HiWay International News August 2020

In This Issue:

In Every Issue:

ASTM Spotlight .........................pg 6 Racing to Beat Hunger ...........pg 24 California Here We Come ......pg 26

Employee Profiles ................pg 28 Flashback Projects ..............pg 34 Greatest Projects .................pg 36

Table of Contents Gavio Group................................pgs 4-5 Welcome to the International Issue of HiWays Newsletter. We have changed our newsletter’s format to reflect changes in our industry as well as within our company culture. Our goal is to bring you more information about who we are and where we are going as a business and an industry leader.

In this issue we take an in-depth look at the history of Gavio and its relationship to other business units within the company. We will also give you the scoop on some of our most interesting projects.

Each new issue will include an exciting look back at some of Halmar’s favorite projects from yesteryear, projects that helped form the foundation for who Halmar is today! Each issue will also feature a look at a few of the major projects whose innovation and progressive nature shaped the industry.

What would our newsletter be without some updates within our Halmar Family? We added a broad strokes view of what has been happening at Halmar in the last few months including employee profiles, information on how COVID has impacted our workday and just what is Halmar U. Our goal is to keep this a quarterly piece and bring you the highlights. We hope you enjoy it!

Because this is your newsletter, we welcome your opinions, thoughts and suggestions. Send your ideas to: kbegonja@halmarinternational.com.

ASTM.............................................pgs 6-9 Itinera SpA.................................pgs 10-13 SINELEC......................................pgs 14-15 Global Footprint........................pgs 16-17 COVID-19 Impact......................pgs 18-21 Human Performance.....................pg 22 CONEXPO Highlights......................pg 23 Racing to Beat Hunger..........pgs 24-25

California Here We Come.......pgs 26-27 Employee Profiles.................pgs 28-29 Welcome Aboard............................pg 30 Separated at Birth........................pg 31 About Halmar U ....................pgs 32-33 Flashback................................pgs 34-35 Greatest Construction Projects in World History.......................pgs 36-37

2020 will go down as one of the most tumultuous in U.S. history. While Australia burned, the U.S. was engaged in a showdown with Iran, the president was impeached, a pandemic rages, George Floyd sparked our consciousness into action and that was just the first half of the year! Most likely the events of 2020 will fundamentally change our lives the way September 11, 2001, did.

As a nation, we must move beyond the intolerant tribalism that defines us by political party, race, gender, religion, class, and sexual orientation. America is unique because it isn’t a homogenous nation and that is our tension but also our greatest strength. We are a nation founded by explorers, communities fleeing religious prosecution, fur trappers and adventurers, traders and farmers, colonists, revolutionaries, slavery and civil war, bankers, industrialists, scientists, and our greatest generation saved the world from tyranny. We are not some romantic version of righteous – we are messy, sometimes we exhibit a crisis in faith or leadership but despite missteps, we remain the greatest country in the World.

As a leading U.S. company and global citizen, Halmar has to be a responsible leader and create value for our shareholders, customers, and employees in a sustainable way that improves our communities, country, and the World. We create infrastructure for everyone to use and we need to be more inclusive of everyone in doing so. We must reverse decades of bias and institutional racism. We must support social justice and equality. We can’t just be tolerant; we will be proactive and accepting. Diversity and inclusion will make Halmar a stronger company.

As we focus on issues at home, it is very impressive what the Gavio Group has accomplished all over the World. We work in multiple ethnic; religious and cultural societies from Europe to the Middle East to Africa to Brazil and the USA. Our presence extends to five continents and dozens of languages. However, our focus on excellence, value, and sustainability is a trademark everywhere the group works.

Chris & Paul

Taking its first tentative steps in the early 1900’s, Gavio Group had its humble beginnings in Castelnuovo Scrivia as a cereal and agricultural products transporter using horse-drawn carts. Over the years, Marcello Gavio’s passion for transportation was passed onto his son, Beniamino, and then, towards the end of the 1950s, to his two grandsons, Marcellino and Pietro. The two brothers, building on the strong foundation of their father’s and grandfather’s labor and entrepreneurial efforts, grew the family business by developing the traffic of cereals and goods towards the main ports in northern Italy. Around the middle of the 1960’s, they moved onto the transport of petroleum products on behalf of leading oil companies.

In the following years, thanks to their great passion, will power and tenacity that has always characterized the two brothers, they continue to develop new services in the transport and logistics sector, but also developed the company’s services in the field of civil construction with the Edilvie Company, specialized in road paving, Itinera, Codelfa and Marcora.

In the middle of the 1990’s, the Group acquired one of the largest Italian construction companies, Grassetto Lavori, thus becoming one of the leading operators in the sector. The Group also diversified its activities by going into the motorway concessions business, acquiring control over Satap, the Turin-Piacenza motorway and ASTM, the owner of the Turin-Milan motorway concession.

The Gavio Group’s core business is in the motorway concession sector. The Group is currently the second largest toll road operator in the world with approximately 4.600 km of roads under concession in Italy and Brazil and the UK, also through the jointly controlled company EcoRodovias.

Gavio Group is now the main toll road operator in the North-west of Italy with approximately 1.423 km of network under concession, through Ecorodovias, one of the largest player in the Brazilian infrastructure sector, manages approximately 3.087 km of roads in the country and through the shareholding in Road Link manages approximately 84 km of roads in the United Kingdom.

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In the road transport sector, in particular, the Group works in the transport of petroleum products and containers, with a large fleet of over 3,000 vehicles (tractors and trailers) and 1,500 workers.

The Gavio Group is one of the main industrial groups operating in Italy today. The Group’s activities range from managing motorway networks under concession, to the realization of large-scale infrastructure works, from the sector of transport and logistics to technology and nautical sectors.

In the logistics sector, the Group boasts important logistic and intermodal centers for the concentration and distribution of goods and the supply of combined services. The Group manages warehouse space and structures in major ports as well as in inland ports and logistic centers.

In the construction sector the Group operates through the subsidiary Itinera, one of the leading Italian construction companies, carrying out largescale infrastructural work and civil and industrial construction work, both as a General Contractor and as a promoter of new project financing initiatives in Public Private Partnership.

The Group is active in the technology and information technology sectors, dealing with the design, realization, and installation of advanced systems applied to transports, such as technological systems for the European motorway network, intelligent toll systems, and “infomobility” systems.

In the engineering sector, the Group, through Sina, guarantees the study, promotion, design, and commissioning of new projects in the sector of largescale roadworks, as well as monitoring and maintaining the same infrastructures.

In the yachting sector, the Gavio Group is represented by three prestigious brands: 1. Baglietto, a historical, over 160-year-old boat yard in La Spezia, specialized in building luxury yachts 2. Bertram Yacht, a nautical icon in the United States 3. CCN, specializing in the construction of high-performing light alloy, steel and aluminum and composite yachts

The Gavio Group is also among the main operators in the transport and logistics sector.

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centers, airports). Itinera also has a new presence in the US market through Halmar, making it a fully integrated, transportation P3 concessionaire with the goal of developing greenfield projects throughout the US and Canada. After launching in May 2018, Itinera Infrastructure and Concessions, the North American Segment of ASTM, has doubled its team to pursue several of multi-billion-dollar transportation infrastructure P3s across the US market.

ASTM / Ardian / Gavio ASTM-Ardian/Gavio Concessions, EPC Technology ASTM S.p.A. is a holding operating in the sectors of motorway management, large infrastructure engineering/construction projects and transport and mobility technology.

ASTM operates in the various sectors dedicated to technologies for the management and monitoring of critical infrastructures through Sinelec, a company that specializes in the design, construction and management of advanced systems for safety, mobility information, toll collection and telecommunications

Large infrastructure design and construction work are carried out by ASTM through SINA S.p.A., the Group’s engineering company, and through Itinera S.p.A., a global player in the construction of transport infrastructure (roads, motorways, railways, subways, bridges, viaducts, tunnels) and of civil and industrial construction projects (hospitals, large shopping

Listed on the Italian Stock Exchange, ASTM is a subsidiary of Nuova Argo Finanziaria, a holding company established by Gavio Group and Ardian, a private investment company.

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Aurelia S.r.l. (“Aurelia”), the financial holding company of the Gavio family, and Ardian, a world-leading private investment house also active in the infrastructure sector (“Ardian”), entered into framework agreement to develop a strategic partnership aimed at strengthening the ASTM/Sias Group in the infrastructure sector. The strategic partnership between Aurelia and Ardian aims at strengthening the role and competitiveness of Gavio Group as a global player in the infrastructure sector, focused on growth, international expansion and value creation for all stakeholders, and able to successfully seize major opportunities in Europe, Latin America, and the United States.

These regions are characterized by important consolidation opportunities in the transport infrastructure, as well as by significant investments and projects in the road and motorway concessions sector.

Ardian is a world-leading private investment house with assets of $71 billion managed or advised in Europe, the Americas, and Asia.

The company is majority-owned by its employees. It keeps entrepreneurship at its heart and focuses on delivering excellent investment performance to its global investor base. Through its commitment to shared outcomes for all stakeholders, Ardian’s activities fuel individual, corporate and economic growth around the world.

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Torino-Piacenza

Projects in Italy: A4: Torino Milano, 130.3 km A21: Torino – Piacenza, 167.7 km

Asti-Cuneo

A12: Sestri Levante – Livorno – Viareggio – Lucca – Fornola – La Spezia, 154.9 km A15: La Spezia – Parma, 182 (1) km A5: Quincinetto – Aosta, 59.5 km A10: Savona – Ventimiglia, 113.2 km A6: Torino – Savona, 130.9 km A33: Asti – Cuneo, 78 (2) km A21: Piacenza – Brescia, 111.6 km A4-A5: Tangenziale di Torino, Torino – Quincinetto, Ivrea – Santhià, Torino – Pinerolo: 155.8 km

Piacenza-Brescia

A58: Tangenziale Esterna di Milano, 3294km T2: Traforo del Gran San Bernardo, 12.894km A32-T4: Traforo del Frejus, TorinoBardonecchia, 94km

Imigrantes e Anchieta

Projects in Brazil: Rio de Janeiro, Noteroi-State of Rio de Janeiro, 23km Curitiba – Porto Paranagua, 137km Paranà – Tripolborder, 387km

Ecovias

Macuri/Ba – Rio de Janeiro border, 476km San Paolo – Porto Santos, 177km Pelotas – Porto Alegre – Porto Rio Grande, 457km San Paolo – Vale do Rio Paraiba, 144km San Paolo Notern Ring Road, 48km Cristalina (Goias) – Delta (Minas Gerais), 437km Montes Claros (Minas Gerais), 364km Jatai (Goias) – Uberlandia (Minas Gerais), 437km

Ecovias

.......................................................................Notable Projects: The Asti-Cuneo Motorway Lot 1.1 included the construction of an Asti-Cuneo motorway, with an overall length of 90.45km, 21 bridges and viaducts (for a total length of 8.27km) and 9 tunnels (for a total length of 10.18km)

At the beginning of the 1960’s Itinera became part of the Gavio Group, the second toll road operator in the world with 4,156 km of roads under concession.

Today, Itinera is one of the world’s top infrastructure players in terms of size, backlog and revenues, operating both as a contractor and on developing the greenfield concessions business.

Itinera has always pursued ambitious goals in complete synergy with the Gavio Group.

The Group’s size, combined with its technical and professional capabilities, enables Itinera to guarantee outstanding results in terms of construction quality and on-time completion for all its clients, public and private.

Itinera is aware that its works facilitate the movement of people and goods and help improve everyone’s quality of life. Worker health and safety, and respect for the environment and the communities in which it operates are guiding principles for Itinera.

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Itinera has been active in largescale infrastructure projects and civil construction for more than 75 years (established in 1938), in Italy and around the world.

The construction of the External East Ring Road in Milan consisted of the construction of the 32km of roadway with three lanes in each direction plus a shoulder. The route included 8.7 km in trench with the remainder of the route leveled or raised. 2.1km of viaducts were built with 1km of cut and cover galleries and 19 changes in secondary roads (overpasses/underpasses) as well as 38km of new roads built and 15km of new bicycle pathway (and improvements to 10km of existing bicycle paths.

In addition to the construction of a high-speed rail between Turin and Milan, the COV.TO.MI High Speed Railway Turin project, separated into three project parts, included the modernization of a new motorways, motorway junctions, tunnels, trenches, viaducts and hydraulic works. The project also included a steel bridge over the Malonette River and a 600m viaduct with steel and reinforced concrete spans to overpass both railway and motorway , viaducts and hydraulic works.

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Project Spotlight: Storstrom Bridge

A Bridge Built for High-Speed Trains

The Danish Road Directorate, Vejdirektoratet, awarded Denmark’s replacement 4km-long road and rail Storstrom Bridge in 2017 to a Joint Venture team comprised of contractors Itinera, Condotte and Grandi Lavori Fincosit along with bridge design consultant Seteco Ingegneria as a subcontractor.

When finished, the Storstrom Bridge will rest on one single line of pillars, giving it a floating architectonic expression. The bridge’s gently curving trajectory and the aesthetically pleasing design of the piers will help ensure its iconic status.

The Storstrom Bridge connects Zealand with Falster via Masnedo and will form an important part of the upgrading of the railway line between Copenhagen and Rodby, and further on to the Fehmarn Belt Link to Germany. The existing bridge is in poor condition and forms a bottleneck in the transport corridor to Germany.

The deck of the bridge will hang from a pylon, which brings together the 40 sloping cables 100 m over the water. The Danish Road Directorate, Vejdirektoratet, noted that a central element of the winning joint venture is to locate the production of bridge elements on Masnedo, in the immediate vicinity of the bridge construction site. Extensive preliminary work and harbor alterations will be needed on Masnedø.

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When completed in 2022, The bridge, to be Denmark’s third longest bridge, will carry a two-lane regional road between a cycle and pedestrian lane and a twin-track railway. It will connect the islands of Zealand to Falster and touch on the smaller Masnedo island. It is an important part of the railway corridor between the Danish capital Copenhagen and Germany.

Roads and Railway Infrastructure Over the years, Itinera has established itself as a leader in the construction of roads, motorways, railways and bridges, developing significant projects in Italy and abroad both in terms of amounts and dimensions, building thousands of kilometers of roads and motorways.

Among the most important projects carried out, the Mestre-Padua Motorway (20 km), the reconstruction of four sections of State Roads in Romania (over 200 km), the construction of a motorway section in Morocco and the reconstruction and expansion of the Turin-Milan Motorway (for a length of over 100 km).

Turin - Milan Motorway

High speed railway TO-MI

Through management of road projects in both flat and hilly terrain, Itinera has acquired expertise in the construction bridges, tunnels, and embankments with different types of materials.

The know-how and experience it has gained means that today Itinera is able to handle most with its own resources, overseeing planning and management to optimize construction time and guarantee the high-quality standards required by national and international clients.

In the railway sector, we point out the successful completion of the Bari-Taranto line, some sections in Sardinia, and in particular the completion of several parts of the new High Speed/High Capacity line between Milan and Turin, with a total length of 125 kilometers.

This entailed an extraordinary effort from both a technical and organizational standpoint, including the extensive management of the labor resources, which involved over 6,000 workers.

Asti-Cuneo Motorway

Itinera has also developed important projects, bringing together financing capabilities, design, construction, and operation on such as the Asti-Cuneo Motorway, and the Milan External East Ring Road. The Asti-Cuneo Motorway Lot 1.1 included the construction of an Asti-Cuneo motorway, with an overall length of 90.45km, 21 bridges and viaducts (for a total length of 8.27km) and 9 tunnels (for a total length of 10.18km) The construction of the External East Ring Road in Milan consisted of the construction of the 32km of roadway with three lanes in each direction plus a shoulder.

The route included 8.7 km in trench with the remainder of the route leveled or raised.

Milan External East Ring Road 2.1km of viaducts were built with 1km of cut and cover galleries and 19 changes in secondary roads (overpasses/ underpasses) as well as 38km of new roads built and 15km of new bicycle pathway (and improvements to 10km of existing bicycle paths.

Milan External East Ring Road 12

Tunnels and Dams

Metro Torino

Itinera has many years’ experience in underground construction work in terrain ranging from rock to lose soil, with the aid of pre-support and consolidation works. It has built more than 100km of road, motorway and railway tunnels.

Itinera’s extensive experience enables it to resolve successfully every type of geological difficulty. Using the know-how of its personnel and specific machinery and systems to set up an effective organization providing techniques and solutions on a case-by-case basis.

Over the years, Itinera has acquired expertise in urban subways and underground station construction, using full-face tunnel boring machines. Project examples include the construction of an automatic subway in Turin and the subway systems construction, Dante – Garibaldi section and continuation until C.D.N. in Naples. Itinera also boasts years of experience in the construction and management of underground multi-story public car parks in cities like Milan and Turin.

Metro Lingotto

Itinera’s many activities in the construction business also include the water and energy sector. It built the dam on the Tirso river near Busachi in the Sardinian province of Oristano, one of Europe’s largest reinforced concrete dams as well as a dam on the Cedrino river near Dorgali in the Sardinian province of Nuoro.

Frejus

In maritime works, Itinera is a member of the consortium working on the Mose Project for the protection of Venice. It has performed important dredging operations and built wharves and docks in Gioia, Tauro, Genoa, and is handling similar operations on a concessions basis in the ports of Taranto and Civitavecchia. Itinera also built the new dolphin pool as part of the project for the expansion of the Genoa Aquarium designed by architect Renzo Piano.

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Its hydraulic projects include numerous riverbank works and interceptor sewers in cities such as Trieste and Florence.

Sinelec is the technology company of ASTM Group, and a global player in the engineering and construction of major infrastructural projects.

Between Sinelec and ASTM, the two gather together the technological expertise of the Gavio Group in the fields of Electronic Tolling, Intelligent Transportation Systems, (roads, tunnels, and bridges), Telecommunications, and IT solutions.

Nearly 1,000 toll collection lanes run on their solutions, processing about â‚Ź 3 billion (euro) in economic transactions for over 500 million transits yearly and a road network of more than 1,400 km is managed with their operation and traffic control platform.

Today, thanks to over 20 years of experience in developing, deploying and maintaining advanced technological solutions for the highway sector, actively involved in the digitalization process of Italian transportation infrastructures enabling road operators to face future mobility challenges like the introduction of connected-autonomous vehicles, electrical cars and new mobility models based on the digital interconnection of transportation services.

The development of innovative solutions for safe and smart management of traffic and transportation infrastructures is one of our priorities since they believe, in line with the Group vision, that the creation of a sustainable mobility model is a key prerequisite for the country’s growth and the well-being of citizens.

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Sinelec, leveraging their experience and the power of digital innovation to design and build solutions that will make transportation infrastructures intelligent.

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Since its inception, Sinelec has 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.

Its 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 emergencies Decades of experience in the management of complex businesses, combined with constant internal research and development and the high level of customization of the hardware and software solutions provide, allow Sinelec to provide support to any type of business, from small and mid-sized companies to large enterprises. They offer the best available solutions and constant personalized support.

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Sinelec is keenly aware that to be competitive in a constantly changing world, it is important to choose the solutions that improve people’s work and lives every day.

Global Footprint

Steps to make the plan a reality:

As a global group, Gavio and all of our companies share the belief that tomorrow begins today! For this reason, the ASTM-SIAS Group has, for some time now, been working towards sustainable development, with the aim of optimizing performance as a company, guaranteeing higher quality and improved safety for our partners and associates, while respecting the environment around us.

They understand that 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.

Thanks to a significant financial and organizational commitment, the Group has been able to introduce internationally recognized and certified safety and environmental management and quality management systems. It has also adopted rigorous procedures to ensure that, every day, all employees and partners conduct themselves in a responsible and proper fashion.

...... ......

- Implement Sustainable Governance in line with best practice.

- Create sustainable value for all Stakeholders over the medium-long term, safeguarding and enhancing the Group’s reputation.

- Promote policies aimed at improving road safety.

- Develop human capital by promoting skills and different cultures.

- Ensure compliance with environmental regu lations and promote energy efficiency poli cies.

- Ensure health and safety in the workplace.

To read more about the sustainability plan please visit https://www.astm.it

“The future begins with a responsible management of the present, starting with the small actions we perform every day.”

The sustainability plan has put into practice procedures to aid in: IMPROVING OURSELVES: The Plan develops the Group’s commitment to sustainability themes with a view to continuously improving its performance and reputation.

TRANSPARENCY: The Plan clearly conveys the Group’s strategic policies on sustainability to all Stakeholders, presenting objectives, principles and values regarding value creation for all Stakeholders over the medium-long term.

MONITORING OUR PERFORMANCE: The Plan enables the definition and monitoring of the sustainability objectives in order to enhance the sense of responsibility and the motivation of the heads of the units involved.

DEVELOPING OUR COMPETITIVENESS: The Plan is an additional element that strengthens the Group’s competitiveness when submitting international tenders by managing its business in line with Corporate Social Responsibility (CSR).

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The Group’s Commitment to Road Safety For this reason the road safety culture created and cultivated within the SIAS group has also contributed to the growth of our company: the ASTM-SIAS group has devised Autostradafacendo, a campaign which places great trust in man, focusing on the fact that a better informed driver will behave in a more virtuous manner, fostering his or her own safety as well as that of others.

Prevention plays a central role in the management of the safety policies. The technical departments of the SIAS operators are backed up by engineering companies, building companies and technological companies for developing a series of actions aimed at preventing and at improving the infrastructures: inspecting the works, design, preservative maintenance, improving the structures and the systems, technological development and improving the network.

Hundreds of initiatives and acknowledgements have been achieved by this activity which tends to contribute to the safety culture. The campaign has seen the involvement of 40 public and private organizations, it has received a great deal of official support and a protocol with the motorway police that is disseminating the results of our work domestically. The activities of Autostradafacendo have also been mentioned in the mid-term report of the United Nations decade of action for road safety (2011-2020).

Having well-built and efficient roads is essential for guaranteeing road safety. However, it unfortunately does not represent an absolute condition for guaranteeing total road safety. There may be vehicle malfunctions. The environmental factor is always lurking. However, it is the human factor that often dominates. The human factor means errors of calculation, which means distracted driving, falling asleep at the wheel, imprudence, which means driving under the influence of alcohol or drugs, and so on

For more information on this an other commitments please visit www.autostradafacendo.it 17

COVID-19 Impact Deemed essential, the construction industry for Halmar continued through the first half of 2020 even amid COVID-19, but the pandemic did change things on our jobsites. Proceedures were put into place to ensure the safety of all of our employees in early March and continue to protect our people today. The team at our One Vanderbilt project outlined for us what their safety proceedures include and where they are with this intricate and high traffic project.

A checklist we review & fill out at the start of each shift. This is a part of our Toolbox/Take 5.

Arrivals and departures brass boards.

There were over 32 units installed.

Work continues strong on the One Vanderbilt Project and the E30300 Escalator and Elevator Project despite the COVID -19 pandemic sweeping NYC and the nation. Considered essential employees, Halmar forces, together with their subcontractors, worked straight through the height of the COVID-19 crisis on both projects taking advantage of the low passenger flows even when NYC was all but shut down.

Halmar quickly implemented a COVID-19 safety program on both projects to ensure the safety of all Halmar employees and its’ subcontractors.

Highlights of the protocols and precautions we are currently following are: • Screening all employees and subs at start of shift. This includes asking various questions such as if employees have come into contact with someone having COVID-19 & showing symptoms themselves.

• Reviewing COVID-19 as a main focus during our Toolbox/Take 5 for each shift. We have changed the way we do our Toolbox Talks. Pre COVID-19, we would have all crews together having one meeting. Now, we split crews up due to Social/Physical Distancing. Each crew has a separate meeting at their designated spots.

• All employees and subcontractors are required to wear face coverings & gloves while on jobsite.

• All employees and subcontractors are notified to wash their hands (at the Station bathroom provided by Transit) before & after lunch/breaks.

• One designated employee for each crew is responsible for cleaning their shanty location during the shift with disinfectants. We have also limited the amount of employees inside the shanty at same time (rotating 3 employees every turn to limit exposure).

• When working in public spaces, we place safety coned bars around work area to prevent public from getting too close to employees.

On May 15, 2020, NYCT declared substantial completion on the One Vanderbilt project. Work will continue through the summer on additional tile finishes change order work valued at $7M recently negotiated with the owner and punchlist work. Final completion on the One Vanderbilt Project to be achieved in August 2020.

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Under a $2M acceleration plan negotiated with the owner, escalators on the E30300 project were completed, tested, and placed into service on June 5, 2020. The elevator is scheduled to be completed and placed into service in late August, 2020. Finishes, including marble, ceilings and historical fixtures will also be completed in August, 2020.

“PPE personal protection equipment had dried up for N95/99 respirators, hand wipes, hand sanitizer, rubber gloves were almost impossible to obtain.

We even borrowed from other HI projects.

Employees working in public spaces. They are surrounded by safety coned bars that keeps them separated from pedestrians.

Constant communication between the projects and the Safety Department were held regarding assistance obtaining PPE from multiple vendors, dealing with the employees concerns regarding working at Ground Zero trying to put their concerns at ease.

These projects were in GCT, 750,000 commuters pass through each day. Enclosed space made it most challenging.

Employees wearing their face covering along with doing their best at keeping social/physical distance from one another.

The shut down period may have limited the flow of commuters through the terminal but then it created additional issues. Basic essentials that we take for granted for example: Coffee and deli options were closed.

If it weren’t for HI employees (both trade and project management) dedication to the projects, we would of had to shut down.”

-Stefano Pappalardo

Employee cleaning the shanty with disinfectants before break/after break.

Fun Fact:

Have you ever heard a voice that you found to be very familiar but you just couldn’t place it?

Metro North was in need of a fluent Spanish speaker to proof read verbiage for their new COVID-19 terminal announcement and asked our own Gus Urrea to edit their spanish. Gus completely edited their version and they asked him to read it out loud to them. They liked it so much that they then asked him to record the message. Now you can hear Gus’s voice in Grand Central Terminal every 15 minutes giveing all passengers the COVID-19 announcement!

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The screens installed inside are Samsung 55” high resolution.

There were over 180 units install throughout the terminal.

We continue to work...

The first quarter of 2020 has brought a complete upheaval of workplace norms across the country and the world...it is not and will not be for a long time, business as usual. We can’t close down our jobsites, our accounting department needs to take care of payments, Information Technology needs to work harder than ever to ensure the flow of information and communication. We reached out to a random group of our staff to see how things have changed for them in the last few weeks.

Here were some of the questions we asked: -What does your home office look like?

-What do you like/dislike about the new working from home situation?

-How have things changed on your jobsite (if you are still on a jobsite)?

-Have you found it to be an easy transition?

We would like to thank everyone that participated and gave us a glimpse into what work is like for them in these anything but ‘business as usual’ times!

“Working from home is relaxing and less of an interruption for me and I have everything I need and working great thanks to the IT department.

The transition is pretty easy as I am pretty flexible however we do need to be in the office to cut checks and pay vendors etc.

The only thing I don’t like working from home is I miss my colleges and our playfulness.

But I do have a little helper at home, I took this work at home opportunity to get A LOT of my filing done and organized with a little help from Tippy (my cat).”

-J. Thorpe

“My home office is a good environment conducive to being productive.

I like not having to commute, it saves 2 hours a day and adds to productivity.

I dislike the ability to collaborate with staff in-person, although given the circumstances it’s probably better off at this time.

Changes in the office: The main office has staggered staff days which ensures less people in the office at one time to keep the social distancing recommendations.

I have found it to be an easy transition, my home office is fully equipped with computer, scanner, copier etc. I login to my office desktop via the VPN and basically mirrors me sitting in the Nanuet office.”

-J. Giardino

“I live in a two family house I own in Hoboken, NJ. The building is 20 feet wide by 40 feet deep so we don’t have a lot of extra space.

With three kids, space to do work is at a premium so we essentially each take a room and make it work from there. My office consists of a my laptop and an old printer.

Actually, at the time I wrote this piece we were down at the NJ shore at my father’s condo. My kids needed a change in environment and the ocean is uplifting although the weather has been very windy and cool.

In terms of the transition, week 1 was hard, week 2 has been easier because I’m more in a routine. The difficulties involve the lack of interaction with my colleagues, the delays in bid, the limitations in our ability to make payments due to computer system limitations. The positives are that our insurance companies have deferred premium payments that are due without cancellation of insurance.”

-R. Phillips

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Another change to business as usual: Friday yoga with Melanie was switched over to a zoom based class so people could join remotely and still enjoy a great workout!

“Kew Gardens continues to work. The Governor has designated transportation infrastructure/construction as an essential service so we are exempt from the 100% workforce reduction.

We’ve adapted to the new environment as quickly as we could. A few of the changes on the job include daily cleaning and disinfecting of the field office trailers, including NYSDOT’s field office to help keep the offices as clean as possible. Our normal cleaning of offices is once a week.

At the early stage of the workforce reduction, we also hired a company named Bio-One to perform disinfecting and a Persistent Antimicrobial Coating which is supposed to protect & disinfect non-high friction areas like door knobs for upwards of one year. One big issue we’re having is locating and providing enough sanitizer for the crews. The sanitizer in the Porta -Johns is being used much more than normal and we’ve had difficulty locating enough to refill them, so we’ve brought in portable hand washing stations to supplement the Porta-Johns.

We’ve implemented the social distancing protocol for all facets of the work including staying apart by 6’-0” for all meetings. We’ve reduced the number of people attending meetings to 10 or less, if there are more attendees required for the meeting, we provide a call in number. We continually discuss and promote to all office and field personnel, the concept of staying home if they’re feeling any illness. Our safety discussions continue to focus on the COVID – 19 protocols. We have had a higher than normal amount of craft personnel calling in sick or staying home out of an abundance of caution which has caused us to prioritize construction activities and reshuffle crews accordingly. At the moment, we have not received any positive COVID -19 results from anyone working on the project.

We’ve had to deal with supplier material delays for certain materials.

Some suppliers have been affected by the reduction in workforce and/or more employees quarantining and/or getting sick from the Virus. Many suppliers from outside of the NYC area have been concerned about allowing their employees to deliver material within the 5 boroughs. This was the case with our structural steel supplier. We worked closely with them to work through that issue and came up with some protocols for their delivery drivers to stay in the trucks while delivering the steel. In certain cases, we’ve used our drivers to pick-up some local material from suppliers, such as rebar.

We continue to work through issues related to COVID-19 on a daily basis. Everyone on the project continues to work hard to progress the job while trying to manage through this unprecedented period of time. We are working together to get through it and only working together as a team will we get through it.

-R.DiNardo

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“I have been getting used to my new schedule here in Watertown, CT. The biggest change for me has been getting used to a new routine without my commute. I was in a groove where I would leave my house at 5:30 and be working out in the gym at Halmar by 7. Then on the job at 8. I also miss playing basketball with the Halmar crew after work. I’m sure we will get back to normal soon enough ! I am excited to get the new Training and Development program up and running once all this passes.

3 out of 4 of my kids are taking classes from home. My oldest Maggie graduated from BU early this year. She is hostess at a restaurant in Colorado Springs and very busy with take-out being so popular now.

My son Trey is a sophomore at Middlebury College in VT. He is home ready to start his next semester online. He would much rather be in VT !!! Ella is a high school sophomore and Pete is in 8th grade. They both will be doing school from home. Hopefully I don’t murder any of them ! LOL” -R. Atkins

“Most of my work is done from home so working remotely is something I am use to...however...my once peaceful home office in now a home schooling facility, a frog hatchery and a TikTok studio! One thing hasn’t changed, my dog is always at my side!” -K.Begonja

What is Human Performance?

Understanding human performance is critical for effective safety and risk management and incident analysis. Human error is often identified as the cause of many accidents.

However, it is the beginning point rather than the end point in truly understanding both accident causation and safety performance.

Human Performance is the next generation in safety. Many forward-thinking organizations are moving this direction because it is based on how employees actually perform work vs. how it is imagined by management. As a result, employee engagement increases to levels not previously thought possible by creating a proactive and positive safety culture.

Human Performance is not a program. It is the application of the science of human failure to error and incident reduction. It is a refreshing and timely new approach that is producing impressive results that old view traditional approaches failed to achieve.

The concepts of human performance are not just about safety. Errors occur in production, quality, customer service and many other areas and affect profitability every year.

Human Performance is about operational excellence and is used to improve all areas of performance.

Human Performance is about becoming a learning organization focused on continuous improvement. It is not possible for an organization to punish or incentivize its way to safety excellence. We can only truly prevent incidents by learning.

• What are the benefits?

• Employee buy-in and engagement • Improved morale • Increased productivity • Increased profits from the reduction of errors and losses • Better understanding of operations • Better understanding of factors that influence employee decisions and behaviors • More effective incident/event analysis than provided by traditional investigative approaches PROSAFE President and CEO, Mike McCarroll, presented a two-hour interactive Introduction to Human Performance presentation to some of Halmar’s Executive members during the 2020 CONEXPO. The presentation was designed to provide an overview into the “New View” of safety, an understanding of human error/human behavior, and why forward-thinking organizations are moving to integrate this operating philosophy for achieving safety excellence.

Background on PROSAFE Human Performance: PROSAFE Solutions provides expert training, consultation and coaching to assure successful implementation and sustainability of Human Performance as a way of operating. They provide guidance based on a proven framework that allows organizations to minimize or avoid pitfalls that could derail the process.

Services include: • HP introduction sessions (2-3hrs) • 3-day courses for managers, safety personnel and implementation teams • 2-day courses for supervisors • 1-day courses for employees • Train-the-trainer courses • Event Learning Team (ELT) training • Event Learning Team coaching • On-going consultation

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CONEXPO-CON/AGG is North America’s largest construction trade show. Held every three years in Las Vegas, this massive event features the latest equipment advances and newest technology applications in every aspect of construction. Over 2,300 exhibitors are represented at the show with products in asphalt, aggregates, concrete, earthmoving, hauling, lifting, trucking, underground construction and more.

Registrations for the show totaled over 130,000.

At the conclusion of the show, cancellations from international attendees totaled less than 1 percent.

“We refer to CONEXPO-CON/AGG as the ‘heavy metal’ show, but it’s more than that. It’s also small equipment, education and technology.

And that was reflected in every way this week,” said Mary Erholtz, Vice President of Marketing at Superior Industries and CONEXPO-CON/ AGG 2020 Show Chairperson. “Giant machines, incredible exhibits, fantastic education and huge expectations. Organizers of CONEXPO-CON/ AGG have a legacy of building and innovating on previous shows, and the 2020 gathering extends that record of success.

According to IFPE Show Chairperson David Price, Global Marketing Manager of HydraForce Inc., “The crowd was much better than expected under the circumstances and most importantly, the right buyers were on the show floor. We were very pleased with the strong showing from the 300-plus exhibitors at IFPE 2020, and we are looking forward to the 2023 show.”

With growing concerns about COVID-19, show management worked closely with the Las Vegas Convention and Visitors Authority and the Southern Nevada Health District to make sure exhibitors, vendors and attendees were provided with heightened cleaning services and hand sanitizers to help reduce the spread of germs and enable show participation to stay healthy onsite at the show.

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The next CONEXPO-CON/AGG will be held March 14-18, 2023 in Las Vegas, Nevada. For more information on CONEXPO-CON/AGG, visit https://www.conexpoconagg.com.

HFR #52 Racing to Beat Hunger The Halmar Friesen Truck Series team has had some time on their hands waiting for the green flag and the returning to the race track at Charlotte Motor Speedway, so they put the time to good use by delivering 16 tons of food out of the team’s race hauler and the timing of the outreach couldn’t come at a more needed time. With school closure, job disruptions, and health risks, more Americans are turning to food banks for much needed support. The Halmar Friesen team’s primary focus was helping food banks in areas in which they work and call home. The Team’s hauler, that typically hauls the HFR #52 Stewart Friesen truck, hauled 32,000 lbs. (~16 tons) of food ~ providing approximately 27,000 meals to vulnerable regions along the East Coast.

They started on Tuesday, May 12th, in North Carolina and made their way to the first food pick up in Chantilly, Virginia, where approximately eight (8) tons worth of food was picked up from a Restaurant Depot Warehouse. The HFR hauler then left the warehouse and drove to deliver approximately four (4) tons worth of food at Manna Food Center in Gaithersburg, Maryland, the premier food bank of Montgomery County. Manna provides food to 32,000 individuals each year and helps in distributing rescued food to soup kitchens, food pantries and emergency shelters county-wide. Later the hauler stopped and delivered the second four (4) tons worth of food to Community Food Bank of New Jersey. Community Food Bank of New Jersey is a member of Feeding America and has a network of more than 1,000 community partners, including pantries, soup kitchens, mobile pantries, and child and senior feeding programs.

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The following day the HFR hauler arrived in the Bronx, New York at the second Restaurant Depot Warehouse location to pick up another eight (8) tons worth of food. It then took a short drive to delivery approximately three (3) tons worth of food to the Food Bank for New York City.

Food Bank for NYC is a non-profit social services organization and major hunger-relief organization that works to fight against hunger in the five boroughs. It aims to organize food, information and support for needy citizens of New York City.

After that delivery the hauler traveled further north to Montgomery County, New York to deliver one (1) ton worth of food to the Montgomery County Sheriff ’s office in part with their food bank donation to help three local food pantries. On the third, and final day the last stop of delivering approximately three (3) tons worth of food was at the Food Bank of Western Massachusetts. Another member of Feeding America, Food Bank of Western Massachusetts provides food to member agencies in Berkshire, Franklin, Hampden and Hampshire counties.

Halmar International will contribute $5,000 to fighting hunger for every top 10 finish and $10,000 for every win for the #52 NASCAR Truck Team this season. We will also match donations from our fans and sponsors up to $100,000. Our goal is to increase awareness of hunger and to raise $200,000 for food banks. Any individual donating $100 or more will get a limited edition t-shirt from Keen Klothing.

“It’s fabulous for Montgomery County that we have a NASCAR driver, in the National spotlight, taking the time to make sure there is a delivery in our county,” Montgomery County Sheriff Jeffery Smith said. “We have been doing everything we can to ensure residents in need receive food and it’s phenomenal to have the Halmar Race to Beat Hunger stop here and assist us in making a difference in our community.”

For more information or to join the race please visit: www.halmarracingtobeathunger.com

“It was a pleasure meeting you. On behalf of Food Bank For New York City and our member agencies we wanted to thank you for your generous donation of shelf stable food you delivered today. Thank you for your support and the work that you are doing in the community during these uncertain times. We truly appreciate it. It was very nice to see the smiles of some of the guys faces when they saw the truck and when I told them what normally goes in those trucks, they were excited. It was a great morale boost. If you need anything else, please let me know.”

- Tami Wilson, VP Operations and Administrative Services at Food Bank for New York City

HFR Donated & Delivered 16 Tons of Food!

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California Here We Come!

Like the early prospectors, Halmar is drawn West for new opportunities. Anticipated P3 projects in California, Colorado, and Washington plus numerous design-build projects throughout the West make this an important market to develop Halmar’s presence in. Specifically, California’s construction market remains a commanding force and within the next several years has several different billions of dollars’ worth of projects underway.

In Seattle, voters have approved a $50 Billion Sound Transit plan. The plan, released at an agency board meeting in March, calls for $50 billion in new projects and services, funded by $27 billion in new tax collections through 2041, along with existing taxes, long-term debt, and federal grants.

Starting in 2018, Halmar hired Jim Laing to set out on facilitating Halmar’s move into the West Coast. Continuing this effort in early 2020 Brian Petersen joined Halmar to ease Halmar into the mid-West. You can read more about Jim and Brian in the following section “Meet Our West Coast Team Leaders”.

Anticipated projects in the West that are on Halmar’s radar include Los Angeles mission of massive transit expansion in preparation for the 2028 Summer Olympic games.

Some of the anticipated projects to open in the next 8 years are: • • • •

The Westside subway extension The Downtown Regional Connector Bus Rapid Transit on Vermont Van Nuys Boulevard Transportation Corridor

Currently, Halmar is teamed with Dragados to pursue a multi-billion-dollar design-build project in Utah, the West Davis Corridor just north of Salt Lake City. The West Davis Corridor job is scheduled to start in 2021.

The new road will begin in Farmington, connecting with Interstate 15 and the Legacy Parkway at Glovers Lane before terminating at 1800 North in West Point. The new freeway alternative will connect to existing state highways and city streets through six new interchanges.

Other major projects are anticipated in; San Francisco, Las Vegas and Denver.

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n Brian Peterse

Meet Our West Coast Team Leaders

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Jim Laing was raised in the suburbs of Boston and graduated from UMASS with a civil engineering degree in 1983.

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He traveled to San Diego to begin his construction career in 1984. In 1994 Jim helped Flatirons construction group bid a $700 Million dollar design build toll road project, and then was assigned to that project until it opened the last segment to operations in the spring of 1999. During his time on the, Jim was involved in the pre-construction efforts with the Designers and transitioned into a manager of the field operations.

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After the project, Flatiron established a design build group to pursue these projects Nationwide and Jim worked on projects in Southern California, Denver CO, Salt Lake City UT, Phoenix AZ and Boston MA. Jim’s career continued in 2000 as an Area Manager for Granite Construction where he worked in the Western US bidding and managing alternate procurement transportation projects. He met Chris Larsen and Paul Atkins when Granite bought Halmar Builders of NY.

Brian Petersen is a 38 year construction veteran starting his career in 1982 upon graduation from the University of Dayton with a Bachelor of Civil Engineering . The first 14 years of his career were spent Blount Brothers Corp (1982-1987) and Mellon Stuart Company (1987-1995) on both commercial and infrastructure related projects along the East Coast.

Projects of note for Brian were the PPG Corporate Headquarters in Pittsburgh, PA and the Naval Training Center in Orlando, FL. In May 1995 Petersen and two others opened the Orlando, Florida office for American Bridge Company where in 1997 he became Vice President running that office up to 2006. Two memorable project were the Boeing Launch Complex 17B modifications are Cape Canaveral Air Station in Florida and the Disney Castaway Cay Cruise Line Island in the Bahamas.

In 2007 Jim moved to work for Tutor Perini and was assigned as the President of the East Coast Civil group leading the NY and MD offices. In 2013 ,he was able to move back to California as the Project Director for the first phase of the Design Build CA High Speed Rail project. In 2018 Chris Larsen discussed his vision with Jim for the expansion of Halmar International to the Mid Atlantic, Central US and Western US. He asked if Jim would join him and Paul in executing his strategic expansion plan.

In 2006 he was transferred to Oakland, California to work on the San Francisco Oakland Bay Bridge Self Anchored Suspension Span Project. Starting out as Operations Manager, he lead the final five years as the Project Director for the American Bridge/Fluor JV guiding the Project to its successful completion. He then went on to open American Bridge’s West Coast office where he successfully ran that operation for four years prior to joining Halmar. Brian is excited to join the Halmar Team as it develops operations on the West Coast focusing on key heavy civil projects with a design build or P3 delivery.

Brian Petersen credits his interest in construction to his late father who was a 45 year veteran of Slattery & Associates from Maspeth, NY.

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California has passed a local sales tax initiative in Los Angeles with the intent to improve the transportation system in the greater Los Angeles area in advance of the 2028 Olympics. The mayor and local transportation agency (Los Angeles Metro) have created a $60 Billion dollar expenditure program which included a program of 28 major infrastructure plans to be completed prior to the 2028 Summer Olympics. These projects include rail and highway improvements with some alternative procurement including PPP opportunities that Halmar International and Itinera Concession group are interesting in pursuing. In addition to the LA market, San Francisco has an ongoing seismic retrofit program at the Golden Gate bridge that we are Targeting in a joint team with Fluor Corporation.

You may spend 8+ hours a day sitting three feet from your cubical neighbor but do you really know them? This section aims to give you a snapshot each issue of four of your co-workers. Here were our interview questions: 1. How long have you been in the construction industry?

2. What was the most interesting job you ever had (construction or otherwise) 3. How long have you been with Halmar 4. Can you give us a quick snapshot of your day 5. What do you like most about Halmar life 6. What hobbies do you enjoy outside of work 7. Tell me something we don’t know (either a fun fact about yourself or some interesting thing you recently learned) 8. Finish this statement: “If I wasn’t an engineer (super/accountant etc.), I would be …”

Lubia Donis

Getting to know you!

...............

I have been in the construction industry for 11 years.

The most interesting job you ever had would be working in the mall at a gadget store.

I have been with Halmar for 6 years now.

A snapshot of my day: During a typical work week, one of my biggest tasks is making sure on Tuesdays payroll checks are cut by 4:30pm the latest. Always to check through the job folders if the timesheets are submitted on a weekly basis day by day, so our data entry can be submitted in a timely manner. Each week garnishments are processed & cut. I handle certain Union benefits, Layoffs, submit Executive Job Cost Reports for all companies, run Weekly overtime reports, & Certified payrolls for specific jobs on a weekly basis.

What I like most about Halmar has been being able to bond with a caring & generous bunch that makes you feel very welcoming!

Outside of work I enjoy spending time with my children and treating them to exciting road trips I randomly come up with. Having them always say “Are we there yet? Where are we going mommy”?

............

If I wasn’t working at Halmar I would be someone who travels the world…it has always been a childhood memory growing up.

Yves Rugasaguhunga

I have been in the construction industry for over 10 years.

I found that the most interesting job I have had is as a Field Engineer… this is where I learned the most!

I have been with Halmar since September 2018. snapshot of my day: (1) Catch up on correspondences from the previous day; (2) Set priorities for the day, (3) Check in with the team, (4) Go after the task list (create, review, collaborate, etc.), (5) Close to-do list items and setup for tomorrow… End! The enthusiasm in the company is what I like best about Halmar.

I like meeting new people, new cultures… so travel is my favorite hobby!

“If I wasn’t an engineer (super/accountant etc.), I would be a doctor, surgeon.”

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Alessandro Rivano

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I started my career in the construction industry back in 1994. I was working for the Italian major construction company Impregilo and I had been assigned for an internship of six months in a jobsite in China where the company was building the third largest dam of the world. After the training I spent another two years in China, then three years in Argentina, five years in Chile, eight years in Brazil and five years in the main office in Italy.

In 2016, I was relocated to the USA and in 2018, I started to work for Halmar. I have been working all this time in construction and private Equity, mostly in the position of CFO. When I was in Brazil, I was nominated Country Manager, which is basically a CEO for all the activities in the Country. I was involved in several M&A transactions, I sat on the Board of a P3 SPV and of the second largest concession holding in Brazil, which we brought to the IPO and went public. I was also involved in business development. It was the first time for me that I was just overseeing the activities of the CFO, without being in such position.

I have been with Halmar approximately 20 months.

Being the CFO, I spend most of my time overseeing the Financial activities (Financial Statements, FP&A, cash control, cost control, etc.) that are headed by Joe Giardino and Alejandro Meillon. I strictly work with Risk Management and HR. I also cover the function of CFO of our P3 sister company IIC, where I work with Kate Speirs and Ryan Prince most of the time.

Rob Stepien

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I have spent 30 years in the construction industry I worked on the Verrazano Narrows Bridge – performing steel repairs and painting the underside of the bridge off a large movable work platform that we erected on a barge and lifted into place using cable mounted hydraulic jacks. I got over my fear of heights pretty quick!

I have been with Halmar 2 years and 3 months.

My day: I get to office, review night shift work, read and reply to emails, meet with staff and go over the day’s field work, review schedules, sign off on timesheets and invoices, review project costs, track extra work on H1601 One Vanderbilt project, walk the field, daily conference calls on H1803- E30300 project, set up night shift work

I really enjoy the family feeling of working here, I like that Chris and Paul know everybody for many years and in general I see happy and motivated people working for us.

What I like best about Halmar life is that it is a well-organized, well-run company. Helpful and friendly field support from home office and shop/ yard.

I have lots of interests, like astronomy (I watch stars and planets with my own telescope), I occasionally play tennis, I am learning to play golf, I watch Italian soccer an NHL hockey on TV.

Outside of work I skiing, running/exercise, yardwork/gardening, kayaking, and paddle boarding.

When I was about 7, my teacher asked the class to make a drawing of the work we wish to do when adults. I drew a man with a suitcase and baggage entering into an airport. That’s pretty much what I have been doing so far, considering that I have been working in Europe, Asia, South America and North America and travelling all around the globe for pleasure and for work reasons.

Something we don’t know: I worked on Grand Central Station 22 years ago on my first project as project manager. It was a 40 mil dollar project installing a new elevator, new tile, and finishes to the station. On my current project with Halmar, we are now removing and replacing some of those finishes. My career has come full circle!

“If I wasn’t an engineer (super/accountant etc.), I would be … I would probably be working for an infrastructure fund or maybe a lawyer specialized in claims and litigations in the infrastructure industry.”

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“If I wasn’t an engineer (super/accountant etc.), I would be … a plumber.”

Welcome to the team...

In the past couple of years, Halmar has grown exponentially and with the size of the office and the projects we pursue, we have also grown in the number of employees within our organization. We would like to take a moment and welcome everyone that joined us in 2020.

Joe Iniguez, Business Development John Patrick Farina, Field Engineer Kalesi Andrews, Field Engineer Vince Maraia, Estimator Brendan Woods, Field Engineer John Connelly, Field Engineer Danielle Rabadi, Estimator Anne Harris, Project Controls Specialist Holly Turner, Executive Assistant Shaelis Jusino, Office Assistant Christy Allosada, Office Manager Neil Pasmanik, General Counsel Brian Petersen, Area Manager, West Region

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David Sikorski

Alan Rickman

Irish and Eastern European descent, Vice President, Director of Special Projects with Halmar since September 2019.

English/Irish/Welsh actor best known for his rolls as Hans Gruber in Die Hard and Snape in the Harry Potter films.

-Nick Name: from my college days…Zeke -Birthplace: Bridgeport, CT -Date of Birth: May 2, 1962 -Astrological Sign: Taurus -Number of Siblings: 0 (two half sisters) -Hair and Eye Color: Brown, Hazel -Height in Feet: 6 feet -Weight in Pounds: 170lbs -Favorite color: Blue -Foot size: 10 -First Career: Engineer -Most beautiful places you have visited: Annecy, France & Banff, Canada

-Nick Name: Alan -Birthplace: Acton, West London -Date of Birth: February 21, 1946 -Astrological Sign: Pisces -Number of Siblings: 3 -Hair and Eye Color: Both Light brown -Height in Feet: 6 feet -Weight in Pounds: 180lbs -Favorite color: Black -Feet size: 11 -First Career: Graphic Design -Most beautiful place you have visited: Austrialian Outback

-Personal Heros and Why: 1) All of the American service men and women: Unselfishly giving their all for all of us. 2) Greg Lemond, the greatest American cyclist.

He was the first non-European to have great success in European cycling and won the Tour de France on three occasions and the World Championships twice. Two of the Tour de France victories came after being accidentally shot by his brother-in-law in a hunting accident.

After nearly dying, he worked his way back to the top of the sport, incredible will, desire and perseverance.

-Personal Hero and Why: Actor Fred Astaire, “for the incredible discipline and hard work and bleeding feet that end up looking effortless.”

-Fun Fact about David: I love to travel and am an avid cyclist. I’ve been to the Tour de France two times, completed an ironman triathlon, and completed three 24-hour mountain bike races. I’ve convinced my two daughters (Hannah and Riley) that they love cycling too!

-Fun Fact about Alan: Alan failed his California driving test the first time he tried for “driving too cautiously through a green light.”

Rickman was the Honorary President of the International Performers Aid Trust (IPAT). The organization assists artists and performers around the world who are challenged by poverty, helping them to hone their craft for a brighter future. He was also an active patron of the charity called Saving Faces.

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Halmar University Learning and Development Program We were excited to kick-off the Halmar University Learning and Development program on May 21st. Halmar U was designed just like a college curriculum to provide participants with a comprehensive education on every aspect of operations at Halmar International.

So, what do we have to gain by implementing Halmar U? By now everyone in Halmar has read Team of Teams, by Gen. Stanley McChrystal. This book offers clear insight into the goals of our L&D program. General McChrystal explains in his book that teams existing in separate silos tend to become insular, focusing primarily on themselves. Our goal at Halmar is to assure that our teams take their “blinders off,” so that they are better able to get a sense of the big picture. In so doing, we can pull in the same direction thereby creating an inter-connected group of teams that can effectively communicate with each other. This will only make us more productive.

On May 21st Early Management Group 1, consisting of field employees from four different job sites, was the first group to start their curriculum. The first session featured presentations from Safety Director Stefano Pappalardo on Accident Prevention and Job Costing Manager Alejandro Meillon on Job Costing.

Over the past several months, Rich Atkins and Maureen Moschetti, both with Halmar Learning and Development, along with Alan Wadman, HR Director, collaborated with senior leaders to implement two programs within Halmar University: 1) The Halmar Early Management Program, and 2) The Halmar Advanced Management Program. The Halmar Leadership team hand-picked all participants, along with all course topics in each program. Courses have been developed and will be taught by our own in-house subject matter experts. To comply with Covid-19 pandemic protocol, courses are currently being presented virtually via Zoom but we look forward to face-to-face classroom instruction as soon as possible.

The 3 Early Management groups will cycle through ten courses over a one-year period. Upon completion of all courses, the Early Management groups will have a break before graduating with their colleagues to form an Advanced Management group. The idea is to keep the “wheel” moving and provide opportunity for our rising stars to prepare for advancement.

Halmar Advanced Management Program: Designed for operations professionals with 5-10 years of Halmar service, the 2 Advanced Management groups will cycle through nine courses over a one-year period. These higher level courses include topics like Design-Build Construction, Financial Management and Cash Flow, Planning and Advanced Scheduling and Creating a Culture of Quality. Eventually, some of our top Advanced Management participants will graduate up to an Executive Management program (which is currently under development).

Halmar Early Management Program: Designed for operations professionals with 2-3 years of Halmar service, Early Management participants have been placed into 3 groups to ensure small class size and encourage dialogue and exchange of thoughts and ideas. Course topics include Quality Control and Assurance, Principles of Estimating, Project Administration and Equipment Management.

Stay Tuned for Rollout in Q4 2020: • Leadership Skills: Intended for participants in both the Early Management and Advanced Management groups. An external vendor will be used for this development course.

• A Young Leaders Forum: Intended for junior staff, this forum will focus on developing communication skills, team building and understanding Halmar core values.

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Who is Rich Atkins?

Role at Halmar: Director of Employee Development Start date: End of last September Daily snapshot: Every day is different. Most of my time was invested in setting up the Learning and Development schedule, curriculum and syllabus. Now that we have that set up I am collaborating with our Subject Matter Experts and making sure that their content is ready to be presented. Also, I am responsible for getting a schedule and syllabus out to our participants along with Zoom invites for each class. Our classes will be virtual until it is safe to get everyone back together in the conference rooms. I’ve also been working with companies like Dale Carnegie and FMI to get our participants some outside leadership and personal skills training.

How long in the construction industry ?

I spent my first year after college framing houses in Portsmouth, NH. That is the extent of my construction industry experience. I’m approaching the Halmar University job from a teacher’s perspective.

Most interesting job ever: Worked as a Private Investigator before I went into teaching.

Hobbies: Golf, guitar, painting, exercise & attending my 4 kid’s sporting events

What do I like most about Halmar life ?

I would say the camaraderie that exists throughout the company. I worked primarily with public school 4th- 8th graders for 25 years, so it was a big change working only with adults. Chris and Paul have hired some really good people that are smart and fun to be around. Also, we have a good group that likes to play basketball after work.

Fun Fact: I ride a unicycle If I wasn’t working at Halmar I would be living/working in my open air art studio on the Greek island of Paros.

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Flashback Projects The Hamilton Fish Newburgh–Beacon Bridge is a cantilever toll bridge that spans the Hudson River in New York State. The bridge carries Interstate 84 (I-84) and New York State Route 52 (NY 52) between Newburgh and Beacon. Consisting of two separate spans, the original northern span which carries westbound traffic, was opened on November 2, 1963, as a two-lane (one in each direction) bridge.

[1] A second, parallel span completed in 1980, designed by Modjeski & Masters but constructed by the American Bridge Company, was opened to traffic now carries all eastbound traffic. Still often referred to by its original name, the Newburgh–Beacon Bridge, in 1997 the bridge was rededicated in honor of Hamilton Fish who was a Governor of New York, Lieutenant Governor, United States Senator from New York, U.S. Secretary of State, a Member of the U.S. House of Representatives from New York’s 6th congressional district, and a patriarch of the prominent Fish family.

The Newburgh-Beacon Bridge Location: Beacon, NY Owner: NYSBA Contract Value: $6 Million Completion Date: 1980

The Hutchinson River Parkway Location: Westchester County, NY Owner: NYSDOT Contract Value: $87 Million Completion Date: EARLY 90’s

Completion date: 1992 The Hutchinson River Parkway begins at the Bruckner Interchange in the Bronx, where I-95, I-278, I-295, and I-678 all meet. It continues northeast past I-684, where the parkway heads easterly and northerly into the town of Rye and the village of Rye Brook, and then connects to NY 120A and becomes the Merritt Parkway at the Connecticut state line. The Hutchinson River Parkway Project consisted of the reconstruction of 2.3 miles of parkway and the construction of ten bridges. It included major earth and rock excavation and embankment, storm drainage, structural excavation, and backfill. The project was completed six months ahead of schedule.

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The growth to 400 passenger planes and more demanding security requirements had compromised the logic and way finding of the 1957 Arrivals Building at JFK. To address that, the Port Authority with IAT LLC joined forces to create a renewed vision for JFK Airport and the International Arrivals Building (Terminal No. 4) the architectural design and spatial strategy of the new facility creates a great arcing roof as the terminal’s signature form. The 3-level Terminal is one of the most modern and efficient terminals in the New York area, serving 35 international and domestic airlines and carrying nearly 9 million passengers each year. Halmar completed the landside construction for the new $1.3 Billion terminals, including roadways and parking, toll plazas, walkways and canopies, elevated arrivals-level ramps and bridges, approximately 30,000 CY of concrete and about 70,000 tons of steel. The work also entailed extensive utility relocations (5kv power, sewers, water mains, FAA cables and drainage), piles, concrete and steel, excavation and sheeting and associated site work.

Terminal 7 at JFK International Airport was originally built for BOAC and Air Canada in the early 1970s. In 1997, the owner of JFK, Port Authority of NY & NJ, entered into an agreement with British Airways to expand the terminal and improve. The renovated terminal has 12 gates. Later, British Airways announced that it would undertake a major expansion and reconstruction program to enhance its ground facilities to upgrade the travel experience for its premium customers, including check-in and baggage, retail facilities, and first-class lounge areas, as well as working with the Port Authority to enhance adjacent roadway and parking facilities. Halmar Builders of New York was the prime contractor for all the structural and civil work associated with the major expansion and reconstruction of the British Airway Terminal. This $92 million project was highlighted by the first use of Taper Tube Piles.

JFK International Airport Terminal 4 and British Airways Location: Queens, NY Owners: PANYNJ, British Airways ($97 Million) and PANYNJ ($92 Million) Both Completed Between: 2000-2002

The Alexander Hamilton Bridge Location: New York City, NY Owner: NYSDOT Contract Value: $407 Million Award Date: 2009 Completion Date: 2013

Halmar led joint venture team was awarded the largest project in NYSDOT history to rehabilitate the Alexander Hamilton Bridge and Highbridge Interchange Ramps in New York City, consisting of 9 bridges and 4 temporary ramp bridges. Built in 1963, the bridge carries eight lanes of Interstate-95 and US Route 1 across the Harlem River; 175,000 vehicles/day. The total length of the bridge, including approaches, is 2,375 feet and includes two parallel arches. Construction work entailed replacing and widening the bridge deck, splicing existing girders and providing continuous spans at piers; replacing floor beams and stringers, installing additional intermediate longitudinal girders, installing shear stud connectors for composite bridge deck design, replacing concrete cap beams for piers, extending and strengthening existing concrete caps for piers, repairing substructure concrete, replacing drainage, lighting, overhead signage and approach slabs. As part of the scope of work, the construction team widened and provided structural improvements for several ramp structures, including the replacement of the 2-span concrete rigid frame Underhill Avenue Bridge over Interstate-95. Construction of the new structure at Underhill Avenue will be an I-span, multiple steel I-beam bridge, and includes relocation of utilities carried on the existing bridge, reconstruction of the approach roadways, and drainage.

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Greatest Construction Projects in World History............................

The Channel Tunnel, occasionally referred to as the Chunnel

and thought to be one of the longest tunnels in active use worldwide, is a 50.45-kilometre (31.35 mi) railway tunnel that connects Folkestone (Kent, England) with Coquelles (Pas-de-Calais, France), beneath the English Channel at the Strait of Dover. It is the only fixed link between the island of Great Britain and the European mainland. At its lowest point, it is 75 m (250 ft) deep below the sea bed and 115 m (380 ft) below sea level. At 37.9 kilometers (23.5 mi), the tunnel has the longest underwater section of any tunnel in the world. The speed limit for trains through the tunnel is 160 kilometers per hour (99 mph).

The tunnel carries high-speed Eurostar passenger trains, the Eurotunnel Shuttle for road vehicles—the largest such transport in the world—and international freight trains. The tunnel connects end-to-end with the high-speed railway lines of the LGV Nord and High Speed 1. In 2017, through rail services carried 10.3 million passengers and 1.22 million tons of freight, and the Shuttle carried 10.4 million passengers, 2.6 million cars, 51,000 coaches, and 1.6 million lorries (equivalent to 21.3 million tons of freight).

• An average of 50,000 people travel via the tunnel each day. That’s an average of around 6,000 cars and 400 trains.

• Journeys are surprisingly quick! You can travel from end to end in as little as 35 minutes.

• The vast majority of people who travel via Channel Tunnel are British – in terms of car passengers, a staggering 85% of people visit from the UK.

The Panama Canal is an artificial 82 km (51 mi) waterway in

Panama that connects the Atlantic Ocean with the Pacific Ocean.

The canal cuts across the Isthmus of Panama and is a conduit for maritime trade. Canal locks are at each end to lift ships up to Gatun Lake, an artificial lake created to reduce the amount of excavation work required for the canal, 26 m (85 ft) above sea level, and then lower the ships at the other end. The original locks are 32.5 m (110 ft) wide. A third, wider lane of locks was constructed between September 2007 and May 2016. The expanded canal began commercial operation on June 26, 2016. The new locks allow transit of larger, neo-Panamax ships, capable of handling more cargo.

France began work on the canal in 1881, but stopped because of engineering problems and a high worker mortality rate. The United States took over the project in 1904 and opened the canal on August 15, 1914. One of the largest and most difficult engineering projects ever undertaken, the Panama Canal shortcut greatly reduced the time for ships to travel between the Atlantic and Pacific oceans, enabling them to avoid the lengthy, hazardous Cape Horn route around the southernmost tip of South America via the Drake Passage or Strait of Magellan and the even less popular route through the Arctic Archipelago and the Bering Strait.

• Between 13,000 and 14,000 ships use the canal every year.

• The Three Locks of The Panama Canal is a journey taking between 8-9 hours • The Panama Canal was one of the first projects to use concrete.

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The Brooklyn Bridge, the world’s first major steel-wire suspension

bridge,[14] uses a hybrid cable-stayed/suspension bridge design, with both horizontal and diagonal suspender cables.[15] Its stone towers are neo-Gothic, with characteristic pointed arches. This New York City bridge, spans the East River between the boroughs of Manhattan and Brooklyn. Opened on May 24, 1883, the Brooklyn Bridge was the first fixed crossing across the East River. It was also the longest suspension bridge in the world at the time of its opening, with a main span of 1,595.5 feet (486.3 m) and a deck located 127 ft (38.7 m) above mean high water.

The span was originally called the New York and Brooklyn Bridge or the East River Bridge but was officially renamed the Brooklyn Bridge in 1915.

Proposals for a bridge connecting Manhattan and Brooklyn were first made in the early 19th century, which eventually led to the construction of the current span, designed by John A. Roebling. His son Washington Roebling oversaw the construction and contributed further design work, assisted by the latter’s wife, Emily Warren Roebling. While construction started in 1870, numerous controversies and the novelty of the designed construction process caused the actual construction to be prolonged over thirteen years. Since opening, the Brooklyn Bridge has undergone several reconfigurations, having carried horse-drawn vehicles and elevated railway lines until 1950.

To alleviate increasing traffic flows, additional bridges and tunnels were built across the East River. Following gradual deterioration, the Brooklyn Bridge has been renovated several times, including in the 1950s, 1980s, and 2010s.

• On the first day it was open, over 150,000 people and 1,800 vehicles crossed the Brooklyn Bridge. Today about 150,000 vehicles cross the bridge each weekday.

• The Brooklyn Bridge has become one of the most famous sights in New York. It also features in dozens of movies, including Spiderman, Moonstruck and The Siege.

• The bridge weighs almost 15,000 tons and contains about 15,000 miles of wire. Each of the 4 main supporting cables is almost 16 inches in diameter.

• In 1901, a man was sentenced to two years in jail for ‘selling’ the bridge to a tourist.

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We would like to thank everyone whose input made this edition possible. A special thanks to Diana Rodriquez for her keen eye that captures all of our projects beautifully. Our project engineers and staff, through project progress documenting, are a wonderful resource for photographs and are encouraged to keep taking great pictures of our amazing projects!

Stock photography courtesy of Pixabay, FreePik and Unsplash, all wonderful resources for royalty free pictures.

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Halmar International www.HalmarInternational.com 421 Route 59 Nanuet, NY 10594 845.735.3511