Winter 2024 | MWH Foundations Newsletter

FOUNDATIONS The Official Newsletter of MWH | Winter 2024

Welcome to the 2024 winter edition of our MWH newsletter. This year marks an exciting new chapter for us, becoming part of Obayashi Corporation and continuing to break new ground in water infrastructure and industrial markets. In this edition, we delve into cutting-edge projects and celebrate achievements that highlight our dedication to making a real difference in the world of water infrastructure.

A FEW WORDS FROM BLAIR

We go to San Francisco to understand what makes the Biosolids Digester Facilities Project (BDFP) so unique. Partnering with the community, MWH is breaking down barriers and making honest efforts to integrate local and hyperlocal businesses and residents, which is paying dividends for the City, the project, and the community. In addition to San Francisco, we recognize much-deserved awards for projects in Utah and with Slayden in Oregon. We also look forward to an upcoming project in Nevada.

As we reflect on the past, we celebrate the tenth anniversary of not one but two projects: the Water Treatment Plant No. 4 in Austin and the Tres Rios Water Reclamation Facility in Pima County, Arizona. These projects

In this edition, we delve into cutting-edge projects and celebrate achievements that highlight our dedication to making a real difference in the world of water infrastructure. remind us of our progress and inspire us to persist in paving the way to a sustainable future for industries and communities that depend on water.

I am proud of our past and invigorated by the future we are building together. The stories in this newsletter highlight our dedication to creating a positive impact. Thank you for being an integral part of our journey towards building a better world!

MWH makes progress on landmark Biosolids Digester Facilities Project in San Francisco Read more on page 06

As a leading U.S. contractor in water, wastewater, and industrial water construction projects, we are committed to delivering maximum value to clients and their communities. MWH history dates to the early 19th century and features some of the world’s most groundbreaking water and wastewater innovations as well as specialization in client-focused collaborative delivery methods.

EDITORIAL TEAM: Lana Piskorowski, Justin McDonnell CONTENT CONTRIBUTORS: Miranda Bacon, Alexis Gee, Michael Haarman, Warren Howard, Kelly Jegorow, Katharine Mallon, Justin McDonnell, Lance Ota, Tom Paul, Lana Piskorowski, Danielle L’Antigua, Jackie Leach, Joe Sesil, Jorge Torres, Quentin Williams, PHOTOGRAPHERS: Obed Alfonso Diaz, Lance Ota CONTRIBUTING DESIGNERS: Miranda Bacon, Debora Motta

Copyright 2024 by MWH Constructors. All rights reserved. MWH, the MWH, Slayden and Methuen logos and Foundations are service marks of MWH . MWH is an equal opportunity employer.

CONTENTS A nightime shot taken during the construction of Logan Regional WWTF, which recently won the ENR Intermountain Award of Merit. Read more on page 08..

on the cover

6

8

10

12

14

How the Biosolids Digester Facilities Project is Setting New Standards in San Francisco

MWH Receives ENR Intermountain Award of Merit for Logan Regional Wastewater Treatment Facility Project

16

Transforming Austin’s Water Landscape

18

Methuen Construction Project Spotlight: Gloucester Flood Control

19

Slayden Constructors Secures AGC PRIDE Award for Outstanding Safety Practices

20

MWH’s CommunityCentered Approach at San Francisco’s Biosolids Digester Facilities Plant Project

22

Hydrolager: Crafting Sustainability in Every Sip

Planting Seeds of Change in the Bay Area

MWH Spearheads Ozone Equipment Upgrades Project in Las Vegas

Tres Ríos Water Reclamation Facility (WRF) Project : A Lasting Impact

How the

setting new BIOSOLIDS DIGESTER isstandards in FACILITIES PROJECT San Francisco MWH is continuing to work uninterrupted on the Biosolids Digester Facilities Project (BDFP). The long-term, largescale project represents a significant overhaul of the Southeast Treatment Plant, San Francisco’s largest wastewater pollution treatment plant.

BDFP is set to redefine the way wastewater is treated in the city, aiming to process up to 800 million gallons per day (MGD) and serving about

6

Author: Justin McDonnell

80% of the city’s population. Implementing state-of-the-art technologies and innovation, the project underscores MWH’s commitment to environmental sustainability and urban rejuvenation. The revamped plant will set new standards in waste management and pollution control, marking a major milestone in San Francisco’s environmental management history.

The project, a joint venture between Webcor and MWH, combines Webcor’s expertise in concrete construction with MWH’s innovative approach to water and wastewater infrastructure and handson problem solving. This partnership is not only about building infrastructure but also about setting new benchmarks in waste management and pollution control.

As we approach the end of 2023, significant progress has been made. The new digesters, designed to modernize the facility and control odors, have been fully cast.

These structures are undergoing pre-stressing, a critical process that strengthens the concrete to withstand future pressures, and water testing to ensure they are watertight and structurally sound.

The construction of the solids waste pre-treatment facility, now emerging above ground with its second floor erected, marks a visible milestone in the BDFP’s journey.

Warren Howard, Quality Manager with over two decades in water and wastewater management, remains inspired and invigorated by these groundbreaking advancements. Howard shares his excitement, “Even after 20 years in the field, it’s projects like these that still surprise and energize me. Building this brand-new facility on an active site is unique for our industry. We’re employing the most advanced wastewater treatment techniques and technologies to lessen the environmental impact on the Bay Area.

We’re not just meeting current demands but are pushing the boundaries by creating long-standing infrastructure that will stand for over a century.”

The use of CambiTHP aligns perfectly with global environmental goals and the United Nations Sustainable Development Goals (SDGs). By converting waste into a resource, this technology Even after 20 years in exemplifies the principles of a the field, it’s projects circular economy, where waste like these that still is not an end product but a surprise and energize beginning. Additionally, the me. We’re not just biogas produced is a renewable meeting current energy source, further reducing demands but are the plant’s carbon footprint pushing the boundaries and paving the way for a more by creating longsustainable future.

standing infrastructure that will stand for over a century.

WA R R EN HOWA R D

Looking forward to 2024, one of the most exciting developments will be the installation of Cambi thermal hydrolysis technology (CambiTHP). This will be the first such implementation on the West Coast. CambiTHP is a game-changer in biogas technology, enhancing the biodegradability of sludge and boosting biogas production. This not only contributes to a more circular economy by allowing the treated waste to be repurposed as nutrients for agricultural lands across California but also significantly reduces greenhouse gas emissions. The process also minimizes the volume of sludge, mitigating the environmental impact associated with its disposal.

Quality Manager MWH

In collaboration with Monterey Mechanical, extensive work on pumps, pipes, and other mechanical processes will commence, further cementing the BDFP’s status as a landmark project in sustainable urban development.

Tentatively scheduled for completion in fall 2028 and fully operational by spring 2029, there’s still a lot of work to be done but we’re excited about what we’re building and the services we’re providing to the city and people of San Francisco.

This project not only aligns with San Francisco’s renowned commitment to environmental progress and sustainability but also actively supports and enhances the city’s efforts in leading the way in eco-friendly and sustainable urban development.

7

MWH RECEIVES ENR INTERMOUNTAIN AWARD OF MERIT FOR LOGAN REGIONAL WWTF PROJECT

MWH was awarded the 2023 ENR Intermountain Award of Merit in the Water and Environment category for the Logan Regional Wastewater Treatment Facility (WWTF). The award recognized the team’s hard work and dedication in completing the largest single capital improvement project for the City. Lance Ota, Project Manager, graciously accepted the award on behalf of the team.

“Most of the contractors would agree that you get a once-in-a-lifetime job where you have a great owner – the City of Logan, a collaborative engineer – Carollo, and all the trade contractors that were involved that didn’t only look after themselves but watched over everybody. The team on the job was more like a family.”

This sentiment was echoed throughout the project, which addressed the inadequacies of a 460-acre lagoon system in Cache County, Utah. The 8

City of Logan undertook this project to replace the lagoons with a new 18 million gallon per day (MGD) regional WWTF. It’s not only the largest magnetite dosing (BioMag®) municipal treatment plant in the United States but also represents the city of Logan’s most substantial capital improvement project.

Having a sense of urgency to meet stringent Environmental Protection Agency (EPA) regulations, Logan, with MWH and Carollo, shifted from a designbid-build delivery method to a The whole Construction Manager/General Contractor (CM/GC) method project, every to expedite the schedule. The day, was exciting to result was a facility completed in a remarkable 3.5 years, go to. It’s one of those featuring over 24,500 cubic jobs where all of us yards of structural concrete and more than 6.6 million pounds of will look back as a high reinforcement.

point in our careers.

L A N C E OTA

Senior Project Manager MWH

However, the project initially faced financial hurdles, with estimates exceeding the city budget by $64 million. The City almost abandoned the project. During pre-construction, MWH huddled

L-R: Brady Rowser (Advanced Heating & Air Conditioning), Kyle Leishman (R.L. Wadsworth), Tim Lindsay (City of Logan), Jeremy Panter (Advanced Heating & Air Conditioning) Lance Ota (MWH), Tyler Richards (City of Logan), Mark Nielsen (City of Logan), Corey Hansen (Cache Valley Electric), Bryan Webb (Cache Valley Electric), (Cache Valley Electric).

together with Carollo and the City to find a solution.

Ota reflects, “The unified project team conducted an intense, multi-week-long value engineering workshop to bring the cost closer to the City’s original estimate.”

These efforts paid off, with the project finishing $1.3 million under budget and 45 days ahead of schedule. Moreover, the focus on safety led to a remarkable record of zero lost time accidents (when an injury occurs on the job that causes a loss of productivity) across 428,186 hours and a 1.4 OSHA recordable incident rate (the number of incidents that have occurred on-site). A collaborative planning strategy with all parties ensured that everything was done right the first time around.

The project’s success extended beyond logistics and finance. It was also a triumph of craftsmanship and quality, as recognized by the Intermountain Chapter 2023 Excellence in Concrete Award. Hosted by the American Concrete Institute (ACI), the award celebrates innovation and excellence throughout the global concrete design and construction sector.

Ota looks back on it fondly. “The whole project, every day, was exciting to go to. It’s one of those jobs where all of us will look back as a high point in our careers.”

MWH Senior Project Manager, Lance Ota accepts the ENR Intermountain Award of Merit on behalf of MWH at the Mountain States Regional Best Projects Awards Ceremony.

9

PLANTING SEEDS OF CHANGE IN THE BAY AREA The Biosolids Digester Facilities Project (BDFP), led by MWH, represents a significant advancement in building support and resources for workers in San Francisco’s Bayview-Hunters Point neighborhood. Kathryn Mallon, then Executive Vice President at MWH, was recognized with the 2023 Visionary Award from the San Francisco Building and Construction Trades Council (SFBTC) for her influential role in the BDFP. While MWH’s team is diligently replacing and relocating outdated wastewater treatment facilities with more modern and efficient technologies, the true impact of the BDFP is much broader. MWH, alongside community stakeholders, is deeply invested in enriching the community, focusing on not just infrastructure but also on fostering local and hyperlocal workforce participation to positively contribute to the socio-economic fabric of the Bay Area.

Jorge Torres, Health and Safety Manager, has been keen on this unique, people-centric approach. “When we came on the project, Kathryn really shook things up,” he remarked. “She has been very intentional about working in partnership with local business enterprises (LBEs) and ensuring they have equal access to participate in building landmark infrastructure for the community and the city.

What stands out is her consistent focus on community impact,” he continued. “She’s always asking us, ‘What are we doing to help the community?’”

Historically, many LBEs have been left out of the bidding process for big construction projects, which require specific licenses and experience. At the BDFP, LBE’s 10

have been able to be part of a program that gives them the resources they need to succeed and submit winning bids. BDFP is at approximately a 17% local business participation rate with over two-thirds of those businesses being in the adjacent hyper-local neighborhoods.

MWH created a strategy to partner with major workforce development nonprofits, trade unions, local workforce training groups, and city government. This enabled the BDFP project to find local talent and remove barriers to entry. This means working with pre-apprentice programs to share what opportunities are on site and helping them prepare for apprenticeship programs. Receiving sponsorship in the trades can be an arduous journey but BDFP has the infrastructure and partnerships in place to make that happen. “That first piece is the hardest part,” Mallon admits, “but that’s the seed, because once you plant the seed, you know they have a step up for the rest of their life.”

Part of the partnering strategy has been to promote diversity and inclusion. Bayview-Hunters Point neighborhood being a very diverse working-class hub, she advocated for minority- and women-owned businesses and workers to have a real stake in the project. This includes, for example, working with women like Rashaida Nirobe of Sistas with Tools and Nicole Rangel of BuildHERs to give women, particularly women of color, positions on the project. “There are barriers to access for women on our job site. The more we can eliminate these barriers, the more we help the [construction] industry. San

Francisco has a persistent shortage of workers too. It’s really been a win-win.”

Proactive measures to attract new talent can ensure the longevity of an industry that is facing challenges. In addition to the limited availability of apprenticeships and accessible training programs, which discourages new trainees from trying to enter the industry, the existing workforce is confronted with longer working hours on-site to compensate for the shortage gap.

The strategy at BDFP is changing the conversation surrounding gender inequality in construction. Not only is there a very low representation of women in the industry, who make up about 10%, but there are also outdated perceptions that create disadvantages. Bringing in women and minority-owned businesses battles these misperceptions and simultaneously addresses the demand for skilled workers in the industry. “In terms of women’s capacity to perform well on the job, there is no difference [to men].”

She’s always asking us, ‘What are we doing to help the community?’

J OR GE T OR R ES

Health and Safety Manager BDFP

BDFP will continue to empower minority- and womenowned businesses and individuals and partner with local organizations on initiatives to better recruit on these projects. The interconnected and community-centric ecosystem that MWH has shepherded serves as a model for how San Francisco—and other cities across the country—can develop large infrastructure projects that contribute to civic pride and citywide, inclusive economic empowerment.

11

MWH Spearheads Ozone Equipment Upgrades Project in Las Vegas MWH will lead a pivotal project in Nevada, focusing on upgrades to the ozone equipment for the Southern Nevada Water Authority (SNWA). Set to commence in the summer of 2024, this collaborative effort aims to ensure a reliable supply of clean water to the rapidly growing Las Vegas Valley. The project, involving SNWA and industry giants like CDM Smith and Parsons Corporation, is poised to make a significant impact in advancing local water treatment services.

As we move towards construction, Tom Paul, Project Executive, shares his perspective, “Our collaboration with SNWA, CDM Smith, and Parsons has been very productive. We are excited to be able to address important water-related challenges in the region.

Our joint effort aims to bring improvements and innovation to ensure a reliable water supply for these communities.”

The Ozone Equipment Upgrades Project, part of SNWA’s Major Construction and Capital Plan (MCCP), addresses the critical needs of the region’s aging water treatment infrastructure. Since 2003, ozone has been the primary disinfectant at the Alfred Merritt Smith and River Mountains Water Treatment Facilities. Now, after more than 20 years of service, the need to modernize and reduce failure risks is crucial, emphasizing the importance of this upgrade.

Ozone treatment, central to this project, uses its powerful oxidative properties to effectively purify water. The process involves generating ozone gas

12

and infusing it into the water, where it actively oxidizes contaminants such as bacteria, viruses, and metals. This not only ensures the elimination of harmful microorganisms by killing their cells but also converts metals into filterable solids. Additionally, it addresses taste and odor issues often associated with chlorine use.

The collaboration between MWH, SNWA, CDM Smith, and Parsons is a response to current needs and a forward-thinking strategy for securing clean water for the Las Vegas community. Particularly in a region facing decades of growth and 20 years of drought, this project will ensure sustainable water resources for years to come.

We are excited to be able to address important water-related challenges in the region. Our joint effort aims to bring improvements and innovation to ensure a reliable water supply for these communities.

T OM PA UL

Project Executive at SNWA Ozone Equipment Upgrades Project, MWH

Photos provided courtesy of the Southern Nevada Water Authority

13

REFLECTIONS ON PAST PROJECTS

TRES RÍOS WRF A Lasting Impact

2024 marks the ten-year anniversary of the completion of the Tres Ríos Water Reclamation Facility (WRF) Project. Operating as the construction-manager-at-risk on this $232 million Pima County project, MWH enhanced the plant’s capacity from 37.5 MGD to 50 MGD, transforming an outdated facility (built in 1977) into a modern wastewater plant. The upgrade and expansion of the Tres Ríos WRF provided the highest quality effluent, classified as A+ reuse, equipped with state-of-the-art technology, automation, and process controls. This streamlined operational efficiencies and increased water availability for the residents of Pima County, Arizona.

The Tres Ríos WRF significantly benefited the Pima County and Tucson communities. Innovations implemented during the project maximized the value of sewer user fees, resulting in a top-tier water treatment facility. The project also created a healthy habitat for fish and birds near the Santa Cruz River and established one of the area’s most sustainable water treatment facilities.

A critical factor in the success of the Tres Ríos project was MWH’s strategic decision to selfperform 50% of the work. “It was a very complicated existing plant. One of the benefits of CMAR and going the route of self-performance is controlling all the unknowns,” shared Michael Haarmann, who was 14

the Project Manager throughout the project. This approach enabled MWH to implement BIM tools and techniques effectively, driving quality and efficiency in over $45 million of self-perform work.

Self-performing, which involves using in-house skilled labor and equipment for critical construction activities such as concrete, electrical, plumbing, framing, and carpentry, brought numerous benefits.

Self-performing provided enhanced control over project quality and timelines, ensuring that focus on safety, quality, budget, and schedule was maintained. Managing the most intricate tasks inhouse, MWH ensured a high degree of precision and efficiency in execution. This was particularly evident in the project’s incorporation of a new 25 MGD 5-stage Barnard Denitrification and Phosphorus removal (Bardenpho) system, replacing an existing high-purity oxygen (HPO) train. Close collaboration with the design team and plant operations staff was pivotal in enabling MWH to successfully manage more than 250 mechanical tie-ins and 350 electrical switchover ties. This teamwork also facilitated the management of three planned plant shutdowns, all completed without incident.

The project also marked a significant strategic shift for MWH. Quentin Williams, Senior Vice President, highlighted the project’s impact on future strategies: “One thing that we did at Tres Ríos was

integrate a digital delivery system for the first time, aligning design with scheduling. This approach not only streamlined our processes but also set a precedent for future projects.” Complementing this, MWH created 4D BIM to verify site logistics, yard operations, and temporary facilities, enhancing decision-making with accurate real-time information.

The adoption of 5D BIM further enabled MWH to effectively monitor construction costs, providing essential estimating information throughout the design phase.

Addressing the long-term challenge of labor backlog, self-perform has helped relieve the construction industry’s burden. By performing critical activities with our experienced crews, MWH could provide cost and time savings, and ensure quality workmanship.

This approach also fostered a culture of builders within the company, enhancing collaboration and communication across all project aspects.

As we look back, the Tres Ríos project reminds us of our commitment to excellence and continues to serve as a blueprint for how to enhance efficiency, as well as streamline and execute projects. This project not only contributed to MWH’s growth but also offered insights and learnings that continue to be invaluable across the sector.

15

REFLECTIONS ON PAST PROJECTS

Transforming Author: Lana Piskorowski

AUSTIN’S

Austin, consistently the fastest-growing metro area for over a decade, responded to its surging population and the accompanying demand for resources by initiating the construction of Water Treatment Plant No. 4 in 2009. This 92-acre plant, later renamed the Berl L. Handcox Sr. Water Treatment Plant (Handcox WTP) in honor of the Austin City Council’s first African American member, represents the city’s third major water treatment development. It follows the Davis and Ullrich Water Plants, which were built in 1954 and 1969, respectively. Designed to meet not just the residential water supply needs of a growing population but also to support critical water-dependent industries such as manufacturing, semiconductor production, and the oil and gas sector, Handcox WTP plays a vital role in sustaining Austin’s burgeoning economic and residential development.

sent through the 7-foot diameter Jollyville Transmission Main (JTM) tunnel, covering nearly seven miles to the Jollyville Reservoir.

To undertake this ambitious project, Austin enlisted MWH for coordination and construction. This five-year, $508 million project significantly expanded the city’s water capacity, increasing raw water intake from Lake Travis from 50 million gallons per day (MGD) to an impressive 300 MGD.

The project’s division into smaller work packages catered specifically to local bidders, enhancing subcontractor coordination. Collaborating with three design firms, the preconstruction strategy led to over $75 million in proposed cost savings, with $30 million of these savings realized. Notably, modifications to the raw water intake foundation alone saved an estimated $2 million. Howard Lazarus, PE, Director of Public Works for the City of Austin, acknowledges the unique, symbiotic relationships that led to the project’s completion. “The partnership formed among the City, MWH, and the design team under a CMAR arrangement allowed challenges to be identified early and solutions developed without impact to the project scope.” This innovative approach earned MWH recognition from ENR

A key feature of Handcox WTP is its water conveyance system. The plant includes a 9-foot diameter tunnel for raw water intake, stretching nearly a mile to the raw water pump station. Here, water is lifted over 450 feet by five 1500-hp vertical turbine pumps and then transported to the treatment plant via an 84-inch diameter, steel-lined tunnel. Following conventional water treatment processes, the finished water is then 16

Water Landscape

In managing Handcox WTP, MWH faced a complex array of challenges, as recalled by Joe Sesil, the Project Manager at the time. “From schedule and cost impacts, working with engineers on alternatives, we were part of the evaluation, assisting and providing cost information to help the City make critical decisions on options for the plant.” Despite these challenges, MWH’s strategic approach and adaptability were key in navigating through these uncertainties. The team prepared 14 GMPs (Guaranteed Maximum Prices), aligning the design closely with the budget, which allowed the City of Austin to make informed cost decisions and minimize the need for expensive redesigns.

with an award in the Water/Environment category and an Alliant Build America Award from the Associated General Contractors of America.

Situated within the Balcones Canyonlands National Wildlife Refuge, the construction of Handcox WTP was an exercise in balancing development with environmental stewardship. The refuge, known for protecting the nesting grounds of two endangered songbirds – the black-capped vireo and the golden-cheeked warbler – also provides habitat for six species of endangered cave-dwelling karst invertebrates. Sesil reflects on navigating this unique ecological landscape, “The site itself was a very environmentally sensitive area. We had to carefully work around the golden-cheeked warblers’ nesting period and preserve habitats for invertebrates. When we encountered an endangered species, we temporarily shut down the affected area and implemented proactive measures to ensure their protection and minimize the environmental impact of the project.”

Furthermore, in a concerted effort to prioritize sustainability, the MWH environmental team collaborated closely with the City of Austin to integrate Leadership in Energy and Environmental Design (LEED®) features into the design, construction, and operation of Handcox WTP. This commitment to environmental responsibility was recognized with two on-site buildings achieving prestigious LEED® certifications – a globally acknowledged standard for high-performance green buildings administered by the U.S. Green Building Council. The administration building was awarded LEED® Gold certification, denoting excellence in sustainable design, while the maintenance building attained LEED® Silver certification.

Handcox WTP reminds us that we can create large infrastructure projects that respect and enhance natural habitats and contribute positively to urban ecosystems. Sesil proudly reflects, “We had a really good, focused, hard-working, smart team...all were focused on doing a quality job and getting the job done right for the city of Austin.” Completed in 2014, Handcox WTP’s execution has since provided MWH with a blueprint for blending collaborative construction with environmental consciousness in subsequent projects.

Photographed by Steve Maslowski

Photographed by Michael Male

Sustainability was a big part of construction at the The Berl L. Handcox Sr. Water Treatment Plant, with two on-site buildings that achieved LEED® certifications (below) and measures taken to protect endangered species in the Balcones Canyonlands National Wildlife Refuge, including the golden cheeked warbler (left) and black capped vireo (right).

MWH’s Vice President Joe Sesil, who was the Project Manager for constructing the Handcox Water Treatment Plant

17

Recent Project Spotlight

GLOUCESTER FLOOD CONTROL Author: Lana Piskorowski

Methuen Construction is working on installing a flood resiliency system for the City of Gloucester, MA. This $4 million project at the Water Pollution Control Facility (WPCF) is intended to protect critical infrastructure from anticipated oceanic flooding within the next 100 years.

The Methuen team constructed a steel sheet pile wall, an earthen berm with an impermeable clay core, and a concrete flood wall with passive flood barriers.

Additional components of this project include site drainage improvements, site lighting, new vehicular access points, and wetland restoration.

The team at the Gloucester site successfully conducted Trimble technology training, seamlessly integrating cutting-edge technology with their brand-new CAT 325 excavator. This grade control technology is recognized as a significant advancement for excavators. Operators now have the advantage of viewing 3D models in a realworld environment. This leads to enhanced decision-making and optimizes overall workflows. The implementation of this technology enhances situational awareness, contributing to the safety of both personnel and surrounding objects. The resulting benefits encompass heightened operator confidence, reduced risk of inadvertently impacting utilities, streamlined workflows, elevated safety standards, and increased operational efficiency.

18

Slayden Constructors Secures

AGC PRIDE AWARD for Outstanding Safety Practices We are thrilled to announce that Slayden Constructors has been honored once again with the prestigious Associated General Contractors (AGC) Program Recognition Indicating Dedication & Excellence (PRIDE) award. This accolade from the AGC Oregon-Columbia Chapter recognizes Slayden’s steadfast commitment to maintaining the highest safety standards in the construction industry.

The AGC PRIDE award is not new to Slayden Constructors; in fact, it has become somewhat of a tradition. Year after year, they have consistently demonstrated their dedication to safety excellence. This recognition underscores Slayden’s ongoing commitment to protecting their workforce and setting a precedent.

This accolade from the AGC Oregon-Columbia Chapter recognizes Slayden’s steadfast commitment to maintaining the highest safety standards in the construction industry.

Safety is at the core of everything Slayden does. The AGC PRIDE award acknowledges their proactive approach to safety, comprehensive employee training, and adherence to industry best practices.

As we celebrate this achievement, we remain committed to raising the bar for safety practices in the future.

19

COMMUNITY

CULTURE

MWH’S COMMUNITY-CENTERED APPROACH at San Francisco’s Biosolids Digester Facilities Plant Project The Biosolids Digester Facilities Project (BDFP) project is transcending the conventional boundaries of construction and industrial development. At its core, it’s a story of revitalizing the Bayview-Hunters Point district, a historically underserved community, through innovative apprenticeship programs, local business collaborations, and a profound commitment to community integration. The initiative’s impact extends well beyond revamping infrastructure to San Francisco’s largest wastewater treatment plant facility to people and placemaking.

Building upon this foundation, the MWH-Webcor Joint Venture (JV) has been working with trade unions to place workers into apprenticeship programs. Local businesses are engaged in hiring these individuals, providing them with opportunities to build skills and gain invaluable experiences. About 70% of the apprentice hours on the job site are being performed by people who are from these communities. It’s giving them career opportunities on the project, which can lead to long-term employment in the union with wellpaying jobs and pensions—construction being one of the last pension-paying jobs that doesn’t require a college degree.

Key to this initiative has been Jorge Torres, Health and Safety Manager at MWH. Some of his team who got their start in the local hire initiative are paving their way

maybe even more than building the digester tanks and installing the Cambi system, it’s the legacy that we’re going to leave, making a lasting impact in the community and locally..

JO R G E TO RRES

Health & Safety Manager, MWH

20

forward. Ty‘Asia Reynolds is one such example, who is now the Safety Clerk onsite. Getting on-the-job training, mentorship, and skills has helped her find her career footing. Tyasia shares, “This project and the people here have given me opportunities that I’ve never been offered in my life. They give me room to grow; they give me room to explore; they give me room to mess up and learn from my mistakes. I really appreciate everything here.”

Torres is deeply proud of the team that he’s put together. “By the time we’re done here in 2028, Ty’Asia will be able to run her own project and be a Safety Manager on her own. It’s things like that that, maybe even more than building the digester tanks and installing the Cambi system, it’s the legacy that we’re going to leave, making a lasting impact in the community and locally.”

There is a strong sense of camaraderie and mutual support that binds the team together. Under the leadership of Kathryn Mallon, managers such as Torres have been able to cultivate a culture of high expectations and collective responsibility. This culture extends beyond the work too. A poignant example of this camaraderie was when a team member lost their tool bag. In response, everyone on site banded together, pooling resources to purchase a new toolset. This act of solidarity exemplifies the team’s ethos, as Torres eloquently puts it: “It’s that feeling that everyone’s really their brother’s keeper.”

The MWH way is also about much more than staffing the BDFP project. It’s about creating meaningful and impactful opportunities for community members to contribute to significant development in their own backyards. Integrating the neighborhood into the project to ensure equal access has involved the participation of more than 100 local businesses, with over two-thirds of these businesses being from the adjacent hyper-local neighborhood. Many of these businesses never get a second look but have skills and needs that have been essential to the overall success of the project.

This includes all areas of the project, working on lifting cranes, doing rebar work during the concrete

BDFP team members, including Jorge Torres on the right, catch up with community leader Roberto Hernandez during a lively Hispanic Heritage month event.

phase, bird deterrence, cleaning and debris removal, and administrative tasks. Other local businesses will come on board as the project progresses, from local landscape firms to painting and drywalling.

Community outreach and investment has been multifaceted and vibrant. The MWH family participates in highway cleanups and tree planting, demonstrating a commitment to environmental stewardship in San Francisco. The safety team under Torres has been offering OSHA training to equip local youth and aspiring workers with essential safety knowledge and skills, which will help nurture safer, more informed work environments in the future. In November, workers supported families in need with a turkey drive, providing special food boxes for Thanksgiving so families had all the ingredients they needed for a holiday dinner.

Theyalso brightening the children’s holiday season by supporting the Toy for Tots holiday toy drive.

The BDFP team has also collaborated with local community leader Roberto Hernandez of the Mission Food Hub and the San Francisco Lowrider Council, who has been a key figure in the production of Carnaval for over 45 years. Their joint efforts include

painting banners and refurbishing donation boxes to aid in providing groceries for struggling families.

In elementary schools, members of the project team are encouraging young students to think about the skilled trades and construction industry, as well as long-term planning of water infrastructure upgrades to achieve clean and protected water quality. The second and third grade kids of Bayview-Hunters Point have also played a role in beautifying the facilities, creating art murals on panels. This is raising awareness and appreciation for art’s value, urban design, and strengthens the connection with people and the places they share.

There’s a sense of community and civic pride that resonates with team members like Torres in their work on the project. “When I go home at night and talk to family, I find myself talking about the community. The amount of outreach, the number of efforts that we do with community-based organizations, the amount of volunteering that we do, it just makes you feel good.”

More on the community centered approach at BDFP can be found in the article on page 10.

21

COMMUNITY

CULTURE

Crafting Sustainability in Every Sip

This fall, MWH partnered with Wren House Brewing, one of Arizona’s biggest names in craft beer, to sponsor the creation of Hydrolager. This beer is one of the first of its kind, brewed entirely with 100% reclaimed water and ingredients from waterconscious growers.

Bringing in the City of Scottsdale, Wren House created a craft beer that not only tantalizes the taste buds but also tells an important story about Arizona’s water future. In a region stressed by shrinking water resources and rising temperatures, Hydrolager reveals that reclaimed water can be safely and deliciously repurposed.

The brewing process for Hydrolager is unique. It begins with grinding malted barley from Sinagua Malt in Camp Verde, part of a project to offset water use during peak demand, and an experimental, waterwise Sonoran white wheat from Grain R&D in Queen Creek.

22

Next, the most important ingredient is introduced: Scottsdale’s recycled water. Treated to exceed the purity of tap water, it saves resources by bypassing reverse osmosis for purification. The water and grain are then mixed in the mash tun, initiating the brewing process. The hops chosen are of the Centennial variety, cultivated at Crosby Hop Farm in Oregon, renowned for their water-saving techniques like drip irrigation - a practice of increasing importance for Arizona’s farmers.

Hydrolager has an amalgamation of flavors, with subtle notes of lemongrass and honeysuckle complemented by a crisp dryness. The dry hops (adding hops during fermentation) impart floral notes with much less bitterness than other lagers using the same techniques. A hint of lime and sweet pear emerges post-sip, amplified by the beer’s higher carbonation, creating a refreshing and memorable experience.

Featured at the One Water Brewing Showcase in November, Hydrolager served as a conduit for discussions on innovative ingenuity and adaptation in conserving our water supply in the Phoenix metropolitan area and beyond.

Most cities in the valley today treat and reuse wastewater, encompassing everything from toilet water to the runoff from sinks, dishwashers, and washing machines. In wastewater treatment plants, this water undergoes a process involving various settling tanks, where heavier substances settle to the bottom, and microscopic organisms consume some of the bacteria. This water is then treated and used for irrigation or to recharge local aquifers.

Although Scottsdale has been engaging in this practice for over two decades, it wasn’t until 2018 that Arizona allowed this water to be used as a potable

source. Now, Scottsdale employs reclaimed water in demonstration projects like the One Water Brewing Showcase, actively working to dispel the stigma surrounding a water source of growing importance.

Hydrolager turns the idea of recycled water into a relatable, enjoyable experience, challenging tastebuds and opening new avenues for sustainable practices.

MWH’s longstanding focus on water reuse goes beyond a single project. With a heritage dating back 200 years, MWH has been at the forefront of water reuse since the early days of John D. Watson and subsequently, James M. Montgomery in advanced reuse projects. From the first large percolating filter plant to the US’s first semiconductor water reuse facility, we will continue to innovate and collaborate with thoughtful partners to usher in a future where reliable and sustainable water resources are a mainstay for communities and industries worldwide.

Top Photo: L-R: Alfonso Diaz, Alexis Gee, Miranda Bacon, Shad Bowman, Jeff Pries Left Photo: Team members at the Phoenix, AZ office test out the new Hydrolager, made from reclamed water.

23

Join us in

mwhconstructors.hrmdirect.com slayden.hrmdirect.com

8001 Arista Pl Suite 500, Broomfield, CO 80021 mwhconstructors.com

FOLLOW US: