEMRE/ SRP/ F LG L C H AT T E R C ICAI N RA IN
Raymond A. Collins Stephanie A. Cote Cecil Cowan Carl J. Cross Jr. Debra Cyr Rebecca K. Daly Keith S. Dawley Joshua B. Emmons Robbie W. Ferguson Christopher M. Furrow Zaccheriah J. Gidney Megan L. Godfrey Wilbert Gonzalez Jacob M. Gorman Derrick J. Graves Michele J. Guyette Benjamin A. Hall Nicole R. Hardy Shalakow E. Hebig Peter A. Hill Randy C. Hutchinson Jr. Ryan C. Hutchinson Robert G. Jewett Kevin Jones Daniel M. Kelsey Ronald Kief Miranda L. Kinney Anne M. Kutscher Carlos E. Kwakutse Dustin L. Kyser Ryan W. Laney Brian M. Larsen Jesus Limon William J. Lovely Michael P. MacVane Cassandra J. Magoon Stephen C. Malatesta Troy T. Maloon Knowell A. Matthews Allison M. McDonough Andrew C. McFarland Philip D. McKenney Nicholas A. Meader Bruce R. Metrick John S. Moody Terry L. Munn Christine M. Nadeau Gary R. Nash Ashley R. Nichols Wilfredo Nieves Katie A. Noiles Stuart A. Northup Brent T. Nunn James F. O’Connor Hong Ki Park Joshua A. Parker Philip D. Pelkey Daniel T. Pellerin Bret R. Pokorny Steve M. Pound William R. Rackliff Daniel J. Records Shane D. Reisinger Adam J. Rock Dennis A. Ryan Sr. Cherylee J. Samuelson Joshua B. Sault Aldo R. Servello Jason T. Shinaberry Gary A. Steward Robert C. Sweetser Turney E. Taylor Jason R. Thereau Kristen E. Theriault Nathan J. Tibbetts Joshua D. Turcotte John A. Vadala Carly Z. VanCamp Benjamin L. Ward Susan H. Weeks Suzan West Richard A. White
Tricia L. White Shawn T. Withee Adam M. Yeo n
Jerry C. Adams Marbin A. Alvarenga Michael L. Anderson Michael J. Astle Samuel A. Baker Sean A. Banks Megan M. Barnes Alfred T. Baron Holly J. Belanger Donald J. Beliveau Larry A. Billings Jr. Michael N. Bissonnette William E. Bonneau Michael A. Bouchard Pierre A. Boucher Robert N. Bouley Derrick Brawn Daniel R. Brown Joseph S. Buckley Otey A. Burdette William D. Burdette Miguel A. Cabrera Jeffery A. Carr Jr. Seth T. Cates Christopher A. Chatto Keith A. Chubbuck Daniel T. Coffey Terry A. Collamore Timothy J. Cooley Christopher G. Correia Joseph D. Cote Rodger D. Cote Deborah A. Croteau Laura L. Curtis Levi N. Daku Steven M. Damon Vanessa L. Davis Jason L. Despaw Thomas P. Dodge Joseph C. Ducharme Mark A. Dunphy Donald D. Duvall Shane C. Ennis Jose L. Felix Max C. Fish Wyatt E. Fitzgerald Nicholas D. Fox Robert D. Gann Justin D. Gemmell Christopher A. Gerold Aaron P. Gibbs Michelle L. Godsoe Nathan L. Goff Omar C. Gonzalez Kleber J. Gould Dee Ann L. Grazioso Ashley A. Grindle Shaun A. Gronda Alan B. Grover Nelson Guzman Andrew R. Hall Jason L. Hancock William E. Handy Jaime V. Hanson Cody A. Harrison Selvin Hernandez Lopez Randolph B. Higgins Zachary W. Hines Mark M. Hovey James M. Howe Justin K. Huber Lori J. Hughes Nathan L. Jamison Jessica A. Kandel Christopher T. Karlen Michael R. Keim Trevor A. Kelley
Elizabeth L. Kennedy Joseph D. Klekotta Christopher M. Koppes Steven F. Lancaster Lorie A. Lane Thomas R. Langille Joshua A. Lavin Patricia A. Lawrence Jeffrey C. Lerch Matthew R. Long Felix M. Lopez Jordan R. Lyford Nolvir H. Macario Wilmer U. Macario Joshua T. Madden Adam J. Mazerolle Zachary T. McFarland Shawna L. McKenney Robert R. Meckley Alejandro Mejia-Gamez John P. Merrill Dale P. Michaud Steven D. Michaud Joshua J. Moore Andrew Moss Solomon Cathy M. Mudge Brenda E. Nichols Aaron P. O’Donnell Colleen K. O’Hare Christopher J. Palmacci Cosme G. Paredez Jae Park Ralph C. Pearl Kyle D. Pellerin Juan R. Perez Zachary E. Perrin Shelley A. Phillips-Mills Aaron M. Poole Jacob L. Poole Will A. Portillo Matthew D. Pratt Matthew Q. Proctor Brian P. Rancourt Ryan W. Robbins Anthony C. Robles James K. Roy Kevin P. Salaoutis Cristian R. Santos Victor Santos Timothy C. Sawyer William A. Sawyer George A. Schoeller Jr. Keith S. Seekins Brayden L. Sheive Kate E. Shelton Irving E. Sherman Robert J. Slama Hector Sosa David E. Sparaco Jeffrey A. Stackpole Christian E. Stefens Timothy N. Storer Matthew S. Sullivan Dennis A. Surprenant Erin S. Susi Ryan J. Taylor Ernesto A. Tejada John W. Templin Oliver C. Thayer James L. Theriault Daniel W. Thibeault Andreus D. Thomas David W. Thomas Sr. Larry D. Thomas Christopher M. Tibbetts Matthew C. Tinker Michael S. Tripodi II Anthony V. Turner Kenneth R. Underhill Christopher M. Vainio Joseph P. Vanidestine Filomena Vieira
N GC HCAT H AT CIANBRO W S UI N MTMEERR/ /SFPARLI L T ETRE R
Eric D. Vivlamore Jonathan E. Ward Timothy D. Washburn Bradley J. Weiland Benjamin Weingarden Bruce E. Weston Scott E. Wright n
Suzelle G. Allain Garry L. Allan UlisesAlvarenga Corey M. Blagdon Thomas A. Boisvert Scott A. Boucher Michelle A. Boutilier Kevin K. Brogden Debra L. Brown Ronald R. Brox Jason J. Canarr Jeffery P. Chandler Michael E. Child Eric T. Clark Louis M. Conley Jonathon Correia Jillian J. Cote Christopher C. Courville Stephen A. Day Philip DeRoo Russell O. Dunn Michael Evanchak Orene L. Ferris Derek G. Fitzgerald James M. Flear Tony D. Foster Brenna N. Frania Scott R. French Matthew D. Gale Zachary Gardiner Timothy N. Gleason Ramon A. Gomez Robert L. Greene Jr. Bradley N. Grillo Nathaniel T. Hall Andrew W. Hallett Derek M. Hilton Adam J. Hughes Steven E. Jamison Kyle P. Jensen Dennis L. Johnson Sean G. Kelley Daryl M. Kelly Eui C. Kim Jason E. Kirouac Jacob A. Klaiss Jack A. Klimp Matthew B. Knarr Michael J. Laisdell John D. Lee Jennifer E. Lord Janelle H. MacDermott Scott R. MacDonald Nicholas J. Martin Adam K. Matheny Edward J. McCormick Amanda M. McDermott Michael C. McGeady Trevor C. Micoletti Brian P. Pelletier Scott C. Rand Jay M. Reynolds Douglas J. Robinson Thomas G. Robinson Douglas R. Robson Douglas E. Sandin Jeff J. Sargis John D. Savage Billy A. Sawtelle Glenn A. Severance Corey P. Sherwood John M. Sieber Kurt M. Silvia
David K. Sinclair Gabriel M. Sloane Matthew J. Smith Vandana Sood Owen M. Souer Timothy M. Sparks Neeley J. Stanton Robert A. Tourtelotte Ronald J. Wheeler Willard N. Widrick Brian C. Williams Douglas Williams Andrew M. Winiarski n
Brian K. Boatright Kenneth R. Boyd Michael A. Brown Peter Bumpus Chad E. Burgess Dana C. Churchill Wilson E. Clement Joseph R. Clough Benjamin B. Connors Glen K. Conrad Mark D. Dellosso Bernard F. DiAngelo Adam J. Eastman Pablo Galvan Jeffery S. Giggey David J. Gokey Michael D. Gomes William E. Grimm Henry Hardy Nicholas L. Hesseltine Karen J. Hyland Justin A. Jones Steven V. Konka Jamie M. LeClair Joseph M. Lucas Sean M. Lyons David B. MacMartin Wilson A. Macario Denis E. Martin William H. Messer Jr. Stephen D. Mitchell Stuart J. Morin Dennis C. Morris Scott L. Morris Patrick A. Morse Dat T. Nguyen Steven M. Osborne Reed J. Perkins Fredrick J. Pina Jr. Joanna Pyun Malcolm C. Sanders John David. Schill David M. Sheehan Kevin Sicard Patrick J. Smith Ryan M. Smith Brian A. Stebbins Kevin D. Stepanick Aaron M. Stevens Robert D. Stewart Joel C. Thurman Douglass D. Timms Jeffrey M. Towle Michael R. Tripp Philip J. Vigue Elaina M. Wakely Travis E. Watson Jonathan J. Wheaton James W. White Cesar I. Zuniga Jeffrey S. Adams Hannah L. Bass Gerry L. Batchelder Gene Marshall Bates Jason Andrew Baxter
Devin W. Beane Richard M. Becker Thomas F. Bellatty William Bellatty Tyler J. Bernat Guy S. Berthiaume Johanne C. Blaisdell Jameson N. Boucher Daniel M. Brann Eric J. Brazeau James M. Browne Stephen Broznowicz Keith P. Campbell Jesse S. Chase Garth T. Conrad Richard J. Cote Jon C. Crawford Jr. Christian B. Crosby Curtis R. Davis Michael P. Davis Thomas L. Desjardins Jason M. Edmonds Raymond E. Elmer Timothy F. Evans Josef P. Everhart Anthony M. Faiola Austin J. Fisher Kathleen B. Flenke Monique S. Foster Colin French Kaleb W. Gallagher William M. Gately Scott H. Gibbs Derek L. Grenier Daniel W. Hagelberg James P. Higgins Jr. Christopher F. Holliday John W. Holt Frank R. Hulseman David B. Jordan Bruce R. Knox Kelsee L. Lancaster John P. Lisenby Ryan L. Lockhart Edwin A. Luna Ordonez J Cruz Espinosa Martinez Esdras J. Mas Julio A. Matul Stephen V. McCarron Joseph W. McDonald Samantha Neal Ashley E. Nesbit Frank O. Nile William C. Omlor Kevin L. Phillips Silvino F. Pojoy Earl N. Rand Ryan R. Rathburn Steven M. Richardson Joshua M. Robinson Russell M. Rodrigue Mark R. Rousseau Michael D. Salley Zachary S. Schroder Kevin E. Shilko Douglas J. Standbridge Diandra J. Staples Justin T. Stewart Jay S. Swazey Walter I. Tuttle Jr. Lauren C. Walsh Lohn Corey E. Ward John Wentworth Eric T. Willett Nikki M. Yawn Michelle S. Young
we like to receive...
Bring Your Child to Work Day n
By Andrea Pelletier
Some of the next generation of Cianbro team members came to work this summer at Cianbro headquarters in Pittsfield, Maine for Bring Your Child to Work Day. Moms and dads from the equipment shop, fabrication and coating, as well as the regional and corporate offices brought their kids along to learn about the work that the company does and the tasks that take place at Cianbroâ€™s various facilities. The kids learned about safety, wellness, and Cianbroâ€™s history -- plus they had a tour of the equipment and fabrication shops, and the coating facilities. All in all, it was a memorable day for 85 kids who now have a better idea of what it is that their parents do for work!
C I A N B R O S U M M E R / F A L L C H AT T E R
Cianbro Wind Energy Services – Maintenance Update n
By Chad Allen
Maintenance services in the wind industry continue to offer Cianbro an outstanding opportunity to showcase the talent of the team and exceptional responsiveness to customers’ needs. The last five years have seen a dramatic growth of operating wind power generation in Cianbro’s operational regions. There are now well over 2,000 turbines operating from Maine to Maryland (225 alone in Maine, over 800 in New York). As these facilities continue to operate and age, the opportunities for Cianbro’s wind energy services will grow. Over this past summer and fall, a dedicated group of Cianbro team members stayed very busy providing valuable services at three different sites. The work included multiple gearbox and generator exchanges. These sites presented numerous logistical challenges to mobilize cranes and equipment, including steep mountain terrain, multiple breakdowns and movement of equipment from ridge to ridge, and even a mobilization by barge over the Atlantic Ocean. Cianbro’s Manitowoc 16000 remained busy right up to the
day it was needed in Vermont in support of the Georgia Mountain Wind Project. The rigging of equipment in and out of extremely tight spaces, at heights greater than 250 feet, and often in windy conditions required calm nerves and outstanding communication between Cianbro’s riggers and operators. The crew, as well as NNE staffers Penny Abbot and Suzelle Allain, showed great patience and resiliency as Mother Nature often dictated when the work could proceed (there were multiple days that the wind was too strong to work, and snow and ice became factors as early as October 8). Thanks to Craig Holmquist,
Mike Berry, Nick Arena, Kevin Curry, Richie Padham, Gibby Rossignol, John Rossignol, Hunter Anderson, Bill Van Voorhis, Garry Billings, Gary Gagnon, Greg Gatchell, Jason Curry, Dave Adams, Al Arsenault, Don Smith, Dale Smith, Bill Stetson, Dave Thomas, Steve Peters, Dave Lewis, Randy Higgins, Trent Clukey, Reuben Schofield, Mike Abbot, and Larry Coston who participated over the season.
The success of the Wind Energy Services team would not be possible without the efforts of numerous team members from Cianbro Equipment who are asked to react quickly to mobilize cranes, trucks,
C I A N B R O S U M M E R / F A L L C H AT T E R
tools, and equipment to sites requiring services at a moment’s notice. Ben Wagg and his Equipment team have continued to be nimble and flexible in supporting Cianbro’s wind projects. In addition to moving cranes, equipment, and tools to jobsites, their role has been to receive incoming shipments of new components needed by clients, and then to ship these components to the project site when the crews are ready to receive. Damaged components removed from turbines are then reloaded when ready and transported back to Pittsfield for temporary storage. This support has offered Cianbro’s clients the flexibility to de-couple their logistics operations with site operations. A special thanks goes out to all of Ben’s team, including Donna Gladu, Mike Scott, Neal Dawes, Bob Bussell, Kyle King, Tom Closson, Josh Kerr, Doug Timms, Corey Ward, and Troy Maloon.
As the winter season looms, where strong winds and weather suspends most work until spring, a great deal of thanks and gratitude goes out to all of those who contributed to another safe and successful season.
Niantic Railway Bridge Replacement Project Nears Completion n
By Gary Nash and Chet Muckenhirn
This fall saw a landmark moment for the Cianbro/Middlesex Joint Venture team at the Amtrak Niantic River Bridge Replacement Project. The new bascule bridge began single track operation on September 8, 2012 after Amtrak Communication and Signal forces performed an overnight shut down with Amtrak’s Boston dispatch center. The shutdown facilitated bringing the new bridge and several miles of signal and communication devices on line and into the existing control system. On November 10, the new bridge went into full (100%) operation after months of running two tracks’ worth of train volume on a single track. The project team consisting of Amtrak’s Electric Traffic, Bridges and Building, Track, Communication and Signal, and Transportation departments; URS Engineering; Ducci Electric; and Cianbro/Middlesex, worked side by side around-the-clock for months to get the bridge into full service prior to the Thanksgiving holiday. Cianbro/Middlesex crews spent much of the summer putting the final touches on making the bridge operational. In July, crews performed a three-day navigational channel outage in order to jack and shim the 2,700 ton completed bascule span. Thanks to
the around-the-clock efforts of the Cianbro/ Middlesex team and the Cianbro Temporary Design Group, the task was completed successfully and ahead of schedule. Track level access was installed on the new span along with all the running and guard rail. Machinery and electrical controls were installed, tested and inspected. Meanwhile, on the beach, crews completed installing the new stone jetty, sand, retaining wall and sidewalk, and the control house was transformed from a concrete shell into a fully functioning building complete with control room, lavatories, mechanical rooms and electrical rooms, ready for occupancy and operation. Amtrak’s Track department re-aligned approximately 3,800 linear feet of track and installed another 4,000 linear feet of new track while maintaining at least one track fully operational; which meant the bulk of the work had to be completed between 11:30 p.m. and 5:00 a.m. The electrical contractor and Amtrak’s Electrical Traction department teamed up to re-align, install and set more than 60,000 linear feet of messenger, contact, static and feeder wire which provides power to drive the locomotives. Currently, crews are dismantling the two trestles used for construction and removing the piling. Demolition of the old structure
has been moving at a blistering pace since late September. Already, some one million pounds of steel have been removed and sent off site including the west approach span, both east approach spans, and the bascule span except for the counterweight. The counterweight is being demolished and two of the four masonry piers supporting the structure have been removed, making way for the new 100 foot wide navigational channel. The electrical and mechanical work is down to the punch list and the final balance testing of the bridge has been completed. This winter and spring, crews will complete the demolition, site grading, and landscaping to wrap up the job. Cianbro team members on site are: Ron Ayers, Pete Boucher, Scott Boucher, Lyle Clark, Ray Elmer, Orene Ferris, Todd Hoffa, Jim Marcella, Trevor Micoletti, Doug Moore, Chet Muckenhirn, Gary Nash, Dan Records, Doug Sandin, George Schoeller, George Schoeller Jr., Jared Shelton, Justin Shelton, Kate Shelton, Vandana Sood, Dave Stoddard, Trish White, Andy Winiarski, Bob Bresnahan, and Dan Wiedmer.
4 141,598 Project Safe Hours
C I A N B R O S U M M E R / F A L L C H AT T E R
Presort Standard US Postage PAID Permit No. 112 Bangor, Maine 04401
An Equal Opportunity Employer Corporate Office, Northern New England Region, Fabrication & Coating Facility P.O. Box 1000 Pittsfield, ME 04967 Phone (207) 487-3311 Fax (207) 679-2465 Southern New England Region 40 East Dudley Town Road Bloomfield, CT 06002 Phone (860) 286-3000 Fax (860) 242-6276 Mid-Atlantic Region, Fabrication Facility 605 Pittman Road Baltimore, MD 21226 Phone (410) 636-3000 Fax (410) 636-3111
Chatter Editor – Alan Grover Chatter Team – Nick Arena, Bonnie Brown, Kris Chipman, Dan Coffey, Stephanie Cote, Rebecca Daly, Vanessa Davis, Lauren Dow, Brenna Frania, Michelle Godsoe, Anne Kutscher, Dawn Lewis, Kyle Pellerin, Andrea Pelletier, Brian Rancourt, Russ Rodrigue, Diandra Staples, Lesli Swieczkowski, William Wilkinson Contributing Writers – Chad Allen, Hannah Bass, Dana Bragdon, David Brookings, Marc Caldwell, Dr. Larry Catlett, Jon DiCentes, Rick Godin, Kyle Jensen, Tom Mawhinney, Mike McGeady, Patti Mikeska, Daniel Mooney, Chet Muckenhirn, Gary Nash, Jae Park,Gary Parker, Anthony Passmore, Earl Rand, Jon Sacks, Kevin Salaoutis, David Schill, Kim Sieber, Kevin Stepanick, Jeffrey Towle, Travis Watson, Nate Weston, Sparky Wheaton Special thanks to – Devon Nadeau Design – Jean Cousins n
Feedback: Do you have questions or comments about the Chatter? If so, we’d appreciate hearing from you! Please email: email@example.com • call: 207-679-2542 • or mail to: Cianbro Corporate Office, Attention: Chatter Editor D TO A N
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ORKPL EE W A
Mid-Atlantic Region C&O Canal Towpath Ribbon-cutting Williamsport, Maryland
Photo by Alan Grover
Northern New England Region
Sugarloaf Communications Tower Kingfield, Maine
Photo by Chris Karlen
Southern New England Region Mystic River Drawbridge at Sunset Groton & Stonington, Connecticut
Photo by Matt Hebert
Volume 42 Number 2