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INTERIM PRESIDENT
Desiree Lizama
Guam Contractors’ Association
IMMEDIATE PAST CHAIRMAN
Joe Roberto East Island Tinting
CHAIRMAN
Matthew Hunter
Dylan Mechanical Construction Services
VICE-CHAIRMAN
Kathleen David Pacific Rim Constructors
SECRETARY / TREASURER
Soraya Vongjalorn Vertex Guam
CONTRACTOR DIRECTORS:
Dean Bates Black Construction Corporation
Nadia Holm ECC
John Limtiaco Pacific Unlimited
AJ Perez Hawaiian Rock Products
Randolf Salas Proferre
ASSOCIATE DIRECTORS:
Mark Cruz Mid Pac Far East
Jose Garcia First Hawaiian Bank
Geraldine Leon Guerrero Adztech Advertising and PR
Camilo Lorenzo Matson Navigation
Guam Contractor’s Association (GCA) in conjunction with Adztech and Public Relations, Inc. publishes the Construction News Bulletin (CNB) monthly. Reproduction of materials appearing in this publication is strictly forbidden without written permission by GCA.
While we always strive for accuracy, we will from time to time overlook mistakes. In order to help us improve the quality and accuracy of this publication, we ask that you take the time to look at the information provided and notify GCA or Adztech of any corrections as needed. Opinions and editorial content of this publication may not necessarily be those of the publisher, production team, staff, GCA members, GCA Board of Directors and advertisers
For more information about advertising in the GCA Construction News Bulletin contact the advertising department at (671) 477-1239/2239 or email at adztech@teleguam.net.
Distributed to GCA members or can be obtained by stopping by the Guam Contractors’ Association office located at 506 Mariner Ave., Barrigada, Guam 96913
To find out more about how you can become a GCA member contact Guam Contractors’ Association at Tel: (671) 647-4840/41 or Email: info@guamcontractors.org www.guamcontractors.org
Postmaster: Send address changes to Guam Contractors’ Association, located at 506 Mariner Ave., Barrigada, Guam 96913
PUBLISHER: Desiree Lizama
PRODUCTION TEAM LEAD: Geri Leon Guerrero
AD SALES: Alyssa Roces
Josephine Hagen
PRODUCTION: Jason Davis
Alyssa Roces
Christopher “Taco” Rowland
PHOTOGRAPHY: Alyssa Roces
Christopher “Taco” Rowland
EDITOR: Adztech
CONTRIBUTING WRITERS: Francine Taitague
Rodney “RJ” Ricarte
Myracle S. Mugol
Patricia “Patti” L. Diego
Matthew S. Hunter
GCA STAFF: Francine Taitague
Trevor Cruz
Rosielyn Holgado
Peter Finona
COVER:
The closure of Guam’s SBA Office took us all by surprise. Making it harder and more inconvenient for small businesses.
Dear Members,
Earlier this month, a significant concern was brought to our attention by one of our valued members. While the issue in question involved a non-member, its implications resonate deeply with the standards and values we strive to uphold as an organization. It’s in light of this concern that I’ve chosen to focus this month’s message on the broader principles it touches upon—principles that lie at the very core of ethical business practices and professional integrity.
I want to acknowledge upfront that this letter may be longer than usual. However, given the importance and complexity of the topic, I believe it’s necessary to take the time to address it thoroughly and thoughtfully. This is not just about addressing a single incident— it’s about examining the environment we all contribute to and ensuring we are leading, by example, setting the highest possible standards for ourselves and our industry.
So, I invite each and every member of this outstanding association to reflect on the ideas shared here. Let us ask ourselves: Where can we improve? How can we do better—not just in compliance, but in character? What kind of legacy are we building through our daily actions and decisions?
In today’s interconnected and globalized world, ethical labor practices are not just a matter of corporate social responsibility—they are a moral imperative and a cornerstone of sustainable business. Ethical labor practices encompass a wide array of interrelated principles including fair working conditions, ethical sourcing, transparency and accountability, elimination of child and forced labor, continuous training and development, non-discrimination and equal opportunity, fair wages,
freedom of association, community engagement, and respectful business practices such as not poaching from subcontractors or competitors. Together, these components ensure that business operations are just, equitable, and contribute positively to the communities in which they operate.
Ethical labor practices serve as the backbone of a healthy work environment. They represent a commitment to respect human dignity and the rights of every worker. Such practices go beyond legal compliance; they reflect a deeper dedication to the welfare of employees and the promotion of fairness in all aspects of labor. Employers who adopt ethical labor practices benefit from a more motivated, productive workforce and foster goodwill with consumers, investors, and stakeholders.
By embedding ethical labor principles into core business strategies, companies demonstrate integrity and gain a competitive advantage in the marketplace. Stakeholders—including clients, regulators, partners, and the public—are increasingly scrutinizing business behavior. Organizations that embrace and model high ethical standards earn loyalty and long-term success.
At the core of ethical labor is the assurance of fair working conditions. This includes reasonable working hours, proper rest periods, a safe and clean work environment, and adequate protective equipment. Fair working conditions promote physical and mental well-being, reduce workplace accidents, and lead to greater job satisfaction. Businesses that ensure safe environments signal respect for human
life and dignity, enhancing their reputation and long-term viability.
Moreover, fair working conditions are not static; they require ongoing assessment and adjustment as technology, risk, and regulations evolve. Businesses must stay informed about best practices and legal changes to continuously provide an environment that prioritizes workers’ safety, mental health, and overall welfare.
Ethical sourcing refers to the procurement of goods and services in a responsible and sustainable way. It demands that companies vet their supply chains to ensure that every product component is sourced without exploiting workers, harming the environment, or violating human rights. Ethical sourcing requires transparency, supplier audits, and adherence to international labor standards. Consumers today increasingly demand ethically sourced products, and businesses that fail in this regard risk reputational damage and consumer backlash.
A commitment to ethical sourcing also means creating and nurturing supplier relationships that prioritize mutual respect, open communication, and sustainability. This holistic approach extends the ethical labor framework throughout the entire value chain, from raw materials to finished products, and ensures every actor along the way upholds consistent standards of conduct.
Transparency and accountability are essential pillars of ethical labor. Transparency means providing clear, truthful information about labor practices, policies, and outcomes. Accountability involves taking responsibility for addressing and rectifying unethical practices. Companies must establish reporting mechanisms, conduct audits, and openly communicate their labor policies and performance. Transparency and accountability cultivate trust with employees, customers, and investors, and they serve as deterrents to misconduct.
Organizations that embrace these values demonstrate that they have nothing to hide and that they prioritize integrity over expediency. Robust whistleblower protections, grievance redress systems, and third-party audits are critical tools in creating cultures where ethical behavior is expected, valued, and rewarded.
The use of child and forced labor is among the most egregious violations of human rights. Ethical labor practices demand that businesses actively identify and eliminate such practices within their operations and supply chains. This involves age verification, careful supplier selection, and partnerships with human rights organizations. The elimination of child and forced labor not only aligns with international conventions like those from
the International Labour Organization (ILO) but also affirms a company’s moral integrity.
Further, businesses must be proactive—this means not waiting until violations are discovered but building due diligence frameworks that anticipate and prevent abuse. Training employees and suppliers on these issues, conducting risk assessments in vulnerable regions, and collaborating with NGOs are effective strategies for maintaining ethical vigilance.
Ongoing training and development are critical for workforce empowerment and organizational success. Ethical employers recognize that investing in employee development enhances skills, boosts morale, and fosters career advancement. Training should be inclusive and accessible to all employees, ensuring that everyone, regardless of their background, has the opportunity to grow and contribute meaningfully. Development programs help reduce turnover, improve efficiency, and create a culture of continuous improvement.
A commitment to learning also ensures that workers are equipped to adapt to new technologies, shifting market demands, and changing work environments. From technical upskilling to leadership development, fostering a culture of growth benefits both the individual and the enterprise.
Non-Discrimination and Equal Opportunity: Promoting Inclusion
Non-discrimination and equal opportunity are fundamental to ethical labor. Every worker should be treated with respect and given equal access to job opportunities, promotions, and fair treatment regardless of race, gender, age, religion, disability, or sexual orientation. Businesses must implement policies that prevent bias in hiring, promotion, and daily operations. An inclusive workplace enriches innovation, encourages diverse perspectives, and fosters a sense of belonging and respect.
Cultivating diversity means more than ticking boxes; it’s about actively removing barriers and addressing unconscious bias. It means creating feedback channels, mentorship programs, and inclusive leadership practices that help marginalized voices to be heard, supported, and empowered.
Paying fair wages is a basic tenet of ethical employment. Employees deserve compensation that reflects their work’s value and supports a decent standard of living. Fair wages are essential for reducing poverty, improving quality of life, and maintaining workforce morale. Employers must ensure their pay structures are equitable, transparent, and comply with or exceed legal minimums. Fair compensation signals appreciation and ensures the retention of skilled labor.
In addition, employers should regularly review pay data for disparities, benchmark against industry standards, and openly communicate about wage progression and performance incentives. When workers feel fairly compensated, they are more likely to be loyal, engaged, and productive.
Career development is an essential part of ethical labor practices. Ethical employers provide clear pathways for employee advancement, mentorship opportunities, and feedback mechanisms that help workers achieve their career goals. Development initiatives demonstrate a company’s commitment to its employees' long-term success and foster loyalty. Supporting employees’ aspirations and enabling their upward mobility creates a dynamic and resilient workforce.
Moreover, development plans should be personalized to recognize the diverse strengths and goals of each team member. Whether through formal education, certifications, or leadership tracks, a robust development program is a hallmark of a forward-thinking, people-first organization.
Freedom of association, including the right to form and join trade unions, is a fundamental human right. Ethical employers respect and support workers' ability to organize, collectively bargain, and voice concerns without fear of retaliation. This practice leads to fairer working conditions, strengthens employer-employee relations, and ensures that workers have a say in shaping their work environments.
Supporting this freedom requires more than tolerance—it demands respect and responsiveness. Whether through works councils, employee representation on boards, or structured consultation forums, enabling worker voices strengthens governance and operational insight.
Businesses are not isolated entities; they are part of larger communities. Ethical labor practices extend to community engagement—supporting local development, respecting cultural values, and creating economic opportunities. Engaged businesses invest in education, health, and infrastructure initiatives that uplift the communities in which they operate. Community engagement helps build social license to operate and fosters goodwill that benefits both the business and society.
True engagement also means listening to community concerns, being present at local events, and encouraging employees to volunteer or participate in civic life. Companies that align their goals with community priorities not only avoid conflict but become partners in shared progress.
One of the more overlooked aspects of ethical labor is the respect for business partnerships—specifically, not poaching employees from subcontractors or other companies. Poaching undermines trust, destabilizes partnerships, and can lead to legal disputes. Ethical businesses maintain integrity in their dealings and foster fair competition by respecting contractual boundaries. Such conduct strengthens long-term collaborations and builds a culture of mutual respect in the industry.
When subcontractors are treated as partners rather than labor pools, a more respectful, efficient, and cohesive ecosystem is created. This ethical stance encourages others to adopt the same approach, strengthening industry standards and unity.
Ethical labor practices are not a one-time initiative but an ongoing commitment to fairness, transparency, and human dignity. They are crucial for building resilient organizations, healthy communities, and a just global economy. Businesses that uphold these values not only gain competitive advantage but also contribute to a world where work is a source of empowerment, not exploitation. By embedding these principles into their operations, companies become agents of positive change, setting a standard for future generations of workers and leaders.
The journey toward ethical labor practices is a collective responsibility—one that demands cooperation between businesses, governments, civil society, and workers themselves. Only through joint effort can we create workplaces that are safe, inclusive, and fair for all. As members of this great association, let us lead the way by embodying these principles in everything we do—from boardroom decisions to everyday interactions.
Let us build an industry defined not just by its economic impact, but by its humanity, its decency, and its commitment to ethical excellence.
Sinceramente, Taos Pusò,
Matthew S. Hunter Vice President of Operations, COO, CFO Dylan Mechanical Construction Services, Inc.
By Francine Taitague Education Director Guam Contractors Association
Looking for a strategic approach to develop skilled talent, increase productivity, and ensure long-term company growth?
Construction apprenticeships provide exactly that—combining on-the-job training with classroom education to create professionals who often out-earn new college graduates while meeting our specific business needs.
Apprenticeships offer your company a "grow your own talent" model, allowing you to cultivate marketable skills and qualifications in employees who develop alongside our business. This hands-on approach leads to higher job satisfaction and employee retention while creating clear paths for internal advancement.
Unlike traditional hiring methods that often require extensive onboarding and adaptation, apprenticeships integrate company-specific problem-solving with technical knowledge, creating well-rounded professionals perfectly aligned with our industry challenges.
The mentorship component enables your experienced team members to transfer invaluable knowledge, preserving institutional wisdom while strengthening company culture. Additionally, apprentices develop crucial workplace competencies like communication, teamwork, and time management that complement their technical abilities, making them exceptionally valuable across all aspects of our construction operations and beyond.
Apprentices represent a strategic investment for your company. Your program can create a highly-skilled workforce tailored to the company's specific needs, improving productivity and innovation. By developing talent in-house, your company reduces recruitment costs and enhance retention, ensuring consistent quality workmanship and deeper understanding of company culture.
Apprenticeship programs are a means to shape a workforce that is not only skilled but also deeply aligned with the company's mission and values. This symbiotic relationship fosters a culture of continuous learning and improvement, essential for thriving in today's competitive business landscape.
Apprenticeships are not just about the present; they are a commitment to the future prosperity of both individuals and organizations.
Many companies on Guam have significantly improved its workforce and recruitment with a developed apprenticeship program.
The Guam Contractors Association keeps track of hours worked and the education progress of the apprentice. We can guide you through the apprenticeship process. What have you got to lose?
Join the growing community of apprentices in Guam's construction industry. New apprentices are currently employed, getting paid, increasing their skills, and furthering their education every month.
I can help you! Interested in learning more? Please contact me at (671) 647-4841 or francine.taitague@guamcontractors.org.
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We maintain the largest inventory of OEM and aftermarket parts in the region and have highly experienced parts experts to help you source the part you need. parts@midpacfareast.com
MPFE is the authorized warranty service provider for all of the lines we carry. Our ASE and Factory certi ed technicians service both our own brands as well as most other major equipment lines. service@midpacfareast.com
MPFE’s Cummins Power Generation Support Team provides 24x7 Emergency Repair Call Out Services as well as comprehensive Preventative Maintenance Contracts. power@cumminsmpfe.com
Fuel Delivery at Competitive Pricing starting at Pump Price. Mobile 24/7: (671) 888-5160
By Rodney “RJ” Ricarte
Your TakeCare GCA Employee Health Plan for 2025 includes a valuable Executive Checkup benefit that provides comprehensive health screening at premier medical facilities across Asia. Unlike specialty care referrals, this benefit offers a streamlined process designed for your convenience.
The Request: An Easy First Step
One of the most appealing aspects of the Executive Checkup benefit is that no referral is required. Simply: 1.) contact TakeCare Customer Service by phone, email, or in person, 2.) complete the Executive Checkup Request Form with your personal information, and 3.) indicate your preferred destination and dates (including alternatives).
This form captures essential details like your travel dates and any specific timing preferences for your checkup. Once submitted, TakeCare begins coordination immediately, often confirming appointments within 24-48 hours for facilities in the Philippines or Taiwan.
Preparation: Planning Your Visit
After your appointment is confirmed, TakeCare will: 1.) send you all necessary documentation and instructions, 2.) provide a letter of authorization for the facility, and 3.) explain any preparation requirements for your specific tests.
It's important to understand the financial coverage: your TakeCare benefit covers up to $376.00 for 2025. While standard packages at partner facilities typically fall within this amount, you may opt for more comprehensive testing by paying the difference yourself.
Remember to allocate sufficient time for your checkup. Most standard packages require a full morning for testing (labs, imaging, stress tests) and an additional three business days for results processing before your physician consultation. In total, plan for at least four days to complete the entire process.
The final and crucial step occurs after your checkup: 1.) obtain copies of all test results and recommendations, 2.) bring these records back to Guam, and 3.) schedule a follow-up with your primary care provider.
This step is vital for continuity of care. Your local provider needs to review any findings and incorporate them into your ongoing healthcare plan. Many significant health issues have been detected through Executive Checkups, making this follow-up essential for your wellbeing.
TakeCare partners with premier facilities across Asia, including locations in the Philippines, Taiwan, Korea, Japan, Thailand, Singapore, and more. Whether you're planning a trip specifically for health screening or incorporating it into existing travel plans, this benefit offers valuable peace of mind through comprehensive health assessment.
By following these simple steps, you can make the most of your Executive Checkup benefit and take proactive control of your health.
Some of the above information could change, so please contact me or the medical management office for more details.
Rodney “RJ” Ricarte is the TakeCare account executive for GCA. He can be contacted at (671) 487-7121 or rodney.ricarte@takecareasia.com.
GUAM SMALL BUSINESSES ADJUST AFTER SBA CLOSURE
By Myracle S. Mugol
For Guam’s small business community, especially contractors, vendors, and entrepreneurs looking to access federal programs, the sudden closure of the U.S. Small Business Administration’s (SBA) Guam Branch Office on April 30 presents new challenges. Without a physical office on island, local businesses must now navigate SBA loan applications, bonding requirements, and federal certifications through the Hawaii District Office. That means dealing with time zone delays, reduced access to in-person guidance, and a loss of institutional knowledge that once lived locally. For companies working on government contracts or seeking recovery loans after typhoons, the transition could slow down approvals, impact cash flow, and complicate participation in federal opportunities tied to Guam’s ongoing military and infrastructure expansion.
The closure, which was part of a broader restructuring that cut nearly half of SBA’s national workforce, brought an end to a six-decade presence in Guam. Kenneth Q. Lujan, who had led the office for more than 20 years and served the SBA for over 31 years, was informed of his termination on the day of the shutdown. His departure leaves a significant void—not just for Guam, but for the broader Micronesian region.
Lujan supported small businesses not only in Guam, but in the CNMI, FSM, Palau, and the Marshall Islands. His work extended to disaster response, technical assistance, and coordination with regional Small Business Development Centers. With the branch office closed, business leaders and elected officials are questioning how effective SBA support will be without a local presence.
Before it closed, the SBA office in Guam offered a wide range of services:
• Help with loan programs like 7(a), 504, and Microloans, including application guidance and connections to lenders.
• Support for disaster relief loans after storms or other emergencies.
• Assistance with federal contracting certifications like 8(a), HUBZone, and Women-Owned Small Business programs.
• Workshops and one-on-one advising for startups and existing businesses.
• Bonding support through the SBA’s Surety Bond Guarantee Program, essential for local contractors.
• Coordination with SBDCs and government partners across the CNMI, FSM, Palau, and RMI.
• Events like SBA Days and outreach sessions across the region.
Lujan was also a key link between the SBA and the Pacific Islands Small Business Development Center Network (PISBDCN), ensuring that federal programs could be adapted to fit the needs of small island communities.
With the Guam SBA office now closed, businesses on the island, and throughout Micronesia are being redirected to the SBA’s Hawaii District Office. That office, based in Honolulu, is now responsible for fielding questions, processing inquiries, and offering support related to SBA loans, federal certifications, and business development programs.
For help, businesses must now call (808) 541-2990 or email hawaiigeneral@sba.gov. There’s no longer anyone on Guam to walk into an office and speak with face-to-face. All support is remote, and with a five-hour time difference, responses may take longer—especially for those dealing with time-sensitive issues like procurement deadlines or recovery from natural disasters.
Beyond Hawaii, several core SBA programs are now handled on the U.S. mainland:
• Loan approvals and servicing are done through offices in California and Texas.
• Contracting certifications like 8(a), HUBZone, and Women-Owned Small Business programs are processed out of offices in Washington, D.C. and Fort Worth.
• Disaster assistance loans, including post-typhoon recovery funding, are reviewed by SBA staff in Texas.
While these offices process thousands of cases nationally, they don’t have first-hand knowledge of how things work on Guam or in the outer islands. There’s no built-in understanding of land leases, business customs, or the time it takes to navigate local agencies. Those details mattered—especially when working with federal programs that weren’t built with island economies in mind.
What’s missing now is the kind of help that comes from someone who knows the island. The former branch manager, Lujan, spent years doing just that. He knew the people. He knew the process. And he understood that helping small businesses in the Pacific takes more than just pushing paperwork—it takes patience, relationships, and local know-how. That can’t be replaced by a help desk.
For contractors, nonprofits, and new entrepreneurs, the shift means adapting to longer wait times, more emails, and fewer chances to explain things in person. Guam still has access to SBA programs, but the way people get help is now slower, more distant, and less personal.
Guam Delegate James Moylan has voiced strong opposition to the closure. In testimony before the House Small Business Committee, he highlighted the challenges of shifting SBA oversight to Hawaii.
“The transfer of responsibility to the Hawaii SBA Office poses many risks,” Moylan said. “The distance and time
zone differences will lead to delays in service and limited accessibility for small businesses in Guam.”
He further described the Guam branch as a “lifeline” for the local economy, especially during crises such as the COVID-19 pandemic and Typhoon Mawar. Moylan has urged Congress and SBA leadership to reinstate at least minimal staffing in Guam to ensure the continuity of federal support.
The Guam SBA Office had served as a central hub for the Pacific Islands Small Business Development Center Network, which includes centers across Micronesia. Lujan’s departure is seen as a significant loss to regional continuity. The SBA Guam office had provided regular outreach and training to regional centers in the CNMI, FSM, Palau, and the Marshall Islands. Without Lujan’s leadership, SBDC teams in those places are adjusting to new points of contact and possibly unfamiliar procedures. “His knowledge of the local and regional landscape allowed SBA programs to be effectively tailored and delivered,” explained Jane Ray, former Pacific islands SBDC Network Associate Network director, “There’s now a gap that will take time and resources to fill.”
In the absence of the SBA office, several local and regional organizations are working to provide business support services:
• Guam SBDC offers counseling, workshops, and business plan development.
• Guam PTAC assists with government contracting and certifications.
• GEDA provides access to loan programs and investment incentives.
• VBOC continues to serve veterans and military-affiliated entrepreneurs.
• Guam Chamber of Commerce and Guam Women’s Chamber of Commerce offer advocacy and networking opportunities.
While these groups offer valuable services, none have the authority to process SBA loans or certifications. That role belonged to the federal branch.
So far, there’s been no announcement from the SBA about a plan to restore services on Guam or replace the office with regional staffing. For now, local businesses are directed to contact the Hawaii District Office for all SBA-related matters.
ADDITIONAL CONTACTS FOR SMALL BUSINESS HELP IN GUAM: Guam SBDC Website: pacificsbdc.com/locations/guam-sbdc • Guam PTAC Website: guamptac.com Guam Economic Development Authority (GEDA) Website: geda.guam.gov Delegate James Moylan’s Office Website: moylan.house.gov
April 16th, 2025
37th Annual Golf
April 25th, 2025
Finest Guam Golf & Resort
By Patricia “Patti” L. Diego
The Guam Contractors' Association (GCA) monthly luncheon on April 16, 2025, at the Westin’s Somnak Ballroom was a resounding success, drawing an impressive 127 attendees, that left the room overflowing. The busy and engaging agenda included apprenticeship completion presentations, 2025 scholarship awardees the introduction of two new GCA members, a Department of Public Works Route 1 highway, and featured guest speaker Ms. Siska Hutapea, who updated members on Guam’s current real estate market.
Guam OSHA On-site Consultation Safety Administrator Jesse Pangelinan shared a real-time health-safety experience with observations, as he continually advocates for safety first, along the lines of preparing a game plan, executing, and doing things right. Contact Jesse for an on-site, no cost safety consultation and benefit from the invaluable support to contractors in maintaining a safe workplace. Prioritize safety and be known as a responsible construction industry leader.
The highlight of the luncheon was Governor Lou Leon Guerrero and Lieutenant Governor Joshua Tenorio presenting the Governor’s Maga’Håga Award to James A. Martinez in recognition of his 23 years of leadership at the Guam Contractors Association (GCA). Governor Leon Guerrero praised Mr. Martinez’s advocacy for policies supporting the local workforce and the broader construction industry, stating that his efforts had helped advance Guam’s economic development and contributed to the island’s modern progress and prosperity. Members of Jame’s family received the award on behalf of James. CONGRATULATIONS and best wishes James!
GCA membership was happy to welcome , Guam OSHA On-site Consultation Safety Administrator Jesse Pangelinan and his first safety briefing for 2025. Jesse shared his recent personal health-safety experience and encouraged all in attendance to continually advocate for safety first, beginning with our individual, personal health. Members are reminded that on-site, no cost safety consultation offers invaluable support to contractors to maintain a safe workplace. By prioritizing safety, contractors not only fulfill their obligations but also improve productivity, reduce costs associated with accidents, and enhance their reputation as responsible industry leaders.
The GCA Nominating Committee is now accepting nominations for two open slots on the GCA Board of Directors. Elections will be held in April 2025. Members also have the opportunity to serve on various GCA committees. To submit a nomination or express your interest in joining a committee, please contact the GCA Interim President Desiree Lizama at 671-647-4840.
GCA’s Trevor Cruz announced the availability of one-year Contacts, Opportunities, Resources, and Education (C.O.R.E.) sponsorships to all GCA member companies. The C.O.R.E. Sponsorship Program aims to enhance member companies' visibility while supporting industry events, education, and networking opportunities. Learn more through the GCA website https://guamcontractors.org/ or to sign up and become a C.O.R.E. sponsor, contact Trevor Cruz at the GCA Offices at 671-647-4840.
Want to learn the secrets to winning the GCA Contractor of the Year Award? Core Tech International Chief Executive Officer Chit Bathan shared
her company's winning formula at the luncheon, detailing how their 2024 COY submission highlighted their achievements and inspired industry-wide recognition. (See the Core Tech COY nomination packet on the GCA website.) Core Tech's award win demonstrates their dedication to quality and leadership. Don't miss this year's GCA Premiere Awards – it's your chance to showcase your company's excellence.
GCA extended a warm welcome to two new member companies: Centrix Global Distributors, represented by Jeffrey Garrido, and I’JOE’TA dba Liberty Upkeep, represented by Lei Fillmed. CONGRATULATIONS in joining the GCA community, and we look forward to your active participation in our organization.
Biba to the winners of the annual GCA 2024 Family Day Picnic contests! DZSP21 took first place in the barbecue chicken category, Brownstone Construction won the spareribs competition, and Pacific Rim Construction earned top honors for their beef brisket. In the Tug-of-War, Pacific Federal Management won the Female Division, DZSP21 triumphed in the Co-Ed Division, and Hensel Phelps took first place in the Male Division. Great job to all participants! We look forward to seeing everyone at the next picnic.
The Guam Contractors Association (GCA) monthly luncheons are a great place to meet other people in the construction business and learn about what's happening in the industry. We're back in 2025, kicking off the new year with collaboration and looking ahead to progress as we work together to grow Guam's construction industry.
Guam presents a unique mixture of elements that create a perfect storm for corrosion. Studies show accelerated corrosion rates due to salt air can happen as far as 10 miles inland. Winds can carry salt air 20+ miles inland which leaves our entire island at risk of accelerated corrosion rates. The high humidity levels on Guam ensure that the salt air never really goes away. The humid air is laden with the salt from the ocean.
Less impactful on a consistent basis but something to consider is the corrosive volcanic ash from nearby islands. Volcanic ash can travel thousands of miles and fall as ash or rain which adds another level of corrosive elements for Guam to contend with.
The unfortunate reality is that corrosion can’t be stopped. However, by taking the following measures we can significantly slow corrosion to nearly a halt.
Rustproofing is defined as the prevention or delay of corrosion on steel or other surfaces by application of corrosion preventive compounds. Rustproofing is commonly performed in northern climates where roads are heavily salted during the winter months. Road salt is picked up on vehicle undercarriages where they sit in cracks and crevasses and start corroding on areas that aren’t clearly visible.
Petroleum based rustproofing protects metal by displacing water and moisture with a thin layer of oil. This forms a protective layer on the metal that will
Washing your vehicles and equipment is the easiest and cheapest way to protect your investments from corrosion. Salt in the air covers everything on Guam. Ultimately the salt builds up in cracks and crevasses and the corrosion process starts. By rinsing your vehicles and equipment you remove the corrosive salts from metal surfaces. It’s important to wash with clean fresh water, rainwater won’t work.
The US Military on island mandates that their equipment be washed at least every 90 days.
Ensure your vehicle and equipment have intact paint jobs. If you see areas of corrosion or exposed metal on your vehicles or equipment it’s imperative to prime and paint these areas quickly to prevent corrosion and/or stop the corrosion from spreading.
Most of the larger coating manufacturers have created paints and primers designed for highly corrosive areas such as Guam. These coatings oftentimes have corrosion inhibitors built into the coatings which will outperform standard coatings and provide the protection we need on Guam.
Guam’s environmental conditions need specific corrosion fighting measures to prevent your vehicles and equipment from being lost to corrosion. By employing some of the above listed methods you can ensure longer life for your
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