HIWAY P3 & Concessions Edition

P3 & CONCESSIONS EDITION

What are P3 Concessions?

P.12

GAVIO + ITINERA History and Experience P.18

Issue No 5 • Spring 2018

TECH: SMART ROADWAYS P.26

HIWAY | 1

ABOUT

HIWAY FROM THE EDITOR With a long history of progressive business model changes throughout the years, Halmar has a unique ability to position itself to take advantage of emerging industry trends by making beneficial alliances and sound smart business choices. The Executive team at Halmar was proud to announce its newest alliance with Itinera and The Gavio Group, established, proven leaders in the International heavy civil infrastructure markets, with decades of global experience in the finance, design, construction, operation and maintenance of major P3 and Concession projects.

P3 is defined by the DesignBuild Institute of America as a project delivery model that involves an agreement between a public owner and a private sector partner for the design, construction, financing, and often long-term operations and maintenance of one or more infrastructure assets by the private sector partner over a specified term.

In this issue we shine our spotlight on P3 and Concession projects, a long-standing project delivery approach, and is finally making significant inroads here in the US market.

In fact, Halmar’s $160M LaGuardia Airport project for the preliminary CM/GC work for the Gateway Central Terminal P3, is an example of such a project.

An earlier example is Halmar’s P3 projects for PANYNJ’s cargo facilities at JFK back in the early 1990’s, and Terminal 4 at JFK. Follow along, see what’s happening on our growing list of current projects in our Project Updates section, learn about the new, exciting P3 and Concession markets Halmar is actively pursuing, and check out the Personals and Halmar Sports sections.

We hope you enjoy the issue!

And as always, if you have something you think might be of interest in a future Hiways, let me know. Thanks!

Sincerely, Kim Begonja Editor

© 2018 | 2 HIWAY

04 10 12 18 20 22 26 27 30 32 33

PROJECT UPDATES

Curious about the latest word on our current project? Check out the Project Updates section and see what’s developing.

LIRR THIRD TRACK PROJECT

Halmar as Part of 3TC J-V awarded Long Island Rail Road Third Track Project

P3 & CONSESSIONS

Part I - What Are P3/Concession Projects Part II - Goethals Bridge Replacement Project Part III - Can it be True that the U.S. P3 Transportation Projects are Gaining Momentum?

GAVIO GROUP + ITINERA Global Leaders in P3 Concessions

ATLANTIC COAST FOUNDATIONS

Building on a Solid Halmar Foundation

IN THE YARD • Top Flight Mechanic’s Training Helps Keep Halmar Projects Moving • Post Avenue: Importance of the Right Approach Supported by the Right Equipment

TECHNOLOGY

Sinelec putting the Smart in Transportation Technologies

NEWSWORTHY

CIC’s Feature on Our Own Matt Katkocin

WELCOME TO THE P3 & CONCESSIONS EDITION OF HI-WAY, THE HALMAR NEWSLETTER! DEAR EMPLOYEES 2017 has been a year of big changes for Halmar International…exciting changes that will leverage our company to be more competitive in our ever changing and expanding marketplace. Combining forces with the multi-talented Gavio Group through its US subsidiary Itinera USA Corp, was a strategic decision that will strengthen our already established position, in the industry.

The last quarter of 2017 and the first month of 2018 saw some amazing achievements from our estimating department with the winning of two major mass transit projects. This high-profile, design/build contract, estimated at $1.8 billion, has been awarded to Halmar and Joint Venture Partners Dragados USA, CCA and John P. Picone Inc. It involves capital expansion and state-of-good-repair work. We also successfully bid and won a second contract for the “Enhanced Station Improvements at Metro-North” in New York, worth approximately $90 million. This is also a design/build contract and includes state-of-the-art enhancements to Metro-North Railroad at 5 stations.

Halmar Transportation Systems, a wholly owned subsidiary of Halmar International, was recently awarded the design/build of the New Cable Plant to Support Audio Visual and Facility Enhancements in Grand Central Terminal (GCT) and construction will include Customer Service Equipment room (CSER) 7C, Public Address System, Cable Plant, and Digital Displays.

Atlantic Coast Foundations has made leaps and bounds to solidify their position in the foundations market segment through an impressive list of projects including: • NYCT Myrtle Avenue Project •TBTA Whitestone Bridge • MTA LIRR Post Avenue Bridge Replacement

HALMAR SPORTS

Reflecting on Stewart Friesen’s race at Eldora, Halmar’s active employees and a A Devilishly cool give away in 2017

HALMAR SOCIAL

The culture inside the Halmar family...Who got hitched, new borns, interns & who was separated at birth?

ENGINEERS WITHOUT BORDERS

Scott Sheers our Halmar Intern is dedicating his time and talent for a good cause.

• PATH Harrison Station • Unionport Bridge • Clifton Yard Facility ... and many more.

Gavio Group’s Ecorodovias has 100% stake in Eco Vias and is the second largest Toll Concessionaire in Brazil. To read more about the company, its beginnings and its newest projects please see the article on pages 20 and 21 .

We are stepping into 2018 confident that we have the people, experience and backing to bring our company to the next level, but we are even more confident that we will retain the traditional family feel and open-door policy that keeps our company a unique and amazing place to work! We thank our biggest assets, you…for making Halmar what it is today! This is HI-Way. Sincerely, Chris Larsen & Paul Atkins HIWAY | 3

ABOUT

HIWAY FROM THE EDITOR With a long history of progressive business model changes throughout the years, Halmar has a unique ability to position itself to take advantage of emerging industry trends by making beneficial alliances and sound smart business choices. The Executive team at Halmar was proud to announce its newest alliance with Itinera and The Gavio Group, established, proven leaders in the International heavy civil infrastructure markets, with decades of global experience in the finance, design, construction, operation and maintenance of major P3 and Concession projects.

P3 is defined by the DesignBuild Institute of America as a project delivery model that involves an agreement between a public owner and a private sector partner for the design, construction, financing, and often long-term operations and maintenance of one or more infrastructure assets by the private sector partner over a specified term.

In this issue we shine our spotlight on P3 and Concession projects, a long-standing project delivery approach, and is finally making significant inroads here in the US market.

In fact, Halmar’s $160M LaGuardia Airport project for the preliminary CM/GC work for the Gateway Central Terminal P3, is an example of such a project.

An earlier example is Halmar’s P3 projects for PANYNJ’s cargo facilities at JFK back in the early 1990’s, and Terminal 4 at JFK. Follow along, see what’s happening on our growing list of current projects in our Project Updates section, learn about the new, exciting P3 and Concession markets Halmar is actively pursuing, and check out the Personals and Halmar Sports sections.

We hope you enjoy the issue!

And as always, if you have something you think might be of interest in a future Hiways, let me know. Thanks!

Sincerely, Kim Begonja Editor

© 2018 | 2 HIWAY

04 10 12 18 20 22 26 27 30 32 33

PROJECT UPDATES

Curious about the latest word on our current project? Check out the Project Updates section and see what’s developing.

LIRR THIRD TRACK PROJECT

Halmar as Part of 3TC J-V awarded Long Island Rail Road Third Track Project

P3 & CONSESSIONS

Part I - What Are P3/Concession Projects Part II - Goethals Bridge Replacement Project Part III - Can it be True that the U.S. P3 Transportation Projects are Gaining Momentum?

GAVIO GROUP + ITINERA Global Leaders in P3 Concessions

ATLANTIC COAST FOUNDATIONS

Building on a Solid Halmar Foundation

IN THE YARD • Top Flight Mechanic’s Training Helps Keep Halmar Projects Moving • Post Avenue: Importance of the Right Approach Supported by the Right Equipment

TECHNOLOGY

Sinelec putting the Smart in Transportation Technologies

NEWSWORTHY

CIC’s Feature on Our Own Matt Katkocin

WELCOME TO THE P3 & CONCESSIONS EDITION OF HI-WAY, THE HALMAR NEWSLETTER! DEAR EMPLOYEES 2017 has been a year of big changes for Halmar International…exciting changes that will leverage our company to be more competitive in our ever changing and expanding marketplace. Combining forces with the multi-talented Gavio Group through its US subsidiary Itinera USA Corp, was a strategic decision that will strengthen our already established position, in the industry.

The last quarter of 2017 and the first month of 2018 saw some amazing achievements from our estimating department with the winning of two major mass transit projects. This high-profile, design/build contract, estimated at $1.8 billion, has been awarded to Halmar and Joint Venture Partners Dragados USA, CCA and John P. Picone Inc. It involves capital expansion and state-of-good-repair work. We also successfully bid and won a second contract for the “Enhanced Station Improvements at Metro-North” in New York, worth approximately $90 million. This is also a design/build contract and includes state-of-the-art enhancements to Metro-North Railroad at 5 stations.

Halmar Transportation Systems, a wholly owned subsidiary of Halmar International, was recently awarded the design/build of the New Cable Plant to Support Audio Visual and Facility Enhancements in Grand Central Terminal (GCT) and construction will include Customer Service Equipment room (CSER) 7C, Public Address System, Cable Plant, and Digital Displays.

Atlantic Coast Foundations has made leaps and bounds to solidify their position in the foundations market segment through an impressive list of projects including: • NYCT Myrtle Avenue Project •TBTA Whitestone Bridge • MTA LIRR Post Avenue Bridge Replacement

HALMAR SPORTS

Reflecting on Stewart Friesen’s race at Eldora, Halmar’s active employees and a A Devilishly cool give away in 2017

HALMAR SOCIAL

The culture inside the Halmar family...Who got hitched, new borns, interns & who was separated at birth?

ENGINEERS WITHOUT BORDERS

Scott Sheers our Halmar Intern is dedicating his time and talent for a good cause.

• PATH Harrison Station • Unionport Bridge • Clifton Yard Facility ... and many more.

Gavio Group’s Ecorodovias has 100% stake in Eco Vias and is the second largest Toll Concessionaire in Brazil. To read more about the company, its beginnings and its newest projects please see the article on pages 20 and 21 .

We are stepping into 2018 confident that we have the people, experience and backing to bring our company to the next level, but we are even more confident that we will retain the traditional family feel and open-door policy that keeps our company a unique and amazing place to work! We thank our biggest assets, you…for making Halmar what it is today! This is HI-Way. Sincerely, Chris Larsen & Paul Atkins HIWAY | 3

PROJECT UPDATES

The latest goings-on at your site from your Project Managers

PROJECT UPDATES

Continued...

Bundled Bridges

Project Manager: Brendan McLaughlin

Grand Central Cable Plant Project Manager: Gus Urrea

The last day of work was 7/9/17 – no update just waiting on final payment from the owner.

Bundled Bridges : • We completed demolition of the existing bridge, east abutment, west abutment, Pier A, Pier C (partially) • The center pier has been demolished to existing grade. We installed soldier piles and are commencing excavation and lagging operations to complete the SOE • We have completed structural excavation behind each existing abutment and installed casings to facilitate pile driving operations in the coming weeks.

Halmar wins $30.8 Million Design and Construction Services for a New Cable Plant to Support Audio Visual and Facility Enhancements in Grand Central Terminal (GCT).

The MTA has approved the award to Halmar for the Design-Build of the Grand Central Terminal Customer Service Equipment Room (CSER) 7C, upgrades of Grand Central Terminal’s Public Address (PA) System including speakers, Track 117 PA Room modifications, North End PA Room modifications, and the Physical Cable Plant to include conduit and various communications display additions and replacements in accordance with the contract documents. The hardware and systems housed in these rooms connect via conduit and cables to speakers, visual displays, the MNR data networks, elevator/ escalator controllers, and access control devices throughout GCT. Work within the rooms include equipment, HVAC, fire suppression, fire stopping and sealing upgrades. Conduit and cable runs for data and power are also part of the overall project scope.

Digital Displays will also be replaced as part of this package and are located in GCT’s main terminal, in the North End Access area and at street level entry points. These displays include arrival/departure boards, track indicators, employee monitors and platform displays. All of these displays shall be connected to a new Head End System provided by others or to existing databases currently in operation, i.e. MNR. Extensive Mechanical, and coordination of subcontractors will be an integral part of this project. Halmar International will be responsible for all hardware, components, provisioning, testing, project management, configuration management, quality assurance and control, training, parts required for reliable operation, warranty, and safety as shown in the contract documents.

HIWAY | 4

HIWAY | 5

PROJECT UPDATES

The latest goings-on at your site from your Project Managers

PROJECT UPDATES

Continued...

Bundled Bridges

Project Manager: Brendan McLaughlin

Grand Central Cable Plant Project Manager: Gus Urrea

The last day of work was 7/9/17 – no update just waiting on final payment from the owner.

Bundled Bridges : • We completed demolition of the existing bridge, east abutment, west abutment, Pier A, Pier C (partially) • The center pier has been demolished to existing grade. We installed soldier piles and are commencing excavation and lagging operations to complete the SOE • We have completed structural excavation behind each existing abutment and installed casings to facilitate pile driving operations in the coming weeks.

Halmar wins $30.8 Million Design and Construction Services for a New Cable Plant to Support Audio Visual and Facility Enhancements in Grand Central Terminal (GCT).

The MTA has approved the award to Halmar for the Design-Build of the Grand Central Terminal Customer Service Equipment Room (CSER) 7C, upgrades of Grand Central Terminal’s Public Address (PA) System including speakers, Track 117 PA Room modifications, North End PA Room modifications, and the Physical Cable Plant to include conduit and various communications display additions and replacements in accordance with the contract documents. The hardware and systems housed in these rooms connect via conduit and cables to speakers, visual displays, the MNR data networks, elevator/ escalator controllers, and access control devices throughout GCT. Work within the rooms include equipment, HVAC, fire suppression, fire stopping and sealing upgrades. Conduit and cable runs for data and power are also part of the overall project scope.

Digital Displays will also be replaced as part of this package and are located in GCT’s main terminal, in the North End Access area and at street level entry points. These displays include arrival/departure boards, track indicators, employee monitors and platform displays. All of these displays shall be connected to a new Head End System provided by others or to existing databases currently in operation, i.e. MNR. Extensive Mechanical, and coordination of subcontractors will be an integral part of this project. Halmar International will be responsible for all hardware, components, provisioning, testing, project management, configuration management, quality assurance and control, training, parts required for reliable operation, warranty, and safety as shown in the contract documents.

HIWAY | 4

HIWAY | 5

PROJECT UPDATES

Continued...

PATH Harrison

Project Manager: Terrence O’Connell

PROJECT UPDATES

Continued...

Metro North Station Enhancements

Metro North Prospect Hill Road Bridge Replacement Project Manager: Brendan McLaughlin

Halmar International has also won a second contract for the “Enhanced Station Improvements at Metro-North” in New York, worth approximately USD 90 million. The awarding authority is the Metropolitan Transportation Authority (MTA).

Metro North Prospect Hill Road Bridge Replacement is a design build project that Halmar was awarded in May 2017. WSP is our Engineering partner. The job entails removal of the 100+ year old bridge and replacement with new bridge in the same location. The job is located in Brewster, NY at the Metro North Train Yard facility. The bridge is approximately 300’ long and spans across the active MNR train yard. Prospect Hill Road is a Town Road and the bridge has been closed for over 10 years due to poor condition and safety. Design work carried us through 2017 and only a few items remain to be submitted. Halmar construction activities began in summer 2017 after coordination with Metro North for relocation of multiple existing utilities, overhead and underground.

In the fall we completed demolition of the existing bridge, east abutment, west abutment, Pier A, and Pier C. In the winter months, crews demolished the existing center pier to existing grade, we installed soldier piles and lagging operations to complete the S.O.E., completed structural excavation for center pier and behind each existing abutment, and completed all permanent pile driving operations. In the past month, our crews installed formwork, rebar, and poured new concrete abutments and center pier. Upcoming work includes: installing new structural steel, new retaining walls, concrete bridge deck, asphalt paving the approaches, installing new guide rail, fencing, installing a new drainage culvert & RR track grade crossing at MNR parking lot, and line striping. The project is scheduled to be substantially complete in August 2018 and contract value is $9.5 million.

Project Manager: Matt Keefe

PATH Harrison Northeast and Southeast Station Houses are currently under construction with the Northeast scheduled to be commissioned in the Fall of 2018 and the Southeast scheduled to be commissioned in Summer of 2019.

The Northeast Station House Curtain Wall Glass is currently being installed with an early May completion date. Hardscaping work will commence late April 2018. Electrical, plumbing and HVAC systems are currently being commissioned.

The Southeast Station House structural steel, CMU and platform steel/precast has been completed. The escalator, curtain wall, roofing and electrical/ plumbing/HVAC roughing is currently being installed.

Metro North Railroad Bridge over Atlantic Street Project Manager: Matt Katkocin

Currently the Connecticut DOT project to replace the Metro North Railroad Bridge over Atlantic Street is in its preliminary stages of construction. In the early spring of 2018, construction will begin on the new bridge. The project involves installing a SOE system to set 10 temporary bridges to allow construction of micro pile foundations under the live tracks. Construction will be performed around the clock during the five 9-day track outages, reducing the impact to the railroad’s daily operations. In addition to the new abutments, four retaining walls will be constructed to allow the installation of the new Track-7. The new walls will consist of drilled shaft soldier piles with concrete lagging and tieback’s. The new bridge is comprised of six individual spans, weighing 1.3 million pounds each, that will be constructed off-site and moved into position using SPMT’s. After the new bridge spans are installed, the road will be lowered 4 feet to provide additional vertical clearance under the tracks. Once the new bridge is in place, construction will begin on the catenary improvements and track-7 extension. This work will provide Metro North with new passenger platforms, stair case entrances, over-head catenary systems, and additional track services for future use.

HIWAY | 6

This design-build contract includes state-of-the-art enhancements to Metro-North Railroad’s White Plains, Harlem-125th Street, Crestwood, Port Chester and Riverdale stations. Construction gets underway in early 2018. This Enhanced Stations Initiative sets the standard for similar improvements to other Metro-North stations in the future.

“The Enhanced Stations Initiative The Enhanced Stations Initiative, raises the bar for station aesthetics, safety and amenities,” said Cathy which includes some elements Rinaldi, acting president of Metof state of good repair and ro-North. “Customers can anticipate enhancements, will result in a better environment at our stations, stations that are safer, cleaner, and all with minimal disruption to brighter and easier to navigate. their commute. These improvements The general scope of the work bring the stations into the 21st centuincludes new signage, platforms, ry and help enhance the quality of life energy efficient LED lighting, of the communities they serve.” benches with USB chargers, station dashboards and totems to provide convenient access to information, improvements to customer restrooms, not to mention Wi-Fi and cellular connectivity. Upgrades at White Plains include improved station entrances, as well as new interior wall panels, floor tiles, ceiling tiles and fixtures.

HIWAY | 7

PROJECT UPDATES

Continued...

PATH Harrison

Project Manager: Terrence O’Connell

PROJECT UPDATES

Continued...

Metro North Station Enhancements

Metro North Prospect Hill Road Bridge Replacement Project Manager: Brendan McLaughlin

Halmar International has also won a second contract for the “Enhanced Station Improvements at Metro-North” in New York, worth approximately USD 90 million. The awarding authority is the Metropolitan Transportation Authority (MTA).

Metro North Prospect Hill Road Bridge Replacement is a design build project that Halmar was awarded in May 2017. WSP is our Engineering partner. The job entails removal of the 100+ year old bridge and replacement with new bridge in the same location. The job is located in Brewster, NY at the Metro North Train Yard facility. The bridge is approximately 300’ long and spans across the active MNR train yard. Prospect Hill Road is a Town Road and the bridge has been closed for over 10 years due to poor condition and safety. Design work carried us through 2017 and only a few items remain to be submitted. Halmar construction activities began in summer 2017 after coordination with Metro North for relocation of multiple existing utilities, overhead and underground.

In the fall we completed demolition of the existing bridge, east abutment, west abutment, Pier A, and Pier C. In the winter months, crews demolished the existing center pier to existing grade, we installed soldier piles and lagging operations to complete the S.O.E., completed structural excavation for center pier and behind each existing abutment, and completed all permanent pile driving operations. In the past month, our crews installed formwork, rebar, and poured new concrete abutments and center pier. Upcoming work includes: installing new structural steel, new retaining walls, concrete bridge deck, asphalt paving the approaches, installing new guide rail, fencing, installing a new drainage culvert & RR track grade crossing at MNR parking lot, and line striping. The project is scheduled to be substantially complete in August 2018 and contract value is $9.5 million.

Project Manager: Matt Keefe

PATH Harrison Northeast and Southeast Station Houses are currently under construction with the Northeast scheduled to be commissioned in the Fall of 2018 and the Southeast scheduled to be commissioned in Summer of 2019.

The Northeast Station House Curtain Wall Glass is currently being installed with an early May completion date. Hardscaping work will commence late April 2018. Electrical, plumbing and HVAC systems are currently being commissioned.

The Southeast Station House structural steel, CMU and platform steel/precast has been completed. The escalator, curtain wall, roofing and electrical/ plumbing/HVAC roughing is currently being installed.

Metro North Railroad Bridge over Atlantic Street Project Manager: Matt Katkocin

Currently the Connecticut DOT project to replace the Metro North Railroad Bridge over Atlantic Street is in its preliminary stages of construction. In the early spring of 2018, construction will begin on the new bridge. The project involves installing a SOE system to set 10 temporary bridges to allow construction of micro pile foundations under the live tracks. Construction will be performed around the clock during the five 9-day track outages, reducing the impact to the railroad’s daily operations. In addition to the new abutments, four retaining walls will be constructed to allow the installation of the new Track-7. The new walls will consist of drilled shaft soldier piles with concrete lagging and tieback’s. The new bridge is comprised of six individual spans, weighing 1.3 million pounds each, that will be constructed off-site and moved into position using SPMT’s. After the new bridge spans are installed, the road will be lowered 4 feet to provide additional vertical clearance under the tracks. Once the new bridge is in place, construction will begin on the catenary improvements and track-7 extension. This work will provide Metro North with new passenger platforms, stair case entrances, over-head catenary systems, and additional track services for future use.

HIWAY | 6

This design-build contract includes state-of-the-art enhancements to Metro-North Railroad’s White Plains, Harlem-125th Street, Crestwood, Port Chester and Riverdale stations. Construction gets underway in early 2018. This Enhanced Stations Initiative sets the standard for similar improvements to other Metro-North stations in the future.

“The Enhanced Stations Initiative The Enhanced Stations Initiative, raises the bar for station aesthetics, safety and amenities,” said Cathy which includes some elements Rinaldi, acting president of Metof state of good repair and ro-North. “Customers can anticipate enhancements, will result in a better environment at our stations, stations that are safer, cleaner, and all with minimal disruption to brighter and easier to navigate. their commute. These improvements The general scope of the work bring the stations into the 21st centuincludes new signage, platforms, ry and help enhance the quality of life energy efficient LED lighting, of the communities they serve.” benches with USB chargers, station dashboards and totems to provide convenient access to information, improvements to customer restrooms, not to mention Wi-Fi and cellular connectivity. Upgrades at White Plains include improved station entrances, as well as new interior wall panels, floor tiles, ceiling tiles and fixtures.

HIWAY | 7

PROJECT UPDATES

Continued...

Mill Basin

Project Manager: John Cinguina

PROJECT UPDATES

Continued...

Vanderbilt Project Update Project Manager: James Ku

Mill Basin presently opened the entire bridge to traffic in December of 2017. The project is presently working to remove the existing structure that is in the way of completing the second phase of the bridge. In January and February steel was erected on the north side of the project. The present schedule has this deck being poured in April 2018.

Demolition is progressing on both side of the channel. The focus is on the accessing the pier on the south side of the channel allowing the construction of the south channel pier. Work on the south channel pier is on schedule to begin by the last week in February. Work on the north channel pier will begin in April. Foundations on land pier will resume in March. The project is presently on schedule to be complete by Fall 2018.

Bronx Whitestone Bridge Project Update Project Manager: Nick Hanson

This was an existing decommissioned tunnel that connected Mobil Building and the New York City Transit Lexington Avenue Station mezzanine underneath 42nd Street. The tunnel was rehabilitated by Halmar creating a new concrete staircase that allows pedestrians to access the mezzanine level from two sidewalk entrances on 42nd Street (corner of Lexington Avenue and 42nd Street). Halmar also completed a client milestone in December by constructing the demising wall that fully separates the ground floor space between the MTA New York City Transit and the Grand Hyatt of New York.

Leading up to this milestone involved the demolition and reconstruction of the street and basement levels of the retail space that once belonged to the Hyatt Hotel. This part of the Package 4 work allows for a new reconstructed staircase on Lexington Avenue and a new 2-level service elevator for MTA customers to access the mezzanine level.

Bronx Whitestone Bridge Harbor Lights Project Manager: Brendan McLaughlin

The Bronx-Whitestone Bridge is approximately 85% complete as of December 31, 2017. In addition to the base contract of $53 Million, the project team successfully negotiated an additional $24 Million in extra work. The main project involved specialty work which included the wedging, inspection and wrapping of 400LF of main Bridge Cable and the replacement of 4 suspender ropes. Halmar also performed multiple miscellaneous steel repairs including diaphragm replacements on the inside of both the bridges towers. Our Subcontractors, Ahern, substantially completed the painting of both bridge main cables, all the suspender cables, the interior of both main towers and the bridge girders over a year prior to the jobs contract completion date.

Harbor Lights Project at the Bronx-Whitestone Bridge was completed in December 2017. The project consists of new conduit and wiring for the new LED flood lights on the existing bridge structure, along with fiber optic lines and multiple data enabler cabinets throughout the bridge. Halmar is the General contractor, along with our Electrical Subcontractor E-J, performing the work for LiRo (Construction Managers) and New York Power Authority (Owner) in cooperation with the MTA/TBTA (facility Owner). Phase 1 construction started in April 2017. Phase 2 was supposed to start in the Summer of 2017, but scope was deleted. This project was 1 of 7 similar projects which took place at other TBTA facilities, and is part of an initiative directed from NY Governor’s office. The Harbor Lights project was built in conjunction with Halmar’s existing BW 14/84C contract at the Whitestone Bridge and we utilized MPT and Ironworker crews along with Supervision and field office support from BW 14/84C. Harbor Lights original Phase 1 value was $9,000,000 and after deleted work with Phase 2, the final value is $6,250,000.

As part of the extra work that was performed Halmar installed an Open Road Tolling (ORT) structure over the entire roadway that enabled the TBTA to collect vehicle tolls without the use of conventional toll booths. After the installation of the Gantry Structures, utilized for the ORT, Halmar demolished the existing Toll Plazas and restored the area streamlining the traffic flow across the bridge in both directions.

The TBTA put a hold on a piece of work which included the installation of a Transparent Median Barrier that extended across the main span from Bridge Tower to Bridge Tower. They have indicated they are issuing minor changes to the original plan and, upon completion of the revised design, we will work toward performing this work in the spring/summer of 2018.

HIWAY | 8

HIWAY | 9

PROJECT UPDATES

Continued...

Mill Basin

Project Manager: John Cinguina

PROJECT UPDATES

Continued...

Vanderbilt Project Update Project Manager: James Ku

Mill Basin presently opened the entire bridge to traffic in December of 2017. The project is presently working to remove the existing structure that is in the way of completing the second phase of the bridge. In January and February steel was erected on the north side of the project. The present schedule has this deck being poured in April 2018.

Demolition is progressing on both side of the channel. The focus is on the accessing the pier on the south side of the channel allowing the construction of the south channel pier. Work on the south channel pier is on schedule to begin by the last week in February. Work on the north channel pier will begin in April. Foundations on land pier will resume in March. The project is presently on schedule to be complete by Fall 2018.

Bronx Whitestone Bridge Project Update Project Manager: Nick Hanson

This was an existing decommissioned tunnel that connected Mobil Building and the New York City Transit Lexington Avenue Station mezzanine underneath 42nd Street. The tunnel was rehabilitated by Halmar creating a new concrete staircase that allows pedestrians to access the mezzanine level from two sidewalk entrances on 42nd Street (corner of Lexington Avenue and 42nd Street). Halmar also completed a client milestone in December by constructing the demising wall that fully separates the ground floor space between the MTA New York City Transit and the Grand Hyatt of New York.

Leading up to this milestone involved the demolition and reconstruction of the street and basement levels of the retail space that once belonged to the Hyatt Hotel. This part of the Package 4 work allows for a new reconstructed staircase on Lexington Avenue and a new 2-level service elevator for MTA customers to access the mezzanine level.

Bronx Whitestone Bridge Harbor Lights Project Manager: Brendan McLaughlin

The Bronx-Whitestone Bridge is approximately 85% complete as of December 31, 2017. In addition to the base contract of $53 Million, the project team successfully negotiated an additional $24 Million in extra work. The main project involved specialty work which included the wedging, inspection and wrapping of 400LF of main Bridge Cable and the replacement of 4 suspender ropes. Halmar also performed multiple miscellaneous steel repairs including diaphragm replacements on the inside of both the bridges towers. Our Subcontractors, Ahern, substantially completed the painting of both bridge main cables, all the suspender cables, the interior of both main towers and the bridge girders over a year prior to the jobs contract completion date.

Harbor Lights Project at the Bronx-Whitestone Bridge was completed in December 2017. The project consists of new conduit and wiring for the new LED flood lights on the existing bridge structure, along with fiber optic lines and multiple data enabler cabinets throughout the bridge. Halmar is the General contractor, along with our Electrical Subcontractor E-J, performing the work for LiRo (Construction Managers) and New York Power Authority (Owner) in cooperation with the MTA/TBTA (facility Owner). Phase 1 construction started in April 2017. Phase 2 was supposed to start in the Summer of 2017, but scope was deleted. This project was 1 of 7 similar projects which took place at other TBTA facilities, and is part of an initiative directed from NY Governor’s office. The Harbor Lights project was built in conjunction with Halmar’s existing BW 14/84C contract at the Whitestone Bridge and we utilized MPT and Ironworker crews along with Supervision and field office support from BW 14/84C. Harbor Lights original Phase 1 value was $9,000,000 and after deleted work with Phase 2, the final value is $6,250,000.

As part of the extra work that was performed Halmar installed an Open Road Tolling (ORT) structure over the entire roadway that enabled the TBTA to collect vehicle tolls without the use of conventional toll booths. After the installation of the Gantry Structures, utilized for the ORT, Halmar demolished the existing Toll Plazas and restored the area streamlining the traffic flow across the bridge in both directions.

The TBTA put a hold on a piece of work which included the installation of a Transparent Median Barrier that extended across the main span from Bridge Tower to Bridge Tower. They have indicated they are issuing minor changes to the original plan and, upon completion of the revised design, we will work toward performing this work in the spring/summer of 2018.

HIWAY | 8

HIWAY | 9

Photo realistic representations from 3-D models of each station showing general views, user views and aesthetic treatments.

NEW PROJECT

LONG ISLAND RAIL ROAD THIRD TRACK PROJECT

The third track will provide more than just additional capacity, it will provide the LIRR with more opportunity for scheduled and unscheduled maintenance and the operational flexibility to re-route trains when needed with reduced schedule impacts. An additional benefit of the Third Track Project will be an improvement in operating safety. From 2013 to 2016, there were 127 incidents on the Main Line due to motorists and pedestrians attempting to move around lowered gates while a train entered a grade crossing. These incidents caused injuries, and operational delays resulting in 4,354 late or canceled trains affecting millions of LIRR customers. The Third Track Project will eliminate seven grade crossings along this 9.8-mile corridor in Nassau County, dramatically improving safety and reliability for both LIRR customers and crew, as well as motorists and pedestrians. The street-level grade crossings to be eliminated include: • • • • • • •

I

n January 2018, the Metropolitan Transportation Authority (MTA) Board awarded the $1.8 billion design-build Long Island Railroad (LIRR) Expansion contract to 3rd Track Constructors (3TC), a joint venture of Halmar, (with its 23% stake in the joint venture), Dragados USA, John P. Picone, and CCA Civil in association with Stantec for planning and design.

The award of the 3TC contract marks another important milestone for the LIRR Expansion Project, a signature initiative of Governor Andrew M. Cuomo and part of his comprehensive, interconnected plan to improve transit and transportation throughout the region. The new line will increase the LIRR’s capacity along the mainline corridor providing more service between Manhattan and the Island improving mobility in the entire Long Island area.

This design-build project consists of the planning, design and construction of a third track to the existing 2-track mainline along a 9.8 mile stretch of track between Floral Park Station and Hicksville Station in Nassau County. In addition to the third track itself, the project includes all the lineside equipment including new power substations, 3rd rail traction power, cable runs, switches, signal equipment, utility poles and all the ancillary items required to support the railroad’s operation. Additionally, the project includes the construction of up to 5 parking garages, retaining walls, utility relocation, fencing, station improvements and construction of new station platforms, along with measures to reduce impacts on adjacent communities such as sound attenuation barriers and landscaping. Also planned are station enhancements, including ADA accessibility improvements, along with longer platforms, which will eliminate the need to walk through train cars to exit the trains, improving rider convenience and helping avoid delays and safety issues.

HIWAY | 10

Covert Avenue, New Hyde Park 12th Street, New Hyde Park New Hyde Park Road, New Hyde Park Main Street, Mineola Willis Avenue, Mineola School Street, Westbury Urban Avenue, Westbury

A significant component of this project is the replacement of seven rail bridges along the mainline that need to be replaced to accommodate the new third track. At the same time some of the bridges will be raised to improve clearance issues, reducing bridge strikes and the resulting train delays and safety risks. These bridges will be replaced using the same method successfully employed by Halmar in September 2017, with the replacement of the LIRR Post Avenue Bridge, a mainline span that had been struck by dozens of over height trucks over the years. The new wider bridge was designed to accommodate the third track and also increased the clearance allowing trucks 14 feet high to safely pass underneath. Halmar completed the project on budget and ahead of schedule the weekend of October 21-22, 2017.

Photo realistic representations from 3-D models of each of the new underpasses showing general views, user views and aesthetic treatments.

Currently, 3TC is working to complete design, surveying, mobilization, utility relocations, and other early construction activities. Ongoing community outreach efforts included in this phase include developing clear communications protocols, opening a public information office, continuing coordination with local elected officials, and soliciting input on the aesthetics of components such as stations and sound walls. In addition to its commitments to the community, 3TC has also promised job growth and contract opportunities for Minority and Women-Owned Business Enterprises, with participation goals at 15% for each category, and at 6% for Service-Disabled Veteran-Owned Businesses. The overall project is expected to be completed by late 2022.

HIWAY | 11

Photo realistic representations from 3-D models of each station showing general views, user views and aesthetic treatments.

NEW PROJECT

LONG ISLAND RAIL ROAD THIRD TRACK PROJECT

The third track will provide more than just additional capacity, it will provide the LIRR with more opportunity for scheduled and unscheduled maintenance and the operational flexibility to re-route trains when needed with reduced schedule impacts. An additional benefit of the Third Track Project will be an improvement in operating safety. From 2013 to 2016, there were 127 incidents on the Main Line due to motorists and pedestrians attempting to move around lowered gates while a train entered a grade crossing. These incidents caused injuries, and operational delays resulting in 4,354 late or canceled trains affecting millions of LIRR customers. The Third Track Project will eliminate seven grade crossings along this 9.8-mile corridor in Nassau County, dramatically improving safety and reliability for both LIRR customers and crew, as well as motorists and pedestrians. The street-level grade crossings to be eliminated include: • • • • • • •

I

n January 2018, the Metropolitan Transportation Authority (MTA) Board awarded the $1.8 billion design-build Long Island Railroad (LIRR) Expansion contract to 3rd Track Constructors (3TC), a joint venture of Halmar, (with its 23% stake in the joint venture), Dragados USA, John P. Picone, and CCA Civil in association with Stantec for planning and design.

The award of the 3TC contract marks another important milestone for the LIRR Expansion Project, a signature initiative of Governor Andrew M. Cuomo and part of his comprehensive, interconnected plan to improve transit and transportation throughout the region. The new line will increase the LIRR’s capacity along the mainline corridor providing more service between Manhattan and the Island improving mobility in the entire Long Island area.

This design-build project consists of the planning, design and construction of a third track to the existing 2-track mainline along a 9.8 mile stretch of track between Floral Park Station and Hicksville Station in Nassau County. In addition to the third track itself, the project includes all the lineside equipment including new power substations, 3rd rail traction power, cable runs, switches, signal equipment, utility poles and all the ancillary items required to support the railroad’s operation. Additionally, the project includes the construction of up to 5 parking garages, retaining walls, utility relocation, fencing, station improvements and construction of new station platforms, along with measures to reduce impacts on adjacent communities such as sound attenuation barriers and landscaping. Also planned are station enhancements, including ADA accessibility improvements, along with longer platforms, which will eliminate the need to walk through train cars to exit the trains, improving rider convenience and helping avoid delays and safety issues.

HIWAY | 10

Covert Avenue, New Hyde Park 12th Street, New Hyde Park New Hyde Park Road, New Hyde Park Main Street, Mineola Willis Avenue, Mineola School Street, Westbury Urban Avenue, Westbury

A significant component of this project is the replacement of seven rail bridges along the mainline that need to be replaced to accommodate the new third track. At the same time some of the bridges will be raised to improve clearance issues, reducing bridge strikes and the resulting train delays and safety risks. These bridges will be replaced using the same method successfully employed by Halmar in September 2017, with the replacement of the LIRR Post Avenue Bridge, a mainline span that had been struck by dozens of over height trucks over the years. The new wider bridge was designed to accommodate the third track and also increased the clearance allowing trucks 14 feet high to safely pass underneath. Halmar completed the project on budget and ahead of schedule the weekend of October 21-22, 2017.

Photo realistic representations from 3-D models of each of the new underpasses showing general views, user views and aesthetic treatments.

Currently, 3TC is working to complete design, surveying, mobilization, utility relocations, and other early construction activities. Ongoing community outreach efforts included in this phase include developing clear communications protocols, opening a public information office, continuing coordination with local elected officials, and soliciting input on the aesthetics of components such as stations and sound walls. In addition to its commitments to the community, 3TC has also promised job growth and contract opportunities for Minority and Women-Owned Business Enterprises, with participation goals at 15% for each category, and at 6% for Service-Disabled Veteran-Owned Businesses. The overall project is expected to be completed by late 2022.

HIWAY | 11

TYPES OF P3 FACILITIES

P3 CONCESSIONS Part I

WHAT ARE P3 / CONCESSION PROJECTS? What is P3?

P3 is shorthand for public/private/partnership. The term “P3 project� is used to describe a legally binding contractual agreement between a public sector body, such as a government agency, and a private sector body, such as a business. The private sector body oversees the P3 project over its life cycle, including commercial activities, construction, finance and everyday operations. The public sector can realize the project sooner than it would otherwise (through traditional procurement), with a P3 delivery structure/arrangement.

Transfer of Risk

Government agencies may choose many types of private sector bodies, including construction, engineering and financial organizations, as partners for P3 projects. However, an important characteristic of any successful P3 project is the transfer of risk from the public to the private sector. Government agencies may be familiar with setting policies, but less accustomed to managing the risks associated with commercial projects, so they pass those risks on to the private sector for the benefit of both parties.

Risks and Rewards

If a private company accepts responsibility for building -- and perhaps operating and maintaining -- a highway, it exposes itself to risks associated with construction delays, increased labor costs, rising interest rates, extreme weather conditions and natural disasters. However, the company also accepts these risks, willingly, because the rewards of a P3 project -- a stable, long-term investment opportunity and HIWAY | 12

NEW BUILD FACILITIES P3s for new build facilities can involve construction of a new surface transportation asset or modernization, upgrade, or expansion of an existing facility. These P3s are structured as design-build-finance-operate-maintain (DBFOM) concessions that bundle together and transfer to a private sector partner responsibilities for design, construction, finance, and long term operations and maintenance over the concession period.

prospect of revenue, from fees for services -- outweigh the risks.

Choosing a P3 Partner

In the United States, the National Council for Public-Private Partnerships has identified six components that it considers critical to the long-term success of any P3 project. One of the most critical components -- and one of the biggest challenges facing government agencies -- is choosing an appropriate partner, or partners. The chosen partner, or partners, must be able to provide skills and experience in specific components of the project, which are otherwise unavailable to a public agency.

Benefits P3 projects allow both the public and private sectors to do what they do best. This, in turn, increases the cost-effectiveness of projects, improves budget certainty -- at least as far as the government is concerned -- and makes better use of resources. The private sector is renowned for its experience, flexibility and innovation -- as well as its desire to exploit commercial opportunities and maximize return on investment -- so a P3 project typically results in higher levels of service for the public sector, at a cost that is not only lower, but also more predictable.

EXISTING FACILITIES P3 concessions may be used to lease existing publicly-financed tolled facilities to private sector investor operators for a specified period of time during which they have the right to collect tolls on the facility. In exchange, the private partner must operate and maintain the facility and in some cases make improvements to it. The private partner must also pay an upfront concession fee for the right to operate the road and retain toll revenues.

Resources: http://www.p3bulletin.com/ eHow http://www.ehow.com/info_12202156_p3-project.html

HIWAY | 13

TYPES OF P3 FACILITIES

P3 CONCESSIONS Part I

WHAT ARE P3 / CONCESSION PROJECTS? What is P3?

P3 is shorthand for public/private/partnership. The term “P3 project� is used to describe a legally binding contractual agreement between a public sector body, such as a government agency, and a private sector body, such as a business. The private sector body oversees the P3 project over its life cycle, including commercial activities, construction, finance and everyday operations. The public sector can realize the project sooner than it would otherwise (through traditional procurement), with a P3 delivery structure/arrangement.

Transfer of Risk

Government agencies may choose many types of private sector bodies, including construction, engineering and financial organizations, as partners for P3 projects. However, an important characteristic of any successful P3 project is the transfer of risk from the public to the private sector. Government agencies may be familiar with setting policies, but less accustomed to managing the risks associated with commercial projects, so they pass those risks on to the private sector for the benefit of both parties.

Risks and Rewards

If a private company accepts responsibility for building -- and perhaps operating and maintaining -- a highway, it exposes itself to risks associated with construction delays, increased labor costs, rising interest rates, extreme weather conditions and natural disasters. However, the company also accepts these risks, willingly, because the rewards of a P3 project -- a stable, long-term investment opportunity and HIWAY | 12

NEW BUILD FACILITIES P3s for new build facilities can involve construction of a new surface transportation asset or modernization, upgrade, or expansion of an existing facility. These P3s are structured as design-build-finance-operate-maintain (DBFOM) concessions that bundle together and transfer to a private sector partner responsibilities for design, construction, finance, and long term operations and maintenance over the concession period.

prospect of revenue, from fees for services -- outweigh the risks.

Choosing a P3 Partner

In the United States, the National Council for Public-Private Partnerships has identified six components that it considers critical to the long-term success of any P3 project. One of the most critical components -- and one of the biggest challenges facing government agencies -- is choosing an appropriate partner, or partners. The chosen partner, or partners, must be able to provide skills and experience in specific components of the project, which are otherwise unavailable to a public agency.

Benefits P3 projects allow both the public and private sectors to do what they do best. This, in turn, increases the cost-effectiveness of projects, improves budget certainty -- at least as far as the government is concerned -- and makes better use of resources. The private sector is renowned for its experience, flexibility and innovation -- as well as its desire to exploit commercial opportunities and maximize return on investment -- so a P3 project typically results in higher levels of service for the public sector, at a cost that is not only lower, but also more predictable.

EXISTING FACILITIES P3 concessions may be used to lease existing publicly-financed tolled facilities to private sector investor operators for a specified period of time during which they have the right to collect tolls on the facility. In exchange, the private partner must operate and maintain the facility and in some cases make improvements to it. The private partner must also pay an upfront concession fee for the right to operate the road and retain toll revenues.

Resources: http://www.p3bulletin.com/ eHow http://www.ehow.com/info_12202156_p3-project.html

HIWAY | 13

P3 CONCESSIONS Part II

Goethals Bridge Replacement Project, Staten Island, NY/NJ Project Overview

Project History

The $1.5 billion Goethals Bridge Replacement Project involves the construction of a new bridge to replace the aging, existing Goethals Bridge, which carries I-278 traffic across the Arthur Kill channel between Staten Island, New York and Elizabeth, New Jersey. The bridge is owned and operated by the Port Authority of New York and New Jersey (Port Authority) and is one of three toll bridge crossings between Staten Island and New Jersey.

The Goethals Bridge was one of the first two facilities constructed in the late 1920’s by the Port Authority, opening in 1928. By 1988, growing traffic levels in the region led the Port Authority Board of Commissioners to authorize the study of capacity enhancements of its Staten Island Bridges. By 1997, the Port Authority had developed a conceptual plan to add a second span to the Goethals Bridge.

The existing Goethals Bridge carries four narrow 10-foot travel lanes with no shoulders, and serves 80,000 vehicles per day. The Replacement Project will include the construction of two new parallel cable-stayed bridges providing three 12-foot travel lanes, a 12-foot outer shoulder, and a five-foot inner shoulder per span. The northern span will also include a 10-foot wide sidewalk and bikeway along its northern edge. Space will also be provided between the replacement spans to accommodate possible transit service in the future. The replacement bridge is being built to the south of the existing Goethals Bridge, which will remain in service during the construction period and then be demolished after the new spans open to traffic.

The project is being delivered as a public-private partnership (P3) between the Port Authority and NYNJ Link LLC, a partnership between Macquarie Capital and Kiewit. Under this design, build, finance and maintenance (DBFM) concession, NYNJ Link will construct the new bridge and then perform operational and capital maintenance over a 35-year operating period following substantial completion of the project. The Port Authority will retain ownership of the assets, as well as operational responsibilities including toll collection. The Port Authority will make milestone payments to the private developer upon completion of specified construction activities, as well as monthly payments based on performance and availability of the replacement bridge once it is operational.

HIWAY | 14

Continuing concerns regarding the functional obsolescence and safety conditions on the existing bridge, however, led the Port Authority to commission a new environmental study in 2003 to assess options for the improving the Goethals Bridge with the goals of modernizing the bridge, improving customer service, providing additional capacity for transit options, and enhancing safety and reliability. That study found that building a new, improved replacement bridge would be more cost-effective than continuing to rehabilitate and maintain the older span, and would better address the bridge’s obsolete design.

As it was completing its environmental study for the modernization of the Goethals Bridge in 2009, the Port Authority also began to explore alternative financing and delivery options for the project, an effort that identified a DBFM P3 arrangement as a potential strategy.

Encouraging industry feedback obtained from a May 2010 Request for Information solicitation led the agency to pursue the P3 DBFM path, issuing a Request for Qualifications from potential private investment partners in October 2010 and a formal Request for Proposals to three shortlisted bidders in August 2011. The U.S. Coast Guard issued a Record of Decision approving the environmental study for the project in January 2011.

In April 2013, the Port Authority awarded the P3 contract to NYNJ Link Partnership, reaching commercial close in August 2013 and financial close (including a $473 million TIFIA loan) in November 2013.

Construction began in May 2014 and is expected to be substantially completed by the end of 2017. The Goethals Bridge Replacement will be the Port Authority’s first new bridge in more than 80 years and is the first transportation project in the northeastern U.S. to be delivered under a long-term P3 concession.

Project Financing and Delivery NYNJ Link’s financing sources for the Goethals Bridge Replacement Project include $461 million in tax-exempt Private Activity Bonds; a $47 million TIFIA loan; and $107 million in private equity from the

concessionaire. The Port Authority will also make $150 million in milestone payments to the developer as work on the project progresses.

Availability payments to the concessionaire from the Port Authority will be drawn from the agency’s consolidated revenues and are not tied to the use of the new Goethals Bridge.

The Port Authority also expects to directly incur $303 million in costs related to the project for planning and engineering, site acquisition, project contingencies, and other costs.

Updated: Tuesday, September 9, 2014

Resources: https://www.transportation.gov/policy-initiatives/build-america/goethals-bridge-replacement-project-staten-island-nynj

HIWAY | 15

P3 CONCESSIONS Part II

Goethals Bridge Replacement Project, Staten Island, NY/NJ Project Overview

Project History

The $1.5 billion Goethals Bridge Replacement Project involves the construction of a new bridge to replace the aging, existing Goethals Bridge, which carries I-278 traffic across the Arthur Kill channel between Staten Island, New York and Elizabeth, New Jersey. The bridge is owned and operated by the Port Authority of New York and New Jersey (Port Authority) and is one of three toll bridge crossings between Staten Island and New Jersey.

The Goethals Bridge was one of the first two facilities constructed in the late 1920’s by the Port Authority, opening in 1928. By 1988, growing traffic levels in the region led the Port Authority Board of Commissioners to authorize the study of capacity enhancements of its Staten Island Bridges. By 1997, the Port Authority had developed a conceptual plan to add a second span to the Goethals Bridge.

The existing Goethals Bridge carries four narrow 10-foot travel lanes with no shoulders, and serves 80,000 vehicles per day. The Replacement Project will include the construction of two new parallel cable-stayed bridges providing three 12-foot travel lanes, a 12-foot outer shoulder, and a five-foot inner shoulder per span. The northern span will also include a 10-foot wide sidewalk and bikeway along its northern edge. Space will also be provided between the replacement spans to accommodate possible transit service in the future. The replacement bridge is being built to the south of the existing Goethals Bridge, which will remain in service during the construction period and then be demolished after the new spans open to traffic.

The project is being delivered as a public-private partnership (P3) between the Port Authority and NYNJ Link LLC, a partnership between Macquarie Capital and Kiewit. Under this design, build, finance and maintenance (DBFM) concession, NYNJ Link will construct the new bridge and then perform operational and capital maintenance over a 35-year operating period following substantial completion of the project. The Port Authority will retain ownership of the assets, as well as operational responsibilities including toll collection. The Port Authority will make milestone payments to the private developer upon completion of specified construction activities, as well as monthly payments based on performance and availability of the replacement bridge once it is operational.

HIWAY | 14

Continuing concerns regarding the functional obsolescence and safety conditions on the existing bridge, however, led the Port Authority to commission a new environmental study in 2003 to assess options for the improving the Goethals Bridge with the goals of modernizing the bridge, improving customer service, providing additional capacity for transit options, and enhancing safety and reliability. That study found that building a new, improved replacement bridge would be more cost-effective than continuing to rehabilitate and maintain the older span, and would better address the bridge’s obsolete design.

As it was completing its environmental study for the modernization of the Goethals Bridge in 2009, the Port Authority also began to explore alternative financing and delivery options for the project, an effort that identified a DBFM P3 arrangement as a potential strategy.

Encouraging industry feedback obtained from a May 2010 Request for Information solicitation led the agency to pursue the P3 DBFM path, issuing a Request for Qualifications from potential private investment partners in October 2010 and a formal Request for Proposals to three shortlisted bidders in August 2011. The U.S. Coast Guard issued a Record of Decision approving the environmental study for the project in January 2011.

In April 2013, the Port Authority awarded the P3 contract to NYNJ Link Partnership, reaching commercial close in August 2013 and financial close (including a $473 million TIFIA loan) in November 2013.

Construction began in May 2014 and is expected to be substantially completed by the end of 2017. The Goethals Bridge Replacement will be the Port Authority’s first new bridge in more than 80 years and is the first transportation project in the northeastern U.S. to be delivered under a long-term P3 concession.

Project Financing and Delivery NYNJ Link’s financing sources for the Goethals Bridge Replacement Project include $461 million in tax-exempt Private Activity Bonds; a $47 million TIFIA loan; and $107 million in private equity from the

concessionaire. The Port Authority will also make $150 million in milestone payments to the developer as work on the project progresses.

Availability payments to the concessionaire from the Port Authority will be drawn from the agency’s consolidated revenues and are not tied to the use of the new Goethals Bridge.

The Port Authority also expects to directly incur $303 million in costs related to the project for planning and engineering, site acquisition, project contingencies, and other costs.

Updated: Tuesday, September 9, 2014

Resources: https://www.transportation.gov/policy-initiatives/build-america/goethals-bridge-replacement-project-staten-island-nynj

HIWAY | 15

P3 CONCESSIONS Part III

CAN IT BE TRUE THAT THE U.S. P3 TRANSPORTATION PROJECTS ARE GAINING MOMENTUM? P3 may be an important part of America’s answer to the current transportation infrastructure crisis

By Chris Roux January 29, 2015 The American Society of Civil Engineers (ASCE) estimates that more than $2 trillion dollars are needed to rehabilitate and expand America’s existing transportation infrastructure. In its annual national infrastructure rating, the ASCE graded America’s aging transportation infrastructure with a grade of D (“poor”). The Federal gasoline tax, which has historically provided the majority of funding for road, highway, bridge and tunnel projects, has not increased since 1993.

Additionally, the distance driven by motor vehicles has been declining since 2004, leaving an even greater gap between the cost required to fix America’s infrastructure and the monies available to do so. Public construction spending is just over 1.5 percent of GDP — the lowest share since 1993.

Despite the writing on the wall, in 2014, Congress failed to reauthorize the Highway Trust Fund and instead passed an interim measure which maintains an inadequate level of funding for transportation projects only through May 31, 2015. The prospect of a significant increase in government funding of public infrastructure projects remains remote because it would require a level of tax increases that politicians perceive as political suicide

HIWAY | 16

For the past several years, proponents have trumpeted public private partnerships (P3s) as the answer to America’s transportation infrastructure woes, pointing to the successful development of P3 transportation projects by governments in Europe, Canada and Australia.

They are advertised as having a number of advantages over traditional design/bid/build contracting, including freeing up public monies to be spent on other public needs, achieving expedited project delivery and passing the risk of design, operation and long term maintenance of the project to the private entity.

However, despite these successful models, and the significant amount of U.S.-based investment capital that is available to fund these projects, use of P3 project delivery has been extremely slow to take hold in the U.S. There are a number of reasons for this, including a perception that private entities will profit at the public’s expense, loss of public revenues, significant opposition from various interest groups, and examples of P3 projects that have not succeeded. The acceptance of this form of project delivery requires a substantial amount of institutional momentum; that is, a number of examples where it has worked to reverse the perception that P3 project are inconsistent with the public interest.

Well, there are signs that the momentum is beginning to build based upon a number of P3 success stories and a growing set of “lessons learned” which provide guidance about how to formulate a successful project.

As of 2014, 34 states along with Puerto Rico have enacted laws which authorize public agencies to engage in one or more types of P3 project contracting. In late 2014, Washington, D.C. passed its own P3 legislation, and Kentucky would have had new P3 law on the books except for Governor’s veto, exercised due to a prohibition against toll projects in the P3 Bill. In 2015, it is anticipated that P3 legislation will be considered by legislators in Arkansas, Georgia, Kentucky, Michigan, Missouri, New Hampshire, New Mexico, New York, North Carolina and Tennessee.

While there are many critics who decry the lack of sufficient federal support for P3 transportation projects, several measures that are intended to encourage the use of P3 project delivery have been implemented. Funding sources for private P3 investors have been developed including the Transportation Infrastructure Finance and Innovation Act program which provides federal credit assistance in the form of long term (35 year) low interest loans, loan guarantees and standby lines of credit to finance surface transportation projects of national and regional significance. In addition, $15 billion in tax exempt private activity bonds have been made available to private parties to assist with the financing of P3 highway and intermodal projects.

In addition, in July 2014, the Department of Transportation opened the Build America Transportation Investment Center, which is designed to provide advice and expertise on P3s, federal credit programs and fast-tracking the permitting process. It is promoted as a “one stop shop for state and local governments, public and private developers

and investors seeking to utilize innovative financing and P3s to deliver transportation projects.” The Center tracks all of pending and past transportation related P3 projects and is developing a comprehensive set of P3 contract documents and lessons learned in an attempt to encourage consideration of P3 project delivery. It projects that there is $50 billion dollars in private investment that will be invested in P3 projects in the U.S. over the next five years.

The creation of government incentives promoting P3 infrastructure projects has not been sufficient to build the kind of momentum that is necessary for more general acceptance of this “new” method of building infrastructure projects. Most critical to the acceptance of the P3 methodology is a sufficient number of projects that have been successful — projects that politicians and agency staff can point to in deciding to use P3. There are a growing number of successful P3 projects and new developments in structuring P3 transportation projects that are creating a greater sense of security among all parties involved.

Critics of P3 point to a number of unsuccessful toll road projects including State Highway 91 in Orange County, Calif., the Pocahontas Highway in Virginia, the Indiana Toll Road and Texas State Highway 130 as evidence that these projects are overly risky and not in the public interest. Each of these projects relied solely on tolls generated from anticipated traffic volumes to fund the repayment of the P3 concessionaire’s investment. After those volumes were not achieved, the concessionaires defaulted on their loans and the projects were either restructured, taken over by the public entity or the concessionaire sought bankruptcy protection.

Resources: http://www.insidecounsel.com/2015/01/29/can-it-be-true-that-the-us-p3-transportation-proje14Share

HIWAY | 17

P3 CONCESSIONS Part III

CAN IT BE TRUE THAT THE U.S. P3 TRANSPORTATION PROJECTS ARE GAINING MOMENTUM? P3 may be an important part of America’s answer to the current transportation infrastructure crisis

By Chris Roux January 29, 2015 The American Society of Civil Engineers (ASCE) estimates that more than $2 trillion dollars are needed to rehabilitate and expand America’s existing transportation infrastructure. In its annual national infrastructure rating, the ASCE graded America’s aging transportation infrastructure with a grade of D (“poor”). The Federal gasoline tax, which has historically provided the majority of funding for road, highway, bridge and tunnel projects, has not increased since 1993.

Additionally, the distance driven by motor vehicles has been declining since 2004, leaving an even greater gap between the cost required to fix America’s infrastructure and the monies available to do so. Public construction spending is just over 1.5 percent of GDP — the lowest share since 1993.

Despite the writing on the wall, in 2014, Congress failed to reauthorize the Highway Trust Fund and instead passed an interim measure which maintains an inadequate level of funding for transportation projects only through May 31, 2015. The prospect of a significant increase in government funding of public infrastructure projects remains remote because it would require a level of tax increases that politicians perceive as political suicide

HIWAY | 16

For the past several years, proponents have trumpeted public private partnerships (P3s) as the answer to America’s transportation infrastructure woes, pointing to the successful development of P3 transportation projects by governments in Europe, Canada and Australia.

They are advertised as having a number of advantages over traditional design/bid/build contracting, including freeing up public monies to be spent on other public needs, achieving expedited project delivery and passing the risk of design, operation and long term maintenance of the project to the private entity.

However, despite these successful models, and the significant amount of U.S.-based investment capital that is available to fund these projects, use of P3 project delivery has been extremely slow to take hold in the U.S. There are a number of reasons for this, including a perception that private entities will profit at the public’s expense, loss of public revenues, significant opposition from various interest groups, and examples of P3 projects that have not succeeded. The acceptance of this form of project delivery requires a substantial amount of institutional momentum; that is, a number of examples where it has worked to reverse the perception that P3 project are inconsistent with the public interest.

Well, there are signs that the momentum is beginning to build based upon a number of P3 success stories and a growing set of “lessons learned” which provide guidance about how to formulate a successful project.

As of 2014, 34 states along with Puerto Rico have enacted laws which authorize public agencies to engage in one or more types of P3 project contracting. In late 2014, Washington, D.C. passed its own P3 legislation, and Kentucky would have had new P3 law on the books except for Governor’s veto, exercised due to a prohibition against toll projects in the P3 Bill. In 2015, it is anticipated that P3 legislation will be considered by legislators in Arkansas, Georgia, Kentucky, Michigan, Missouri, New Hampshire, New Mexico, New York, North Carolina and Tennessee.

While there are many critics who decry the lack of sufficient federal support for P3 transportation projects, several measures that are intended to encourage the use of P3 project delivery have been implemented. Funding sources for private P3 investors have been developed including the Transportation Infrastructure Finance and Innovation Act program which provides federal credit assistance in the form of long term (35 year) low interest loans, loan guarantees and standby lines of credit to finance surface transportation projects of national and regional significance. In addition, $15 billion in tax exempt private activity bonds have been made available to private parties to assist with the financing of P3 highway and intermodal projects.

In addition, in July 2014, the Department of Transportation opened the Build America Transportation Investment Center, which is designed to provide advice and expertise on P3s, federal credit programs and fast-tracking the permitting process. It is promoted as a “one stop shop for state and local governments, public and private developers

and investors seeking to utilize innovative financing and P3s to deliver transportation projects.” The Center tracks all of pending and past transportation related P3 projects and is developing a comprehensive set of P3 contract documents and lessons learned in an attempt to encourage consideration of P3 project delivery. It projects that there is $50 billion dollars in private investment that will be invested in P3 projects in the U.S. over the next five years.

The creation of government incentives promoting P3 infrastructure projects has not been sufficient to build the kind of momentum that is necessary for more general acceptance of this “new” method of building infrastructure projects. Most critical to the acceptance of the P3 methodology is a sufficient number of projects that have been successful — projects that politicians and agency staff can point to in deciding to use P3. There are a growing number of successful P3 projects and new developments in structuring P3 transportation projects that are creating a greater sense of security among all parties involved.

Critics of P3 point to a number of unsuccessful toll road projects including State Highway 91 in Orange County, Calif., the Pocahontas Highway in Virginia, the Indiana Toll Road and Texas State Highway 130 as evidence that these projects are overly risky and not in the public interest. Each of these projects relied solely on tolls generated from anticipated traffic volumes to fund the repayment of the P3 concessionaire’s investment. After those volumes were not achieved, the concessionaires defaulted on their loans and the projects were either restructured, taken over by the public entity or the concessionaire sought bankruptcy protection.

Resources: http://www.insidecounsel.com/2015/01/29/can-it-be-true-that-the-us-p3-transportation-proje14Share

HIWAY | 17

GAVIO GROUP / ITINERA FEATURE

Global Leaders in P3 Concessions Gavio Group is a global developer providing full turn-key services in the delivery of large complex transportation infrastructure projects; including: design, construction, finance, and operations and maintenance services. The Group is vertically integrated at every level to leverage innovation, integrity, and cost savings at every phase of a project’s delivery. The Gavio Group is entering the North American infrastructure marketplace through its affiliation with Halmar International, with the goal of becoming one of the world’s premiere P3 developers. A lofty goal? Maybe, but very attainable when you look at The Gavio Family, their experience, expertise, and the markets they serve.

The Gavio Group is the fourth largest toll road operator in the world by road miles, after Vinci Concessions, with 2,700 miles of roads under P3 concessions worldwide and growing. The Group 21 concessions globally operated by three different toll road concession operators: SIAS, IGLI, and Road Links, across Italy, Brazil, and the UK respectively. The main toll road operator, SIAS, located in the North-west of Italy manages and operates over 900 miles of road network under a P3 concession. In fact, The Gavio Group operates a motorway About Gavio Group network across some of Europe’s main infrastructure corridors. In 2,700 MILES of ROADS UNDER CONCESSION Brazil, The Group is the second largest toll road operator under IGLI 20+ CONCESSIONS concessions. Additionally, in the United Kingdom, Road Links operates $25B in ASSETS UNDER MANAGEMENT one road concession for The Group.

WORLDWIDE And, until 2012, the Group also operated five concessions in Chile that were later sold to a Canadian pension fund. Overall, Gavio Group has historically delivered and financed P3 projects for more than 35 years totaling $25B in concession value (referred to in “industry” terms as AUM: assets under management) and has strong relations with global financial markets and has robust expertise in delivering large-scale longterm projects across different geographies.

HIWAY | 18

In civil construction, The Group works through its subsidiary, Itinera. Itinera has been active in large-scale infrastructure projects since 1938 in Italy and around the world with almost 2,500 employees.

The company excels at large complex road, railway, tunnel, and bridge projects and for 75 years and has built 62 miles of tunnels and 621 miles of road construction. Itinera currently has a $5B backlog in construction worldwide and provides Halmar with greater reach and bonding capacity to go national across the USA. With New York State set to be one of the nation’s leading states for opportunities in transportation P3s, Halmar is well-positioned to $3.15B REVENUES launch the Group’s P3 investment strategy with a strong foundation.

10,000 EMPLOYEES Halmar will now have the capacity to pursue large-scale designbuild and P3 projects from its alliance with The Group global references spanning 150 years successfully constructing largescale infrastructure projects. This is unprecedented and only the beginning. Halmar has its sights on projects outside of New York and will partner with industry leaders to progress its growth and investment strategy over the next five years in P3s.

FOURTH LARGEST TOLL ROAD OPERATOR IN THE WORLD

7

FEATURED PROJECTS A-55 ATIVA RING ROAD AROUND TURIN, ITALY- CONCESSION (P3)

TEEM EXTERNAL MILAN EASTERN BY-PASS (ITALY)

Fully operational P3 Revenue Risk toll road concession covering 100 miles, 3 lanes with 2 carriageways carrying 430,000 vehicles per day. Total capex was $920M.

One of our largest projects, design and construction of a road and tunnel with more than 20-miles of 6-lane freeway system, 500-meters of tunnel with all civil works, bridges/viaducts, and managing earthworks quantities exceeding 20M cy. Total construction cost was $1.53B.

STORSTROM BRIDGE DESIGN-BUILD, ACROSS THE BALTIC SEA (DENMARK) Design-Build $670M of a bridge replacement which connects the islands of Zealand and Falster on the Baltic Sea. The new bridge is made of pre-compressed prefabricated reinforced concrete over 4-miles long (including the approximately 2.4 miles of long deck and 2 access ramps) and 24meters wide. There will be two road lanes capable of handling about 8,000 vehicles per day, inclusive of high-speed railway tracks for passenger and freight trains (on the Copenhagen-Hamburg railway line) and a pedestrian/cycling lane. The 44 spans of the access bridges will be 80-meters each, while the 2 central cable-stayed spans will be 160-meters wide each. Works will be completed by end of 2022. When finished, the Storstrom Bridge will be the third longest in Denmark.

FREJUS MOTORWAY TUNNEL (FRANCE-ITALY) Construction of a 6.4-mile - 30ft diameter tunnel in mountainous terrain between France and Italy using a TBM, while managing 550k cubic-yards (cy) of material removal and placement of 100k cy of concrete, including a 16-in. concrete precast tunnel liner.

MELANIE VANDER VALK

Vice President P3 Concession Melanie joined Halmar International and Gavio Group six months ago to focus on the pursuit of major transportation P3 Concession projects across North America, and in this short time she has made strategic strides in positioning our company for the growing P3 marketplace. For over a decade Melanie has advised numerous nations including the UK, Canada, Australia, Netherlands, Sweden and many more on infrastructure project delivery.

She has also progressed the tactical planning of many global and national companies including Bureau Veritas, a world leader in testing inspection and certification based in France, and HOCHTIEF – PPP Solutions, based in Germany.

Her most notable roles include working with HOCHTIEF where she focused on P 3’s together with affiliated companies ACS, Turner Construction, Flatiron Construction, and Dragados.

Melanie began her career with the State of New York’s Empire State Development working with several politicians including four governors.

As a result, she understands the constraints of the public sector in delivering complex projects and will be an integral part in the positioning of Halmar for upcoming projects in the P3 arena.

HIWAY | 19

GAVIO GROUP / ITINERA FEATURE

Global Leaders in P3 Concessions Gavio Group is a global developer providing full turn-key services in the delivery of large complex transportation infrastructure projects; including: design, construction, finance, and operations and maintenance services. The Group is vertically integrated at every level to leverage innovation, integrity, and cost savings at every phase of a project’s delivery. The Gavio Group is entering the North American infrastructure marketplace through its affiliation with Halmar International, with the goal of becoming one of the world’s premiere P3 developers. A lofty goal? Maybe, but very attainable when you look at The Gavio Family, their experience, expertise, and the markets they serve.

The Gavio Group is the fourth largest toll road operator in the world by road miles, after Vinci Concessions, with 2,700 miles of roads under P3 concessions worldwide and growing. The Group 21 concessions globally operated by three different toll road concession operators: SIAS, IGLI, and Road Links, across Italy, Brazil, and the UK respectively. The main toll road operator, SIAS, located in the North-west of Italy manages and operates over 900 miles of road network under a P3 concession. In fact, The Gavio Group operates a motorway About Gavio Group network across some of Europe’s main infrastructure corridors. In 2,700 MILES of ROADS UNDER CONCESSION Brazil, The Group is the second largest toll road operator under IGLI 20+ CONCESSIONS concessions. Additionally, in the United Kingdom, Road Links operates $25B in ASSETS UNDER MANAGEMENT one road concession for The Group.

WORLDWIDE And, until 2012, the Group also operated five concessions in Chile that were later sold to a Canadian pension fund. Overall, Gavio Group has historically delivered and financed P3 projects for more than 35 years totaling $25B in concession value (referred to in “industry” terms as AUM: assets under management) and has strong relations with global financial markets and has robust expertise in delivering large-scale longterm projects across different geographies.

HIWAY | 18

In civil construction, The Group works through its subsidiary, Itinera. Itinera has been active in large-scale infrastructure projects since 1938 in Italy and around the world with almost 2,500 employees.

The company excels at large complex road, railway, tunnel, and bridge projects and for 75 years and has built 62 miles of tunnels and 621 miles of road construction. Itinera currently has a $5B backlog in construction worldwide and provides Halmar with greater reach and bonding capacity to go national across the USA. With New York State set to be one of the nation’s leading states for opportunities in transportation P3s, Halmar is well-positioned to $3.15B REVENUES launch the Group’s P3 investment strategy with a strong foundation.

10,000 EMPLOYEES Halmar will now have the capacity to pursue large-scale designbuild and P3 projects from its alliance with The Group global references spanning 150 years successfully constructing largescale infrastructure projects. This is unprecedented and only the beginning. Halmar has its sights on projects outside of New York and will partner with industry leaders to progress its growth and investment strategy over the next five years in P3s.

FOURTH LARGEST TOLL ROAD OPERATOR IN THE WORLD

7

FEATURED PROJECTS A-55 ATIVA RING ROAD AROUND TURIN, ITALY- CONCESSION (P3)

TEEM EXTERNAL MILAN EASTERN BY-PASS (ITALY)

Fully operational P3 Revenue Risk toll road concession covering 100 miles, 3 lanes with 2 carriageways carrying 430,000 vehicles per day. Total capex was $920M.

One of our largest projects, design and construction of a road and tunnel with more than 20-miles of 6-lane freeway system, 500-meters of tunnel with all civil works, bridges/viaducts, and managing earthworks quantities exceeding 20M cy. Total construction cost was $1.53B.

STORSTROM BRIDGE DESIGN-BUILD, ACROSS THE BALTIC SEA (DENMARK) Design-Build $670M of a bridge replacement which connects the islands of Zealand and Falster on the Baltic Sea. The new bridge is made of pre-compressed prefabricated reinforced concrete over 4-miles long (including the approximately 2.4 miles of long deck and 2 access ramps) and 24meters wide. There will be two road lanes capable of handling about 8,000 vehicles per day, inclusive of high-speed railway tracks for passenger and freight trains (on the Copenhagen-Hamburg railway line) and a pedestrian/cycling lane. The 44 spans of the access bridges will be 80-meters each, while the 2 central cable-stayed spans will be 160-meters wide each. Works will be completed by end of 2022. When finished, the Storstrom Bridge will be the third longest in Denmark.

FREJUS MOTORWAY TUNNEL (FRANCE-ITALY) Construction of a 6.4-mile - 30ft diameter tunnel in mountainous terrain between France and Italy using a TBM, while managing 550k cubic-yards (cy) of material removal and placement of 100k cy of concrete, including a 16-in. concrete precast tunnel liner.

MELANIE VANDER VALK

Vice President P3 Concession Melanie joined Halmar International and Gavio Group six months ago to focus on the pursuit of major transportation P3 Concession projects across North America, and in this short time she has made strategic strides in positioning our company for the growing P3 marketplace. For over a decade Melanie has advised numerous nations including the UK, Canada, Australia, Netherlands, Sweden and many more on infrastructure project delivery.

She has also progressed the tactical planning of many global and national companies including Bureau Veritas, a world leader in testing inspection and certification based in France, and HOCHTIEF – PPP Solutions, based in Germany.

Her most notable roles include working with HOCHTIEF where she focused on P 3’s together with affiliated companies ACS, Turner Construction, Flatiron Construction, and Dragados.

Melanie began her career with the State of New York’s Empire State Development working with several politicians including four governors.

As a result, she understands the constraints of the public sector in delivering complex projects and will be an integral part in the positioning of Halmar for upcoming projects in the P3 arena.

HIWAY | 19

ATLANTIC COAST FOUNDATIONS FEATURETTE

BUILDING ON A SOLID HALMAR FOUNDATION As Halmar International grew over the past 10 plus years, the foundation was built for a solid future; a future made possible by planning, people, and performance. Halmar began to perform their own deep foundation work and the New York construction industry took notice.

Soon companies were asking Halmar and its “foundation group” to bid work to them; Atlantic Coast Foundations began. With the ability to leverage not only the deep foundation experience of the ACF staff but also the heavy civil construction experience and relationships of Halmar, Atlantic Coast has grown quickly in the market. ACF started working in only May of 2017, but has already completed 4 projects for agencies ranging from the MTA NYCTA and LIRR to the TBTA. ACF has performed projects for several general contractors including Halmar International. The projects for Halmar allowed for a synergy between the ACF and HI staffs and project labor; something that will be built on today and into the future.

Atlantic Coast Foundations is a specialty contractor that bridges the gaps between driven and drilled piles; between engineering analysis/ design and actual construction experience and constructability. ACF may be a new name to some people but the people who define the company are widely known in the Northeast heavy civil and specialty foundation industry.

ATLANTIC COAST FOUNDATIONS HAS BEEN ABLE TO GROW QUICKLY BECAUSE OF THE PEOPLE AT THE CORE OF ACF RICHARD CROCKFORD, OPERATIONS MANAGER Richard came to Atlantic Coast in August of 2016 and has helped bring instant credibility to ACF. Formerly running a major competitor, arguably no one has been more prolific in New York deep foundations over the last 10 years. Richard is currently overseeing operations on all ACF projects.

STEPHAN GALLAGHER, PROJECT MANAGER / GENERAL SUPERINTENDENT Steve transferred over full-time from Halmar to ACF starting January 2017. Steve brings over 30 years of heavy civil experience including years of pile driving and marine construction. Steve is currently mobilizing the ACF Leonard Street project.

PHILLIP GLESSNER, PROJECT MANAGER / GENERAL SUPERINTENDENT Phil transferred over full-time from Halmar to ACF starting May 2017.

Phil has already been the project manager on 2 difficult micropile projects. These projects were successful for ACF, the general contractor and for the owner (MTA NYCTA). Phil is currently overseeing the ACF Unionport project.

MICHAEL POCIUS, CHIEF ESTIMATOR Mike transferred over full-time from Halmar to ACF starting August 2017. Bringing his extensive estimating experience, Mike has helped ACF quickly grow its backlog.

Resources: https://www.transportation.gov/policy-initiatives/build-america/goethals-bridge-replacement-project-staten-island-nynj

HIWAY | 20

CURRENT ACF PROJECTS: SCHIAVONE CONSTRUCTION COMPANY – NYCTA MYRTLE AVENUE PROJECT Low head room micropiles for new viaduct and micropiles for new railroad bridge (were to be installed under weekend G.O.’s and then 8-week continuous bridge shutdown).

Engineered by ACF in-house to replace the bridge abutment drilled micropiles with driven piles (replaced battered piles with plumb piles). Successfully installed driven piles for both abutments on 2-12 hour Saturday shifts (on weekend G.O.’s). Saved SCC approx. 2-3 weeks on the continuous bridge shutdown (of the 8 weeks total to demo and rebuild the entire bridge) and several weekend G.O.’s. ACF also redesigned the micropiles – project completed.

HALMAR INTERNATIONAL – TBTA WHITESTONE BRIDGE ORT 48” diameter permanent casing drilled shafts and 1000mm (39.7”) diameter temporary casing drilled shafts approx. 50’ deep.

Shafts redesigned in-house to standardize sizing – project completed.

SCHIAVONE CONSTRUCTION COMPANY / LANE CONSTRUCTION COMPANY – NYCDOT UNIONPORT BRIDGE Low head room and unlimited headroom temporary micropiles for temporary bridge and permanent micropiles for new bridge – project started November 2017 and will continue into most of 2018.

RAILROAD CONSTRUCTION COMPANY – MTA NYCTA – HAMMELS WYE Drilled micropiles – to start spring of 2018.

WHITESTONE BRIDGE

HALMAR INTERNATIONAL – PANY&NJ – PATH HARRISON STATION Drilled micropiles for new platform – to start spring of 2018.

NEWLY ACQUIRED WORK MTA NYCTA ADA Upgrade at Gun Hill Rd. Station For Nagan Construction Drilled micropiles

UNIONPORT BRIDGE

MTA LIRR JTRACK, LLC – NYCTA ABOVE GRADE VENT SHAFT HARDENING Drilled micropiles – ACF redesigned the micropiles – project completed.

TULLY CONSTRUCTION COMPANY – NYCDDC – TRUCK MAIN REPLACEMENT LEONARD STREET Low headroom drilled micropiles and cfa piles (augercast-in-place piles) – ACF was awarded project based on ACF alternate scheme – redesigned micropiles and CFA piles – mobilizing currently.

HALMAR INTERNATIONAL – MTA LONG ISLAND RAIL ROAD – POST AVENUE BRIDGE REPLACEMENT Low headroom soil anchors (pressure grouted soil anchors) and soil nails – ACF part of successful Halmar design/build bid – ACF redesigned soil anchors and reduced total number of anchors – project completed.

PRISMATIC DEVELOPMENT CORPORATION – MTA NYCTA – CLIFTON YARD FACILITY Driven piles, steel sheeting installation plus additional site civil work (excavation and installation of detention piping) – to start February 2018.

CLIFTON PILE DRIVING LEONARD STREET LIRR LIC YARD RESTORATION for JTrack Drilled Micropiles

UNIONPORT BRIDGE

CLIFTON PILE DRIVING

LEONARD STREET

MYRTLE AVENUE PROJECT HIWAY | 21

ATLANTIC COAST FOUNDATIONS FEATURETTE

BUILDING ON A SOLID HALMAR FOUNDATION As Halmar International grew over the past 10 plus years, the foundation was built for a solid future; a future made possible by planning, people, and performance. Halmar began to perform their own deep foundation work and the New York construction industry took notice.

Soon companies were asking Halmar and its “foundation group” to bid work to them; Atlantic Coast Foundations began. With the ability to leverage not only the deep foundation experience of the ACF staff but also the heavy civil construction experience and relationships of Halmar, Atlantic Coast has grown quickly in the market. ACF started working in only May of 2017, but has already completed 4 projects for agencies ranging from the MTA NYCTA and LIRR to the TBTA. ACF has performed projects for several general contractors including Halmar International. The projects for Halmar allowed for a synergy between the ACF and HI staffs and project labor; something that will be built on today and into the future.

Atlantic Coast Foundations is a specialty contractor that bridges the gaps between driven and drilled piles; between engineering analysis/ design and actual construction experience and constructability. ACF may be a new name to some people but the people who define the company are widely known in the Northeast heavy civil and specialty foundation industry.

ATLANTIC COAST FOUNDATIONS HAS BEEN ABLE TO GROW QUICKLY BECAUSE OF THE PEOPLE AT THE CORE OF ACF RICHARD CROCKFORD, OPERATIONS MANAGER Richard came to Atlantic Coast in August of 2016 and has helped bring instant credibility to ACF. Formerly running a major competitor, arguably no one has been more prolific in New York deep foundations over the last 10 years. Richard is currently overseeing operations on all ACF projects.

STEPHAN GALLAGHER, PROJECT MANAGER / GENERAL SUPERINTENDENT Steve transferred over full-time from Halmar to ACF starting January 2017. Steve brings over 30 years of heavy civil experience including years of pile driving and marine construction. Steve is currently mobilizing the ACF Leonard Street project.

PHILLIP GLESSNER, PROJECT MANAGER / GENERAL SUPERINTENDENT Phil transferred over full-time from Halmar to ACF starting May 2017.

Phil has already been the project manager on 2 difficult micropile projects. These projects were successful for ACF, the general contractor and for the owner (MTA NYCTA). Phil is currently overseeing the ACF Unionport project.

MICHAEL POCIUS, CHIEF ESTIMATOR Mike transferred over full-time from Halmar to ACF starting August 2017. Bringing his extensive estimating experience, Mike has helped ACF quickly grow its backlog.

Resources: https://www.transportation.gov/policy-initiatives/build-america/goethals-bridge-replacement-project-staten-island-nynj

HIWAY | 20

CURRENT ACF PROJECTS: SCHIAVONE CONSTRUCTION COMPANY – NYCTA MYRTLE AVENUE PROJECT Low head room micropiles for new viaduct and micropiles for new railroad bridge (were to be installed under weekend G.O.’s and then 8-week continuous bridge shutdown).

Engineered by ACF in-house to replace the bridge abutment drilled micropiles with driven piles (replaced battered piles with plumb piles). Successfully installed driven piles for both abutments on 2-12 hour Saturday shifts (on weekend G.O.’s). Saved SCC approx. 2-3 weeks on the continuous bridge shutdown (of the 8 weeks total to demo and rebuild the entire bridge) and several weekend G.O.’s. ACF also redesigned the micropiles – project completed.

HALMAR INTERNATIONAL – TBTA WHITESTONE BRIDGE ORT 48” diameter permanent casing drilled shafts and 1000mm (39.7”) diameter temporary casing drilled shafts approx. 50’ deep.

Shafts redesigned in-house to standardize sizing – project completed.

SCHIAVONE CONSTRUCTION COMPANY / LANE CONSTRUCTION COMPANY – NYCDOT UNIONPORT BRIDGE Low head room and unlimited headroom temporary micropiles for temporary bridge and permanent micropiles for new bridge – project started November 2017 and will continue into most of 2018.

RAILROAD CONSTRUCTION COMPANY – MTA NYCTA – HAMMELS WYE Drilled micropiles – to start spring of 2018.

WHITESTONE BRIDGE

HALMAR INTERNATIONAL – PANY&NJ – PATH HARRISON STATION Drilled micropiles for new platform – to start spring of 2018.

NEWLY ACQUIRED WORK MTA NYCTA ADA Upgrade at Gun Hill Rd. Station For Nagan Construction Drilled micropiles

UNIONPORT BRIDGE

MTA LIRR JTRACK, LLC – NYCTA ABOVE GRADE VENT SHAFT HARDENING Drilled micropiles – ACF redesigned the micropiles – project completed.

TULLY CONSTRUCTION COMPANY – NYCDDC – TRUCK MAIN REPLACEMENT LEONARD STREET Low headroom drilled micropiles and cfa piles (augercast-in-place piles) – ACF was awarded project based on ACF alternate scheme – redesigned micropiles and CFA piles – mobilizing currently.

HALMAR INTERNATIONAL – MTA LONG ISLAND RAIL ROAD – POST AVENUE BRIDGE REPLACEMENT Low headroom soil anchors (pressure grouted soil anchors) and soil nails – ACF part of successful Halmar design/build bid – ACF redesigned soil anchors and reduced total number of anchors – project completed.

PRISMATIC DEVELOPMENT CORPORATION – MTA NYCTA – CLIFTON YARD FACILITY Driven piles, steel sheeting installation plus additional site civil work (excavation and installation of detention piping) – to start February 2018.

CLIFTON PILE DRIVING LEONARD STREET LIRR LIC YARD RESTORATION for JTrack Drilled Micropiles

UNIONPORT BRIDGE

CLIFTON PILE DRIVING

LEONARD STREET

MYRTLE AVENUE PROJECT HIWAY | 21

IN THE YARD

THE INTERVIEW: BOBBY SINCLAIR

HEAVY EQUIPMENT MECHANIC: TRAINING AND CAREER INFORMATION

What would you say is your job title for Halmar?

Mechanic How long have you been with Halmar?

28 Years.

Essential to the uninterrupted flow of work on our jobsites is the efficiency of our yard in Maybrook and the men and women that keep our equipment in perfect running order. This is no small job! See what it takes to become one of our dedicated mechanics.

H

eavy equipment mechanics often require little formal education. See what it takes to become one of Halmar’s heavy equipment mechanics. Learn about the training, job duties and responsibilities to find out if this is the right career for you.

You may be able to secure a position as a heavy equipment mechanic with just a high school diploma or GED along with on-thejob training. In this position, you’re essentially functioning like a doctor, diagnosing problems on Halmar’s modern fleet of equipment, and using your skills to restore them to proper working order so they can return to the field. Our mechanics at Maybrook repair and maintain Halmar’s trucks, bulldozers, loaders, cranes, forklifts and railcars. Our mechanics perform repairs and routine maintenance on engines, transmissions, electronic controls, brakes, hydraulics, and electrical systems to ensure that vehicles are safe and perform properly. They also perform routine checks of fluid levels, brakes, hoses, belts, tires, clutches, and perform oil and filter changes.

But you may not be spending all your time working under the hood, Halmar’s additional job duties may include maintaining service logs and road testing the equipment one repairs are completed. Heavy equipment mechanics may also use tools such as torches, saws and welding equipment to fabricate or modify equipment for special applications.

Training & Formal Education Although on-the-job training may be sufficient, formal training programs are an option for those who would like to become heavy

equipment mechanics. Community colleges and vocational schools may offer diesel technology programs that cater to students who aspire to become heavy equipment mechanics. Programs are 1-2 years long and result in either a certificate or an Associate Degree.

Students enrolled in these programs learn the basics of diagnostic techniques, hydraulics and electronics. Completing a formal training program may allow heavy equipment mechanics to advance to the journey level sooner than their peers who have undergone on-the-job training.

Those who decide to learn their trade through on-the-job training may need to train for 3-4 years before they are considered to be fully qualified. Trainees gradually work their way up. They perform routine service tasks and minor repairs after a few months of training, and gradually move on to more advanced jobs. Trainees may also be required to attend week-long sessions hosted by heavy equipment manufacturers. During these sessions, manufacturers instruct trainees in the repair of their equipment. Some manufacturers may offer certification in specific types of repair or for working with specific types of equipment. Earning a certification may allow heavy equipment mechanics to advance their careers or take on more responsibilities.

More Education Can Lead to Faster Career Growth The U.S. Bureau of Labor Statistics (BLS) predicted that heavy vehicle and mobile equipment service technician employment would grow 5% between 2014 and 2024, which is about average compared to all professions. Formal training can give mechanics an edge in the job market. Mobile heavy equipment mechanics

How long have you been in your career choice? 43 Years

(except those working on engines) earned a median annual salary of $48,770 in May of 2015, according to the BLS. While a high school education can get you in the door at the entry-level status for a job as a heavy equipment mechanic, you’re going to need some on-the-job training, which can take up to four years. And again, community colleges offer 1- to 2-year formal training programs in this discipline that lead to a certificate or an Associate Degree Required Education

which can lead to faster career growth.

Employment opportunities for heavy equipment mechanics are projected to grow at the same rate as the national average for all occupations. So a career as a Heavy Equipment Mechanic can be a rewarding choice is you enjoy working on machinery or cars and truck, and it looks like it should provide good job prospects and growth for the foreseeable future.

High school diploma or equivalent; certificates and associate’s degrees are available

Additional Requirements

On-the-job training is common

Projected Job Growth

5%*

(2014-2024) Median Salary (2015)

$48,770 annually*

What other jobs and or companies have you done work for?

New York Bituminous, Maybrook Materials, Granite What made you choose what you do?

When I was 16 my car broke down and the cost of repairs left me broke. I said to myself never again. Since then I fix everything myself doesn’t matter the size or the problem.

What do you like most about your job?

The best part of my job is the daily challenge. Oh and Fridays lol!!

What special training do you have and how do you keep current with that training i.e. seminars and classes that you take each year?

All our training is done on the fly…put your hands on it !

What advice would you give to someone new starting out in your field?

If you don’t like long days getting your hands dirty and working in all weather conditions, then stay in school.

Resources: http://study.com/articles/Heavy_Equipment_Mechanic_Training_and_Career_Information.html

HIWAY | 22

HIWAY | 23

IN THE YARD

THE INTERVIEW: BOBBY SINCLAIR

HEAVY EQUIPMENT MECHANIC: TRAINING AND CAREER INFORMATION

What would you say is your job title for Halmar?

Mechanic How long have you been with Halmar?

28 Years.

Essential to the uninterrupted flow of work on our jobsites is the efficiency of our yard in Maybrook and the men and women that keep our equipment in perfect running order. This is no small job! See what it takes to become one of our dedicated mechanics.

H

eavy equipment mechanics often require little formal education. See what it takes to become one of Halmar’s heavy equipment mechanics. Learn about the training, job duties and responsibilities to find out if this is the right career for you.

You may be able to secure a position as a heavy equipment mechanic with just a high school diploma or GED along with on-thejob training. In this position, you’re essentially functioning like a doctor, diagnosing problems on Halmar’s modern fleet of equipment, and using your skills to restore them to proper working order so they can return to the field. Our mechanics at Maybrook repair and maintain Halmar’s trucks, bulldozers, loaders, cranes, forklifts and railcars. Our mechanics perform repairs and routine maintenance on engines, transmissions, electronic controls, brakes, hydraulics, and electrical systems to ensure that vehicles are safe and perform properly. They also perform routine checks of fluid levels, brakes, hoses, belts, tires, clutches, and perform oil and filter changes.

But you may not be spending all your time working under the hood, Halmar’s additional job duties may include maintaining service logs and road testing the equipment one repairs are completed. Heavy equipment mechanics may also use tools such as torches, saws and welding equipment to fabricate or modify equipment for special applications.

Training & Formal Education Although on-the-job training may be sufficient, formal training programs are an option for those who would like to become heavy

equipment mechanics. Community colleges and vocational schools may offer diesel technology programs that cater to students who aspire to become heavy equipment mechanics. Programs are 1-2 years long and result in either a certificate or an Associate Degree.

Students enrolled in these programs learn the basics of diagnostic techniques, hydraulics and electronics. Completing a formal training program may allow heavy equipment mechanics to advance to the journey level sooner than their peers who have undergone on-the-job training.

Those who decide to learn their trade through on-the-job training may need to train for 3-4 years before they are considered to be fully qualified. Trainees gradually work their way up. They perform routine service tasks and minor repairs after a few months of training, and gradually move on to more advanced jobs. Trainees may also be required to attend week-long sessions hosted by heavy equipment manufacturers. During these sessions, manufacturers instruct trainees in the repair of their equipment. Some manufacturers may offer certification in specific types of repair or for working with specific types of equipment. Earning a certification may allow heavy equipment mechanics to advance their careers or take on more responsibilities.

More Education Can Lead to Faster Career Growth The U.S. Bureau of Labor Statistics (BLS) predicted that heavy vehicle and mobile equipment service technician employment would grow 5% between 2014 and 2024, which is about average compared to all professions. Formal training can give mechanics an edge in the job market. Mobile heavy equipment mechanics

How long have you been in your career choice? 43 Years

(except those working on engines) earned a median annual salary of $48,770 in May of 2015, according to the BLS. While a high school education can get you in the door at the entry-level status for a job as a heavy equipment mechanic, you’re going to need some on-the-job training, which can take up to four years. And again, community colleges offer 1- to 2-year formal training programs in this discipline that lead to a certificate or an Associate Degree Required Education

which can lead to faster career growth.

Employment opportunities for heavy equipment mechanics are projected to grow at the same rate as the national average for all occupations. So a career as a Heavy Equipment Mechanic can be a rewarding choice is you enjoy working on machinery or cars and truck, and it looks like it should provide good job prospects and growth for the foreseeable future.

High school diploma or equivalent; certificates and associate’s degrees are available

Additional Requirements

On-the-job training is common

Projected Job Growth

5%*

(2014-2024) Median Salary (2015)

$48,770 annually*

What other jobs and or companies have you done work for?

New York Bituminous, Maybrook Materials, Granite What made you choose what you do?

When I was 16 my car broke down and the cost of repairs left me broke. I said to myself never again. Since then I fix everything myself doesn’t matter the size or the problem.

What do you like most about your job?

The best part of my job is the daily challenge. Oh and Fridays lol!!

What special training do you have and how do you keep current with that training i.e. seminars and classes that you take each year?

All our training is done on the fly…put your hands on it !

What advice would you give to someone new starting out in your field?

If you don’t like long days getting your hands dirty and working in all weather conditions, then stay in school.

Resources: http://study.com/articles/Heavy_Equipment_Mechanic_Training_and_Career_Information.html

HIWAY | 22

HIWAY | 23

IN THE YARD THE IMPORTANCE OF THE RIGHT APPROACH SUPPORTED BY THE RIGHT EQUIPMENT:

HALMAR’S POST AVENUE BRIDGE REPLACEMENT PROJECT

H

almar and its design partner McLaren Engineering Group was awarded the Long Island Rail Road Design-Build Post Avenue Bridge Replacement project in December 2016. The original approximately 100+ year old 2-track plate girder bridge was due for replacement primarily to allow for the greater width required for the additional mainline track, as a first preparatory step for the LIRR Third Track project.

Additionally, the bridge was built at a time when the vertical clearance provided for truck traffic was significantly lower than today’s higher capacity vehicles. As a consequence, over the decades the bridge had been struck innumerable times by trucks traveling on Post Avenue passing under the bridge, on occasion more than once a day.

The design-build contract required that the original bridge be removed and the new bridge installed and ready for operation over the course of one weekend service outage, which the LIRR scheduled for the weekend of October 21st and 22nd 2017, beginning Friday October 20th at midnight, and ending on Monday morning at 5am, a window of just 53 hours.

The Bay unit used on this project had 80 wheels on 20 axles, to support these very large and heavy loads.

With the design work well underway, Halmar mobilized and began work at the site in June of 2017. Site work and preliminary saw cuts of the east and west abutments were performed to accelerate the work that was to take place during the weekend outage.

To facilitate the quickest possible removal and replacement of the bridge, Halmar opted to use a relatively new concept in accelerated bridge replacement projects, made possible by a piece of equipment called a Self-Propelled Modular Transporter (SPMT).

The use of an SPMT for bridge replacement projects had only been utilized a few times previously in the U.S.

HIWAY | 24

The SPMT unit used on this project was provided by Bay Crane, and had to be ordered 6 months in advance to assure it availability. Boasting a lifting capacity of 1.2M pounds, the SPMT consists of an articulated arrangement of multi-axle platforms each of which can be individually pivoted 360 degrees and is computer operated via a walk along operator with a radio control system. The Bay unit used on this project had 80 wheels on 20 axles, to support these very large and heavy loads. The original bridge structure to be removed weighed in at roughly 700,000 pounds, while Halmar’s new wider structure weighed approximately 600,000 pounds. The replacement sequence began with the SPMT being maneuvered from the adjacent station parking lot, out onto the street while negotiating a 90 degree turn in very constrained space. The SPMT was aligned under the old bridge, lifted off its abutments, transported back to the parking lot, and set down on waiting temporary supports structures. Overnight the upper portion of the east and west abutments, which needed to be modified with new precast segments to achieve the higher elevation and accept the new wider bridge structure, were set in place.

On the next day, the new bridge was lifted from its temporary supports in the parking lot and transported around the same sharp turn, down the street and into position, setting it gently and precisely down on the newly modified abutments 12 hours ahead of the bridge’s required start of service. Once the bridge was in place LIRR force account personnel installed the re-graded track and ballast. Thanks to this unique approach, the LIRR was able to re-open the tracks to service by 5am as planned.

week prior to the weekend outage.

Halmar’s use of this approach on the Post Avenue Bridge Replacement project was a win-win for all concerned including the LIRR, the local community, the traveling public and for the Design-Build Team as well. The bridge was able to be built off site in a controlled environment, resulting in better accuracy of the structure compared with field erection, resulting in better alignment and fit in the field. The LIRR got a superior end product installed in one weekend outage, on-time and ready for their critical high volume

mainline service, the local community did not have to deal with the noise and interruption of typically long construction schedules, and the traveling public that depends on the railroad for their weekday commute, probably returned Monday morning without ever knowing what had taken place over the weekend.

This project represented the first component of the much larger LIRR Third Track project which was awarded to the 3rd Track Constructors (a Dragados, Picone, Halmar JV) in January of 2018.

All the equipment was transported to the site on standard high flat/low boy trailers. No road or lane closures were required. Bay Crane assembled the units onsite in the station parking lot the

HIWAY | 25

IN THE YARD THE IMPORTANCE OF THE RIGHT APPROACH SUPPORTED BY THE RIGHT EQUIPMENT:

HALMAR’S POST AVENUE BRIDGE REPLACEMENT PROJECT

H

almar and its design partner McLaren Engineering Group was awarded the Long Island Rail Road Design-Build Post Avenue Bridge Replacement project in December 2016. The original approximately 100+ year old 2-track plate girder bridge was due for replacement primarily to allow for the greater width required for the additional mainline track, as a first preparatory step for the LIRR Third Track project.

Additionally, the bridge was built at a time when the vertical clearance provided for truck traffic was significantly lower than today’s higher capacity vehicles. As a consequence, over the decades the bridge had been struck innumerable times by trucks traveling on Post Avenue passing under the bridge, on occasion more than once a day.

The design-build contract required that the original bridge be removed and the new bridge installed and ready for operation over the course of one weekend service outage, which the LIRR scheduled for the weekend of October 21st and 22nd 2017, beginning Friday October 20th at midnight, and ending on Monday morning at 5am, a window of just 53 hours.

The Bay unit used on this project had 80 wheels on 20 axles, to support these very large and heavy loads.

With the design work well underway, Halmar mobilized and began work at the site in June of 2017. Site work and preliminary saw cuts of the east and west abutments were performed to accelerate the work that was to take place during the weekend outage.

To facilitate the quickest possible removal and replacement of the bridge, Halmar opted to use a relatively new concept in accelerated bridge replacement projects, made possible by a piece of equipment called a Self-Propelled Modular Transporter (SPMT).

The use of an SPMT for bridge replacement projects had only been utilized a few times previously in the U.S.

HIWAY | 24

The SPMT unit used on this project was provided by Bay Crane, and had to be ordered 6 months in advance to assure it availability. Boasting a lifting capacity of 1.2M pounds, the SPMT consists of an articulated arrangement of multi-axle platforms each of which can be individually pivoted 360 degrees and is computer operated via a walk along operator with a radio control system. The Bay unit used on this project had 80 wheels on 20 axles, to support these very large and heavy loads. The original bridge structure to be removed weighed in at roughly 700,000 pounds, while Halmar’s new wider structure weighed approximately 600,000 pounds. The replacement sequence began with the SPMT being maneuvered from the adjacent station parking lot, out onto the street while negotiating a 90 degree turn in very constrained space. The SPMT was aligned under the old bridge, lifted off its abutments, transported back to the parking lot, and set down on waiting temporary supports structures. Overnight the upper portion of the east and west abutments, which needed to be modified with new precast segments to achieve the higher elevation and accept the new wider bridge structure, were set in place.

On the next day, the new bridge was lifted from its temporary supports in the parking lot and transported around the same sharp turn, down the street and into position, setting it gently and precisely down on the newly modified abutments 12 hours ahead of the bridge’s required start of service. Once the bridge was in place LIRR force account personnel installed the re-graded track and ballast. Thanks to this unique approach, the LIRR was able to re-open the tracks to service by 5am as planned.

week prior to the weekend outage.

Halmar’s use of this approach on the Post Avenue Bridge Replacement project was a win-win for all concerned including the LIRR, the local community, the traveling public and for the Design-Build Team as well. The bridge was able to be built off site in a controlled environment, resulting in better accuracy of the structure compared with field erection, resulting in better alignment and fit in the field. The LIRR got a superior end product installed in one weekend outage, on-time and ready for their critical high volume

mainline service, the local community did not have to deal with the noise and interruption of typically long construction schedules, and the traveling public that depends on the railroad for their weekday commute, probably returned Monday morning without ever knowing what had taken place over the weekend.

This project represented the first component of the much larger LIRR Third Track project which was awarded to the 3rd Track Constructors (a Dragados, Picone, Halmar JV) in January of 2018.

All the equipment was transported to the site on standard high flat/low boy trailers. No road or lane closures were required. Bay Crane assembled the units onsite in the station parking lot the

HIWAY | 25

TECHNOLOGY

SINELEC

O

ne of the most progressive branches of the Gavio family is Sinelec the Gavio group technology company.

Sinelec gathers together the technological expertise of the group in the fields of transportation technology, telecommunications and IT solutions. The experience gained in more than 20 years in developing, installing and maintaining technological equipment in the highway sector makes Sinelec one of the top players in the design and supply of future digital transportation infrastructure.

Since their inception, they have been working with large domestic and international companies, both public and private, helping them to achieve the most ambitious of goals while respecting the highest standards of quality and staying within agreed upon budgets and timeframes.

Their technologies can be found, for example, operating along Italy’s principal motorways, where they have long been making it possible to manage multiple toll collection services and automatically monitor traffic conditions and relay that information to customers in real time, while providing lines of communication between technicians and personnel and video surveillance and support in emergency situations.

New Challenges in the European Marketplace A single device built into cars, motorcycles and heavy goods vehicles that would allow them to traverse the entire European toll-road network, paying what they owe based on the route they actually travel.

This is the ambitious project launched by the European Union under the name European Electronic Toll Service (EETS), a system that would allow for the interoperability of the electronic road toll systems on the motorways of the various European states and which, by introducing the “actual route” concept, will allow users to pay a fee that corresponds to the number of kilometres actually travelled. It is a true revolution in the world of transport, which will streamline every journey, whether it be for business or pleasure.

degrees of efficiency that, even in the most complex of situations, are on average higher than 95% (one of the highest standards on the market). They are also fully compliant with the European Standards in force.

However, we do not operate only on motorways. The versatility of our technologies allows us to design tailored manual and electronic payment systems and vehicle classification and tracking systems applicable across a wide and diverse variety of sectors.

Big things are coming: • • •

Predictive traffic flow management modeling of the operating conditions technological development of smart roads -interconnected vehicles cooperative Solutions and autonomous cars -V2V and V2I communications

Innovative technologies for toll collection One of Sinelec’s strategic sectors of operation is the study and implementation of new toll collection technologies. Thanks to several years of research and experimentation, they have developed an innovative digital ecosystem capable of satisfying the needs of the market and the requirements of European interoperability directives.

Their systems represent an important step forwards in comparison to the standards present on the market today. They combine the most recent equipment with the most advanced software to create versatile and scalable platforms, designed based on our Customers’ needs.

High degrees of efficiency

At Sinelec they believe that tomorrow begins today…

“Our work requires us to “look towards the future” in order to understand each coming change and development and be able to recommend to our Customers the technological solutions that will allow them to face future challenges in an efficient and effective manner.”

NEWSWORTHY

MATT KATKOCIN

C

onstruction News and The Construction Industry Council (CIC) puts together a monthly section that features profiles on industry professionals that they consider to be the next generation. In June of last year they reached out to our own Matt Katkocin to put together a piece about the things, that in his childhood, influenced his career choices and the path his choices have taken him. It also included things like his favorite projects and future goals.

The use of multiple cutting-edge components (from the antennas to the controllers, from the cameras to the VoIP communications devices, from OCR number plate recognition devices to the detection of OBU devices in vehicles), all completely integrated with each other and with the central management system, allows for

Resources: http://caiwestchester.org/news/next-gen-kids-monthly-profiles-of-the-industrys-new-generation/matt-katkocin-p-e/

HIWAY | 26

HIWAY | 27

TECHNOLOGY

SINELEC

O

ne of the most progressive branches of the Gavio family is Sinelec the Gavio group technology company.

Sinelec gathers together the technological expertise of the group in the fields of transportation technology, telecommunications and IT solutions. The experience gained in more than 20 years in developing, installing and maintaining technological equipment in the highway sector makes Sinelec one of the top players in the design and supply of future digital transportation infrastructure.

Since their inception, they have been working with large domestic and international companies, both public and private, helping them to achieve the most ambitious of goals while respecting the highest standards of quality and staying within agreed upon budgets and timeframes.

Their technologies can be found, for example, operating along Italy’s principal motorways, where they have long been making it possible to manage multiple toll collection services and automatically monitor traffic conditions and relay that information to customers in real time, while providing lines of communication between technicians and personnel and video surveillance and support in emergency situations.

New Challenges in the European Marketplace A single device built into cars, motorcycles and heavy goods vehicles that would allow them to traverse the entire European toll-road network, paying what they owe based on the route they actually travel.

This is the ambitious project launched by the European Union under the name European Electronic Toll Service (EETS), a system that would allow for the interoperability of the electronic road toll systems on the motorways of the various European states and which, by introducing the “actual route” concept, will allow users to pay a fee that corresponds to the number of kilometres actually travelled. It is a true revolution in the world of transport, which will streamline every journey, whether it be for business or pleasure.

degrees of efficiency that, even in the most complex of situations, are on average higher than 95% (one of the highest standards on the market). They are also fully compliant with the European Standards in force.

However, we do not operate only on motorways. The versatility of our technologies allows us to design tailored manual and electronic payment systems and vehicle classification and tracking systems applicable across a wide and diverse variety of sectors.

Big things are coming: • • •

Predictive traffic flow management modeling of the operating conditions technological development of smart roads -interconnected vehicles cooperative Solutions and autonomous cars -V2V and V2I communications

Innovative technologies for toll collection One of Sinelec’s strategic sectors of operation is the study and implementation of new toll collection technologies. Thanks to several years of research and experimentation, they have developed an innovative digital ecosystem capable of satisfying the needs of the market and the requirements of European interoperability directives.

Their systems represent an important step forwards in comparison to the standards present on the market today. They combine the most recent equipment with the most advanced software to create versatile and scalable platforms, designed based on our Customers’ needs.

High degrees of efficiency

At Sinelec they believe that tomorrow begins today…

“Our work requires us to “look towards the future” in order to understand each coming change and development and be able to recommend to our Customers the technological solutions that will allow them to face future challenges in an efficient and effective manner.”

NEWSWORTHY

MATT KATKOCIN

C

onstruction News and The Construction Industry Council (CIC) puts together a monthly section that features profiles on industry professionals that they consider to be the next generation. In June of last year they reached out to our own Matt Katkocin to put together a piece about the things, that in his childhood, influenced his career choices and the path his choices have taken him. It also included things like his favorite projects and future goals.

The use of multiple cutting-edge components (from the antennas to the controllers, from the cameras to the VoIP communications devices, from OCR number plate recognition devices to the detection of OBU devices in vehicles), all completely integrated with each other and with the central management system, allows for

Resources: http://caiwestchester.org/news/next-gen-kids-monthly-profiles-of-the-industrys-new-generation/matt-katkocin-p-e/

HIWAY | 26

HIWAY | 27

HALMAR SPORTS

HALMAR EMPLOYEES

Halmar’s invovement in community and the tri-state area.

WHERE THE ACTION IS! The Halmar family is an active one and we recently asked for some pictures of you being active and doing what you love. We would like more photos for future issues, so please send us your favorite pictures of you being active; playing or coaching, winter or summer! Share the sports you love with the Halmar family. Please send all photos to Kim Begonja at kbegonja@halmarinternational.com. Thanks!!

HALMAR RACING

STEWART FRIESEN Stewart Friesen wins pole, leads the most laps and finishes second to two-time NASCAR Camping World Truck Series champion Matt Crafton in Dirt Derby at Eldora Speedway.

— www.motorsport.com Stewart Friesen has mixed emotions following his second-place finish in Wednesday night’s fifth annual Dirt Derby at Eldora Speedway — and that’s perfectly understandable. Friesen won the pole. He won his heat race. He led 95 of the 150 advertised laps at the Big E and even won the second stage. But the 33-year-old Niagara-on-the-Lake, Ontario native could not catch former Camping World Truck Series champion Matt Crafton in the closing laps of NASCAR’s only dirt race in a national series.

“We had a good day yesterday and we had that race circled on our calendar all year and we worked hard to get in contention,” said Friesen. “We got the truck really comfortable in practice and produced good results in qualifying and in the race.”

HIWAY | 28

From the pole, Friesen quickly jumped out to the lead. He held the point for the first 33 laps of the race before Matt Crafton passed the No. 52 Halmar International Chevy Silverado and won Stage 1.

(above) Stewart and son Parker (below) his car at during the Dirt Derby at Eldora Speedway

Friesen regained the lead twice. He was out front when the final caution was called with 15 laps remaining in the race. The yellow flag was a game changer for Friesen. “The top groove came in late in the race and Matt was able to take advantage of that on the final restart and with that groove cleaned up he was able to use that and get a great run on me and take the lead,” said Friesen.

“Second-place sucks but I’m proud of our performance yesterday as a team.”

(Top row above L to R) Brendan McLoughlin coaching hockey, John OConnor playing rugby, Kim Begonja skiiing, Mike Firehock skiing. Bottom row above L to R) Matt Vanagas and Frenchie (behind him) on the slopes, Frenchie Skiing, and last is Nicolas Vanier (Swimming, Running, Biking & Skiing)

HOCKEY

NJ DEVILS What do fire & brimstone have in common with a Jeep Wrangler? Halmar of course!

At last April’s fan appreciation home game the Halmar Wheels Promotion and the New Jersey Devils collaborated to give away a fully customized and autographed Jeep Wrangler. Our shop in Maybrook did an amazing job making this project come to life with lots of neat extras! This annual contest concluded with thousands more entries than in previous years.

Three entries were chosen at random and then the contestants competed in a “closest to the pin” type of game. The enthusiasm this promotion generates is amazing and the fans truly enjoy it!

The Jeep

The Winner HIWAY | 29

HALMAR SPORTS

HALMAR EMPLOYEES

Halmar’s invovement in community and the tri-state area.

WHERE THE ACTION IS! The Halmar family is an active one and we recently asked for some pictures of you being active and doing what you love. We would like more photos for future issues, so please send us your favorite pictures of you being active; playing or coaching, winter or summer! Share the sports you love with the Halmar family. Please send all photos to Kim Begonja at kbegonja@halmarinternational.com. Thanks!!

HALMAR RACING

STEWART FRIESEN Stewart Friesen wins pole, leads the most laps and finishes second to two-time NASCAR Camping World Truck Series champion Matt Crafton in Dirt Derby at Eldora Speedway.

— www.motorsport.com Stewart Friesen has mixed emotions following his second-place finish in Wednesday night’s fifth annual Dirt Derby at Eldora Speedway — and that’s perfectly understandable. Friesen won the pole. He won his heat race. He led 95 of the 150 advertised laps at the Big E and even won the second stage. But the 33-year-old Niagara-on-the-Lake, Ontario native could not catch former Camping World Truck Series champion Matt Crafton in the closing laps of NASCAR’s only dirt race in a national series.

“We had a good day yesterday and we had that race circled on our calendar all year and we worked hard to get in contention,” said Friesen. “We got the truck really comfortable in practice and produced good results in qualifying and in the race.”

HIWAY | 28

From the pole, Friesen quickly jumped out to the lead. He held the point for the first 33 laps of the race before Matt Crafton passed the No. 52 Halmar International Chevy Silverado and won Stage 1.

(above) Stewart and son Parker (below) his car at during the Dirt Derby at Eldora Speedway

Friesen regained the lead twice. He was out front when the final caution was called with 15 laps remaining in the race. The yellow flag was a game changer for Friesen. “The top groove came in late in the race and Matt was able to take advantage of that on the final restart and with that groove cleaned up he was able to use that and get a great run on me and take the lead,” said Friesen.

“Second-place sucks but I’m proud of our performance yesterday as a team.”

(Top row above L to R) Brendan McLoughlin coaching hockey, John OConnor playing rugby, Kim Begonja skiiing, Mike Firehock skiing. Bottom row above L to R) Matt Vanagas and Frenchie (behind him) on the slopes, Frenchie Skiing, and last is Nicolas Vanier (Swimming, Running, Biking & Skiing)

HOCKEY

NJ DEVILS What do fire & brimstone have in common with a Jeep Wrangler? Halmar of course!

At last April’s fan appreciation home game the Halmar Wheels Promotion and the New Jersey Devils collaborated to give away a fully customized and autographed Jeep Wrangler. Our shop in Maybrook did an amazing job making this project come to life with lots of neat extras! This annual contest concluded with thousands more entries than in previous years.

Three entries were chosen at random and then the contestants competed in a “closest to the pin” type of game. The enthusiasm this promotion generates is amazing and the fans truly enjoy it!

The Jeep

The Winner HIWAY | 29

HALMAR SOCIAL

NEWARRIVALS Boris & Julianna Gelfand welcomed baby Quinn Joseph, born 7/9/17, 6lbs 14oz, 19.2 inches. Brothers are Jaylen & Liam.

NEWLYWEDS

James Ku and wife Si Ming Lee welcome son Lucas, born 12/9/17.

Matt & Crystal Katkocin welcomed Colin John born 6/10/17, Brothers – Jack, Declan & William

Left Kevin Eng married Yilih Choong on 5/23/17. Right Nick Pennisi married Kathleen Henriquez on 5/18/17

NEWHIRES2018 Kade Stacey Engineer

Robert Stepian Project Manager

Ray Engen Project Manager/Superintendent

Melanie Valk VP Business Development P3s

Chandra Vadasseri Sr. Chief Financial Officer

Mike Keaveney Engineer

Michael Gagliardi Safety Supervisor

Chris Andrews Area Manager

Daryl Cox Procurement Manager

Renrick Pellew Safety Manager

Brian Mulcahy Superintendent

Christina Gonzalez Field Engineer

Jason Duff Drilling Superintendent

Tom Mulcahy Estmator

Boris Gelfan Controller

Robert Phillips VP Insurance & Surety

Matt Decker Project Manager

Liaqat Sarabi ACF Project Engineer

FEATURETTE

SCOTT SHEERS, ENGINEERS WITHOUT BORDERS

by Scott Scheers, Halmar Intern

I am leading a project for my school’s chapter of Engineers Without Borders. I will be taking a team of five students and a Professional Engineer to a village in Nicaragua for a weeklong assessment trip on December 29th to help them gain access to potable drinking water, among other basic needs.

We’ve been doing our best trying to gain funding in order to reach our $10,000 goal, as outlined on the donations page.

We currently have about 43,000 raised from small donations.

Any donation that can be contributed would be very much appreciated to help us achieve this life altering project to provide a basic necessity many of us take for granted... fresh drinking water.

More information can be found on the donations page.

ENGINEERS WITHOUT BORDERS University at Buffalo Chapter - Nicaragua Water Project’s fundraising page for Engineers Without Borders USA https://support.ewb-usa.org/fundraise?fcid=949347

Lindsay & Mike Rizzo had a baby boy on 10/20/17.

Chase Michael weighed 6lbs 9oz. He joins his sister Savannah.

SEPARATED AT BIRTH

Jennifer Thorp

HIWAY | 30

Sarah Palin Political figure

HIWAY | 31

HALMAR SOCIAL

NEWARRIVALS Boris & Julianna Gelfand welcomed baby Quinn Joseph, born 7/9/17, 6lbs 14oz, 19.2 inches. Brothers are Jaylen & Liam.

NEWLYWEDS

James Ku and wife Si Ming Lee welcome son Lucas, born 12/9/17.

Matt & Crystal Katkocin welcomed Colin John born 6/10/17, Brothers – Jack, Declan & William

Left Kevin Eng married Yilih Choong on 5/23/17. Right Nick Pennisi married Kathleen Henriquez on 5/18/17

NEWHIRES2018 Kade Stacey Engineer

Robert Stepian Project Manager

Ray Engen Project Manager/Superintendent

Melanie Valk VP Business Development P3s

Chandra Vadasseri Sr. Chief Financial Officer

Mike Keaveney Engineer

Michael Gagliardi Safety Supervisor

Chris Andrews Area Manager

Daryl Cox Procurement Manager

Renrick Pellew Safety Manager

Brian Mulcahy Superintendent

Christina Gonzalez Field Engineer

Jason Duff Drilling Superintendent

Tom Mulcahy Estmator

Boris Gelfan Controller

Robert Phillips VP Insurance & Surety

Matt Decker Project Manager

Liaqat Sarabi ACF Project Engineer

FEATURETTE

SCOTT SHEERS, ENGINEERS WITHOUT BORDERS

by Scott Scheers, Halmar Intern

I am leading a project for my school’s chapter of Engineers Without Borders. I will be taking a team of five students and a Professional Engineer to a village in Nicaragua for a weeklong assessment trip on December 29th to help them gain access to potable drinking water, among other basic needs.

We’ve been doing our best trying to gain funding in order to reach our $10,000 goal, as outlined on the donations page.

We currently have about 43,000 raised from small donations.

Any donation that can be contributed would be very much appreciated to help us achieve this life altering project to provide a basic necessity many of us take for granted... fresh drinking water.

More information can be found on the donations page.

ENGINEERS WITHOUT BORDERS University at Buffalo Chapter - Nicaragua Water Project’s fundraising page for Engineers Without Borders USA https://support.ewb-usa.org/fundraise?fcid=949347

Lindsay & Mike Rizzo had a baby boy on 10/20/17.

Chase Michael weighed 6lbs 9oz. He joins his sister Savannah.

SEPARATED AT BIRTH

Jennifer Thorp

HIWAY | 30

Sarah Palin Political figure

HIWAY | 31

HIWAY | 32

HALMAR INTERNATIONAL LLC 421 East Route 59 • Nanuet, NY 10954 TEL: 845-735-3511 • www.halmarinternational.com