SPRING_05

CIANBRO CHATTER PUBLISHED BY CIANBRO CORPORATION

VOLUME 35 NUMBER 2 SPRING 2005

Harrisburg Waste-to-Energy Project

Cianbro Salutes Team Members Returning from Military Service... see back page

C

By Nick Bell

Please see HARRISBURG, page 23 A TE

D TO A N

SINCE 1949

I

J U R Y-

E DED

IC

N

CIANBRO CHATTER

work substantially complete by midSeptember 2005. We will also assist our client, Barlow Projects, Inc., with other aspects of the project construction and startup as they may request.

Barlow Projects, Inc. is performing the engineering and supplying the boilers and boiler support steel (from the boiler designer and supplier) as well as all process equipment.

Cianbro is supplying ductwork, support and building steel, and piping.

The ductwork and steel is being detailed, fabricated, painted, and delivered to the project by Cianbro’s fabrication facility in Baltimore, Maryland. Dave Leavitt and his fabrication team have made the steel and ductwork for our project a top priority and has partnered with the project team to ensure a successful outcome.

C

Partial view of the ash handling equipment called the wet drag chain assembly, which is designed to cool and transport the hot ash out of the boiler

Front view of Boilers 1 and 2 where Cianbro is setting the ash handling equipment and the Grizzly flop gates

OR KPL EE W A

onstruction of the three, 266-ton-per-day trash incinerating and steam generating boilers at the Harrisburg, Pennsylvania, Wasteto-Energy Facility is beginning to pick up pace. Now that most of the engineering and equipment delivery issues have been resolved and spring is here, we are gearing up for full production.

The entire project is scheduled to be completed and on-line generating 23 megawatts of electricity and supplying heating steam to several city facilities by January 2006. Cianbro’s contract is to install the boilers, air pollution control equipment, vessels, pumps, fans, conveyors, ductwork, piping, overhead cranes, and structures that are directly associated with the boilers. Our goal is to have our

FR

n

“Green” with Energy!

Artist rendering of the Schiller Station after construction is complete

I n

By LeAnne Rogers

n an environmentally and economically beneficial strategic move, the Public Service of New Hampshire (PSNH) has developed a project to construct a boiler that diversifies the company’s energy resources and burns a renewable fuel: wood. This state-of-the-art boiler project is located at the Schiller Station in Portsmouth, New Hampshire, in the southeast portion of the state and supplies electricity to New Hampshire residents and businesses. Officially titled the “Northern Wood Power Project (NWPP),” the work includes replacing one of the three existing 50-MW, coalburning boilers at the site with a “greener” wood-fired boiler that will produce the same amount of power. The new boiler will not only cut down on the amount of fossil fuel burned at the plant but will significantly reduce emissions while improving the regional wood market and decreasing New Hampshire’s dependence on fossil fuels. Cianbro, working in partnership with manufacturing and engineering firms Alstom, Neil & Gunter,

Please see GREEN, page 2

Cianbro celebrates 25 years in the Mid-Atlantic Region!

With an eye toward the future, please turn to page 12 to read about this great achievement.

SPRING 2005

Neptune Update

T n

By Sandy Paige and LeAnne Rogers

he Neptune Regional Transmission System (Neptune) team has been working diligently over the past several years adding new investors, securing development capital, and negotiating with the Long Island Power Authority (LIPA) to run high voltage direct current (HVDC) cable between Sayreville, New Jersey, and Long Island, New York.

The cable will provide power to the heart of the fastest growing and most difficult to reach urban load center on Long Island and will allow LIPA to tap diverse sources of existing and proposed generation including hydroelectric, biomass, oil, coal, nuclear and natural gas.

This time last year, the project reached a major milestone when Neptune was chosen to be the provider of the electric transmission capacity. The team has finished acquiring environmental permits, performing land and marine surveys. The team is still working out interconnection issues with the operators of the grids with which the cable connects and is currently in the process of securing construction financing.

Fifty-two of the 65 miles of the cable will run underwater and the remainder will be buried on land. The cable system is actually a bundle which consists of a primary high voltage 500 KV conductor (approximately seven inches in diameter); a 46 KV low voltage return conductor (roughly five inches in diameter); and a fiber optic control cable. In HVDC parlance this is known as a monopole system with a converter station at each end. The converter stations will convert the direct current in the cables to alternating current, which is how electricity is generally moved around on most electric grids.

GREEN, continued from page 1

and Dean Oliver have been chosen to construct the new woodyard, boiler, and associated balance of plant work.

The new fluidized bed boiler will utilize advanced technology that burns the wood chips as they are suspended in the combustion chamber rather than burned on a rolling grate in a more common “Stoker Gate” type of wood-fired boiler.

This allows for more complete burning of the wood, less emissions, and an easier conversion of water to super-heated steam that feeds the turbines and produces electricity. Described as being “one of the largest renewable energy projects in the United States” it is also assumed to be the only project “replacing fossil fuel-generation with an equivalent amount of cleaner, greener electric power,” according to company representatives. In many ways, the NWPP will act as a springboard project for other new generation projects utilizing renewable resources.

Major challenges abound as construction begins at the Schiller site. The team faces a very small space in which to work leaving no room for any sizable laydown area. Dewatering options are CIANBRO CHATTER

During installation, the cable will be payed off the stern, placed on the bottom of the ocean and quickly buried 1.2 meters in the mud. While almost half of the in-water route will be laid from a massive cable-laying ship, much of the Neptune route is in waters too shallow for such a large vessel. The cable will instead be transferred onto a smaller barge and laid in the shallow waters similar to how this drawing depicts. As with cable ship laying, the cable will sit in a large turntable and be passed over the stern as the barge is winched forward on anchors. The burial of the cable will likely be performed simultaneously with the hydro-plow dragging along behind and creating a recess for the cable to rest in.

limited in the boiler base construction area making tidewater and ground water an issue. The team has proposed using a tie system to support a sheet wall for the excavation of the ID Fan and Stack foundations, which will run across the nearby railroad tracks to a strong back on the other side. In order to meet schedule, the team has proposed the installation of a lateral to the main steam line that would allow a tie-in to be performed during the

fall 2005 turbine overhaul shutdown.

This would allow PSNH to continue to run the existing boiler up until the commissioning and start up of the new boiler begins. Cianbro’s work on the boiler is scheduled to be complete by May 2006.

The current commissioning schedule calls for the new facility to be operational by the third quarter of 2006.

For the woodyard project, Cianbro partnered with Dean Oliver International to engineer, procure and construct a wood handling facility for the new Schiller Station boiler. The project scope

2

includes site preparation and civil/structural work to build all woodyard handling buildings in an existing coal storage area on the site. The team will install, commission, and interconnect all wood handling equipment and control systems with the boiler control system. A considerable amount of electrical components will also be installed including grounding grids, 4,160-volt feed lines from the boiler to the woodyard, and all associated low and medium voltage systems.

The key equipment components for the wood fuel handling system are fuel storage and fuel process buildings, truck scale, truck receiving dumpers/hoppers, wood processing equipment, automated stacking and reclaiming equipment, and the associated connecting conveyors.

Work at the woodyard will be ongoing as the boiler is being constructed and should be completed by March 2006.

We will keep you posted on the progress of these two “green” projects.

We look forward to working with PSNH on these exciting projects and demonstrating to them and our partners why we are the Constructor of Choice!

4 55,775 Project Safe Hours SPRING 1999 2005 JANUARY

W

PRESIDENT’S MESSAGE

ith our recent successful transition to100% employee-ownership behind us, we will continue to build and grow our company. We will also prepare and give the next generation the opportunity to step up and take on leadership responsibility.

Across all positions within our company—craftspeople, engineers, administrators, managers, and more—it is important that we continue to realize the value every single person brings to our team. Without our people and their continued personal growth and development, our success as a company will be limited.

The opportunities we see ahead for our company’s future are far more significant than anything we have seen in the past. It is therefore critical for us to remain focused on growing our team and securing the resources to take on these exciting opportunities.

Getting it done Throughout our company’s history, our philosophy and commitment to teamwork remains our anchor and key to success. Our attitude, personal passion, and desire to get it done safely and efficiently differentiates our company within the industry and beyond.

By recognizing that no one is smarter than all PETE VIGUE of us and by everyone pulling in the same direction, our people have proven their ability to take on and successfully manage tremendous challenges time and again. And, when we have the good fortune of locking arms with our customers as partners, together, we do extraordinary things.

Our success boils down to working safely, taking care of our health, satisfying our customers, honoring our commitments, and supporting our people to be successful in achieving their personal goals. Facing these challenges year-to-year and day-to-day, we can not take what we have for granted. We must continue to get out there and make things happen every single day.

Good people attract good people Our company and future growth is secured by our team’s diversity and ability to take on new opportunity. With your help, we have identified and invited many new people to join our team this year. We’ve had tremendous success and we want to welcome these new team members to our company.

We believe that good people attract good people, so we encourage your continued help in bringing experienced, quality people on board. We also believe in growing our company from within, which remains our primary means of expanding our team over the years. By rewarding internal talent, recruiting new people with diverse experiences, and investing in our people by providing educational and personal development programs, we will ensure our company’s ability to take advantage of current and future opportunities.

Furthermore, we will succeed in growing our team without compromising our philosophy regarding the treatment of people, customer satisfaction, quality, or safety. For many years, we have been recognized in many ways for our innovation, creativity, safety, wellness, and efficiency to name a few. We expect to not only continue, but to add even more value to the services we provide.

Thank you for your dedication, commitment, and contribution to our company. I am bullish on our people; enthused about our goals; and exited about the future.

CIANBRO CHATTER

MAP NUMBER

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

PAGE

Harrisburg Waste-to Energy Project.............. 1 Schiller Station Project (PSNH)......................... 1 LGC Joint Venture Project.................................... 7 Weldon Station Project............................................7 Groundwood Expansion Project.......................7 Hadley Falls Fishlift Project.................................9 Housatonic River Bridge Project....................10 Agawam Steel Repairs Project.........................10 Tambrands Project................................................... 11 Poland Spring Bottling Plant Project...........15 Casco Bay Bridge Project.................................... 17 South Clinton Street Bulkhead Project.......17 Pier 7 Demolition Project.................................... 23

OFFICE SITES

We instinctively see every problem as an opportunity and we do our best to make every situation fun, no matter how challenging the circumstances. By being convinced in our minds that we will succeed, our team successfully tackles and completes goal after goal including many complex projects, safety, wellness, ownership, and more.

Let’s go for it!

featured in this issue

JOB SITES

3

n PITTSFIELD, ME Corporate Office, NNE Regional Office, Fabrication & Coating Facility n PORTLAND, ME Ricker’s Wharf Facility n BLOOMFIELD, CT SNE Regional Office n BALTIMORE, MD Mid-Atlantic Regional Office, Fabrication Facility

4 5 9 11 2 10

6

8 7

1

Atlantic Ocean

13 12

3

Gulf of Mexico

OF INTEREST

Neptune Update............... 2 President’s Message.........3 The Woggy Brace............... 4 Retirement Planning.......... 6 CT ABC Award.................. 8 Kleinfelder Joins Board.... 9 Civil Training....................11 25 Year Celebration........ 12 Fab & Coatings................ 14

Health Risk Score............ 15 What’s New in IT?.......... 16 Certification Training....18 In Memoriam................... 19 Anniversaries....................20 Opportunities................... 22 In Our Next Issue........... 23 Military Thank You........24

SPRING 2005

The Woggy Brace:

Gaining the Edge in Edge Formwork n

By Peter Dell’Erba

David and Goliath I remember as a kid reading a story in Sunday School about a young man named David who went out to fight one day against a giant named Goliath. As they faced each other in battle, all bets were on the big guy. Goliath was a beast of a man, a skilled warrior, and he was armed. David, on the other hand, had no armor and no experience in battle. Yet within a matter of minutes, before anyone knew what happened, David was walking away with the giant’s head in his hands.

As a kid I thought it was a pretty cool story, but growing up I realized that there’s an incredible life lesson to learn from it; the match will always go to the one who sets the rules of the game.

Goliath made the mistake of thinking that David had to fight him according to his terms. To Goliath, the battle would go to the strongest, to the best armed, and to the most experienced. But David refused to fight according to his opponent’s rules. David had some things that his opponent didn’t have; faith in his God, the ability to think outside the box, and an arm that could shut out the Yankees. David beat his enemy because he used his own unique strengths to gain leverage in the match. Goliath’s armor, strength, and fierce intimidation amounted to little as that stone sailed toward his head at 115 mph.

Setting the Rules I think of Cianbro’s successes over the years and many of them took place because someone had the guts to set the rules. For instance, the rule used to be that only ship builders built ships. Cianbro successfully challenged that notion and now a whole new marine construction market has opened up to us. Another instance is the Summer Street Bridge Project, which was completed last fall in Kennebunk. The project team arrived on site with an aggressive schedule and only six weeks to build the bridge. Few thought it could be done without paying CIANBRO CHATTER

liquidated damages for finishing late.

But with the resources and skill of the company at its disposal, the team completed the project in only five weeks, and a bonus was awarded for early completion! Those are just two examples, but the message is clear. Whenever we go after a project, we’re competitive and succeed when we think beyond the norm and use our strengths as leverage against the odds and against our competition. And, using Cianbro’s strengths to set the rules is what the Woggy Brace— and the success that it is slated to bring this great company—is all about.

Peter Dell’Erba (Left) and Paul Belanger with two Woggy Braces

What is a Woggy Brace?

The Woggy Brace is an adjustable steel device developed by the Cianbro team. It is used to brace edge forms for small concrete placements such as slabson-grade, footings up to 24 inches tall, bridge decks, curbs, sidewalks, and precast segments. Its unique design allows it to anchor to a number of surfaces including compacted soil, plywood decks, and concrete slabs. Its turnbuckle mechanism allows for plumbing and aligning during placement. Not only does it attach to wood forms, it also attaches quickly and easily to our steel handset panels, making the modularization of much of our deck edge and footing formwork more feasible.

Traditionally, this type of short form-

4

work is supported using lumber cut into small pieces and nailed together in a triangular configuration to make a brace.

These braces are typically set at two to three feet on center along the form panel. If you have a large bridge deck that you’re going to place, the number of braces you need can add up quickly. The cost for the lumber, fabrication, and fit up in the field, along with the waste disposal associated with these one-time use wooden braces can be very significant.

This has always been a cost that we just considered the “rule of the game.”

“The key to a tool like the Woggy Brace is that it is reusable, as well as being a time saver,” said, Thomas N. Floyd, Sr., concrete forming and shoring manager. “Time and again we evaluate cost strictly based on one-time use for a particular job and spend money with no return, rather than make an investment with the potential of saving cash dollars in wasted materials and reducing labor costs through increased productivity.

The Woggy Brace will produce those returns as we set aside the skill saws and let our competitors purchase lumber, cut it, nail it, and throw it away job after job.”

The Woggy Brace is Born The development of the Woggy Brace started about a year ago when Pete Vigue met with our formwork team to discuss the company’s performance in concrete operations. Pete challenged us to find new and innovative ways to execute our concrete forming and placing operations that would give us the edge we needed in this highly competitive edge formwork market.

Later that year, Paul Belanger and I were working together on the barrier wall formwork for the I-295 Connector Project in Portland, Maine. We were discussing formwork bracing and the possibility of using adjustable steel braces.

The following day Paul (also known as “Pauly-Wog” or “Woggy” by many team members) handed me a sketch of an idea he had for a brace using a steel channel and turnbuckles. I thought it was a great concept and saw the opportunity to meet the challenge Pete gave us months earlier. So, I took the idea and began the process of developing a brace SPRING 2005

that would satisfy a number of criteria.

First, the brace would have to withstand the heavy use it would take project after project without requiring a lot of maintenance and repair. Second, the brace would have to be useful on the wide range of applications seen for this type of formwork. Third, the brace should be set up and adjusted quickly and easily. Fourth, the brace would have to be available to the projects at a reasonable cost. And, finally, the brace would have to collapse quickly to optimize efficient shipping and handling.

Once the initial design and shop drawings were complete, Fod Sprague in our Pittsfield Fabrication Facility worked to streamline the production process.

After several trials and trips back to the drawing board we finally arrived at a design that met our needs. We are currently in the production stage of our final design and are working with a number of projects to implement the Woggy Brace on the placement of decks and slabs later this year.

A Product of Teamwork The Woggy Brace is a product of true teamwork within our company. Teamwork is what takes Cianbro’s strengths and focuses them toward a specific goal.

Teamwork is when we communicate with one another, share our ideas, pool our resources and identify action items.

Teamwork is when we not only understand our own part in the big picture, but respect and value everyone else’s part as well.

It took Pete, who stands at the helm of our company, to identify the challenge and inspire the vision. It took Paul, whose years of experience out in the field cutting lumber and saying, “There just has to be a better way!” spawned the idea. It took the engineer, who saw a great opportunity, to take the concept and develop it into a fully engineered and patented product. And it took Fod, whose expertise in fabrication helped optimize the performance and economy of the brace. These people, in addition to the many other team members who indirectly supported this project, have proven once again that no single person in this company is smarter than all of us!

CIANBRO CHATTER

“It is great to see the efforts of our team members make the company more competitive and efficient. It has always been Cianbro’s style to be innovative and creative. Congratulations to the team members who developed this attractive time and material saver.”

— Bud Cianchette Cianbro Chairman

tivity and efficiency. Great work!”

“It is great to see the efforts of our team members make the company more competitive and efficient,” said Bud Cianchette, Cianbro chairman. “It has always been Cianbro’s style to be innovative and creative. Congratulations to the team members who developed this attractive time and material saver.”

The Woggy Brace is scheduled to be available to projects early this summer.

The Woggy Brace team will be available to conduct introduction and training classes. For more information, contact Pete Dell’Erba at 207-553-2720 or Tom Floyd 207-679-2153.

The Woggy Brace at work Mac Cianchette, senior vice president said, “We take great pleasure when we see our team members working together to improve our efficiency and productivity. The effort and enthusiasm that we saw with the invention of the Woggy Brace was a great example of what can be done when a team works together to improve.”

So, the next time you’re out on a project, and you see a Woggy Brace in use, we hope it symbolizes to you Cianbro’s stubborn refusal to sit by and let our competition set the rules. Perhaps you’ll be reminded of our company’s vast resources of knowledge, skill, and creativity. And, when you think about the teamwork that made the Woggy Brace a reality, we hope it sparks great inspiration. For before us stands many more giants to take down, and in each of those challenges lies the opportunity for us to work together and bring out the very best that Cianbro has to offer.

“Historically, Cianbro differentiates itself in the market place by its innovation and creativity,” comments Pete Vigue, president & CEO. “The Woggy Brace (patent pending) demonstrates our team’s focus on improving our produc-

5

Editor’s note: After careful research and investigation, the Chatter editorial team was able to trace back the roots of how this functional concrete tool got its name, “Woggy.” Apparently, Team Member Paul Belanger, who was instrumental in the development of the brace, has always had a nickname. In grade school and on through high school his classmates called him “Pauly-Wog” making fun of his smaller stature as he was shorter than most boys his age. Upon joining Cianbro in the mid-1980s, Paul worked on Mark Nordgren’s concrete crew and Mark insisted Paul have a nickname. Since Mark felt that “Pauly-Wog” wasn’t appropriate for this application, he modified the nickname to “Woggy” and a Cianbro nickname was born. Paul says, to this day, he believes there are only a handful of team members who even know his real name! In the beginning stages of the brace’s development, Peter Dell’Erba and Paul were discussing what to call the brace. Pete, wanting to make sure Paul received credit for the idea said, “How about the ‘Woggy Brace?’” and it stuck like glue! Woggy hopes the device that bears his name becomes a symbol of the great things that are possible when a person has an idea, researches the possibilities, and solicits the help of his team. “No matter what the idea,” Woggy says, “you just never know what can happen!”

SPRING 2005

Thinking about Retirement in the Next Few Years?

P

Answers to Questions You May Not Have Asked Yet and Resources to Help Find Your Paradise

n

By Lauren Benttinen

reparing for retirement should begin as soon as we enter the workforce. However, in the past, some of us may have worked for employers who did not offer retirement benefits or maybe we thought we were unable to contribute at the time. Others simply just began saving later in life. Whatever the circumstances, one action plan you’ll want to have in place well before you retire is an appropriate income plan.

An understandable, year-by-year retirement income plan is essential for any future retiree. It establishes a framework for effectively managing your income and expenses throughout retirement. With a sound retirement income plan, you’ll find it easier to develop an appropriate spending strategy and help reduce the possibility that you will outlive your savings. In addition, a retirement income plan can help you understand the income you will need to cover your monthly/annual expenses (whether from your retirement plan accounts, Social Security, and/or personal savings); how to manage the different types on income mentioned above to meet your immediate monthly expenses; and what your longterm needs are.

Review Your Income Plan If you already have a retirement income plan, it’s a good idea to re-check the assumptions you made about your expenses and income. Here are some questions you may want to consider:

n Has any part of your planned retirement lifestyle changed since you developed it? For example, have you purchased or sold a house or do you now plan to take an annual cruise with your family? n If you plan to work part-time during retirement, do you expect your actual employment income to match the estimate used in your planning? n Have there been any changes in your health or the health of your spouse that could create significantly higher medical expenses than you first anticipated?

CIANBRO CHATTER

Has your medical insurance changed, forcing you to pay a greater percentage of your medical expenses than before such as going to a COBRA policy? Or have you recently purchased long-term care insurance for which you will now have to pay premiums? n Is the current value of the investment account you intend to use for income close to the estimated value you used for planning purposes? n

Should you note any significant differences between your current situation and your planning assumption, adjust your plan accordingly. Once you’ve made any necessary adjustments, revisit your income plan at least yearly to determine whether you’re still on track to meet your expenses.

Have an Income Plan Done If you have never had an income plan completed, you can contact one of the many Fidelity Investor Centers to make an appointment to have your plan done. This service is free to Cianbro team members and will become an invaluable part of your planning strategy. You can find the

Investor Center nearest you by going online to www.Fidelity.com and keying on the Customer Service>Contact Us>Find an Investor Center icons. Fidelity is also available to come to project sites and do this education.

Want a snapshot of where you stand today?

Go to www.cianbro.net to the Human Resources page in the Team Member Portal and select the “Are You Saving Enough for Retirement?” icon. By filling in your gross pay for the year, number of years until you retire, and your current retirement savings amount, you’ll get a ballpark figure of how close you are currently at meeting your annual retirement income needs, as well as a suggested percent you would need to contribute until retirement to get “caught up.”

If you haven’t done one yet, have your income plan done now! It’s very empowering to have a roadmap to help you plan for your future. If you find that you are falling short of what you need to have a comfortable retirement, you’ll have the time to make larger contributions to make up the difference.

You have a great team behind you that is waiting to help. Contact either Lauren Benttinen, pension benefits manager in Corporate Human Resources at 207-6792312, or the Fidelity Investor Center nearest you to get the answers and resources you need to ease your mind and allow you dream a little about what the future could hold for you at retirement.

Envision Your Retirement Here are some websites that you can use to do a little fantasizing about the options available to you at retirement: www.money.cnn.com/best/bpretire/ This website allows you to enter a zip code in the greater United States and gives factual information about the economy, prices of housing, climate, and many other interesting details about the town/city. Also on this website are “Strategies to Retire Rich.”

www.fool.com This website is meant to educate, amuse, and enrich you on investing and retirement.

www.medicare.gov/MedicareEligibility/home.asp Go to this website to learn everything you need to know about social security benefits and eligibility.

www.retireonyourterms.com Find out more about investing, read about the basics, risk and reward, and the skinny on stocks, bonds, and mutual funds. Plus, learn about important investment tools like dollar cost averaging and investment allocation. This site also gives you access to a library, a preparedness quiz, and retirement calculators.

6

SPRING 2005

Lockwood Green Cianbro (LGC) Joint Venture Mississippi Project Update

I n

By Jerry Humphrey

n April 2002, Cianbro formed a joint venture partnership with Lockwood Green Engineering & Construction to construct seven gas-fired turbine generator sets at three different sites in Mississippi.

Construction of the genera- The onsite construction team (Left to right) Pradeep Tipnis, construction project manager; Mike Jones, tors continues and as of electrical superintendent; Lewis Jones, project superJanuary 2005, has reached intendent; Justin Knox, project coordinator; Danny another successful mileHigginbotham, director of startup; Dennis Thomas, stone. On January 26, 2005, warehouse & receiving; Eva Morris, administrative we achieved mechanical assistant; Gus Contreras, mechanical superintendent; completion of Silver Creek Lucas Contreras, millwright. (Missing from photo is Sam McKinney, safety manager.)

Unit #3 in Silver Creek, Mississippi. This unit completion brings our total to six completed gas fired turbine generator sets on two different project sites! Our team has been wrapping up work activities and punchlist items at Silver Creek over the past few months and is now mobilizing forces at the Moselle, Mississippi, project site to construct the final turbine generator set in our contract, which is slated for a May 2006 completion.

The total project to date has logged over 400,000 work hours without a recordable or lost time incident, a truly great effort by all. In spite of hurricanes, tropical storms, and the occasional rattle snake, our team has exhibited a “can-do” and “will-do” attitude to be admired by everyone. Thanks LGC Team!

Weldon Station Update n

By John Farnham

I

n June 2004, Cianbro entered an engineer/procure/construct contract with Great Lakes Hydro America, LLC, for the overhaul and installation of new turbines for four hydro-electric units at the Weldon Station in Mattawamkeag, Maine. Cianbro crews mobilized to the site in September last year and began preparing for the work to modify the units to produce 60-cycle power. Unit 3 disassembly was started in November 2004, and will be started up this spring.

Unit 4 is scheduled to be started up a month later. A similar startup schedule will be initiated this month for Units 1 and 2.

Weldon Station currently generates 40-cycle power versus the national standard of 60-cycle power. In order to upgrade to produce 60-cycle power, the generators are being reconfigured with new rotors and rewinds. Cianbro along with our engineering partners— D&S Engineering, Devine Tarbell & Associates, and S.D.I.—have had to stretch our creativity to schedule design and construction to allow the station to continPulling Unit 3 Turbine ue 40-cycle power production while installing a new parallel 60-cycle power infrastructure and allowing units to be put on to the new system in a phased manner. General Electric is the major equipment supplier for new turbines and rotors and for the performance of generator rewinds for each unit.

The Weldon team just recently received the last major component—the Unit 4 rotor/shaft assembly—allowing us to complete the first and most critical half of the project. To date, the team enjoys an incident-free safety record.

4 20,167 Project Safe Hours CIANBRO CHATTER

7

Pressurized Groundwood Expansion Project n

By LeAnne Rogers and Stuart Twitchell

M

adison Paper Industries (MPI), located in Madison, Maine, is expanding their groundwood mill operation adding a sixth grinder to keep up with the evergrowing demand for pulp used in the company’s paper production. MPI grinds its pulp using a pressurized system. When installed in the early 1980s, this system was considered state-of-the-art. To this day, it is still credited with improving the quality of pulp and ultimately the quality of MPI’s paper. MPI contracted Cianbro last summer to perform the preliminary work for the installation of the sixth grinder, which will be installed this fall.

Our Cianbro crew moved on site in August 2004, to perform concrete demolition and form up the concrete required for six new pumps and three new stainless steel tanks for the new grinder. In addition to this work, structural steel was installed for a new elevated slab area where the #6 Grinder will make its home.

The work also included installation of new access stairs and walkways up to the slab area that is twenty-plus feet above the operating floor. All material had to be rigged into place by hand. After the metal decking and rebar were in place, a concrete pump was used to place the concrete.

By month’s end, Cianbro was awarded the project to install the new pumps, assemble the new tanks, erect the new cleaner columns, and rig two new micro screens into place at the #6 Grinder elevated slab area. Some very talented carpentry, rigging, piping, electrical and instrumentation craftspeople made all this happen safely and professionally. It required several mill shutdowns and requests for extra team members from other projects to make all this happen.

These projects, under the direction of Gary Parker, Ron Taylor and Stuart Twitchell, were successful because of the cooperative atmosphere created by MPI’s Rick Veinotte and our Cianbro team. Many thanks go to Jim Garland and Vickie Weaver for their support and to everyone who helped make this an interesting and enjoyable project.

We look forward to working with MPI on the final phase of the expansion project with the installation of the #6 Grinder.

SPRING 2005

Connecticut ABC Recognizes Cianbro for Safety and Excellence

R n

By Laura Schmelter and Dottie Hutchins

OCKY HILL, CT—The Connecticut Associated Builders and Contractors Association (ABC) recently recognized Cianbro Corporation for both safety and excellence with two awards presented during ABC’s Annual Meeting and Excellence in Construction Awards Dinner.

Safety first, Cianbro received the 2004 Gold Level S.T.E.P.—Safety Training and Evaluation Process—Award.

S.T.E.P. is a national accreditation program written by ABC member contractors for ABC member contractors to rate safety and training programs. Members who have achieved S.T.E.P. certification have demonstrated dedication to keeping their workforce safe and highly trained.

“Cianbro’s singular dedication to sending each employee home as healthy as they arrived is a shining example of what can be accomplished when safety comes from the top executive level down to the jobsite,” said Lelah Campo, president, Connecticut ABC. “CT ABC congratulates Cianbro for their safety record, and for achieving the Gold Level S.T.E.P. award from National ABC.” Linc Denison, Sr., vice president and general manager of Cianbro’s Southern New England and New York operations,

(Left to Right) Christopher “Crispy” Stevens, Jeff McPherson, and Paul Sallar working on the Buzzard’s Bay Bridge

CIANBRO CHATTER

“We are honored and humbled by these ABC awards.

Combined, they are a tribute to our people’s commitment to work safely, as a team, every day; and, they are a tribute to the partnerships we share with our clients. Together, we celebrate this recognition.”

— Linc Denison, Sr. Vice President and General Manager

said, “We are honored and humbled by these ABC awards. Combined, they are a tribute to our people’s commitment to work safely, as a team, every day; and, they are a tribute to the partnerships we share with our clients. Together, we celebrate this recognition.”

Cianbro’s project to rehabilitate and restore the 68-year-old Buzzard’s Bay Vertical Lift Span Bridge was also recognized with ABC’s 2004 Excellence in Construction Award. Team members Kevin Donovan, David “Hutch” Hutchinson, David MacMartin, Chet Muckenhirn, Scott Tierney, and Mark Zagrobelny,

joined U.S. Army Corps of Engineers’ Greg Bateau and Modjeski & Masters’ Boyd Strain to receive the award.

Working for the New England District Corps of Engineers, Cianbro rehabilitated the mechanical, electrical, and bridge control systems. The contract required the removal and replacement of all electrical and mechanical operating systems during a 90-day outage, March 2 through June 2, with the 2,200-ton span temporarily supported in the raised position and all work performed from barge-mounted cranes. Planning, teamwork, and effective execution were the keys to the project’s success.

“Our team would like to thank the Associated Builders and Contractors for their appreciation and recognition for a job well done,” said Scott Tierney, project superintendent. “Like so many successful projects Cianbro completes, it is difficult to understand the time, effort, and energy required to meet budget and schedule constraints, unless you are actively involved in the project. Being selected for this award by a jury of our peers who understand what it takes to

8

(Left to Right) Scott Tierney, Chet Muckenhirn, David MacMartin, Greg Bateau (U.S. Army Corps of Engineers), Mark Zagrobelny, Boyd Strain (Modjeski & Masters), David “Hutch” Hutchinson, and Kevin Donovan

“Our team would like to thank the Associated Builders and Contractors for their appreciation and recognition for a job well done.”

—Scott Tierney Cianbro Superintendent

make a project successful makes the award that much more valued.”

The Cianbro team logged over 69,000 safe work hours with ZERO lost-time injuries to safely complete the Buzzard’s Bay Vertical Lift Span Bridge Project.

Connecticut Associated Builders and Contractors, a chapter of the national Associated Builders and Contractors (ABC), is a membership organization comprised of 220 merit shop member-firms in Connecticut.

SPRING 2005

Cianbro’s Bill Kleinfelder Joins ABC Board of Directors

B n

opment of our people,” said Bill. “Serving on the ABC Board of Directors is a personal honor for me, as well as an opportunity to give back to our industry.”

Bill added, “In particular, I believe it is critical for young people entering the construction industry to receive the absolute best training available. ABC, working with Community Colleges and Technical Schools, can achieve that goal. I am pleased to have the opportunity to help.”

Mike Henderson, ABC’s Baltimore Metro Chapter president, said, “Bill Kleinfelder is an outstanding leader in construction. A far-sighted professional, Bill promotes education and training within the industry. We look forward to the benefits of Bill’s experience. He will be a great influence.”

Mike Hart, vice president and general manager of Baltimore-based operations, said, “Bill is a valuable member of our team. He is passionate about mentoring our future workforce and contributes to the success of our company and this industry every day. We are proud to have him serve on the ABC board of directors.”

ABC was founded in 1950 when seven contractors gathered in Baltimore, Maryland, to create an association based on the shared belief that construction projects should be awarded on merit to the most qualified and responsible low bidders. Their courage and dedication to the merit shop philosophy spread rapidly, and within time, ABC became the fastest-growing association in the United States.

Today, ABC is recognized as one of the leading organizations representing America’s business community and the U.S. construction industry.

By Dottie Hutchins

ill Kleinfelder, Mid-Atlantic industrial accounts manag-

er, recently joined the board of directors for the Baltimore Metro Chapter of the Associated Builders and Contractors (ABC).

Founded in 1950, ABC is a national association representing more than 23,000 merit shop construction and construction related firms in 80 chapters across the United States.

With more than 25 years of experience in the construction industry, Bill is a seven-year Cianbro veteran responsible for managing multiple industrial projects throughout our Mid-Atlantic operating region. After receiving a Bachelor of Science degree from Ithaca College, Bill completed several graduate courses at both Ithaca College and Temple University.

He currently serves on the Maryland Apprenticeship and Training Council and is especially interested in ABC’s activities involving education and workforce development.

“At Cianbro, we are dedicated to the advancement of the construction industry and committed to the growth and devel-

Hadley Falls Fish Lift Project Update n

By Keith Locke

A

s the Connecticut River slowly began to thaw, the Hadley Falls Fish Lift Project in Holyoke, Massachusetts, approached completion. Despite this winter’s cold weather and snow, crews worked through the harsh conditions and were very productive.

Over 600 cy of concrete was placed to form the new attraction water channel walls and expanded flume exit trough. The two new steel lifting towers were 100% complete in March.

Electrical and mechanical installations were in full swing since the start of the year, with the majority of those activities completed early spring. Initial startup and testing began in late March. The main hoists, which lift the fish hoppers, were tested in watered and de-watered conditions along with the Carpenters form the new suspended slab fish channel as mechanical crowder systems. The crowders are a trolley syssteel columns and beams shape the expanded flume (in tem with a hanging screen, which travels on crane rails and background) direct the fish into the hoppers.

The new facility is entirely automated by a new Programmable Logic Controller (PLC). The hoist lifting cycles and crowder travel sequence, as well as the position of all new sluice gates, are entirely programmed into the PLC, and started or stopped with the touch of a few buttons. Construction was completed in late March and the remaining days in the month were used for cyclical testing of the entire facility.

4 29,430 Project Safe Hours CIANBRO CHATTER

9

SPRING 2005

Housatonic River Bascule Bridge – Milford, CT

I

n December 2004, Cianbro was awarded the Housatonic River Bridge Project in Milford, Connecticut, to rehabilitate the double-leaf bascule bridge. The scope of work includes painting, rehabilitation of existing concrete; rehabilitation of the comfort and operator’s houses; installation of a new fiberglass pile fender system; installation of a new submarine cable; and, a major overhaul of the bridge’s mechanical and electrical systems. The project will be completed this summer.

The project team includes Dale Andrews, superintendent; Darren Bye, project engineer; Barb Rushford, safety and administration; and is overseen by Lynne McGibney, manager of projects. Mark Zagrobelny will join the project team in June.

The Housatonic River Bascule Bridge

4 1,493 Project Safe Hours

Agawam Steel Repairs n

By Terra Thomas

O

ld man winter delivered Agawam, Massachusetts, some snow and ice this season that forced the demobilization of two barges and slowed things down at the South End Bridge Project. Prior to the inclement weather we had completed work that drove our shoring tower schedule into motion. Out of a total of 23 locations, which required installation of a shoring tower to perform the structural steel repairs, we completed four locations. Innovating around the weather, we switched gears to complete all the field measurements associated with the replacement steel, and fabricated the steel, ahead of the big push this spring. Field Engineer Andrea Robitaille has been of immense help with this effort.

Beginning this spring we will be installing an anti-missile fence on the bridge spans that are over the railroad tracks. The fence will prevent bridge debris from falling to the tracks below.

Next, expansion joint work at the abutments and at the six pier locations will be performed in three stages and nine phases to minimize the impact to traffic. Once this work is completed the bridge will be paved.

It is critical to this community that all of the bridge work be done by July 2005.

Being in Agawam, we have to recognize its caliber as the home of the “Big E” (Eastern States Exposition) and Six Flags amusement park, as well as the heavy traffic demand placed on this bridge during summer vacation.

The below-deck steel repairs will be performed concurrent with the abovebridge work. With 16 more locations

CIANBRO CHATTER

involving shoring tower installation and three more locations involving tension tie installation to perform steel repairs, we clearly have much work to be done to meet our project completion date of November 15, 2005.

Our team members at the South End Bridge have been quite busy maintaining efficiency during this difficult winter. Mark Arsenault, our general foreman overseeing all repairs, and Tim Baril, our dinny operator, provide crucial assistance in day-to-day operations at the bridge.

Foreman Bob Owens with his crew of Scott Jackson and Wayne Denny form one of the on-shore shoring tower teams.

They’ve erected and completed all steel work pertaining to one shoring tower on the west bank and have now moved to the east bank to work with Foreman David Hutchinson and his team of Karl Kuhnen, Travis Morrow, Scott Underwood, and Scott Willett, who make up our second on-shore shoring tower team. Together, they have six more locations to go on the east bank.

The water shoring tower team used barges to perform their work from the water. Foreman Bob Costine and his crew of Paul Leighton and Paul Sallar; Foreman Pete Cross assisted by Joe Ballard and Jason Underwood; and Foreman Kyle Chapman with Jeff Lee and Mak Rosado have completed one tower location each and have 12 more to go between them. It is important to note that steel work at some locations can take up to two months.

Foreman Bill Adams heads our tension tie team with Bill Van Hoesen, Walter Lee, and Valerie Wilochka. Together, they have completed 13 tension tie locations and

10

The water shoring tower crew prepares for shoring tower installation at the South End Bridge continue to move forward with more repairs at three more locations.

The shoring towers pile driving team is lead by Foreman Steve Trombley with team members Bob Drzewiecki, Ken Landy, and Tod Parisek. In addition to driving pile, this crew also erects the shoring towers, jacks the truss, and dismantles the towers on water. By March, they erected five shoring towers, disassembled two, and were disassembling a third tower.

Upon Superintendent Razor Ray’s departure to his next assignment, Superintendent Dennis Hartford took over the supervision of our project beginning in January 2005. Project Engineer Ravi Natarajan, Structural Engineer Kevin Donovan, and Safety Supervisor Tom Houghtaling continue to serve the South End Bridge Project.

We expect spring work to start up with the usual vigor from our team members here at the South End Bridge Project.

4 87,822 Project Safe Hours SPRING 2005

Civil Training – Building a Strong Foundation

I n

By Bob Seegmiller

n November 2003, four team members—Jeremie Bolduc, Jason Furbush, Chris Queen, and Kevin Rowe—began a three-year journey. They were the first Cianbro team members to participate in a structured civil craft training program designed to produce journey-level concrete finishers and masons. However, it is more than that. These team members are not only on their way to being skilled craftspeople, they are also increasing their value in many other ways.

Training is not just skill development, it is also personal development. Craft training builds character and develops courage and patience; it is not a free ride.

Team members dedicate personal time to training and often sacrifice opportunities for overtime. And, throughout the training period, they must study, practice, and prove themselves worthy of this privilege. Kevin Rowe—a single parent— describes his experience, “I really like it; I can see what I have accomplished.

When I come home some nights after work and study, my kids tell me they are proud of me. On the job, people are asking me for advice. I really feel like a part of the team. I feel like I am adding value.”

Concrete finishing and masonry work is an art; it takes skill, patience, knowledge, and experience to be one of the best which is the goal in the minds of Chris, Jason, Kevin and Jeremie. They are not just training to learn a skill or to become better at what they do—they are training to be the best. Jason Furbush knows what this means, “Since I started this program I am really proud to tell people that I am learning a “Everyone is brought in and made skill. When someone asks me what I do I tell them, ‘I am an part of our company. If you give apprentice concrete finisher an honest effort and try, you are and am learning masonry.’ I say this honestly and with rewarded. This program without pride.” There may be no a doubt has given me a sense of greater motivator than a love direction, something to strive for.” for what you do.

— Chris Queen Jeremie Bolduc describes Team Member and Trainee it this way, “I enjoy finishing concrete. When we complete a job, I can look at what we have done and the quality work we put in place. It’s hard work but very rewarding. Maybe the best part is when other people look at your work and smile.”

It is difficult to describe how a person feels about their job; sometimes the words don’t adequately portray the passion that a person has for doing a task they enjoy. For Chris Queen, Cianbro is like a family to him, “Everyone is brought in and made part of our company. If you give an honest effort and try, you are rewarded. This program without a doubt has given me a sense of direction, something to strive for.”

Successfully completing Level I of the concrete finishing program in the fall of 2004, these team members are poised to complete Level II later this year and begin the first of three levels of Masonry. We are very proud of what they have accomplished and look forward to this team exiting this program at the journey level. They have demonstrated their commitment to personal and professional development through hard work, determination, and most of all, by maintaining a positive outlook toward their work assignments and responsibilities. Project Superintendent Chris Scott comments, “These individuals are the right people to be training. They are dedicated, reliable and are an asset to their project team.”

Congratulations, Chris, Jason, Kevin and Jeremie. Keep up the great work!

CIANBRO CHATTER

11

Tambrands Heating Ventilation & Air Conditioning (HVAC) Upgrade n

By Ken Spalding

L

ast December, Cianbro was awarded a contract to construct a 3,800-sf mechanical room exterior to the Tambrands Manufacturing Facility in Auburn, Maine. Tambrands manufactures feminine hygiene products, marketing their products under the Tampax ® brand name. Cianbro’s Fabrication and Coatings Facility was awarded the structural steel for this project and, in order to meet the completion schedule, preparation of the shop drawings commenced even before work began at the site!

Crews mobilized in early January 2005, and work began in earnest to get the foundations placed and ready for steel erection when the first loads started to arrive in early March.

This mechanical enclosure is being constructed at the north end of the plant in the shipping/receiving area and our operations have to remain as compact as possible in order to minimize the impact to Tambrands shipping and receiving. In fact, the building will sit on six columns positioned to allow tractor trailer access underneath the structure after construction is complete.

The new enclosure will house three new Trane air handling units, which will supply heated and cooled air to the plant as required. All testing and commissioning of the new units will have to be completed prior to running any new ductwork to the plant. The new ductwork is being installed on the roof of the existing plant and one-by-one has been connected to an existing network of ductwork that is currently being served by ten separate rooftop air handling units.

All of this will be accomplished with minimal interruption of service so as not to impact production within the plant. Project completion is scheduled for midJuly 2005.

Tambrands also brought Cianbro into the plant full time to manage the maintenance activities in part because of our reputation within the industry with regard to safety and because of our ability to perform a wide range of activities in-house and getting things done quickly and efficiently. These same traits serve us well in performing the work for this HVAC upgrade project.

4 8,877 Project Safe Hours SPRING 2005

25 YEARS CIANBRO CELEBRATES

Great Bridge Bridge Great Bridge, VA

Dept. of the Army, McMillan Water Treatment Plant Washington, DC

in the MID-ATLANTIC REGION In 1979, Cianbro expanded outside the Northeast to do a bridge project in Great Bridge, Virginia. Soon to follow was work on a raw-water pumping station in the posh community of Potomac, Maryland. Next came work in the nations’s capital. Cianbro’s innovative approach to the Woodrow Wilson Bridge project on the Beltway into D.C. brought them official recognition in Congress.

Severn River Bridge Annapolis, MD “ This area offers tremendous growth opportunity. Our people have the skills, determination, and attitude necessary to continue to build Cianbro’s presence in this region. Our Mid-Atlantic team is currently engaged in a wide variety of private and public projects and our fabrication facility and yard at Curtis Bay recently received industry certification.

Cianbro is committed and invested in this region for the long haul.”

— Cianbro President and CEO Pete Vigue spearheaded the company’s move to the Mid-Atlantic region as a young project manager back in 1979

BALTIMORE, MD—On May 24, 2004, Cianbro dedicated their marine facility on Curtis Bay to Carl Morgan, Sr. Named Morgan’s Wharf, the 21-acre property is home to Cianbro’s regional headquarters, yard, and fabrication facility. Seated center (above) Carl, wife, Geneva, and family are surrounded by friends and members of the Cianbro team. (Regretfully, Carl Morgan, Sr., passed away

on June 23, 2004, after a brave, three-year battle with cancer.)

Carl Morgan, Sr., left, and Don Keresztenyi, Hired: May 19, 1980

Paul Day, Hired: June 24, 1980

DON KERESZTENYI AND PAUL DAY ARE THE FIRST CIANBRO MID-ATLANTIC TEAM MEMBERS, NATIVE TO THE REGION, TO RECEIVE THEIR 25-YEAR GOLD WATCHES.

Cianbro veterans, Wade Simons (left) and Mona Evy, congratulate Don Keresztenyi on 25 years of service

1979

Morgan’s Wharf, located at 605 Pittman Road, Baltimore, with its marine bulkhead, proximity to interstate highways and railways, strategically positions Cianbro to better serve the Chesapeake Bay area, Mid-Atlantic region, and beyond

Mike Hart, a 20-year Cianbro veteran, is vice president and general manager of Cianbro’s Baltimore-based operations. Working his way up through the engineering and management ranks, Mike took on Cianbro’s top leadership position in the Mid-Atlantic region in 2001. “ Our team is excited about celebrating 25 years in this region. From marine bulkheads and dams, to bridge and highway work, to large industrial facilities, to the Air Force Memorial, we are currently constructing projects from Pennsylvania to Virginia. Cianbro’s recent investment in our new fabrication facility adds to our ability to grow and better serve clients throughout the region.”

— Mike Hart

Clockwise from above left to right: L.L. Bean, Columbia, MD; LeHigh Cement, Union Bridge, MD; Loch Raven Dam, Baltimore, MD; William Preston Lane (Bay) Bridge, Annapolis, MD; Air Force Memorial, Alexandria, VA

Listed at right are 25 years of Mid-Atlantic Region projects beginning in 1979. The projects highlighted in blue are featured on these pages

Great Bridge Bridge—Great Bridge, VA Washington Suburban Sanitary Commission—Potomac, MD Woodrow Wilson Bridge—Washington, DC Pinellas County Power Plant Repairs—St. Petersburg, FL Conowingo Dam Bridges—Cecil County, MD Flood Control Project—Lakeworth, FL McMillan Water Treatment Plant—Washington, DC Craggy Dam Hydroelectric—Ashville, NC Eight Overpass Structures—Ft. Lauderdale, FL Palmetto Park Road Bridge—Boca Raton, FL Harry Nice Bridge—Charles County, MD Industrial Canal Bridge—New Orleans, LA U. S. Navy Central Heating Plant—Quantico, VA Back River Bridge—Baltimore, MD Albemarle Sound Bridge—Edenton, NC Spout Run Bridge—Arlington, VA SE/SW Freeway Bridge—Washington, DC Hanover Street Bridge—Baltimore, MD Occoquan Dam—Occoquan, VA Broadway Pier Rehabilitation—Baltimore, MD Offshore Breakers—Kent County, MD Broad Creek Bridge—Laurel, DE Calvert Street Bridge—Washington, DC Christopher Columbus Center—Baltimore, MD Occoquan River Bridge—Occoquan, VA Nanticoke River Bridge—Seaford, DE Lower Bank Bridge—Lower Bank, NJ Turkey Point Bridge—Edgewater, MD Severn River Bridge—Annapolis, MD Case Memorial Bridge—Washington, DC Calvert Road Underpass Relocation—College Park, MD Park and Klingle Road Bridges—Washington, DC W. R. Grace FCC Plant Expansion—Baltimore, MD Gould Street Stack Removal—Baltimore, MD Consolidation Coal Stacker/Reclaimer—Baltimore, MD Safe Harbor Fish Passage Facility—Conestoga, PA Rehab Gwynn’s Island and Lord Deleware Bridges—Grimstead, VA Holtwood Fish Passage Facility—Holtwood, PA Weems Creek Bridge—Annapolis, MD Piscataway Waste Water Treatment Plant—Accokeek, MD K-C Marine Bulkhead Repair—Chester, PA U.S. Coast Guard Replacement—Chesapeake Bay, MD WSSC 96” Water Main Pipe Relining “K” & “I”—Baltimore, MD Ashburton Filtration Plant Improvements—Baltimore MD Steel Sheet Pile Bulkhead—Wilmington, DE York Haven Dam and Fish Passage—Middletown, PA Safe Harbor Skimmer Wall—Conestoga, PA Ordnance Road—Glen Burnie, MD Mount Vernon Square Train Room—Washington, DC Arlington WWTP—Arlington, VA South Capitol Street Bridge Rehabilitation—Washington, DC 11th Street Bridge—Washington, DC Back River Clarifier Rehabilitation—Baltimore, MD Calvert Cliffs ISFSI—Lusby, MD Inner Harbor Marine Bulkhead—Baltimore, MD Market Street Pier Rehabilitation—Chester, PA Commonwealth Chesapeake Power—New Church, VA Dundalk Pumping Station—Dundalk, MD East Alocoa Baghouse Cell Wall—Frederick, MD NIH 23-MW Cogeneration System—Bethesda, MD L.L. Bean Retail Store—Columbia, MD South Jetty Pier Rehabilitation—Wilmington, DE Lehigh Portland Cement Plant—Union Bridge, MD Georgia Avenue I-495 Capital Beltway—Silver Springs, MD New York Avenue—Washington, DC Pretty Boy Dam—Baltimore, MD Lock Raven Dam—Baltimore, MD Dundalk Marine Terminal Berths 5&6—Baltimore, MD Port of Wilmington Crane Rail Extension—Wilmington, DE Ashburton Sedimentation Plant—Baltimore, MD Pentagon Interstitial Mezzanine Project—Washington, DC William Preston Lane (Bay) Bridge—Annapolis, MD Foundation and Ductwork—Dickerson, MD FCWA OffShore Intake—Lowes Island, VA I-695 Over Holly Creek—Baltimore, MD Thames Street Bulkhead—Baltimore, MD Cox Creek Spillways—Baltimore, MD I-495 Noise Barrier—Washington, DC South Market Street Bridge—Wilmington, DE Colonial Pipeline—Conowingo MD Blue Plains WWTP Gravity Thickener—Washington, DC Air Force Memorial—Alexandria, VA Harrisburg Waste-to-Energy Plant—Harrisburg, PA Bridge Sidewalk Replacement—Easton, PA Delaware Memorial Bridge—Wilmington, DE Pennington Avenue Bridge—Baltimore, MD I-95 CSX Bridge—Baltimore, MD Potee Street Bridge—Baltimore, MD Locust Point Pumping Station—Baltimore, MD Green Mount Cemetery Retaining Wall—Baltimore, MD Cattail Creek Pumping Station—Anne Arundel County, MD

2005

Cianbro Fabrication & Coatings Partners with Fisher Engineering

D n

By Chris Tibbetts

ue to an extremely high demand for Fisher Engineering’s top-of-the-line snow plows and snow removal and maintenance equipment, Fisher has outsourced work from its own fabrication facility in order to meet their customer demands during peak seasons. As a result, Cianbro’s Pittsfield Fabrication and Coatings Facility has had the unique opportunity to create an annual alliance with Fisher manufacturing parts for them dating back 13 years. Fisher’s products are a result of a company philosophy focusing on attention to detail and timely delivery. Fisher only works with manufacturing companies that represent these same qualities. Consequently, Cianbro was chosen to partner with Fisher believing in this same philosophy and priding itself in being able to safely manufacture products on time, within budget, and with a strong attention to detail.

Every year Fisher challenges our Fabrication and Coatings Facility with a different task, which ranges from A-frames to push arms, and from connecting arms to the plow blades. No matter what the challenge, Cianbro is eager to help Fisher meet their production needs. In the past, projects for Fisher have primarily required—depending on the season—committing the computer numerical control burn table for two shifts—sometimes three shifts—and six to eight welders per shift. If you drive a pickup with a Fisher Plow on it, Cianbro may have welded and processed a number of the parts!

There are numerous team members who have helped make the Fisher Engineering account a success over the years. Fod Sprague is a key link between the Fisher and Cianbro teams.

Fod is especially sensitive to Fisher’s needs and, with his extensive experience, he ensures that Cianbro continuously produces a high quality product. Other members of this unique alliance with Fisher include Joe Carrera, Dana Demos, Craig Dyer, Rick Fish, Russell Lane, Scott Parlee, and Mike Smith. The hard work and dedication of these team members has not gone unnoticed and has kept the Cianbro tradition of safely producing high quality products.

Leroy Vanadestine, fabrication and coatings business development manager, says this about his fellow team members, “Meeting Fisher’s high demand for quality has required a true team effort. Jurgen Bell, Rick Fish and Fod Sprague have been key team members developing this account. They have labored many hours behind the scenes to ensure that Fisher’s expectations are met. Their ability to build and nurture a relationship with a great company like Fisher Engineering has been second to none. Each year they have set up and committed part of our shop’s fabrication capacity for processing the work. Essentially, they have developed and put in place a new team of welders each year to meet our commitment to Fisher. They have exemplified the true meaning of customer satisfaction and created a niche market with repeat business for over 13 years. To me, repeat business is the true measure of customer satisfaction and this team has surely demonstrated their ability to meet our customers’ needs. They make me proud to be a part of the team.

Keep up the good work!”

This year, our Fabrication Facility was awarded work from Fisher, which kept seven fabricators working for four months! All this was achieved without a single recordable or lost time injury.

CIANBRO CHATTER

“It has been exciting to work with a quality company over the years that has such a great reputation. Fisher Engineering makes it easy for us to work with them. The alignment between our companies is much the same and we share many of the same values. They are a great customer!”

— Charlie Cianchette General Manager of Operations Support Services

The 2004 team players instrumental in successfully completing the Fisher Engineering contract: Left to right (Front) Mike Smith, Scott Parlee; (Back) Craig Dyer, Dana Demos, Joe Carrera, Fod Sprague; and missing are Russell Lane and Rick Fish Through the efforts of all team members involved, the Cianbro Fabrication and Coatings team is looking forward to continuing the special relationship with Fisher Engineering.

Keith Hagelin, plant manager for Fisher Engineering, commented recently, “In a seasonal business like snow and ice control, customer demands can come quickly and unexpectedly.

Cianbro has always been very responsive to our requests, whether it be additional plasma table work or to supplement our welding capacity. We have a great deal of respect for Cianbro and the way they do business. Their operating philosophies— starting with employee safety as the most important—are closely aligned with ours. It’s nice to have such a business to partner with when we need some additional support.”

Charlie Cianchette, general manager of operations support services says, “It has been exciting to work with a quality company over the years that has such a great reputation. Fisher Engineering makes it easy for us to work with them. The alignment between our companies is much the same and we share many of the same values. They are a great customer!”

14

SPRING 1999 2005 JANUARY

Your Health Risk Score

P n

By Dr. Larry Catlett

articipants in the Healthy LifeStyle Program (HLP) have probably heard health educators refer to your “Risk Score.” But how many of you know what it means or how you can change it? Have you thought about how reducing your risk score affects Cianbro’s Wellness?

The Health Risk Appraisal (HRA)

The HLP helps you change your unhealthy behaviors by identifying your at-risk health behaviors and then setting goals to reduce these risks. All participants in the HLP complete an HRA. Team members not enrolled in the HLP but covered under medical also complete an HRA to raise awareness of their at-risk health behaviors.

The HRA contains a series of questions that help determine your risky health behaviors. Health educators also keep track of your “measurements,” like Body Mass Index, blood pressure, and cholesterol. The highest risk weight is assigned to risk behaviors and measurements that are related to the risky lifestyle choices we can change. These are the same risk behaviors and measurements that are most likely to cause preventable health problems. For instance, smoking carries a risk score of 5. Why? Because smoking kills over 400,000 people a year! Other risks such as lack of exercise or very high blood pressure—things you can change—are also assigned higher weights. Risks that are less likely to cause health problems and risks that you cannot change—like your family history—carry lower scores.

Your “Risk Score”

When the HRA is finished, the computer adds up the numbers assigned to your unhealthy behaviors and measurements. Your score will be a number like 2, 5, or 13. That number determines your behavioral health risk level. In other words, your relative risk to other team members for developing health problems in the future because of your at risk health behaviors. High risk—a score of 10 or over—means you are more likely than someone in a medium risk category to have health problems in the future. Medium risk is a score between 4 and 9. A high risk score does not mean you definitely will develop health problems. It just means you’re more likely to if you don’t change your health behaviors and correct those risky measurements.

Improving your Physical and Financial Well-being

Changing behavior isn’t easy. This is why we encourage you to set attainable and sustainable goals and to make your changes a little at a time (except for smoking and a very few other high risks). As you make positive changes, your risk score, your risk level, and your likelihood of developing some chronic disease like diabetes will decrease.

Think about it as an owner of Cianbro. The more team members Cianbro has in the lower risk categories, the fewer that will develop chronic disease. This in turn means, a lot less money you and Cianbro will have to spend on health care. The lower your risk, the better you’ll feel at home and at work. And, if team members feel good, they will be more productive at work, which will help the profits of the company. If you’re not participating in the Healthy Lifestyle Program, shouldn’t you be?

CIANBRO CHATTER

15

Poland Spring Bottling Plant Project n

By Troy Martin

W

ork at the Poland Spring plant in Hollis, Maine, is picking up with the recent addition of three projects awarded to Cianbro. The first project began in January 2005, and involves the mechanical installation of two injection molders and associated equipment and piping. The injection machines mold the resin product into pre-forms which become water bottles when formed by other processing equipment further down the line. Cianbro mechanical crews are currently aligning the two units while others are busy installing the overhead conveyors necessary to move the preforms. Cianbro pipefitters and welders are also working to install approximately 2,500 lf of stainless pipe throughout the facility. Civil crews have finished the equipment pads and the chiller equipment has been set in place.

The second project involved the electrical installation on the plant’s new bottle packaging Line 8. Cianbro electrical crews have been busy since January 2005, installing the transformers, electrical equipment, and hundreds of feet of conduit and cables. Quality work is a must in this very high-profile facility and our construction team continues to meet the challenge. Every conduit in the plant must be run in perfect alignment, all connectors neatly aligned in rows, and every bend in perfect harmony with the next.

Cianbro was awarded a third project for the process installation of a new flavor injection system. The work was very fast paced and completed in only three weeks. Most of the work involved the installation of high-grade, stainless steel piping that was welded to very stringent quality standards and specifications. Our crews worked day and night to complete the installation by early March to meet this very aggressive schedule.

Cianbro continues to bid more work at the Hollis plant and looks forward to serving our client’s needs with more excellent opportunities. Thanks go to all team members for their efforts, attention to quality, and their dedication to working safely.

4 17,418 Project Safe Hours SPRING 2005

What’s New in I.T.?

C n

By Ross Comstock

ianbro’s Management Information Systems (MIS) team has undergone some improvements and reorganization so that we can better serve our customers. One difference you may have noticed is that we have changed the name of our department from MIS to Information Technology (IT). Information Technology is a broader term and we feel it does a better job of encompassing the full range of technology products and services we provide.

In June 2004, Ernie Selberg, Jr., a 21year Cianbro veteran with extensive project experience took over as IT director. In addition to his construction industry experience, Ernie brings an indepth understanding of the specific needs of our project teams and strong financial management skills. One of the goals in our business plan for 2005, is to focus on IT’s business with a careful review of all the projects as well as the products and services we provide to ensure they are in line with our company’s goals and that they are being delivered in a cost-effective and efficient manner.

At the senior management level, Scott Morrison has assumed the overall responsibility for managing IT. Under Scott’s leadership we have a clear mission to bring enabling technologies to our Cianbro team with a focus on delivering technologies that meet the most important needs of our team members.

To better meet the needs of our team members, we have reorganized into a more customer-centric organization that actively works with our various internal customer groups (e.g. Human Resources, Accounting, Organizational Development, Safety, Equipment Administration, Senior Management, etc.) to understand and prioritize those needs. As part of the reorganization we created three specific groups within IT: Customer Support, Application Services, and Network Operations. Lesli Swieczkowski is heading up the new Customer Support group, while Vera Bryant continues to lead the ApplicaCIANBRO CHATTER

Breakdown of Reorganized Groups Customer Support Help Desk & User Support PC Repairs n PC Purchasing/Administration n Printers & Imaging Systems n User Training n User Accounts/Passwords n Issue Tracking n Anti-Virus/Anti-Spyware n Backup & Restore User Files n n

Applications CMiC Oracle and SQL Server n Database Administration n Custom Software n Software Purchasing/ Admin n Web Site (Cianbro.com) n Portal (Cianbro.net) n Asset Tracking Systems n Commercial Software

works together. The new switching and routing equipment will increase the speed to servers, the connectivity between switches at corporate, and increase the speed of connections between our major offices.

Disaster Recovery/Business Continuity Two important concepts in IT management are disaster recovery and business continuity. Disaster recovery is a strategy for how a company will respond to a disaster like a fire, flood, long-term electrical outage, or critical server failure, to name a few. Business continuity refers to the more optimistic goal of being able to continue operating right through a disaster.

n n

Network Operations Exchange Server (e-mail) Citrix and Remote Access n Application & File Servers n Network Switches & Routers n Telephone Systems n Audio & Video Conferencing n Inter-Office Connectivity n Cabling & Wireless Systems

Enhanced Communications Systems Once we have upgraded our physical network infrastructure, we can support “converged” services including voice, video, and data traffic—all running on a shared infrastructure. This effort will pay off by lowering costs for phone system local loop access, long distance calling, wide area network connectivity, Internet access, and travel-related expenses.

n n

tions group, and Ross Comstock is coordinating the details for the Network Operations group.

With these changes in place, we are working on an aggressive list of projects for 2005. Roughly speaking, these projects fall into one of five categories including: Network Infrastructure Improvements Disaster Recovery/Business Continuity n Enhanced Communications Systems n CMiC Update and n Portal Construction n n

Network Infrastructure Improvements Our physical network infrastructure, including cabling systems, routers and switches, will be upgraded. Switches connect computers in each area together, while routers connect each of our net-

16

CMiC Update Cianbro’s enterprise software, CMiC, is constantly being updated with new features which take advantage of new developments in the Oracle platform on which it is developed. The project to implement the latest version upgrade began in April.

A team of CMiC users from various areas of the company are testing the new version and working on a plan for a smooth transition to this upgrade.

Portal Construction Increasingly, we see the portal and portal technologies as the preferred method for bringing applications and information to our geographically dispersed user population. We will continue to invest in the migration of functions to the portal. The goal is to have a connected work force that has instant access to information, and that can quickly feed information back into the system.

Your feedback helps us to improve and is always appreciated. If you have any thoughts or questions, please talk with any member of our IT Team. Our goal is to continually improve the products and services that we deliver to our customers and maintain a competitive edge in the market place.

SPRING 2005

The Casco Bay Bridge Improvement Project

P n

By Greg Scott

ORTLAND, ME—The Casco Bay Bridge—one of the largest bascule bridges in North America—is located about a mile downstream from our Ricker’s Wharf facility on the Fore River in the Portland Harbor. The movable span was constructed by Cianbro in the mid 1990s under multiple contracts with the Maine Department of Transportation.

We’ve also completed a number of smaller projects since the bridge has been put into service. Our current project enhances operational reliability, increases lifespan, and improves safety and security in and around the movable span for the public and maintenance personnel. All of the work activities were performed while maintaining vehicle, pedestrian, and marine traffic. With the majority of the work taking place inside the bascule pier around the movable machinery, access was a challenging aspect of the project.

To improve protection from the weather and elements, Cianbro installed enclosures on the four machinery decks. This allows the machinery to be housed in a climate-controlled environment and protects the equipment from the road salt, winter sand, and the harsh marine environment. The machinery enclosure is a steel framed building with a concrete plank roof structure that fully enclosed the machinery decks built inside the bascule piers along side the shipping channel. The enclosures are insulated, heated, ventilated, and have a membrane roof. All of these building components had to be rigged into the pier through a set of double doors or underneath the open span during a scheduled traffic detour. To allow the machinery enclosure to fit in around the bascule girders and to house as much equipment as possible, eight hydraulic power units were relocated. Other machinery upgrades were also made to the span locks, air buffers, and the auxiliary drives.

New access platforms were installed on the face of each pier under the spans to improve access to the air buffers.

The electrical scope of work included electrical and machinery relocations and also power and control wiring relocations to eliminate interference with the enclosure. Lights,

The Casco Bay Bridge

heat, ventilation, and outlets were installed inside the new enclosures. Additionally, 16 security system cameras were installed over the entire bridge to improve safety and security.

Other safety improvements above the roadway deck included stud welding over 90,000, 3/8-inch-diameter studs onto the bridge grating on the movable span. The studs will improve vehicle traction during inclement weather. This was accomplished during a night shift. The night crew also installed bridge rail on the movable span at selected locations to enhance pedestrian safety. All of this work was accomplished by setting up daily lane closures, working at night, and maintaining bridge openings to allow marine traffic to continue.

The final work on the project was the installation of a permanent suspended scaffolding system and the siding of the control tower. The control tower is located on the side of the bascule pier about 60 feet above the water. The scaffolding system is a roof-supported davit system, which was utilized to install the siding. All work will be completed this spring.

This project has truly been an exemplary Cianbro team effort. Cianbro’s Fabrication and Coatings Facility furnished all of the steel and our QA/QC team was instrumental in developing a procedure for the stud welding, developing a number of mock ups, and innovative devices, which made that labor intensive activity go quite well. Thank you to all our team members who contributed.

4 10,330 Project Safe Hours

South Clinton Street Bulkhead Reconstruction Project n

By Mike Fisher

C

ianbro’s Mid-Atlantic team was recently awarded the South Clinton Street Bulkhead Repair Project by the City of Baltimore, Maryland, located in the city’s inner harbor. The project’s scope of work involves replacement of an existing timber platform and bulkhead that failed in 2000, causing a portion of Clinton Street to cave in and become unusable. South Clinton Street provides direct access to both Interstate 95 and the Maryland Port Administration Piers.

Principle work items for this project include driving approximately 10,900 lf of 20-inch diameter steel pipe pile filled with concrete, installation of 28,000 sf of PZ-27 steel sheet pile, and the placement of 565 cy of concrete.

Our project team is headed up by Project Manager Charlie Mallen; Project Superintendent Brian Carr; Project Engineer Mike Fisher; and Project Administrator Carol Meloy.

South Clinton Street Bulkhead

CIANBRO CHATTER

4 1,848 Project Safe Hours 17

SPRING 2005

SSPC-QP1 & 2 Certification Prompts New Training Program

T n

By Leroy Vanadestine

he Cianbro coatings team in partnership with the NNE training team recently introduced a new program course for Cianbro coatings team members. The new training program is being spearheaded by Craig Alexander, Chet Guilford, Jon Sacks, and Lee Stanley with the direct support of Richard “Gramps” Moulton, Amanda Peterson, and Heather Wyman.

Cianbro was recently awarded SSPC-QP1 & 2 certification from The Society for Protective Coatings. One of the requirements for the certification is to have an approved training program in place and for each team member involved in this type of coatings process to complete the program semi-annually. The Steel Structures Painting Council (SSPC) Painting Certification Program requires yearly audits by an independent third party.

The independent auditor goes through a checklist and a review process with the painting contractor to determine if they are working according to their written program and to verify that they are following the guidelines set forth by the SSPC. Industry professionals developed the guidelines used by the SSPC. This certification program is a nationally recognized evaluation program and a pre-qualification tool for companies who hire industrial painting contractors for their projects. Upon successful completion of the audit you can be assured that the contractor has the ability to provide quality work in accordance with safety, health, and environmental standards.

Over the years, new coating technologies have emerged that substantially extend the coating systems’ life and can last upwards of three to four times longer than previous coating systems. By understanding the technology and training our people in a more structured environment we will be able to offer our customers an additional level of service that will bring value to their coating projects and consequently save them time and money.

In today’s economy, companies are being faced with major budget cuts prompted by fierce competition created by the international market. This is good news for the coatings industry because a potential niche market has emerged, which has yet to be fully recognized and utilized by coatings contractors and the industry alike and there is a strong need for further development within that market. Companies that choose to use the more progressive approach have the potential for cost savings.

An idea for development and savings is to market Cianbro’s capability to perform turnkey coatings projects. At the customer’s plant facility, Cianbro will perform a complete computergenerated plant survey of the maintenance coating program.

After presenting the results to the customer and emphasizing the economic value of such a process, we will be able to manage the customer’s entire industrial coatings program for them.

There are numerous benefits for a company considering this progressive approach. As our abilities continue to grow, we will be able to offer this service to customers in the future.

In today’s industrial market, high-tech coating systems are requiring a more professional application approach due to the fact that coatings failure and rework can cost thousands of dollars very quickly. The typical cost of a gallon of paint specified in an industrial application can easily cost over $150.00 and if you have to re-blast, this can further complicate matters and increase the cost substantially. The best way to avoid coatings failure is to follow these simple golden rules: Don’t cut corners,

CIANBRO CHATTER

follow the manufacture’s instructions on the label, and hire qualified coatings companies to work for you. Critical mistakes can be avoided by having the properly trained and qualified coating contractor on your team.

The key goal for our training program is to help team members get the necessary training so that they fully understand the technical aspects of their trade. This training will also equip them with knowledge and practical experience needed to successfully prepare steel surfaces and apply the required coatings according to customer specifications. The training program includes modules from the National Center for Construction Education and Research’s (NCCER) standardized curriculum for industrial painting including surface preparation, industrial coatings, paint application, and equipment, coatings failures analysis and specialty coatings, as well as customized QA/QC and blueprint reading components. There are currently 11 team members enrolled in the program and the required curriculum is taught over eight, half-day sessions. In order to successfully complete the training, team members must demonstrate their knowledge by hands-on practical application in the shop.

Upon completion of the program, each team member will receive a Cianbro certificate as well as a transcript from the nationally-recognized NCCER. Craig Alexander, who is a certified

From Left to right (Front) Peter Smedberg, Craig Alexander, Peter Chase; (Back) Ryan Graves, Tim Young, Clint Chase and Roger Lockhart; and team members missing are Jason Batchelder, Patrick Beasley, John Burrill, Don Collette, Justin Ladd, and Clayton Lewis NCCER instructor, along with Lee Stanley, are working together to develop and evaluate ways to improve this new program.

They are both highly motivated and committed to the success of this program and are already seeing positive results.

A chief goal for our training program is to promote a professional image of the industrial coating craft to the construction and manufacturing industry. In order to reach this goal, our coatings team members must be confident and proficient in their trade. Training is part of the answer to successfully reaching our goal. We want our team members to have a thorough understanding of the coatings trade. Lee and Craig are emphasizing to team members that they are professionals; and, professionals take the responsibility for the outcome of their work. Training is helping to raise team members’ awareness of how important the right application of coatings is to the overall success of the project.

Even though coating is performed at the end of the manufacturing process, it does not mean that it is the least important. In fact, the success of the project is very often judged by how the

18

SPRING 2005

coatings look. Like other trades, mastering certain skills, having an ongoing education process, and using the latest technology is key to being successful in our coatings business. Perhaps, however, the greatest ingredient to the success of any training program is the personal commitment of the student to improve by investing in their own learning. It is the desire to improve and learn which marks the true professional. The following team members are demonstrating this by their faithful participation in the program: Jason Batchelder, Patrick Beasley, John Burrill, Clint Chase, Peter Chase, Don Collette, Ryan Graves, Justin Ladd, Clayton Lewis, Peter Smedberg, and Tim Young. The journey to reach a higher level of professionalism in the Cianbro Fabrication and Coatings Corporation is one that will never end.

Our new training program will help us to stay the course and prepare our team for the future. We appreciate and thank all of our customers who have been a part in our success throughout the years, and we are looking forward to future challenges and opportunities to meet your needs.

What our team members are saying: “I went to college for two years in the auto body program and have been applying a lot of what I learned to my work in the shop. However, I am finding that the industrial coatings business is much different than what I learned in college and the new training program is really helping me a lot. Craig is a great teacher. He takes subjects that aren’t the most exciting and teaches them in interesting ways. He also shares a lot of his experiences, which I find is very helpful.”

— Clayton Lewis, Coatings Facility Team Member and Trainee

“It is great encouragement to me to see this operations group take hold of and own the process of training their members. Lee’s commitment and support; Chet’s patience, vast knowledge of the QA/QC process, and his understanding of the vital importance of structured training; and Craig’s expertise as a craftsperson, credibility with his crew, steady and consistent teaching style, and his hard work is what is driving this program. Add to that a team of committed craft professionals willing to invest in their own betterment and this program cannot help but be a success.”

— Jon Sacks, Northern New England Training Manager

“The goal for our training program is to arm our team members with the necessary knowledge and skills to be successful in all aspects of their job. We will know when we have reached our goal by our team’s ability to take a typical coatings application project from start to finish and produce a quality job for our customers. We won’t be satisfied and will continue to teach our team until this goal is achieved.”

— Chris Alexander, Coatings Facility Foreman and Trainer

“This training fills a gap in formal training for the professional painters here at Cianbro. We are sure to receive quick benefits as we will be better prepared to produce a quality product on time.”

— Lee Stanley, Coatings Facility Superintendent

“These new certifications and the ongoing training programs will increase the professionalism of our coatings team and will certainly pay dividends in both the near and long term. Congratulations to the coatings teams at both the Baltimore and Pittsfield facilities for their ongoing efforts at continued improvement.”

— Dave Leavitt, Fabrication and Coatings Facilities General Manager

CIANBRO CHATTER

19

IN MEMORIAM In Memory of

T

Jerry King

eam member, Jerry A. King, 53, died on February 24, 2005, in Syracuse, New York. Jerry was an 11-year Cianbro veteran who worked on various bridge projects in our Southern New England Region as an ironworker foreman.

Jerry is survived by his fiance Sandra Caputo and her four children Charlene, Levi, Dorothy, and Ralph; his father George C. King Jr.; his brothers Tim A. King and his wife and George C. King III and his wife; and a niece and nephew.

Jerry will be remembered for his deep love of hunting and fishing. According to Vice-President and Southern New England Regional Cianbro team members, Manager, Linc Deni(Left to right) Joachim Moehs, Lynn Hyde, and son, “Jerry was a top Jerry King performer and he will be sorely missed by his teammates in the Cianbro family.”

Bill Richardson, a Cianbro team member and close friend of Jerry’s, delivered this eulogy for Jerry, family and friends.

Remembering My Best friend, Jerry King You can shed tears that he is gone, or you can smile because he has lived.

You can close your eyes and pray that he’ll come back, or you can open your eyes to see all he has left.

Your heart can be empty because you can’t see him, or you can be full of the love you shared.

You can turn your back on tomorrow and live yesterday, or you can be happy for tomorrow because of yesterday.

You can remember him and only that he’s gone, or you can cherish his memory and let it live on.

You can cry and close your mind, be empty and turn your back or you can do what Jerry would want; smile, open your eyes, love and go on.

Mac Cianchette, senior vice president said, “Jerry was a highly respected, fun-loving team member with many friends. He will be missed by all and will never be forgotten.”

Our thoughts and prayers are with Jerry’s family.

SPRING 2005

CIANBRO ANNIVERSARIES Team members with three or more years of service who celebrated their last date of hire anniversary between January 1 and June 30, 2005.

60 Years

Kenneth L. Cianchette n

59 Years

Ival R. Cianchette n

42 Years

Paul E. Bertrand n

40 Years

Richard E. Newton n

39 Years

Henry M. Cone Peter S. Fournier David Leavitt Franklin Leclair Frederick Marshall n

37 Years

Gary F. Chisholm Thomas R. Mucci n

36 Years

Paul A. Magoon Richard E. Padham Gary L. Robbins n

35 Years

John A. Dunnell Stanley M. Gilbert Wayne S. Quint Peter G. Vigue n

34 Years

David A. Varney n

33 Years

Wayne A. Ray Leroy E. Vanadestine n

32 Years

George Bell Malcolm Cianchette Gary L. Taylor n

31 Years

Wayne R. Cray Lincoln C. Denison William D. Van Voorhis Brian M. Whitney n

30 Years

David W. Leavitt Stanton J. Martin Allen L. Rollins n

29 Years

James M. Bonney Dennis G. Cotta Thomas N. Floyd Frank J. Susi n

28 Years

Franklin D. Dunton Steven A. Perrault Everett O. Rogers Beverly A. Rollins Stuart Twitchell n

27 Years

Dale W. Andrews Donald C. Bailey John L. McAfee John L. Purinton n

26 Years

Edward F. Kloeber n

CIANBRO CHATTER

Roderick L. MacKay Jr. Douglas L. Moore Ernest W. Stein Thomas E. Stone Terry Vanadestine

25 Years

Edward Bubar Chris A. Cianchette Paul L. Day James Garland Kenneth Hawkes Donald Keresztenyi Bryan Libold Gary Rogers David D. Shorey Charles Tibbetts Benjamin L. Wagg David A. Webster Archie Wheaton n

24 Years

Thomas J. Belanger Howard L. Briggs Chip Butler Jeffery A. Carr Michael L. Crider Daniel L. Duperry Douglas W. Foster Thomas F. Gilbert Michael D. Hayden Mark D. Hayden William A. Holmes Ernest E. Kilbride Margaret E. Lagasse Bernard L. Marriner Lawrence E. Moores Allan G. Pressey Thomas J. Weaver Gregory E. Wing n

23 Years

Domenick Arena Dana S. Bragdon Richard L. Brown Jr. James H. Carey Cindy R. Clark William W. Merrill Richard D. Moulton William N. Moulton Douglas Sidelinger R. Wade Simons Nathan S. Weston Jerome D. Wood n

22 Years

Brian D. Mace Michael A. Potter George B. Ward n

21 Years

Lee A. Aylward Nick Bell Lynn M. Cianchette Scott Clements Gregory S. Couture Douglas A. Dow Robert M. Drzewiecki Gary R. Gagnon Lynn R. Hyde Troy G. Martin Herschel Rackliff David G. Saucier Ernest Selberg Jr. Stanley A. Shakespeare Stanley E. Webster n

20 Years

Kimble F. Chapman n

Jeffrey E. Crawford Joseph P. Foley Jr. Owen H. Grimes Carl B. Morgan Jr. Frank J. Raye William A. Reid Scott M. Remillard

19 Years

Ronald J. Bell Robert O. Bouchard Richard C. Calvin Jerrold P. Cross Sally A. Gordon Jerome J. Humphrey John W. Luckern Kevin M. McConaughey Donald R. Padham David R. Rakvica Michael L. Raven Hobert A. Sweet Timothy Vigue n

18 Years

Jacqueline E. Arsenault Steven J. Barry Dennis E. Beisaw Kenneth R. Brooker Vera L. Bryant Jeffry L. Dunham George O. Dyer David V. Fitzherbert Darryl L. Francoeur Steven D. Hoare Craig O. Holmquist John D. Intrabartolo Lance M. Lockhart Keith B. Magoon James C. Merrill David E. Parsons Darren L. Pelletier Ronald G. Peterson James P. Pond Rae F. Randlett Michael A. Raven James H. Richards Gerald V. Rollins Paul Sallar Gregory P. Saucier Gregory J. Scott Marie E. Scott William F. Stetson III Terry A. Trask Leslie D. Vigneault Guy J. Wilson n

17 Years

George E. Arsenault David E. Bond Leonard F. Cooley Kevin H. Curry Jean E. Gantnier John J. Henry Phillip D. Heroux Kenneth E. Huntington Roderick A. Pease John A. Pelland Mark A. Richardson Michael G. Ritchie Alfred J. Stevens Wilson H. Weed Ronald P. Wills Scott S. Young n

16 Years

Theodore B. Baxter Bruce H. Beane Richard E. Beliveau n

20

Jurgen G. Bell Garry L. Billings O’Neil E. Boivin Kyle E. Chapman Mark D. Cochrane William G. Colby Donald J. Dostie David G. Hutchinson Timothy N. Jackson Jeffrey L. Johnson Marla L. Landry Patrick G. Littlefield Douglas J. McPheters Darin W. Merrifield Charles W. Nutter Leland V. Page Jr. Barry J. Perkins Thomas G. Ruksznis Clyde R. Samuelson Ronald E. Taylor James E. Towle Ross A. Wilder Mark J. Zagrobelny

15 Years

Walter W. Bailey Jr. Kris M. Ballard Richard T. Baumgartel Richard G. Fish Thomas J. Gallagher William J. Harter Brian T. Hartness Paul J. Leighton David L. Magoon Craig R. McConaughey Jeffrey T. McPherson Tharryn D. Smith Norman St Hilaire Aaron L. Wedgewood Earl G. Wells Douglas H. Wyman Daniel L. Wyman n

14 Years

Paul K. Anaman Walter J. Beleckis Wayne M. Denny Gary R. Fitts Dann L. Hayden John S. Keszler Brent E. Luce Brett F. MacMillan Kevin M. Murphy Thomas J. Popick Dale A. Simonds David A. Smith Troy D. Spencer Michael S. Tripodi Lloyd A. Wyman Jr. n

13 Years

Leonard W. Brooks Daniel A. Dubois Karen A. Francoeur Thomas J. Hamel Steven L. Hatstat Eusebio Heredia Paul M. Holmquist Olie J. Lindahl Daniel R. McPheters Gary W. Reed James M. Rossi Francisco Salazar Stephen R. Salb Kimberly G. Sieber Phillip A. Smith George W. Tapley Jr. Victor Ugalde n

Michael A. Wallace

12 Years

Rickey E. Anthony Peter J. Bersani David A. Bohannon Duane J. Boissoneault Clint H. Chase Delmont L. Chase Jr. Wesley M. Corson Ronald F. Cote William G. Elian Greg G. Ginnelly Robert M. Hall Francis L. Jourdenais David B. Kivlin Mark J. Masse Douglas F. Moore Joseph R. Oliver Carl P. Ouellette Tod M. Parisek Alan D. Pray LeAnne E. Rogers Jonathan D. Sacks Charles E. Tapley Dwayne A. Tootill Andi Vigue Max S. Wahl Scott A. Warren n

11 Years

Michael A. Abbott Joseph E. Ballard Alan G. Beisaw James M. Burke Rebecca L. Chamberlain Kevin B. Crowell Donald J. Fulmer Jr. Jamie J. Fulmer Tim E. Gorham Edward W. Grignon Scott C. Kretser Douglas R. Leavitt Malcolm C. Leo Mark P. Michaud Corey L. Soucier Cory P. Thompson Andrew L. Tower n

10 Years

Tina Adams Mark P. Arsenault Aron A. Boothe Jr. Brian Carr Tara K. Coffin James M. Curtis III Everett B. Doughty Sr. Dawn Erb Paul D. Franceschi Kevin L. Grass Sean M. Kearns Carla E. Kelley Craig M. LePage Michael J. Mauro Thomas Mawhinney James D. Musselwhite William R. Richardson Abraham L. See Darren E. Shoff Herschel E. Sinclair Jr. Robin A. Tower William T. Van Hoesen Michael S. Zemla n

9 Years

Chris G. Alexander Craig G. Alexander Richard A. Bachelder Jr. n

SS UMMER PRING 2004 2005

CIANBRO ANNIVERSARIES Team members with three or more years of service who celebrated their last date of hire anniversary between January 1 and June 30, 2005.

Michael W. Bennett James Boucher Donald E. Crouch David R. Davis Lincoln C. Denison Jr. Christopher M. Folsom Kenneth P. Gamache Jason W. Gillis Jeremiah D. Gorman Jason T. Griffeth Gail B. Harkness Rhonda J. Huff Terry L. Hughes Andrew C. Kelley Joseph A. Kennedy Andrew J. Leach Michael R. Lilley Gary W. Lovett Kirk R. Maenhout Thomas E. Mahar Wayne D. McNally Michelle M. Mitchell Raymond L. Moore Matthew J. Mortensen Mark M. Nelson Gregg A. Newhouse Aaron W. Newton Joseph G. Orlando Lori J. Overrocker Sandra E. Perreault Guy M. Pike Joseph H. Plourde Bill M. Ross Charles A. Sanborn Verne R. Shaw Alfred J. Smith Gloria J. Smith Timothy F. Stauder Scott M. Tierney Kim A. Tozier Earl T. Tracy Clarence O. Turner Jr. Bradley A. Vanadestine Ricky A. Webster Gary E. Wise Kenneth P. Woodcock Dana R. Woods

8 Years

Michael A. Berry Andrew E. Bowden Jason N. Chicoine Christopher S. Clark Thomas R. Closson Robert B. Costine Michael G. Dube John E. Farnham Roy D. Fitzmaurice Timothy E. Flewelling Charles G. Hall Charles A. Handley Jr. Brent A. Haskell Thomas V. Houghtaling Jason M. Johnson William M. Kleinfelder Jennifer L. Lambert Robert L. Lane Jr. Kenneth L. Leger Charles R. Mallen Raviraj Natarajan Donald L. Prevost Darren B. Pulkkinen Charles R. Riley Jr. Barbara A. Rushford Keith I. Ryder Robert A. Sanborn Christopher M. Scott Emery C. Shaffer n

CIANBRO CHATTER

Randy K. Sibley Larry R. Snowman Jr. Thomas L. Southern Brent A. Spencer Frank J. Trumble Ronald E. Wedgewood

7 Years

Francis J. Arsenault Jr. Jose A. Castro Craig L. Chambers John P. Coon Jr. Keith Costigan Jeannette R. Criswell Mario E. Diaz Patricia L. Dickinson Richard P. Dilsner Roger A. Dow Christopher K. Downs Chaderick A. French Christopher A. Gallant Alan M. Gemmell Roger D. Gwinn II Dennis I. Hartford Bernard Hartlove Jr. Jeffrey L. Hetzer Brian L. Kendrick Steven J. MacMunn Mark E. Malamphy Stephen R. Marcotte Wayne E. May Avis E. Miller Randy M. Morin Raul Navar Thomas W. Noble Crystal A. Olsen Dana L. Pollis Jr. Carmen L. Rose Kelly G. Shank Kenneth M. Spalding David A. Walker Brent A. Walker Aaron W. Walsh n

6 Years

Scott L. Alexander Sonya L. Arsenault Esteban Bernal Benjamin R. Blodgett Richard S. Brescia Michele E. Burnette Charles E. Butts Allyson B. Coombs Aaron S. Cunningham Hollis E. Ferguson Jr. Kelvin R. Friend Jeffrey A. Gillespie Joseph A. Glidden Jr. Holly J. Hall Joshua A. Kerr Larry W. Kershner James P. Maloney Christopher S. McKenna Jane L. McNally David R. Mixon Novak Nedic Jeffrey S. Nichols Seth S. Norton Scott R. Parlee Bernard J. Petrauskas Francisco Salazar Saulio S. Saleta Tracy N. Sofield Lysle G. Trask Paul L. Williams n

5 Years

Chad H. Alley n

Piran D. Aslam Scott J. Baker Timothy J. Baril Tesfahunegn Berhane Keith A. Berube Steven W. Bevis Robert L. Bussell Brian K. Buswell Santos Canales Amy J. Chute Allen D. Clark Dylan R. Clay Kristi L. Connell Charles C. Dean Daniel J. Dickey Jacob R. Dionne Shawn A. Doran Christopher W. Doughty Michael T. Edwards Howard L. Fernald Luke E. Finley Peter A. Foster Stephen C. Foster Richard C. Foster David G. Gardner David M. Gauvin Donald A. Goodwin Joan T. Grandshaw Marvin A. Graves Ryan J. Graves Michael N. Hamilton Kenneth Harrell Ronald L. Harris Timothy L. Hathaway Leslie C. Hayden Jason A. Hilton Aurelius S. Hinds III Clark J. Holden Jeffrey D. Hunneyman Mark E. Hutchins Donna A. Jacques Trampas A. King Shawn A. Lambert Jeremy W. Lane Vincent J. Levesque James E. Lyons Jeremy B. Mace James B. Marquis Gary L. Mason James H. Matt Michael D. Mayo Jr. Rodney A. McAvoy Robert A. McCubrey Garrett R. McVaney Luke B. Mitchell Joshua D. Nichols William R. Noble Jr. Christopher A. Novaco Russell J. O’Neal Gail M. Orr Douglas B. Pattison Glen R. Pearce Aaron S. Pethic Christopher R. Pond William J. Potter Brigitte M. Reid Thomas S. Richter Wade J. Rideout II Terry N. Ritz-Perkins Chester L. Robbins Jr. Jason G. Rourke Stephanie A. Rushton Evan T. Sanborn Paul R. Saucier Eric J. Smith Donald R. Smith Michael F. Spooner John W. Sweatt

21

Johnny G. Tapia Paul E. Trask Scott J. Underwood Loren F. Walker Thomas G. Walton Joy L. Watkins Donna D. Weaver Arthur L. White Walter T. Willard Scott A. Willett Shawn E. Wing

Richard A. Stevens Julie A. Trumble Mariana S. Tubolino Jason L. Underwood Robert W. Vanadestine Michael J. White Michael J. Wilczynski Arlene H. Williams Eileen M. Wright Donald M. Wright Robert A. Young

William D. Adams Kim M. Albaugh Calvin A. Andrews Travis N. Bartlett Russell L. Beadnell Brian K. Blakeslee Terri L. Blashaw Ryan J. Bordeau Merton H. Bowring Donald E. Bundle Mark W. Burch Linwood T. Charette Lori E. Chilton Steven A. Clark Joshua A. Clark Roland S. Clark Darrell D. Clement Andrew N. Coroneos Dean J. Cummings David C. Dalton Donald F. Davis Brian J. Day Peter H. Dell’Erba Shawn R. Dennison Justin D. Desrosiers Terry J. Dingman Peter J. Dionne John F. Dwyer Lavina J. Freeman Randy S. French Kimberly R. Gemmell Donald P. Gokey Jason J. Harris David A. Hay Frank Holliday Jr. Marc S. Jedlowski Joshua M. Justin Lance C. Keen Cecil L. Kershner III Karl E. Kuhnen Roger A. LaPerriere Cailin E. Lawler Korey H. Leo Andrew M. Levitsky Roger L. Lockhart Jr. Jonathan A. Lord David P. Maheu Jason R. Mahla Raymond F. Marston Robert M. Mayhew Mark P. McLean Ryan D. Melius Michael F. Mitchell Jr. Mildred E. Noble Keith L. Okleshen Daniel P. Parker Thomas G. Perrier Kevin R. Pond Michael S. Roderick Nicholas L. Rossi Daniel Sacks Gary E. Simmons Jr. Glenn J. Sirois James A. Snow Albert W. Spaulding

n

n

4 Years

3 Years

Christopher J. Adams Ronell M. Bell William M. Blashaw Nathaniel F. Boulanger Edward L. Bundle George M. Burns Shelly L. Campbell Jill M. Caron Michael A. Cavaliere Joseph E. Chamberlain Jr. Christopher D. Conary Ricky D. Cushing Benjamin R. Daku Destiny S. Demo Dana R. Demos Alfred D. Desrosiers Parker W. Dresser Benjamin R. Eastman Terry L. Fisher Seth M. Goucher Toby E. Gower Bruce V. Harris Diana L. Hartley Robert F. Heyman Robert F. Higgins Jr. Benedict S. Jasud Christopher P. Kammann Thomas G. Kingsbury Timothy R. Lancaster Kenneth P. Landy Timothy J. Leclerc Ryan W. Leighton John M. MacPherson Louis S. Martin James A. Millett Stephen R. Montgomery Laurence M. Mooney David P. Moreau Devon E. Nadeau Terry A. Newton Carmine J. Nile Ronny M. O’Brien Amanda D. Peterson James W. Potter Brent A. Poulin Mark O. Price Jeffrey W. Rancourt Jonathan D. Rice John D. Rock Gilbert R. Rossignol Jr. Mark I. Seavey Houth A. Seng John Simons Jr. Thomas R. Smith Paul S. Smith Craig E. St Louis Scott D. Thies Christopher M. Tibbetts Jerry J. Upton Andrew A. Vickers Adam S. Violette Kelly W. Wampler

SPRING 2005

C

Opportunities, Opportunities, Opportunities!

n

By Ted Swenson

ianbro Fabrication and Coatings is in the process of completing its largest steel fabrication package awarded since incorporation in 2002.

In July 2004, we provided a budget estimate for the overhaul of the Harrisburg Waste-to-Energy (WTE) Facility, in Harrisburg, Pennsylvania. The initial budget estimate was for the fabrication of 831 tons of steel. The actual projected tonnage for the project is 546 tons of structural; 46 tons of platforms, stairs, and handrail; 60 tons light structural, and 291 tons of ductwork totaling 943 tons of steel!

From the moment initial fabrication began, it was clear that successful completion of this project was going to require a team effort of the Pittsfield, Maine, and Baltimore, Maryland, Fabrication Facilities and a partnership between them, the project team, and the owner. With an aggressive schedule and a fabrication contract that included three disciplines of steel fabrication including structural, miscellaneous metals, and ductwork, our team value-engineered ways to overcome many unique challenges. Matt Pearson and the team tracked and scheduled fabrication by splitting the work between our two fabrication facilities. As steel packages were released for fabrication, they were scheduled at our Baltimore Facility. As the project schedule grew, the fabrication team identified potential bottlenecks in production and shifted work packages from Baltimore to the Pittsfield facility. This provided our customer with a high quality of service, and the strong attention to detail required to meet the demanding construction schedule. The use of both fabrication facilities was complimented by outstanding planning and scheduling support from the on site project team.

A key element of our ongoing success has been Fabrication and Coatings Purchasing Manager Wayne May’s ability to locate, procure, and deliver the steel required for the project in the time allotted. Wayne says, “The challenge was that the steel requests came in small segments for the project preventing us from buying all of the materials from the mills in large quantities. To meet schedule we located and bought steel from locations all over the East Coast and as far west as Mississippi. Even with this obstacle, we were still able to meet our goal of buying most of our material direct from the steel mill. Our whole team is communicating well and working hard to make this project a success.”

Early on in the construction process

CIANBRO CHATTER

Regional Engineer Paul Gaboury, who was instrumental in getting the ball rolling on this project, helped develop a supply matrix to track each portion of the scope of work. This matrix detailed a number of discrete elements within the steel package and assigned a scope, a current status, a location of fabrication, and delivery dates.

This matrix was and is used as a communication tool between the fabrication shop and the on-site project team. The matrix conveys expectations allowing for quick identification of open issues; an up-todate status of all deliveries; a clear understanding of what will be delivered with each shipment; as well as, a current status of approved drawings and RFIs. Additionally, this matrix allows for quick identification of gaps between the delivery date issued by the fabrication facility and the

overcome any obstacles that may be in the path of success. Dave Leavitt, through his leadership, has set the mandate that the Fabrication and Coatings team will meet the needs of their clients and business partner no matter how much effort is required to do so. This philosophy, combined with the mutual trust and respect Dave and Nick have for one another has made this unique project a success. In addition to the strong field leadership, the individual team members who have played a tremendous roll in the fabrication shop’s success on this project include: Tina Adams, Will Adams, Josh Matz, and Tom Mawhinney. According to Dave Leavitt, “The success we have realized on this project could only have been accomplished by our Baltimore and Pittsfield shops joining forces to work together and

“The success we have realized on this project could only have been accomplished by our Baltimore and Pittsfield shops joining forces to work together and meet the aggressive schedules.

It is a great example of the strength of teamwork.”

— Dave Leavitt Fabrication and Coatings General Manager

delivery date required by the construction schedule. Using this tool, we are able to identify problem areas and quickly address them by finding solutions to meet everyone’s needs.

“The environment of the Harrisburg WTE project is extremely complex and fast paced. We are working to deliver our client a custom retro-fit incinerator that requires a high level of supply chain integration. Cianbro’s Fabrication and Coatings team is supplying the majority of the ductwork and structural steel related to our scope of work and we have been able to meet the high demands of our customer. There is a strong team atmosphere as other members of the Fabrication and Coatings team have worked with us to infuse the Harrisburg WTE job site with the most efficiency possible,” commented Josh Matz, civil/structural engineer assigned to the Harrisburg project.

The overall dedication to the success of this project cuts across all tiers of the Cianbro team. Nowhere is this dedication more evident than in the superior leadership of Dave Leavitt, Cianbro Fabrication and Coatings general manager, and Nick Bell, project manager for the Harrisburg Project. Time and again, Nick has demonstrated a willingness to do whatever it takes to make this project a success for the fabrication shop. Furthermore, he has set the expectation that his team is in partnership with the fabrication shop to

22

meet the aggressive schedules. It is a great example of the strength of teamwork. We thank the entire project team for helping us prioritize our deliveries from a weekly to a daily delivery schedule. This allowed us to focus our efforts on the key pieces, throughout the entire process.”

There are very few fabrication facilities that have the ability to produce the wide variety of steel products that our fabrication facility produces and even fewer that are capable of producing this wide variety of steel products in the volume that we produce. Through the combined efforts of Jurgen Bell, Carl Cross, and Jon Stratton along with the Baltimore and Pittsfield fabrication, engineering and estimating teams we’ve been able to provide this project with the support they needed to be successful.

Project Manager Nick Bell says, “There were several positive reasons to keep the supply of steel and ductwork included in our scope within the control of Cianbro.

Working together, our team has been successful in processing drawings, pricing, submittals, approvals, and changes, as well as prioritizing deliveries. This was done with regard to schedule and price and with the best interest of the project in mind.”

The final steel required for this project is scheduled to be fabricated and delivered by late spring/early summer. With the continuing efforts of the field and fabrication teams, this project promises to have a safe and timely completion.

SPRING 2005

HARRISBURG, continued from page 1 Installation to date includes Unit 1 and 2 trash chutes; boiler support steel; water walls; steam drums; grate support steel; grate and hopper assemblies; drag chain conveyors; Unit 1 Grizzly flop gate; belt conveyors; HRSG support steel; Unit 3 boiler support steel; grate support steel; grate and hopper assemblies; and drag chain conveyor. Unit 1, 2, and 3 combustion air fans have been installed, as well as the dearator steel and feedwater heater, which services all three units.

Receiving and storage of equipment and materials for our project have required a significant effort to overcome the challenges of limited outside laydown real estate and minimal indoor storage space. Our team has accomplished a great deal to make the site a safe and efficient working area.

Our workforce will peak at Fred “Bing” Marshall prepar120 Cianbro and 15 subconing a section of the combustracted team members during tion air ductwork for shipthe spring. This crew level will ment at Cianbro’s coatings last two months and will gradfacility in Pittsfield ually taper off throughout the summer. Assisting with additional work will continue through the fall with demobilization by year’s end.

Our management and supervisory team includes Nick Bell, project manager; Tom Mawhinney, project engineer; Will Adams, construction superintendent; Kevin McConaughey, civil/structural superintendent; Tom Perrier, boiler/piping superintendent; Josh Mason, safety specialist; Bobbi Collins, office administrator; Tina Adams, document control/cost engineer; Josh Matz, civil/structural engineer; Don Wright, piping engineer; Rich Mykut, field engineer; Paul Smith, QA/QC engineer; Darryl Bowers, mechanical general foreman; Tally Miller, civil/structural general foreman; Keith Okleshen, pipe foreman; Marshall Wagstaff, pipe foreman; Lucian Berry, millwright foreman; Julia Allison, receiving/storage foreman; Larry Kershner, electrical foreman; Seth Norton, boiler steel/rigging foreman; Craig McConaughey, structural steel/rigging foreman; Chuck Brower, civil foreman; and Shawn Burdette, ductwork/hanger foreman.

Tony Bernard, project controls consulting scheduler, was also a valuable member of our on site team for several months.

Major equipment on site includes a 4100 lattice boom ringer crane operated by John Gregory; a 4000 lattice boom crane operated by Aron Boothe; a 75 ton hydraulic crane operated by Chuck Chouinard; a 65 ton hydraulic crane operated

by Frank Dunton; and a loader operated by Dan Dickey.

Thanks to our subcontractors including United Anco Scaffolding Services; Patent Scaffolding; Analytic Stress Relieving; Project Controls Consulting; and Allsafe Enviro-Tech Concrete Cutting.

Our project appreciates the support received from the MidAtlantic Regional Office, the Corporate Office, the Shops and Yards, the Equipment Group, and the Fabrication and Coatings Facilities, which have truly made this a “team effort.” We are looking forward to this summer and the safe and successful completion or our contract at the Harrisburg Project.

CIANBRO CHATTER

23

Demolition of Pier 7 T n

By Mike Gales

his project for the Maryland Port Administration (MPA) involves the demolition of Pier 7 at the North Locust Point Marine Terminal in Baltimore, Maryland. Pier 7 is a 50-foot-wide by 1,000-foot-long pier, which extends into the Patapsco River. The pier and cargo shed were built in 1923 for the Baltimore and Ohio Railroad for transferring grain to outgoing ships. The structure is approximately 80 feet tall and the bents support two conveyor housings.

Existing pier structure facing the Patapsco River

Our scope of work includes the following items: Asbestos abatement of utilities and structure roofing; Removal of four ship loader booms; n Removal of all debris from the pier and Tower C (Tower C is an 80-foot-tall, five-story building at the end of the pier that collapsed into the river in 2001); n Demolition and removal of the pier and trackwell to Bent 4, including 3,900 timber pile that are 60-feet long, 4,200 cy of concrete, 1,600 cy of timber decking and debris, and 8,500 cy of cinder fill; n Removal of gallery superstructure to Tower B; and n Salvage of 1,600 tons of structural steel. n n

Cianbro was awarded the contract on December 6, 2004, and we expect completion to be this summer. Project Manager Charlie Mallen, Superintendent Wade Simons, and their

In Our Next Issue! n

October is Ownership Month!

What better time for Cianbro Team Members to celebrate 100% employee ownership? Watch for articles and information that celebrate ownership privileges and responsibilities. n

Penobscot River Bridge Update

The joint venture Cianbro Reed & Reed, LLC team is expanding up and out! This spring the team will begin work on the bridge’s deck while the cable stayed columns on each pylon grow skyward. We’ll take a closer look at the challenges this team has overcome as well as the successes they’ve shared. n

2005 Build Maine Award

The Amethyst Semi-submersible Drilling Rigs team brings home the Associated Constructors of Maine’s highest honor.

SPRING 2005

Thank You! n

Cianbro Team Honored

By LeAnne Rogers

t Cianbro, we take pride in getting the tough jobs done safely. We are people of strong character who value honesty and integrity. We don’t shy away from a challenge. It is no surprise, then, that eight of our team members serving in the National Guard and Reserve were called to active military duty as our nation went to war against terrorism.

We are proud of our soldiers and their patriotism. We admire their willingness to serve our country and the “guts” it took to carry out their assignments. These people have a “can-do” spirit and are examples for us to follow. We also salute the family and friends of our military personnel who, too, endured the trials of separation from their loved ones. It is with open arms and Team Members hearts, we say thank you. Welcome home, team.

Called to Military Duty TEAM MEMBER

CIANBRO YRS OF SERVICE

Faunce Cleaves

15

Derrek Dube

2

John Gunning

2

Mathew Henry

2

Brett MacMillan**

14

George Ouellette

2

Daniel Parker

5

Dwayne Tootill

12

**We keep Brett MacMillan, who is still on active duty, in our thoughts and prayers for a safe and speedy homecoming.

Editor’s Note: You may recall from the Summer 2004 Chatter story titled, “Got Guts?,” that ironworker/crane operator, Dwayne Tootill—currently working with our equipment group in Pittsfield, Maine—had given his wife, Terry, a very special “going away present” before he left for Iraq. After nine months, the stork delivered Terry’s present and we are pleased to announce the birth of Miss Lyla Tootill, born September 5, 2004.

In a recent phone interview with Dwayne, he said, “I’m so happy to be home with my family and I’m very thankful to be a member of the Cianbro team. I’m grateful for Cianbro; they were a big help to me and my family while I was away. The guys I work with were great. It was like ‘Old Home Days’ seeing all of them when I came back to work!

CIANBRO CHATTER

24

CIANBRO

P

ITTSFIELD, ME—The Cianbro team was recently recognized as a patriotic employer by the National Guard and Reserve. Team member John Gunning, a specialist serving with the 133rd Engineer Battalion, nominated his company for the honor.

Sergeant Major Paul Luce of the 240th Engineer Group, presented Alan Burton, Cianbro vice president of human Sergeant Major resources, safety, and Paul Luce (right) health, with the award and AlanBurton on April 6, 2005.

John said, “Cianbro was really helpful with everything. Before we left, they gave us rigging supplies, cable, and clevises from a list of things we needed for the cranes. They paid the difference in our wages for our whole deployment and we received several packages, cards and letters from Cianbro while on active duty. I am very glad to be back home and back to work.”

Of the honor, Cianbro spokesperson, Alan Burton said, “Financial and moral support is a small token of what we can do to thank our people, who serve in the Guard and Reserve, for their commitment and dedication to keep us free.”

SPRING 2005

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 ONE HUNNEWELL SQUARE 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 – LeAnne Rogers • Chatter Team – Lauren Benttinen, Roy Bolton, Vera Bryant, Tara Coffin, Cailin Lawler, Gail Mayo, Sandy Paige, Andrea Pelletier, Mary Schreiber, Terra Thomas, Heather Wyman Special Thanks to – Mike Brooks and Bonnie Brown • And to Eileen Wright for coordinating the Mid-Atlantic celebration story Design and Layout — Jean Cousins • Contributing Editor– Dottie Hutchins n

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

Please email: chatter@cianbro.com • call: 207-679-2311 • or mail to: Cianbro Corporate Office, Attention: Chatter Editor www.cianbro.com