CIANBRO CHATTER PUBLISHED BY CIANBRO CORPORATION
VOLUME 36 NUMBER 1 WINTER 2006
Wellness Works! Cianbro leads healthcare to next level... see pages 14 and 15
Students and Cianbro Donate to Red Cross A Community Effort:
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U.S. Postal Service Processing and Distribution Center Aerial view of the new Postal Service Facility
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By Marcia Johnson
ianbro entered into a strategic alliance with The Korte Company of Highland, Illinois, to build a 429,000 sf United States Postal Service Processing and Distribution Center in Scarborough, Maine, on February 9, 2005. The partnership between Cianbro and The Korte Company has been a perfect fit for the success of this project. The Korte Company specializes in design/build projects and is a major contactor building postal distribution centers. This new facility will serve as a mail and stamp distribution center for 400 facilities in four zip code areas throughout southern Maine. The building consists of 75 docks on two large mail platforms, approximately 53,000 sf of maintenance and support areas, approximately 6,500 sf of administrative office space, and a 242,000 sf workroom to house all of the processing equipment. The facility is constructed with cast-in-place, tilt-up panels. This process of tilt-up erection was a first for Cianbro. This process casts the wall sections of the building in the horizontal position on the concrete building slab. The wall sections ranged from 80,000 to 100,000 pounds. Once the panels cured to the required strength, Please see U.S. POSTAL SERVICE, page 2 E DED
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Erecting tilt-up panels
By Benjamin Hutchins
Cianbro’s effort to help with disaster relief in the storm-wracked Gulf Coast region got a boost from Pittsfield, Maine-area school children recently. After Hurricane Katrina devastated the coastal regions of Mississippi, Louisiana, and Alabama, in early September, Pete Vigue pledged that the company would match every dollar its team members donated to the American Red Cross in the aftermath. But Cianbro team members weren’t the only ones inspired to do something to help. At the same time, students and teachers at Pittsfield’s Vickery and Manson Park elementary schools were organizing their own fundraising efforts. When they learned of Pete’s pledge, they asked if Cianbro would match their own contributions as well—a challenge the company happily took up. The end result: more than $21,000 for the Mid-Maine Chapter of the American Red Cross, presented in a special ceremony at the Vickery School on November 3. According to Heather Wyman, who coordinates Cianbro’s relationship with the Red Cross, Cianbro team members donated $10,155 to the cause. The students’ fundraising efforts—a penny drive—yielded a hard-earned $682.42. Cianbro matched both donations dollar for dollar. Vickery and Manson Park School Principal Faye Anderson said her schools’ fundraising effort was the brainchild of a single student, Vickery third-grader Chad Jaynes. Upset by reports of the devastation in the Gulf Coast and inspired by the previous year’s efforts American following the Pacific Red Cross
Please see RED CROSS, page 2
WINTER 2006
Portland Regional Chamber Honors Pete Vigue ■
By Dottie Hutchins
On September 15, 2005, the Portland (Maine) Regional Chamber of Commerce honored Pete Vigue with the Robert R. Masterton Award for Economic Development. Three other Community Awards were presented to Leigh Ingalls Saufley, Chief Justice, Maine Supreme Judicial Court; Dr. James O. Ortiz, President of Southern Maine Community College; and Sam Ladd PHOTO BY DAN RODRIGUE/STUDIO 1 III, President and CEO, Maine Bank & Pete Vigue (left) is congratulated by Trust. Pierce Atwood’s Peter Culley, as Each year the Godfrey Wood, Chamber CEO (secChamber features ond from left) and Rich Donaldson, the award winners Chamber Board Chair, look on in a video, which is enjoyed by over 500 guests during the Chamber’s Annual Meeting. Humor was front and center this year as Pete, Dr. Ortiz, and Mr. Ladd starred in the Chamber’s version of the television show, ‘The Apprentice.’ The audience erupted with applause during Cianbro’s portion of the video clip, as Lou Campbell, Earle Cianchette, and Linc Denison supported Pete in his mission. Needless to say, Pete was “hired” on the spot! Congratulations Pete. Many thanks Lou, Earle, and Linc with special thanks to Mike Brooks and Tim Walton for their help behind the camera. EDITOR’S NOTE: To view a copy of the video (by 480 Digital), please contact Mike Brooks at mbrooks@cianbro.com.
RED CROSS, continued from page 1 tsunami, he masterminded a penny drive that ended up netting well more than his weight in coins. “I can’t believe how many pounds of pennies we collected,” Anderson said. The final tally weighed in at an impressive 152 pounds. It was a student-generated idea. It was certainly an exciting event for all students after it got started. As a principal, you just want to see that,” she said. Anderson also praised Cianbro for its help. “The fact that Cianbro was willing to match what we did was quite something,” she said. The company’s relationship with the Red Cross is a long-standing one. Cianbro holds twice-annual blood drives for the Red Cross and its electricians receive Red Cross CPR certifications each year. Cianbro has also come up with donation ideas like the Katrina effort to help the Red Cross out after past disasters have stressed the organi-
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U.S. POSTAL SERVICE, continued from page 1
they were erected into the vertical position (tilted-up) with design-specific rigging, and a M250 crawler crane. Electrical conduits, window frames, door frames, bond outs, and other openings were cast directly into the wall panels. The onsite management team consists of four Cianbro team members and an assistant project manger from The Korte Company. This team has successfully managed the project to come in ahead of schedule, within budget, and safe. The project has approximately 100 people on site. The project is successful, in part, due to the selection of quality subcontractors that understand fast-track design/build projects. Cianbro is completing the electrical work, as well as the tilt-up construction, and continues to provide daily construction support. On September 28, 2005, the project celebrated the enclosure of the building, a major milestone for the project. This is a significant accomplishment since the earthwork began in February 2005. The contract completion date is July 6, 2006, and if things continue as they have, the project will be completed well ahead of schedule. At the time of this writing, the building shell is complete with the roof on and all exterior walls erected. Dock doors are being installed and we are preparing for the installation of the windows. Inside the building, masonry, painting, metal stud and drywall work is well underway. Most of the mechanical and electrical work throughout the interior is complete, insulation is being installed, and we have permanent power. The earthwork is also in great shape for the coming winter. The site has been graded, exterior concrete truck parking has been installed, and the first layer of bituminous concrete has been installed on the truck access and car drive/parking areas. The onsite team continues to work well together; the safety record is outstanding, the quality superb, while schedule and job costs are on track. The team has learned much about each others’ company, which has been a great learning experience for all. We look forward to the completion of this project, and continuing our relationship with The Korte Company on other projects in the future.
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zation’s resources—most notably in September of 2001. “I’ve gotten to know them (at the Red Cross office) in Waterville very well, and they’re really nice people,” Wyman said. “We hope to continue to grow our relationship with them, to guarantee that our team members are receiving the very best training possible in lifesaving situations.” Red Cross Mid-Maine Chapter’s T.J. Steward joined the Pittsfield students and Cianbro team members at the Vickery elementary school celebration. “This is very exciting,” Steward said. “When you can get kids involved this young, it’s wonderful. We thank the students and Cianbro for this generous donation.” As for the students, their civic-mindedness was recognized not only by their principal, but also by one of their own. Charlie Cianchette, a former Vickery School student himself, said, “We are truly honored to be part of a community
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whose youngest citizens think so much of charitable giving that they would collect money for people thousands of miles away that they will probably never have the chance to meet. This says a lot about these kids and our community.”
Left to Right: (Front Row) Students Oriana Giles and Seth Ludden display BIG check representative of their help (and hearts) with Principal Faye Anderson (Back Row) Cianbro’s Heather Wyman, Red Cross’ T.J. Steward, and Cianbro’s Charlie Cianchette and Becky Walker
WINTER 1999 2006 JANUARY
PRESIDENT’S MESSAGE Our company continues to grow and succeed despite the many challenges we face each day. Considering the tremendous success we have had to date, I believe our greatest opportunities and our best days lie ahead. Our goals of becoming the safest and healthiest company in America are within our capabilities as is our goal to become the “Constructor and Employer of Choice.” Looking ahead we will continue to grow by expanding the services we provide our existing and new clients. Continuing to attract, retain, and educate the best people in the construction industry will ensure our future success. Maintaining our long-standing commitment to excellence is the best path to perpetuate our success. We have a reputation throughout the business community we serve as being progressive, creative, and strategic. Our clients have come to rely on the fact that we will meet their expectations and serve their needs in a safe and efficient manner. If we are to maintain this well-earned position in the marketplace, it’s absolutely paramount that we continue to improve. We owe it to our clients, our industry, and ourselves. Although we remain committed to “everyday” excellence in all aspects of our work, our main focus is to continue to improve in safety and proPETE VIGUE ductivity. These two components are essential to our continued success; making them an ongoing priority is certain to open doors to more opportunities for each of us. The need to become safer and more productive is driven both from internal and external demands. A serious commitment to improving our safety and productivity will enhance our existing strong internal capabilities and improve our marketability. Improvement will only make us sharper and more efficient, allowing us to continue to accomplish the extraordinary Today we are competing in a global market. Thus, the increased demands of doing business have become more stringent and complex. This same paradigm holds true for our clients. To remain competitive, meeting the needs of their customers, our clients must constantly improve as well, and it is our responsibility to assist them in becoming more efficient and competitive. We are fortunate to have great clients. Assisting them to achieve their goals by providing multiple services and improving our performance and safety and productivity creates a win-win situation. As owners of Cianbro, each of us benefits from our continued success. With that benefit, comes a responsibility to improve our performance and provide value that clearly differentiates us from all of the competitors. Let’s go for it!
CIANBRO CHATTER
featured in this issue
PROJECTS
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MAP NUMBER
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26.
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US Postal Service.........................................................1 Loch Raven Dam........................................................ 4 David Webb House.................................................. 5 Condensate Tank Replacement......................... 5 PPL Martins Creek.................................................... 5 Housatonic River Bridge....................................... 6 Dominion Cove LNG.............................................. 7 GAC Chemical............................................................. 8 Dulles Airport.............................................................. 8 Newark America.........................................................9 Dragon Ship Unloader Barge............................. 9 PPL Holtwood........................................................... 10 FMC Maintenance................................................... 10 I-295 Connector......................................................... 11 Potomac Pumping Station..................................11 Dominion Nuclear.................................................. 13 South End Bridge.................................................... 17 Distributed Generation........................................ 17 Mount Tom Station ...............................................18 Carlton Bridge........................................................... 20 Central Maine Fishlifts......................................... 21 Amtrak Bridge........................................................... 21 Farrington Mountain Landfill......................... 22 Hollywood Slots...................................................... 23 Moscow Radar Site................................................ 24 Routell Bridge........................................................... 25
OFFICE SITES ■ PITTSFIELD, ME Corporate Office, NNE Regional Office, Fabrication & Coatings Facility ■ PORTLAND, ME Ricker’s Wharf Facility
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■ BLOOMFIELD, CT SNE Regional Office ■ BALTIMORE, MD Mid-Atlantic Regional Office, Fabrication Facility
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OF INTEREST
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Community Effort...............1 Chamber Honors Pete..... 2 President’s Message......... 3 Behind the Scenes..............7 SNE Industrial Team..... 12 Wellness Works!..............14 Wellness Award.............. 14 Quality Program..............15
Atlantic Ocean
Health Interview............. 16 Retirement Saving...........16 Training Benefits............. 19 Utility Services................. 25 25 Years............................... 26 In Our Next Issue............27 Anniversaries....................27 Healthy Lifestyles........... 28
WINTER 2006
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Loch Raven Dam Dedication
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By LeAnne Rogers
estled in a picturesque spot just north of bustling Baltimore, Maryland, is the Loch Raven Dam which contains a reservoir by the same name. This reservoir provides drinking water to residents in the city of Baltimore and surrounding counties. The dam, originally built in 1914, was already overdue for rehabilitation when newly-enacted state and federal regulations mandated that it be substantially modified to withstand potential, future significant storm events and major flooding. Cianbro partnered with ASI—another industry leader in dam and water resource construction— forming a joint venture which won the bid to rehabilitate this mammoth structure. The team began work in August 2002 and finished in early September 2005. On September 20, 2005, the Loch Raven Dam Project team and representatives from the city of Baltimore gathered at the project site to witness the dam’s official dedication and celebrate the successful completion of the project, which was not without its challenges. The scope of work included adding mass to the dam, raising the non-overflow section of the dam by 20 feet, fabricating and installing a new storm gate, refurbishing outtake screens and sluice gate, and building up the main dam face including the installation of 57 rock
Project Engineer Tesfa Berhane (left) and Project Manager Mitch Rubin (right) pose with Mayor O’Malley
CIANBRO CHATTER
Baltimore Raven’s mascot, “Poe,” cheers with arms outstretched on top of the dam as it is unveiled
anchors. The team completed this work while keeping the dam operational in the rainiest season on record since 1870. Value-engineering, innovative thinking and a can-do attitude ultimately brought the project in ahead of projected milestones. Rightly so, the dedication ceremony and accolades were the team’s just reward. Baltimore City Mayor Martin O’Malley addressed the group that gathered to see the unveiling of the dam. He said, “This project has been a partnership between everyone involved, and I’m proud to say this dam came in ahead of schedule and under budget.” Project Manager Mitch Rubin and Project Engineer Tesfa Berhane received citations from the Mayor for their role in the project. Several other speakers took the podium to congratulate the team. They included Edward C. Adams, Jr., director, Baltimore County Department of Public Works; Ronald J. Drnevich, chairman of the Board, Gannet Fleming, Inc.; Jay Sakai, head, Bureau of Water & Wastewater, Department of Public Works; and George L. Winfield, Baltimore City Department of Public Works director; and Jeff Allen, ASI President. MidAtlantic Vice President and Regional Manager Mike Hart also shared his sentiments. With high praise for the city, Mike
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Mike Hart addresses the crowd as Mayor O’Malley reviews his notes
Hart also thanked joint venture partner, ASI RCC Inc. He said, “Working together, this project was completed six months ahead of the original bid completion date, with no cost overruns to the owner. We look forward to pursuing other projects with ASI in the near future.” Incidentally, there was one dignitary on hand at the celebration not mentioned earlier. The Baltimore Ravens football team mascot, “Poe,” cheered on the unveiling of the lettering on the dam face. Congratulations, Loch Raven Dam team, for a job well done!
✔ 127,595 Project Safe Hours WINTER 2006
The David Webb House Project ■
By Tom Kennedy
2005 marks the fifth year Cianbro has worked at the David Webb House on North Haven Island, off the coast of central Maine. Some of the larger projects for this year included finishing the inside of the house, landscaping, and building a new generator house. This 200-year-old home has been restored back to its original look and the inside has had many modernizing updates, while still maintaining its original integrity. The appliances, sinks, showers, tubs, and a specially designed range hood made from stainless steel have been installed and all appliances were faced with pieces of 200-year-old wood. This specialty work was accomplished through the careful dedication of our crew (Steve Bevis, Jake Dionne and Shawn Lambert, as well as Plumber Tom Daggett and his crew), working closely with our client and his architect. Working on a picturesque island out in the ocean may sound like a project location where everyone would like to be assigned. Indeed, it is beautiful, but if you dig a little deeper in to the logistics of getting from the mainland to the island and back each day, there are some major challenges in just getting to and from the jobsite—even before work begins! After all, it’s not everyone who rides a lobster boat to work! Each work day, we are picked up at 6:00 am in Rockland, Maine, by the lobster boat and head to the island, where, at 3:00 pm it returns to pick us up and transport us back to the mainland. If the weather is bad, however, the lobster boat captain calls to tell us he will not be making the trip. Then we must rely on our alternative mode of transportation: the ferry. Of course, the ferry is subject to the forces of Mother Nature as well and sometimes isn’t running either. Consequently, our crew sometimes isn’t even able to get to work at all or, if they do get to work and the weather changes for the worst during the day, our team is forced to spend the night on the island. And riding the ferry in the summertime during Maine’s heavy coastal tourism season is a whole other experience in itself! It is so busy, that we have to park a vehicle in line to board the ferry the day before we want to take the morning ride to the island. Even then there are no guarantees that there will be room on the ferry that afternoon for the return trip. After taking over the supervision of this project, it soon became very clear to me that planning our work well in advance is vital to making sure that we have what we need to do our job. Once on the island there are not many resources to get materials or anything else that you need. Steve did a good job of planning the work so that he was a step ahead of his crew. On the rare occasion that problems did occur, it was convenient for him to have a contact on the mainland. Steve would call me at our FMC Project in Rockland, so that I could chase down what he needed and have it ready to go out the next day. We also had some help from our “Traveling Electrician” Eric Witham. Thank you to Eric for all his support. Safety on this project was great; triple ZEROS across the board! Great job by all!
Installing skimmer plates
Pennsylvania Power & Light Martins Creek Power Plant ■
By Lesa Bain and Josh Matz
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n August 2005, Cianbro was awarded the National Institutes of Health (NIH) Condensate Tank Replacement Project in Bethseda, Maryland. We were given a notice to proceed with the engineering and design services in accordance with the scope of work, which specifies that the replacement condensate tank is to be designed based on the pressure of a vent-to-atmosphere operating condensate temperature of 95° celcius and design condensate temperature of 177° celcius. The size of the replacement condensate storage tank is to be an outside diameter of five feet with a 20-foot straight sidewall with two heads and all associated piping systems.
e are in the final stages of the emergency repair work at Pennsylvania Power & Light (PPL) Martins Creek Power Plant in Bangor, Pennsylvania. Additionally, Cianbro received two other projects that stemmed from Martins Creek in an effort to prevent similar events at two other locations; PPL Brunner Island and PPL Montour. The project management team includes Bill Kleinfelder, project manager; Kevin McConaughey, project superintendent; and Josh Matz, project engineer. The team successfully completed emergency repairs after a coal fly ash leak at the power plant. The Cianbro team acted with quick response to repair a leaking barrier, as coal fly ash can contain high levels of potentially hazardous materials. The repair involved installing a Cianbrofabricated slide gate, stop logs, and an emergency gate. Cianbro was also involved with cleaning some areas around the plant. The PPL accounts that were established through the emergency work were obtained because of a longestablished relationship that Cianbro has with the PPL Holtwood facility. The industrial group views these new accounts as having a great potential for growth in the future as a direct result of the project success and excellent customer feedback that was garnered from the emergency work.
✔ 4,863 Project Safe Hours
✔ 2,883 Project Safe Hours
✔ 23,977 Project Safe Hours
Condensate Tank Project ■
By Terri Blashaw
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WINTER 2006
Housatonic River Bascule Bridge
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By Kate Balanda and Jeff Lee
ith the transition of Superintendent Dale Andrews to corporate estimating, Darren Bye has stepped up to the plate and taken on the superintendent’s role under the direction of Project Manager Lynne McGibney at the Housatonic River Bridge on Route 1 in Milford and Stratford, Connecticut. Senior Project Engineer Mark Zagrobelny came to the project last June and is assisted by Field Engineer Shawn Maloney. Rounding out our management team are Field Administrator Barbie Rushford and Safety Specialist
Our carpenter crew, led by Carpenter General Foremen Rob Young, has been working on extensive repairs to the concrete arches. The repairs require chipping and patching deteriorated areas on the approach spans and piers working from a barge, aerial lift, and staging. Currently, they are forming and pouring new light pole bases in the parapets. Also underway are modifications to the comfort house, which is being renovated for the standby generator and MCC cabinets. The control house will be renovated during the seven-week shutdown in February and March, when the west leaf mechanical and electrical work is completed. The carpenter crew consists of Foremen John Cooper and Garrett McVaney, who are supported by Jeff Lee, Tim Leonard, Bill Toner, and new team members Cory DeVanno, Prakash Harry, and Nick Mancini. Kyle Chapman has taken over as ironworker foreman with a crew of Milt CruikKate Balanda.
shank, Brian Hart, Bill Van Hoesen, Walter Lee, and Ironworker Apprentice Carmen Rosa. This crew is happy to be past the
concrete demolition in the trunion tower. The crew has currently been working on installing trunion tower platforms which provide access to the bridge machinery. In addition they will be installing platforms, around the traffic gates. After work in the bascule piers is completed they will be completing repairs on the bascule spans and installing new span lock platforms. The ironworkers will be assisting Millwright Lyle Clark and Senior Project Engineer Mark Zagrobelny on installing new machinery in both the east CIANBRO CHATTER
The bascule spans of the Housatonic River Bridge
Photo left and right: Installing fiberglass SIP fender support pile
and west towers of the bridge. Included in the rehabilitation is a major overhaul of the bridge’s electrical system. Electrician Superintendent Tony Oquendo has been working on preparing for the upcoming electrical improvements. These improvements are to be completed during the shutdowns starting in February and running through May. He has been assisted by newlylicensed Electrician Julio Conde. As of October 1, 2005, the removal of the existing fender system has begun. Foreman Todd Hoffa and crew have been installing temporary pile for the installation of the unique new composite material fender system. The fender system is a combination of 18-inch fiberglass pile,
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fiberglass stay-in-place (SIP) form, and over 1,000 cy of concrete with plastic timber instead of the traditional treated wood structure. Crane operation is being handled by new team member, Jim Marcella. Rigging responsibilities have been spearheaded by Mak Rosado and Jason Rourke, who recently came from the Missisquoi Bridge Project. The crew is being mentored by 30-year veteran, John Ricker Jr., who came to the site to help get the fender work up and running. Superintendent Jason Molten has also been on site supplementing the engineering team with the financials and layout.
✔ 40,075 Project Safe Hours WINTER 2006
Behind the Scenes: Transportation and Yard Operations ■
By Nick Arena
EDITORS NOTE: The success of any company
depends on the entire organization working together as a team. Cianbro depends on many groups with specialized functions that don’t always work directly on a project. They are “behind the scenes,” so-to-speak, processing accounts payable, maintaining equipment, designing temporary cofferdams, purchasing materials, and transporting equipment, for example. We’ve added this new “Behind the Scenes” section to spotlight our team members who, otherwise, might go unmentioned when the kudos are being handed out for a project well done. They, too, are an integral part of the success of our projects.
Transportation The Cianbro Transportation team in Pittsfield, Maine, is responsible for moving equipment and materials to and from jobsites from our three regional yards and from various vendors and rental agencies. The bulk of this work is done with four road tractors and a fleet of 12 trailers including lowbeds, stretch trailers, a steerable beam trailer, and several stepdecks and flatbeds. Each truck averages about 1,200 miles per week hauling Cianbro’s 2,400-plus numbered pieces of equipment, ranging from transits and laser alignment equipment to 40 foot barge sections. The trucks haul huge Manitowoc 4100 cranes along
with countless small tools, scaffolding, sheathing, and any other construction materials one could imagine. In addition, there are eight to 10 loads per week from our Fabrication & Coatings Facilities to Cianbro projects and other clients throughout the Northeast. A typical crane move will involve at least six loads—sometimes as many as 12 or more depending on if there is a ringer involved. Crane moves are done in addition to a normal week’s activities and usually require the use of additional trucks. We are very fortunate to have three top-notch verteran drivers on our team. Tom Closson and Dale Wilson are both seasoned drivers who have hauled all types of equipment and loads of all dimensions up and down the East Coast. They are true professionals. Josh Kerr is the newest driver on the team but Josh grew up around the trucking industry and he has experience beyond his years. We also have a large rack truck, which is very busy making deliveries throughout New England. Driver Jim Davis is a longtime Cianbro team member and does a great job making multiple stops every day.
Yard Crew The yard crew is responsible for loading and unloading trailers. They handle everything that comes in and goes out of the yard and are masters at building efficient loads safely and in a timely manner. Some of their other duties include maintenance of
the upper and lower yards, rigging and moving large pieces for the Fabrication & Coatings Facilities, testing spreader beams, and plowing snow. They are also called upon to help jobsites in the area with rigging needs and fill-in operators. Mike Scott is the yard foreman and he brings many years experience from the field to the team. Bob Bussell is a rigger/operator who runs the loader and any other equipment needed in the yard. Larry Coston is a topnotch rigger/truck driver and often fills in for the transportation drivers. Neal Dawes is the crane and loader operator and is among the best in the company.
Form Crew The form crew is responsible for inventory and maintenance for all of the concrete form materials that Cianbro owns. This includes several types of concrete form panels and associated hardware. They also take care of the various scaffold materials, along with the large rigging, which is stored in the yard. They are also responsible for snow plowing and will, without fail, have the shops and yards plowed out by 6:00 am after a snowstorm. Keith Costigan is the form crew foreman. He deals with the form engineers and the jobsites making sure all materials are ready for shipment. Devin Cooley, Ed Fuller, Josh Sheridan, and Brad Vanadestine make up our form crew. They all share in the equipment operating duties.
Dominion LNG Facility in Cove Point, Maryland ■
By Lesa Bain
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he Dominion Liquefied Natural Gas (LNG) facility where Cianbro is performing work is located on the Chesapeake Bay in Cove Point, Maryland. Dominion Cove Point is the nation’s largest LNG import facility. LNG is transported from various locations in the world and contained in specially built tankers. The Cove Point facility stores the liquefied gas onshore and transforms it back into gas as it is needed. With the demand of natural gas expected to grow by 20% over the next 10 years, Dominion Cove Point continues to update and renovate its facility. Some of the work that Cianbro has performed include multiple piping projects and various demolition jobs. The management team consists of Bill Kleinfelder, project manager; Keith Barrett, general foreman; and Terri Blashaw, project engineer. The team continues to perform numerous jobs at the facility while meeting or exceeding the client’s expectation and maintains a prominent role in the work activities at Dominion Cove Point.
✔ 16,755 Project Safe Hours
Aerial view of the Dominion LNG Facility
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WINTER 2006
GAC Chemical Ready,
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By Tom Kennedy
n September 14, 2005, Cianbro gave GAC Chemical, in Searsport, Maine—manufacturer of industrial chemicals—a proposal to demo two material storage buildings and on October 3, 2005, we were given the go ahead to start planning the job. Faunce Cleaves and I had one week to plan our attack. By bouncing many ideas off each other and with help from other team members throughout our organization, we came up with a safe way to take these buildings down. The two buildings were very large Quonset-style structures with attached out buildings and loading docks. One of the building’s main frames was made up of large laminated arched beams that were approximately 60-feet-tall and 120feet-wide. Inside the building, suspended from the roof were two conveyor systems, old tanks, an MCC room, a pressing system on rails, miles of conduit, and sprinkler systems. On October 10, a crew of Cianbro team members—Marvin Graves, John Gunning, and Tom Mahar, lead by Faunce
Set,
Go and the first building is down!
Cleaves—set out to take down the buildings and dispose of their contents. The first plan of attack was to take down the out buildings. This would allow us to use the loading dock, giving us more height to be able to reach up on the laminated arches, and to load the 100-yard truck with ease. Secondly, we took chain saws and cut about two thirds of the way through the bases of the arches. Once we cut several we grabbed ahold of them with the grapple claw of the PC 300 at the base sitting on the loading dock and lead them over one by one. What a site when these big arches came crashing down! After the dust cleared the crew started cleaning out the metals and loading them into containers. The wood will get crushed up into manageable pieces to be loaded at a later date. The same sequence was used until we had a stock pile of wood that was as high as a small mountain! We loaded on an average of six, 100yard trucks a day, each holding anywhere from 80 thousand to 100 thousand pounds of construction debris. To keep the project moving swiftly, Marvin Graves ran a dozer to continue demolition of the buildings and to keep the pile ahead of the loader. John Gunning stayed ahead of the wrecking crew by making strategic cuts through out the building in order to lay them down safely. At the end of the first
week we had completed most of the demolition of the first building and stockpiled material and sorted all the steel out and loaded it. The first week alone we loaded out approximately 200 tons of wood and 50 tons of steel! The demolition activities in the second week went about as fast the first. By the end of the second week we had everything laid down. By the end of week three we had loaded out over 600 tons of material! When we first looked at this job we thought there was no way to complete the task ahead of the four-week schedule, but with the great planning by Faunce Cleaves and the can-do spirit of our team we brought this project in a week a head of schedule! It just shows that we can safely accomplish anything we set our minds to. I would like to thank GAC for their support throughout this project. Secondly, thanks to George Bell and his equipment group including Nick Arena, Chris Jarvais, and Buddy Kershner for getting all the equipment we needed on short notice. Also, I’d like to thank our team—Faunce Cleaves, Marvin Graves, John Gunning, and Tom Mahar—for their commitment to safety. They made it possible for us to complete our project in an extremely safe and timely manner. Great Job!
✔ 509 Project Safe Hours
Piping Project at the Dulles Airport ■
By Lesa Bain
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ianbro has taken on a new project at the Washington Dulles International Airport in Dulles, Virginia. The airport is 26 miles from downtown Washington, DC, and serves more than 23 million passengers a year. The scope of work includes installation of pipe support framing, pipe supports, and large bore piping (chilled water supply, high temperature hot water supply, and returns), including all valves and appurtenances. All of this is taking place inside an underground 12- to 20-foot-diameter utility tunnel located under active runways. Keith Okleshen leads the crew as onsite general foreman while Terri Blashaw and Paul Gaboury provide management and cost control support. Our pipe erection crews are led by Kye Chon and Robby Frady who are maintaining the daily production tracking goals established by Kiewit while ensuring passing x-ray welds. The challenges of rigging oddly shaped 5,000-pound pipe spool fabrications have been met with ingenuity and perseverance.
✔ 13,233 Project Safe Hours
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WINTER 2006
Newark America Celebrates 400,000 Safe Hours! ■
By Sharon Ebbs
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n November 2005, our team at the Newark America Facility in Fitchburg, Massachusetts, surpassed 400,000 safe hours without a lost-time injury. This coveted milestone was celebrated on November 21, 2005, with a delicious catered lunch and a safety award of Carhartt jackets for team members. On hand to congratulate team members was Linc Denison, Sr., vice president and Southern New England general manager, who congratulated team members and reminded us that, “It is no accident that we are here.” Newark America representatives also joined in the celebration. We have been at the Newark America facility for four and one-half years providing 24-hour-per-day, seven days a week maintenance coverage and shutdown repairs, as required. This is an extremely demanding work environment that requires constant discipline and planning to stay safe and our team does a great job of this day in and day out! Congratulations on a job well done, and keep up the safe work!
Dragon Products Ship Unloader Barge
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By Steve Strout
he Dragon Products Ship Unloader Barge Project was developed as a solution for unloading ocean going cement transport vessels and conveying the cement to existing storage silos at the Coastal Cements facility in Boston, Massachusetts. Due to the limited real estate and dock space in Boston, Dragon Products elected to purchase a barge on which to install the unloading equipment. The barge which is 250 feet long and 50 feet wide was delivered to Ricker’s Wharf in Portland, Maine, at the end of June 2005, and work commenced on making modifications to the barge to accept the new equipment. The equipment package includes a 123-foot-long hydraulically operated unloader arm and associated 24- to 28-inch diameter vacuum piping and hose; a Rexroth hydraulic pump package; two 760hp diesel engine driven compressors; two Roots blowers powered by 450hp electric motors; a 1,600kw generator set; a filter-receiver vessel; and four pressure kettles. (The filter receiver performs just like a bag house in a lime kiln.) A 3,000-gallon fuel tank and pump system will provide fuel for the compressor engines, room heaters, and the main generator. In operation this equipment is designed to transfer 350 tons of cement per hour from the transport vessels to the storage silos. Due to sound levels generated by this equipment and the barge’s proposed proximity to office buildings in Boston, the owner has elected to install a sound attenuation package to the barge. The air inlets and exhausts for each diesel compressor will be equipped with sound attenuation units that measure 11 feet high by 12 feet wide and 6 feet thick. The walls and ceiling will be insulated with four inches of mineral wool to reduce sound levels even further. Equipment delivery, final design engineering, and structural modifications all occurred simultaneously for the first two months of the project and the last structural drawings were received on August 30, 2005. Our team was able to effectively coordinate this process while keeping the project cost below the original project budget. It should be noted that Cianbro’s Fabrication Facility played a vital role in delivering steel to the job site as the project scope developed, thereby keeping the job on schedule. CIANBRO CHATTER
Ship unloader barge docked at Ricker’s Wharf in Portland, Maine
The most challenging aspect of the project was the installation of the unloader arm. (The steel arm in the photo is the unloader arm). The unloader arm consists of a rotating turret mounted on a 6-foot-diameter by 42-foot-tall steel pedestal, which extends from the turret down through the roof deck and main deck into the bottom of the barge. The main boom and cylinders were connected to the turret with a 7.75-inchdiameter, 3.5-foot-long steel pin. The pin was installed with the main boom suspended by a crane while the barge moved up and down with the tide. The 0.002-inch design clearance complicated the installation further. The jib boom and cylinders were connected to the main boom in a similar manner, followed by the rotating nozzle or stinger. The entire installation of the loader arm occurred over a period of four days, which is a record according to representatives of F.L. Smidth, the equipment designer and supplier. While this was not a large project, the diversity of work (mechanical, electrical, instrumentation, piping, structural, along with a pinch of civil, and fair amount painting) made it a great opportunity to show our depth and breadth. Most importantly all the work was accomplished while logging over 21,000 safe hours.
✔ 21,013 Project Safe Hours
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WINTER 2006
Pennsylvania Power and Light (PPL) Holtwood Hydroelectric Facility ■
By Josh Matz
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he flagship PPL account for Cianbro is the Holtwood facility, which is a 10-unit, hydroelectric facility with a powerhouse located on the Susquehanna River about 15 miles south of Lancaster, Pennsylvania. The combined capacity of the units is about 109MW. The management team consists of Lesa Bain, cost engineer; Dave Cygan, superintendent; Rich Foster, general foreman; Bill Kleinfelder, project manager; and Josh Matz, project engineer. Cianbro has been performing work at the site since 1994, when we installed one of the largest fish lifts in the country there. Our workforce at Holtwood generally hovers around 12 team members. Some of the 2005 projects included rubber bladder repairs, a turbine outage, fish lift repairs, and Gate C repairs. We have established a great working relationship with our client at PPL Holtwood, and look forward to future projects at the site.
✔ 11,830 Project Safe Hours
FMC Update
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By Tom Kennedy
e’ve had a great year here at the FMC Maintenance Project in Rockland, Maine. We have reached a major safety milestone that everyone can be very proud of, working over 300,000 safe hours without a losttime injury. It has taken us 10 years to reach this goal but shows that with a can-do attitude and a commitment to safety, it can be done. To the many Cianbro team members who have worked at this facility at one time or another, I would personally like to thank you all for your commitment to working safely. All of this could not be possible without the high safety standards set here by our client, FMC. They are committed to making sure that the safety of everyone comes first. Thanks to FMC for your continued support and partnership. We had a very busy year in 2005. During the 2005 shutdown we had approximately 95 people on site. The majority of the work was completed in the steam plant. We did a complete rebuild of the economizer and the building surrounding it. We changed out the internal flume inside the stack. Dana Bragdon helped devise an approach to the work, which included cutting a big hole in the side of the stack to get the pieces in and out. Joe Foley from our engineering team came up with the idea to add I-Beam stiffeners to either side of the opening to keep the stack solid while working on it. The job on the stack went CIANBRO CHATTER
Setting the economizer building
around-the-clock with supervisors Tom Meunier on days and Terry Hayes on
nights. Tom, Terry, and their crews did a great job. Mike Tripodi ran the economizer job, Tim Pushor was on the stack, and Charlie Tapley led the code repair in Building 2.
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In order to set the equipment we brought in a 65-ton hydraulic crane. Prior to the shutdown we built the new economizer building on the ground and, once the economizer tub buddle was in place, we flew the economizer building up in one piece. Many other repairs and inspections were completed throughout the rest of the plant. These projects included tank inspections and repairs under the supervision of Darin Merrifield; screw conveyor work lead by Marvin Graves; pump and motor replacement lead by Jim Maher; vessel and evaporator inspections and repairs lead by Ken Huntington; and floor repair peformed by our coatings team. Many thanks to the Northern New England Human Resources team for their help in staffing last year’s shutdown and making sure we had the right people. We retain approximately six team members year round to work on miscellaneous work orders and small capital projects. Just recently, we helped the city of Rockland and FMC at the local waste water treatment plant install new spargurs down inside six, big concrete tanks. We also recently spent a long weekend at the local landfill helping spread sludge waste from the plant. We had to mix in a wood ash to eliminate or minimize the smell from the waste. Many thanks to Howard Lynds and Dan McNally for their guidance on how to mix and spread the sludge mixture and for getting the equipment here on short notice. Again, many thanks to all who have made work at this account such a success.
✔ 311,286 Project Safe Hours WINTER 2006
Cianbro Leads the Way in Revolutionary Highway Project
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By Benjamin Hutchins
ORTLAND, Maine—The I-295 Portland Connector looks like any other highway bypass now, but its construction process employed a bold, innovative new approach to public works projects. Cianbro’s people were on the cutting edge of the state’s first highway design/build project, heading up a team of four firms chosen by the Maine Department of Transportation (MaineDOT). This new Connector—a one-mile span of highway with three bridges linking the outer Congress Street Exit of I-295 with West Commercial Street and Portland’s working waterfront—was completed in less time and with greater flexibility than with the traditional highway project delivery system. The four-company, design/build team—Cianbro Corporation, Shaw Brothers Construction, The Louis Berger Group, and S.W. Cole Engineering—took a little more than two years to complete a complicated, high-profile project in a highly congested area. Project Manager Lou Campbell estimated that under the traditional highway project system, which requires all planning and engineering to be complete before the project even goes out to bid, construction wouldn’t even have begun yet. “We might be lucky if we were just getting to the actual bid process right now,” he said. Project challenges included reconstruction of Veterans Intersection, which involved a six-phase traffic plan to manage 30,000 vehicles per day traveling through the construction zone, along with remediation of a brownfield project site. Input and cooperation from over 40 stakeholder groups was instrumental in the project’s success. From local employers like Barber Foods, to utilities like the Portland Water District and Central Maine Power, to public services like the METRO bus service, everybody affected by the project had a chance to get involved in the process. The flexibility of design/build also meant that parts of the project could be worked on while the designs for others were still being worked out, speeding the process considerably compared to the traditional approach. The result of all this cooperation and innovation is a new
Aerial view of the new Veterans Intersection
piece of infrastructure designed to maximize the economic potential of the state’s largest port, and much more. Over the course of construction, the project also accommodated Portland Trails’ long-desired Fore River walking and biking trail, and reorganized a tangled web of utility lines making way for construction of Central Maine Power’s Fore River Substation. The completed connector, Lou said, should also reduce the pressure on busy city streets. “It is designed to carry 12,000 vehicles daily,” he said. The Portland Connector was opened on schedule, Friday, November 18, 2005. MaineDOT Commissioner David A. Cole, Federal Highway Administrator Jonathan McDade, Portland Mayor-elect James Cohen, and Pete Vigue were among those present for the opening ceremony.
✔ 62,581 Project Safe Hours
Potomac Pumping Station ■
By Bill Blashaw
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he Potomac Pumping Station Rehabilitation Project is coming out of the ground. The project located in the Potomac Park in Potomac, Maryland, is hidden in the shadows of the Capitol Building and the Lincoln Memorial. Cianbro is the performing electrical work for this District of Columbia Water and Sewage Authority project. The project entails complete electrical renovation of the pumping station including new motor control centers, power panels, light fixtures, unit substations, power and control wiring, and battery rack. The biggest challenge is to perform the cutovers while keeping the facility in operation. This is a long-term project that we anticipate peaking at six team members early this year and crewing down to just a few people for the remainder of the project. Adele Diodato and Jeff Hetzer head up our onsite team while Bill Blashaw and Steve Thomas provide managerial support for the project. Andrew Levitsky is our safety specialist and C.J. Holden is our operator. Right now we are working on the duct bank, which will be used to provide temporary power to the facility while the change over from the old to new power distribution system occurs.
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1,652 Project Safe Hours WINTER 2006
Southern New England Team: Bringing Them into the Light
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By Cailin Lawler
outhern New England Regional miscellaneous industrial projects occasionally get overlooked in the shadow of the large public works projects that we do. And these industrial projects are often on very tight schedules with planning and execution taking place sometimes in only a few short weeks. Our industrial projects team members can be found inside a coal or hydro power plant, doing maintenance on a paper mill, or coordinating the rigging for major picks at a computer chip plant. Although the general public notices the Cianbro blue and gray trucks more often on the bridge work we perform, there’s a whole other side to our work in the Southern New England Region; industrial projects. Here’s a highlight of a few of these projects: Work at Bear Swamp Power Company, LLC, jointly owned by Brascan Power and Emera and located in Rowe, Massachusetts, began on September 21, 2005, with onsite planning. Actual work commenced on September 26, 2005, and was completed on November 3, 2005. After the dewatering process was finished, the primary scope of this project was the annual inspection of Unit 2, which included an inspection of the intake tunnels between Units 1 and 2 and the vertical intake shaft from the upper reservoir. Other work included recording and changing bearing clearances and observing all 14 thrust bearing faces to determine general condition of wearing and feathering. During this dewatered state, the 14-inch manual bypass valves on both units were replaced as well as small bore valves. Along with the scheduled work, Cianbro engineered and constructed a monorail system in order to replace the 20-inch minimum flow valve in Fife Brook, a smaller 10 MW plant nearby. The AB Breaker maintenance was finished ahead of schedule. ■
■ Newark America is a graphic board mill located in Fitchburg, Massachusetts. Cianbro is a year and a half through our second, three-year contract. We are the
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One crew of the Southern New England Industrial team, Left to Right: Dana Dyer, Brian Drake, Paul Cullen, Jim Boucher, Randy Coffin, Matt Mortensen, Scott Ferrin, Larry Brien, Jerry Flematti, Dale Laperriere, Mike Perault, Arthur Perault, Lance Lagace, Tim Sparks, and Ryan Rich
maintenance department at the mill working scheduled shutdowns along with busy rotating shifts. The team at Newark America is a mainstay in the SNE region. In addition to maintaining a steady work flow, we are proud to be celebrating 400,000 hours without a losttime injury! The SHARE committee planned a Thanksgiving food drive with the Fitchburg Senior Center as part of our community initiative. What a testament that Cianbro team members work hard, and still make the effort to give back to the community!
■ PSEG Power Connecticut, LLC located in Bridgeport, Connecticut, was completed during the week of October 24. On October 3, we placed six team members (welders and fitters) there, managed by Jim Rusconi, to install a new desuperheater and a new instrument air dryer system. Congratulations to that welding team, as the welds were successfully Xrayed, requiring no rework, resulting in an on-time completion of this challenging work.
PSEG Power Connecticut, LLC, New Haven is located in New Haven, Connecticut. During the spring 2005 outage, we removed and replaced the internals on a seven-foot diameter deaerator tank. This required 100% X-Ray of the shell end welds and all were completed with no defects. Beginning October 31, we ■
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used some of the talent from the Bridgeport job to prefabricate a minimum condensate flow line, as well as prepare for some new 3/4 inch tubing for a new pH monitor. This effort lasted approximately two weeks. Final tie-in will be during a spring 2006 outage.
■ Sheldon Springs Vermont Hydro Plant, owned by Missisquoi Associates, a subsidiary of Enel North America, began on August 22, 2005 and has an anticipated completion date of November 1, 2005. Located in Sheldon Springs, Vermont, this hydroelectric power plant produces 25MW from two vertical Kaplan bladed units. Cianbro repaired an oil leak in the Unit #1 runner servo system as well as replaced a turbine seal. Changes in scope have included additional work associated with bearing removal in order to perform an alignment check of the unit, as well as oil head removal/repairs. Josh Wells deserves special thanks for his efforts in keeping the client satisfied. Due to unforeseen repairs, Cianbro worked with the client to minimize down time, and subsequently ramp up to an accelerated schedule that was in conjunction with owner furnished deliveries. Thanks to Greg Couture for his assistance and communication, as this project had a direct impact on the Boott Hydro project. Dana Hickey has been a keystone in completing both this project, as well as the South Edwards Hydro project!
WINTER 2006
The South Edwards Hydroelectric Facility operates on the Oswegatchie River in the township of Fine, New York. There are four units located at this site with a combined electric output of 3MW. We mobilized on site during the week of August 22, 2005, and completed work on October 19, 2005. Cianbro Fabrication & Coatings fabricated three replacement draft tubes, a surge tank outlet overflow elbow, a surge tank bowl, a vent house plate ring, and an inlet pipe. The scope of work included installation of above listed items, as well as site modifications and concrete repairs. Cianbro’s proposal was accepted due to classic out-of-the-box thinking. The original proposal was based upon building a cellular cofferdam in the powerhouse tailrace to isolate the draft tubes for removal. To do the work Cianbro proposed performing work in an underwater installation using divers to perform the draft tube replacement. This resulted in a significant savings to the owner, as well as a much more scheduled, limited outage. Once again, our team members are securing future work by being creative and putting together a top-notch team that worked seven days a week, almost around the clock! As you can see, the SNE Industrial team has been busy this season! When Cianbro consistently finishes projects ahead of schedule, thinks outside the box, and maintains customer satisfaction, we win. Great job team members and we look forward to our upcoming industrial challenges and future triumphs!
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South Edwards Hydro Facility: The old surge bowl is being removed with the crane after it was cut free from the riser. Behind the old bowl is the new surge bowl ready to get picked into position. Note the adjacent overhead 34.5kv de-energized electrical lines that Cianbro had to work around. After the new bowl was in place, we had to weld and apply paint coating.
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Standing Left to Right: Ernest Axson, Dylan Ryan Clay, Andrew Tower, Mark Richardson, Charles Riley, Jeremy Mace, Jamie Bernier, and John Coon Kneeling Left to Right: Telford Myers, Robin Tower, Dan Reed, and Dan Blazejewski Not shown in photo: Tracey Mucka, Glen Pearce, and Josh Philbrook
Cianbro Forms Winning Team at Dominion Nuclear
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By Dan Blazejewksi
n October 3, 2005, Dominion Nuclear Connecticut Inc., located in Waterford, Connecticut, commenced their 2005 fall outage. Cianbro was selected to replace various sections of intricate piping systems during this shutdown. We had previously been involved with the facility by supplying and meeting their off-site requirements with much success, but this was the first time we were directly involved with their onsite piping systems during a shutdown. Our first challenge was to assemble a team to meet the site badging and testing requirements. With the help of Alan Gemmell and Wes McGibney, a team of workers and contingent workers (individuals required if additional work was requested during the shutdown) were selected. The testing consisted of computer based testing (CBT) in conjunction with Field Practical Training. Cianbro team members qualified for Proctor status and performed many hours of the CBTs in our Bloomfield office. The badging and testing process went well. A special thank you goes to the Northern New England Region for helping us assemble our required team members. Cianbro’s scope of work included the replacement of three sections of 16-inchdiameter piping systems connecting to existing feedwater heaters; the replacement of three, six-inch connections to existing condensers; the replacement of a section of three-inch pipe in an existing piping system; and the replacement of two sections of ten-inch-diameter piping with associated reducers, valving, and instrumentation. Under the supervision of Dan Reed and Mark Richardson, the project was a success. We not only accomplished our contracted work, but due to our teamwork and the availability of an additional workforce, we were able to complete all additional work presented to us during the shutdown. Because of the Cianbro team synergy and diligent work ethic, we look forward to a long and lasting relationship with another satisfied client.
✔ 4,450 Project Safe Hours 13
WINTER 2006
Wellness Works! ■
By Rita Bubar
Medical costs across the country continue to rise every year. At Cianbro, medical rates for team members have increased only twice in the last ten years. Cianbro wants to maintain and expand medical benefits for team members to provide a high quality medical plan. Although we have made great improvements in reducing our health risks (which helps keep the cost of our medical premiums below national trend), we will see another increase in medical rates for 2006. Our investment in wellness has grown over the last several years and with that we have seen a reduction in health risks. Wellness works! We are proud of our team members for working on their health to try to keep medical use and claims down. However, there is still work to be done. We need the active involvement of our team members. Below are some strategies we’ve put in place to help team members improve their quality of life and control medical costs:
■ Actively participate in the Healthy LifeStyle Program. Increase quality of life, decrease at-risk behaviors, and reduce medical costs to receive a discount on medical premiums. This is a generous benefit to help team members stay healthy and can help save from $624 a year in a single plan to $1,664 in a family plan.
Cianbro Wellness Program One of Best in United States:
■ Use Cianbro’s Quality Counts Program to find specialists and hospitals that give the best care. The highest quality care helps to ensure the best outcomes which decrease complications and get team members back to work sooner.
Recognized as Platinum Well Workplace by WELCOA
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By Dottie Hutchins
he Wellness Councils of America (WELCOA)—a national nonprofit membership organization dedicated to promoting healthier life styles for all Americans—recently honored Cianbro with the Platinum Well Workplace Award, the highest level in their Well Workplace Awards Initiative. WELCOA recognizes employers throughout the nation who are committed to excellence in the pursuit of employee health and wellbeing. The Platinum Well Workplace Award represents the pinnacle of results-oriented worksite wellness programming. “Cianbro accepted and has worked hard to meet the challenge of becoming one of America’s Healthiest Companies,” said David Hunnicutt, president of WELCOA. “By creating a well-structured health promotion program, Cianbro has created an ideal workplace that truly has changed the lives of its people and their families for the better.” Since its inception in 2001, only 17 organizations nationwide have met the rigorous standards of a Platinum Well Workplace. Cianbro, the eighteenth Platinum Award winner in the United States, joins world-class wellness leaders Merrill Lynch, Motorola, and The Principal Financial Group, among others, in forging new ground by linking health promotion objectives to business outcomes. CIANBRO CHATTER
L to R: Bangor Area Chamber President Candy Guerette; Cianbro's Dr. Larry Catlett, Rita Bubar and Pete Vigue; and, Bangor Region Wellness Director Katrin Teel
“At Cianbro, the safety and health of our people and their families is our number one priority,” said Pete Vigue. “Our team has concluded that the only way we can deal with the current healthcare issues is to improve our individual behavior and focus on our personal wellness. For us it is not about passing the increased costs of healthcare on to our people or shrinking our healthcare coverage, it’s about understanding what we can control—our behavior.” Already recognized nationally as one of America’s Healthiest Companies with WELCOA’s Gold level of achievement in 2003, Cianbro was invited to meet a rigorous set of criteria to compete for top honors. “We are thrilled by this award and honored to share what we have learned with others,” said Rita Bubar. “As a participating member of the Bangor Region
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Wellness Council, we hope this Platinum designation helps in their quest to become our nation’s first Well Region.” The Bangor Region Wellness Council (BRWC) is a non-profit affiliate of the Bangor Region Chamber of Commerce. BRWC’s mission is to advance and promote good health among regional employees so that the business community can maintain productive workforces to help them thrive and prosper. “Our goal is to be designated as the first Well Region in the nation,” said Nelson Durgin, chairman of the board, Bangor Region Chamber of Commerce. “Cianbro’s Platinum achievement energizes our efforts to achieve this great milestone. By having at least 20 companies and at least 20% of the workforce represented among WELCOA Well Workplace recipients, the Bangor Region Wellness Council will help set the pace for Well Regions across the country.” About WELCOA
Based in Omaha, Nebraska, WELCOA was founded in 1987 as a national non-profit membership organization dedicated to promoting healthier life styles for all Americans, especially through health promotion initiatives at the worksite. Organizationally, WELCOA serves as an umbrella, linking communities and coalitions together into a supportive net that includes locally affiliated Wellness Councils, Well City initiatives, Well Workplaces, and individual and corporate members throughout the United States. Visit WELCOA’s web site at www.welcoa.org.
WINTER 2006
Cianbro’s Quality Counts Program ■
By Rita Bubar and Sue Morrison
Many believe that quality healthcare is a right, not a privilege. Increasingly, consumers want more information about healthcare to ensure they receive highquality care. Cianbro, in conjunction with CIGNA, our medical provider, wants to help our team members and their families become educated consumers on quality healthcare. Cianbro’s Quality Counts Program provides an easy way for team members to find quality and cost effective care by using CIGNA’s Care Network and Quality Care facilities. We will help you find specialists and hospitals in your area that meet quality standards. Team members and dependents who are having one of the following 19 procedures, can call Cianbro, (800) 315-2211, ext. 2233, or a CIGNA Case Manager, (800) 858-3644 (option 2, option 1, extension 47046) to find the best facility to go to for the procedure. Angioplasty Cardiac Catheterization ■ Cesarean Section ■ Chronic obstructive Pulmonary Disease ■ Colon Surgery ■ Coronary Artery Bypass Grafting ■ Disc Surgery ■ Heart Attack ■ Heart Failure ■ Heart Valve Replacement ■ Laparoscopic Gall Bladder Removal ■ Radical Prostatectomy ■ Spinal Fusion ■ Stroke ■ Total Abdominal Hysterectomy ■ Total Hip Replacement ■ Total Knee Replacement ■ Total Mastectomy ■ Vaginal Delivery ■ ■
Procedures will be added to this list as new data becomes available on where the quality centers are for a specific procedure. Also available is a list of physicians that have admitting privileges to the quality facility you chose. We recommend that you discuss the information that CIGNA or Cianbro provides to you with your physician on any important healthcare decision. It is also important that you confirm that the provider is within CIGNA’s Open Access Plus network before scheduling an appointment to receive the lowest out of pocket expense.
What is a Quality Care Facility? Quality care facilities offer the best
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“We have a moral responsibility to our people. We know that by helping our people make small, achievable improvements in
patient outcomes for a specific procedure, have the finest operational standings, and provide the best inpatient care. Many studies show that, in general, the more a hospital treats a specific condition, the better your outcome tends to be. Facilities that perform less than a 100 of these procedures a year are not rated. Data is collected from individual states and from Medicare to be ranked and scored for quality and cost. Hospitals can obtain a ranking of up to three stars for quality and three stars for cost. Quality (patient outcomes) is a measure of the hospital’s effectiveness in treating the selected procedure/condition and is assessed based on three criteria: Major Complications (fewer problems) - 45% of the score; Mortality (fewer deaths) - 45% of the score; Leapfrog Patient Safety Survey Participation - 10% of the score.
their health, they—and their company—will be better off. It’s the right thing to do.”
—Pete Vigue, Cianbro President & CEO
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Cost is a measure of the hospital’s cost (not including physician fees and outpatient services) relative to the national average cost for a particular procedure/condition. Quality Care facilities have a score of three stars in quality and either two or three stars in cost efficiency. Facilities with a perfect score of three stars in quality and three stars in cost are designated as a Center of Excellence for a particular procedure. A facility that has not performed 100 of a particular procedure will be noted as “Not Rated” because there is not enough data to rank them accurately. ■
What is CIGNA’s Care Network? CIGNA’s Care Network is made up of specialist who practice in one of the specialties listed below and meets certain criteria relating to the number of patients treated, quality, and/or efficiency. By visiting a specialist in CIGNA’s Care Network you will have a reduced copay of $15 instead of $25. Allergy/Immunology Cardiology ■ Cardiovascular Surgery ■ Colon and Rectal Surgery ■ Dermatology ■ Ear/Nose/Throat (Otolarynology) ■ Endocrinology ■ Gastroenterology ■ General Surgery ■ Hematoloty/Oncology ■ Infectious Disease ■ Nephronology ■ Neurology ■ Neurosurgery ■ Obstetrics/Gynecology ■ Opthalmology ■ Orthopedics ■ Pulmonary Medicine ■ ■
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Rheumatology Urology ■ Vascular Surgery ■ ■
Specialists are included in CIGNA’s Care Network, based on the following criteria: ■ They are recognized by the National Committee for Quality Assurance for diabetes, heart, and stroke care. ■ They are evaluated according to quality and efficiency measures and must provide a certain amount of treatment for CIGNA HealthCare members.
First, they must meet CIGNA’s criteria for board certification. ■
■ Then, the doctor’s relative efficiency is assessed by comparing the doctor’s costs to others in similar specialties.
Finally, based on claims data, CIGNA evaluates certain specialists using quality measures endorsed by the Ambulatory Quality Association. Those who perform in the top 5% for these measures receive the CIGNA Care Network designation. If your specialist is not in the CIGNA Care Network it does not mean they are not a quality provider. All CIGNA providers are credentialed to help make sure they meet quality standards. However, your doctor may not meet the additional criteria to be recognized in the CIGNA Care Network. ■
Currently, this program is only offered in Maine but will roll out to other areas in the future.
How can you find a Quality Care Facility or a Specialist in CIGNA’s Care Network? ■ Team members can call Cianbro, (800) 315-2211, ext. 2233, or a CIGNA Case Manager, (800) 858-3644 (option 2, option 1, ext. 47046). ■ CIGNA’s quality rankings for facilities and specialists are also available on www.mycigna.com or at www.cigna.com under the Provider Directory.
WINTER 2006
The Healthy LifeStyle Interview ■
By Dr. Catlett
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ou’ve got a few pounds to lose, you would like to lower your cholesterol or blood pressure, or you really want to quit smoking. Whatever your objective is, you are ready to work on it. You have heard some positive feedback about the Healthy LifeStyle Program and a bonus to joining is saving money on your medical rates. What do you have to lose? You’re ready to give the Healthy Lifestyle Program (HLP) a chance. So what exactly should you expect when you show up for your first visit? Although you do have both rights and responsibilities as a participant in the program, this isn’t a trip to the doctor’s office! Relax. The health educator wants to get to know you and where you are with your health. Their job is not to have you go into the program eating every meal at a fast food restaurant and come out eating only lettuce. They only want to help you understand what your current lifestyle choices mean to your health and learn what you are willing to change to help you toward optimal health. Health educators will complete a Health Risk Appraisal (HRA) with you, that will include questions about how much you exercise, how your stress might be affecting your body, whether you eat well, and other health related questions to help determine your “health risk score.” Also
added to your risk score are your measurements including blood pressure, weight, height, body mass index, and cholesterol. The real purpose of this score is to let you know what lifestyle behaviors you can change to protect your health, both now and in the future. Now the fun starts. You and your health educator will review your risks and decide which are important for you to change to come up with a long term goal appropriate to your level of health readiness, and establish small steps you can take between now and your follow-up appointment. Change is not easy and we don’t want you to bite off more than you can chew. Small changes can make a big difference in your health and quality of life. Now it’s up to you! At your follow-up visits—more for high risk and not progressing participants and less for those at low risk—you will review and record your successes and failures and make a plan to help overcome the difficulties you are having with change. When you are successful, your risk score will be revised. At each interview, you will review questions from your HRA, revisit your measurements, and recalculate your risk score. Your responsibility is to actively participate and work toward healthy lifestyle changes. That is what the incentive—your medical discount—is based on. If you are not making any progress over time, you and your health educator will talk about it. Your health educator will work with you to overcome the problems you are having, perhaps resetting your goals to more
Saving for Retirement Just Got Easier with Automatic Enrollment into 401(k)
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By Lauren Benttinen
s a 100% employee-owned company, Cianbro believes that personal savings and investment is important in order for you to achieve your long-term investment goals towards a meaningful retirement. By taking the first step—taking ownership of your retirement through active and informed planning—you can improve the quality of your retirement. The Cianbro Team Equity Plan has everything you need to save significantly towards retirement. We’ve made contributions into a Profit Sharing account on your behalf, which can be invested in a variety of mutual funds to meet your needs at retirement. We are a 100% employeeowned company, and as such the Cianbro company stock that you hold in your Employee Stock Ownership Plan account CIANBRO CHATTER
in the Cianbro Team Equity Plan is poised to grow based on our mutual success and profitability as an organization. We also have a 401(k) account that eligible team members can contribute to, which lowers taxable income and allows for saving pretax dollars toward retirement. Unfortunately, 50% of our workforce has not yet taken advantage of the great opportunity to contribute to a 401(k) account. Why? Perhaps we are inundated with investment theories, tools, and advice, and yet in spite of this overabundance of information, we are reluctant to take the first step. That’s why we are taking the burden off eligible team members by adding an Automatic Enrollment feature to our 401(k) account as of January 2006. At that time, all eligible team members, who have not yet enrolled in 401(k) will be automatically enrolled 45 days after the
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achievable ones. Sometimes the bottom line is you just need to put some more effort into it. Your health educator may suggest more frequent meetings, different goals, and targets but in the end it’s your health, your life and your future. We’ll do everything we can to help, but it’s up to you to take control!
Rights & Responsibilities in the Healthy LifeStyle Program You have a right to recieve: ■a
discount on the cost of your medical coverage for your active participation;
■ high-quality,
confidential, medically sound health education and behavior change coaching from a trained health educator, which is supervised by a physician; ■ a personal progress report at each health encounter, which details your personal health risks, your personal benchmarks, and long-term goals for health behavior change, and your progress toward making those changes; and ■ notice of your next scheduled encounter.
You have a responsibility to: ■ make and keep your appointments and actively work with your health coach at each encounter; ■ reach the benchmarks you set and to make progress toward your long-term health goals; and ■ ask questions and take an active role in helping to improve this innovative wellness program to increase its benefit to all Cianbro’s team members and dependents.
new year at a contribution rate of 3%. This amount will be deducted from their paycheck on a pre-tax basis and contributions will be invested in a Fidelity Freedom Fund based on their age, unless that team member currently has an investment election on file at Fidelity. Contact Fidelity if you would like to: ■
Cancel auto-enrollment into 401(k);
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Start contributing sooner;
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Contribute more or less than 3%; and
■
Select different investment options other than the Fidelity Freedom Funds.
If you are uncertain what your total retirement goal should be, contact Lauren Benttinen in corporate human resources at 800-315-2211, extension 2312, and she can assist you in finding the answer. Retirement should be a time when all your savings goals have been met, and we want to try and help you take advantage of all the benefits Cianbro has to offer today because retirement is not so far away. WINTER 2006
P
Agawam Steel and Floor Beam Repairs ■
By Terra Battle
rogress at the South End Bridge in Agawam, Massachussetts, continues as more work is added to the already busy schedule. The spring and summer season’s productivity was unmistakable with fall bringing the job into high gear. Since July 2004, we have completed 21 of 22 shoring towers. These towers were used to shore up the bridge to conduct major repairs on truss components, bearing replacement, and concrete repairs at abutments. This included two spans where one end of each span was entirely supported by two shoring towers. Four, 250-ton hydraulic jacks were used at each tower to jack the span approximately two inches and lock in place. All of this was accomplished with live traffic on the bridge! In August 2005, Cianbro was awarded a change order to replace all end floor beams on the bridge. In addition to changing out the existing finger joints with strip seal joints, it was determined that at three piers modular joints needed
Roberto Gutierrez, Doug Leavitt, Matt Powers, and Wayne Denny preparing formwork for safety curb at Span 7
to be installed instead of the strip seal joints. Additional work had to be performed on Span 7 and Railroad Spans 1 and 8 involving a partial deck replacement, elimination of a safety walk, and an upgrade of an existing handrail system to a crash rated bridge rail system. Work on Span 7 and the railroad spans started last August. Work on the end floor beams and expansion joints presented more challenges for the team including lane closures over a well-traveled bridge. An intricate traffic management plan involving temporary traffic lights was set in motion and the road work commenced October 3, 2005, immediately following the conclusion of the “Big E” (The Eastern States Exposition). The work on the roadway was split into three different phases. For the first phase, we will concentrate on the middle of the bridge. For the second phase, we will perform work on the south side of the bridge, which leaves the north side for the third and final phase. Beginning with the second phase there will be lane closures of up to three out of four lanes on the bridge to facilitate the replacement of floor beams and expansion joints. Currently one third of the end floor beams have been removed and replaced. At the conclusion of this project, a total of 40 end floor beams and eight expansion joints will be replaced. We will also be replacing the median stretched over the length of the bridge which includes a guardrail and granite curb. Several new team members have been welcomed to the South End Bridge. The team currently assigned to this project include Bill Adams, Mark Arsenault, Bruce Ayres, Ron Ayres, Joe Ballard, Christina Balzano, Tim Baril, Ron Bell, Ronell Bell, Cory Benedict, Pete Bersani, Ryan Cadieux, Wes Carver, Chris Chasse, Bob Costine, Ben Daku, Dave Delcore, Wayne
Dennis Morin checking anchor bolt layout for guardrail base plates for curb Denny, Craig Dore, Matt Dupuis, Craig Genier, Roberto Gutierrez, Tim Houghtaling, Dave Hutchinson, Matt Ingram, Karl Jahn, Doug Leavitt, Gary Lovett, Lou Malaussena, Lucas Mayette, Jason Menard, Doug Moore, Ray Moore, Dennis Morin, Tracey Mucka, Bob Owens, Don Padham, Matt Paquette, Matt Paulone, Dave Powers, Eric Seaman, Chris Spurling, Jeremy Tourville, Robin Tracy, Steve Trombley, Jason Underwood, Scott Underwood, Jean Valcourt, Wayne Vogel, and Valerie Wilochka. In the office as well as in the field are Senior Project Manager Chet Muckenhirn, Project Manager Ravi Natarajan, Superintendent Dennis Hartford, Craft Superintendent Matt Powers, Structural Engineer Kevin Donovan, Field Engineer Marshall Goodchild, Safety Supervisors John Boguslawski and Thomas Houghtaling, and Field Administrator Terra Battle. We have also been assisted by team members from other projects and would like to thank team members Jeff Banner, Dave Choiniere and Safety Supervisors Scott Jackson, Randy Sibley, Peter Smith, and Scott Willett for their help.
✔ 181,155 Project Safe Hours
Distributed Generation Project ■
By Bill Blashaw
T
he Distributed Generation Project at the Aberdeen Proving Grounds in Aberdeen, Maryland, is winding down. At this time only punch list items and overseeing of the subcontractors remain. It was a challenging project combining civil, mechanical and electrical trades. The management team worked with the client, craftspeople, and the suppliers to overcome many delays including weather, delivery dates, and other unforeseeable obstacles. The overall success of the project is due to perseverance of all the team members associated with the project. The project involved setting six, 5KV generators and the associated switchgear for electrical generation at the Aberdeen Proving Grounds. The output of the five generators were stepped up to 34.5KV and interconnected to the existing 34.5KV transmission lines on the base. Each generator weighed 43 tons and had three other components that were picked and bolted to the unit. The team has worked over 20,000 safe hours on this project. This is attributed to good planning by the on site management team of Rick Dilsner, project superintendent, and Dave Dalton, project lead person, as well as our field crew. Through the use of activity plans and daily safety talks with the crew we were able to achieve these numbers.
✔ 20,094 Project Safe Hours
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WINTER 2006
Cianbro to Construct Clean Air System at Mount Tom Station
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By Keith Locke
arlier this year, months of planning and negotiations paid off when Cianbro contracted with Northeast Utilities Service Company to construct a Selective Catalytic Reduction (SCR) System at an existing coal-fired power plant in Holyoke, Massachusetts. The existing Riley, wall-fired boiler currently burns pulverized bituminous coal in 16 front wallmounted burners to generate approximately 155 gross MW of electric power. The Mount Tom Station Unit 1, located next to the Connecticut River, began commercial operations in 1960. Coal-fired power plants, like the Mount Tom unit, are the workhorses of the United State’s electric power industry, currently supplying roughly more than half of the nation’s electric power. Many of these plants are facing more stringent federal and state environmental standards, especially for air emissions such as nitrogen oxides (NOx). In order for the Mount Tom Station to stay online, they must reduce their current NOx emissions according to the new state air quality regulations. Cianbro mobilized in June 2005, and began construction activities. Early work included the excavation and demolition of existing concrete slabs and the placement of over 120 cy of new concrete that ultimately formed the spread footing foundation of a new steel support structure. The new 54-foot by 22foot, six-legged steel tower will rise roughly 70 vertical feet and serve as the support structure for over 250 tons of steel plate ductwork, which makes up the heart of the SCR unit. The steel ductwork pieces range in size of up to 40-feet by 22-feet by 12-feet tall with weights in excess of 50,000 pounds per section. Cianbro engineers have generated erection/lift plans for all the ductwork and a Manitowoc 999 with 90 feet of main boom and a 90-foot luffing jib lifts and sets all the ductwork sections into place. The SCR unit is a catalyst-based system designed to reduce the current NOx emissions with the use of an aqueous ammonia reagant. The owner’s engineer, Riley Power Incorporated, designed the SCR system and is supplying the unit’s ductwork and steel support structure. Our Fabrication Facility will fabricate the steel support structure. In addition to the ductwork and structural support system, Cianbro will construct an aqueous ammonia unloading and storage area. A 50-foot truck ramp and a 30-foot by 45-foot tank slab have been built on the project site. The tank slab will support two, 15,000 gallon upright storage tanks. Aqueous ammonia will be stored in the tanks and injected into the inlet portion of the SCR. The mixing of aqueous ammonia with the flue exhaust will create a gas that will react with the internal catalyst layers, effectively removing nitrogen oxides. The erection of SCR system takes place while the plant is online and final tie-ins will be made in May 2006. The new ductwork will re-route 100% of the plant emissions through the layers of catalyst before tying into the existing exhaust CIANBRO CHATTER
A Manitowoc 999 lifts the 32,000-pound SCR hopper module into place on the new structural steel support tower
ductwork and stack. A unique challenge in our construction scope was to move two existing 50,000-pound ductwork sections in order to accommodate the SCR unit. The 40-foot-tall duct sections were moved using Hillman rollers and chain come-alongs during a scheduled two-week plant outage. The project team worked day and night to cut the existing duct, roll it westward a little over five feet, and install spool pieces to ensure the plant could commence operations after the outage. The project is currently on schedule, with plans to return in April 2006 to begin the final ductwork tie-ins. The SCR unit is scheduled to come online in May 2006. The success here at Mount Tom is a direct result of the attitude, skills, and knowhow of the project team. The SNE region is currently seeking similar opportunities in this booming market throughout New England.
✔ 22,331 Project Safe Hours
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WINTER 2006
Turning Difficult Times into Opportunities:
Training During Temporary Layoff
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By Laurette Laverdiere and Jon Sacks
t Cianbro, we pride ourselves in providing a safe, healthy work environment, competitive wages, career development, training, and a well-rounded benefits package for our most valued asset—our team. We strive to keep our team members working year round, but, occasionally, we experience slow periods and are forced to layoff some of our team for varying periods of time. Cianbro is always looking for ways to improve. One way we are doing this is by expanding our development opportunities to team members on temporary layoff. Cianbro offers training options to team members during periods of temporary layoff with insurance cov-
At Cianbro, we pride ourselves in providing a safe, healthy work environment, competitive wages, career development, training, and a well-rounded benefits package for our most valued asset—our team. erage maintained for up to 12 weeks, if the team member engages in an average of nine hours of training per week during that time. Team members who take advantage of this training will have the opportunity to upgrade existing skills, develop new skills, and improve employability for the future. Cianbro will also benefit by developing the skills of our team members. Since there is a shortage of skills in our industry, we must take an active role in training our workforce. We realize that these skills will a good investment for our industry and communities. CIANBRO CHATTER
What are the benefits for team members to participate in the training? TEAM MEMBERS WILL: ■ Gain additional skills that can help refine their current craft or learn a new craft and reduce the likelihood of a layoff in the future by making them suitable for more assignments; ■ Be able to meet their minimum average commitment of nine hours per week through flexible training schedules; ■ Have their training costs (trainer/materials) paid by Cianbro; ■ Reduce the anxiety of being on layoff by focusing on upgrading their skills and making the future more secure; ■ Keep in touch with Cianbro and what is happening; ■ Get extended insurance coverage from eight to 12 weeks (if the team member remains an active learner in training); ■ Be reimbursed for mileage to assist with the expenses of attending training; and ■ Develop professionally and personally through work related training.
In June 2005, the Unemployment Commission, in collaboration with the Career Centers of Maine, recognized Cianbro’s skills training programs as “Approved Training.” This determination provides eligible Cianbro team members with unemployment benefits including the ability to participate in training offered at Cianbro or through the Career Centers. It also exempts eligible Maine team members from having to search for alternate work while in receipt of unemployment benefits if enrolled in an average of nine hours of training per week. PLEASE NOTE: Waiving the job search while on temporary layoff and enrolled in training is not yet available in the other states we operate in. Many states were intrigued by the initiatives and we will keep on promoting it for the benefit of all.
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Type of training offered at Cianbro Some courses contribute towards an official certification such as Equipment Operator, Welding, CPR, or First Aid certifications; or earn National Center for Construction Education and Research (NCCER) credits towards the core or specific craft curriculum. Other courses provide basic construction knowledge or basic computer skills. However, with or without an official certification, the overall outcome of upgrading team member skills will contribute to one of our goals—fostering a culture of continuous learning and growth for all at Cianbro. Credentials of our Trainers Our trainers’ backgrounds are very diversified. We have craft instructors who are certified in accordance with the NCCER Instructor Certification Training Program. We also have instructors trained in specific areas such as welding, equipment operation, computer technology, and more. Furthermore, during slower periods we can utilize our supervisors and managers as trainers to share their skills and knowledge. Registration with other training institutions Team members on temporary layoff remain eligible for our tuition reimbursement benefit. Cianbro offers tuition reimbursement for successfully completed, work-related courses that are taken through recognized institutions. Other related costs such as books are also reimbursable. Courses have to be preapproved by Cianbro and can be traditional classroom style, self tutorial, online, or distance learning courses. Accountability Team members must be active learners and participate in the training program. Team members are required to commit to participating in the program by the end of the first week of layoff at the latest, select a combination of training with the assistance of a Cianbro trainer, and maintain a minimum of nine hours on average of training per week. WINTER 2006
Carlton Bridge Rehabilitation
B
(Article reprinted by permission from the Coastal Journal, October 13, 2005, Edition) ATH, ME- “Everything is going according to plan,” Cianbro project superintendent, Hank Cook says of the first stages of repair and refurbishing work being done to the Carlton Bridge. ■ Work began July 18, 2005, on the contract awarded by the Maine Department of Transportation to Cianbro on June 29 which includes: ■ the stripping and repainting of bridge segments; ■ upgrading the rail crossing signal system starting near the Taste of Maine in Woolwich and extending to North Street in Bath; ■ upgrading the rails from Rte. 127 in Woolwich to Washington Street in Bath; ■ installing some new maintenance platforms for MDOT; and ■ structural steel repairs to deteriorating members and lancing bars on the bridge itself, and upgrade of the tracks.
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(Photo reprinted by permission from the Coastal Journal, October 13, 2005, Edition) “We’ll be replacing the rails on the bridge, as well as the ties, and raising the grade of the tracks. Many of the ties on the bridge are from the mid-1960s but we’ve removed some that are from the late 1940s,” says Cook. All of the work will be performed on a Monday- Friday schedule, with the track fully restored and inspected so that Maine Eastern Railroad (MERR) can operate its equipment each weekend, according to Jon Shute, MERR general manager. “The big portions of the painting will occur on spans two, three, and fourthose being the lift span and segments on either side. The environmental barrier is in place and sandblasting is already underway using recycled steel shot as the abrasive,” said Cook. “After the paint is removed, a primer coat, a mid-coat, and a top-coat will be applied.” The entire project is scheduled to be complete by June 30, 2006. “During the winter, we will be down around the first of the new year and get back up and running in the middle of March, depending on the weather,” says Cook. Cianbro comes to the project with a crew of 13 employees and three subcontractor companies. Sandblasting and panting will be handled by Aulson Company of Methuen, Massachusetts, and its 22-employee crew. Track work is being handled by Northeast Rail Services of Woburn, Massachusetts, and six of its employees. Railroad signal work is being performed by Pratt Railway Services of Holiston, Massachusetts, and five of its employees.
The 15-Year Plan Cianbro team members at work on the Carlton Bridge
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“This is the second {relatively recent} renovation contract on the Carlton
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Bridge,” says MDOT’s project manager for the Bridge program, Devin Anderson. “The first set was also performed by Cianbro. That work was to the lift-span and included electrical system and structural work. That project was finished three years ago.” “The Carlton Bridge was last repainted at least 25 years ago. It was touched up in areas when repair work was done, but only where new steel was installed. For this type of bridge, paint jobs come around usually every 25-30 years. Most of the work going on now is related to the deterioration of steel. What we are encountering is something called ‘packed rust.’ Basically anyplace where steel is laminated together, rust starts there and grows and expands. It is very difficult to blast and clean it all out. The new paint coating is to prevent its continuing to rust.” MDOT’s plans call for the gradual replacement of spans of the Carlton Bridge until it is only a one-deck rail bridge. All told, the plan will take an estimated 15 years with the next step in the renovation occurring six years from the completion of the current work. “At that time, the segments outside of the lift span will be replaced with new segments that will not have the top deck that the bridges has now,“ says Anderson. “The next step after that will be dependent on the lift span’s condition, but the hope is that in 15 years we will look into the replacement options for the lift span itself. We will also be looking into different types of bridges besides lift spans. Even if we do end up using another lift span, it won’t have to be as tall as the one in place now.”
✔ 10,435 Project Safe Hours SW UMMER INTER 2004 2006
Fishlift Projects Update ■
By Cory Verrill
C
ianbro began three upstream fish passage projects this spring in central Maine. The projects located in Burnham and Benton are on the Sebasticook River while the Lockwood project is in Waterville on the Kennebec River. The operation of all three lifts is similar but uniquely suited for the dam where it will be installed. The Benton Fishlift is owned by Benton Falls Associates. Cianbro is attaching the new lift to the hydro-electric station we constructed in 1987. In an effort to minimize impact to power generation, Cianbro proposed a design that spans the Unit #1 tailrace with 36 inch beams and supports a steel collection chamber. After the fish are collected they are raised to an elevated flume that runs along the powerhouse and exits at the face of the dam. The Burnham fishlift is owned by Ridgewood Maine Partners, L.P. At this project the fish will be attracted into a new concrete collection chamber. After being hoisted, the fish will swim upstream through a steel flume that penetrates the dam
structure. Ridgewood has also asked Cianbro to complete additional projects including replacing the trash racks, installing deep gates, and the repair of some deteriorating concrete. The Lockwood Dam is owned by Merimil L.P./FPL Energy Maine Hydro, LLC, and is located next to the former Hathaway building in Waterville. The project consists of constructing a temporary cofferdam; earth and rock excavation; construction a concrete collection chamber; and the installation of maintenance and entrance gates, a 48-inch attraction water pipe, fishlift hopper and hoist, steel holding tanks, and a control room building. A great deal of demolition and the installation of the 48-inch stainless steel pipe had to be completed during a two-week outage coordinated with the client’s annual maintenance shutdown. Additional team members augmented our crew allowing us to work 24 hours a day to meet the challenge. All three fishlifts will be operational before the 2006 spawning season. When complete, the fishlifts will allow Salmon, Shad, and Alewives to migrate back to their original spawning waters.
✔ 16,771 Project Safe Hours
Thames River/Amtrak Bridge Rehabilitation Project
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By Chet Muckenhirn
ianbro was recently awarded the contract to replace the existing 188-foot Amtrak Bascule Train Bridge over the Thames River in Groton, Connecticut, with a vertical Lift Span Bridge. The new bridge will allow 135 feet of vertical clearance and will be constructed over the top of the existing bascule bridge, after the piers are extended to accept the lift towers. This project is certainly one of the most challenging movable bridge projects we have ever taken on. During construction we will have to contend with approximately 50 trains per day running on the electrified tracks of the existing bridge. This project will ramp up to 65 team members at peak periods with an average crew size of approximately 40. The official Notice to Proceed date was November 15, 2005, with a completion date of February 28, 2008. The construction will culminate in a 12 day outage in the fall of 2007, during which the following activities will take place: ■ DAYS 1-3: Preparing the existing bascule bridge for removal while closed to marine navigation ■ DAYS 4-7 (96 HOURS): Floating out existing bascule bridge; performing
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required modifications to approach spans; floating in the new lift span; begin hook up of mechanical equipment; and opening the new bridge to one lane of train traffic ■ DAYS 8-10: Preparing the new lift span for channel service and test operation on an auxiliary drive system ■ DAYS 11 & 12: Completing all testing and final span adjustments; opening the bridge to the second lane for trains and operating as required for marine traffic
We will be calling on our equipment group to provide the marine fleet required for the project. We plan to use our Dignity barge with a 4100 Series 2 Manitowoc crane; the Pride barge with a 4100 Series 3 ringer crane; numerous flexi-float material barges; and an 80-foot by 140-foot lift span erection barge during construction. Several other work boats, a push boat, a yard crane, as well as other small equipment will also be required. Our Fabrication & Coatings team will fabricate and coat the miscellaneous metals package, as well as the counterweight boxes and the sheave hoods at the lift towers. This will be a substantial project.
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Our temporary design group led by
Alan Fisher—including Joe Foley and Joe Orlando—will be intimately involved
with the project over the next two years. Their experience at the Tomlinson and Buzzards Bay Lift Bridges will be invaluable in the execution of this project. Many thanks to the successful bid team of Doug Dow, Matt Hebert, Rob
Lehay, Larry Moores, Joe Oliver, Brian Watson, and Tom Weaver.
Lastly, our Purchasing Team, led by
Stan Martin, with the help of Kellie Duplisea and Jim Peakes, have been very
busy negotiating and writing subcontracts and purchase orders for the substantial materials and services required on this project. Currently, the following team members are assigned to the project and look forward to a busy 2006 construction season: Dan Butler, project engineer; Kevin Donovan, structural engineer & QA/QC; Matt Hebert, office engineer/mechanical; Tom Houghtaling, safety superintendent; Jason Molten, caisson superintendent; Chet Muckenhirn, project manager; John Orzel, electrical engineer; and Mark Zagrobelny, mechanical engineer and project coordinator.
✔ 1,128 Project Safe Hours WINTER 2006
Work Continues at the Farrington Mountain Landfill
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By Jason Butler
t the Rumford, Maine, NewPage paper mill, (previously Boise Cascade, Mead, and MeadWestvaco), Cianbro has been contracted to operate and construct the Farrington Mountain Landfill located in the nearby town of Mexico since 1995. The 37-acre landfill is situated on a parcel of land owned by NewPage and is licensed by the state as an industrial special waste landfill. The landfill has an engineered leachate collection system, which collects and pumps leachate back to the mill’s wastewater treatment plant. Currently, the landfill has approximately 24 years of life span. Since 1995, Cianbro has been involved in various major projects at the landfill site. In 1995, a project was initiated to stabilize the southern section of the landfill. In 1997, a project to engineer and construct an ash silo and mixing system was completed by Cianbro. Prior to 1995, Cianbro had involvement at this site in building the lined leachate storage ponds in 1987, and in the early 1990s our team rebuilt the #2 Dike at the southern end of the landfill. We are in our eleventh year of supporting the Rumford mill with its waste removal, landfilling, and waste processing. Currently, we have a nine-person crew working full time on the Farrington Mountain project. Their responsibilities include general waste hauling and handling; ash hauling and handling; landfill maintenance; and many various special projects. This project requires an extensive fleet of equipment to meet all the landfill needs, which includes a dozer, a backhoe, a tractor with an ash tanker, a water truck, two loaders, a 16-cy dump truck, and two, 20-cy dump trucks. The general waste hauling consists of transporting sludge, trash, lime kiln dregs, and demo debris to Farrington Mountain and land filling this waste according to the operations manual provided by the mill and licensed by the state. Also included in the general waste hauling is the supervision of the Waste Management of Maine team. Waste Management removes all municipal solid waste, sawdust, cardboard, and office paper. The ash hauling and handling includes the transportation of cogen bottom ash and fly ash. The bottom ash can be directly hauled and land filled, but the fly ash
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Front row from left to right: Kurt Feiereisen (NewPage Landfill Attendant), Roland Arsenault (NewPage Environmental Engineer), Hoa Nguyen, Richard Estes, 2nd row left to right: Randy Noble, Steve Fuller (NewPage Landfill Superintendent), Euclide Cormier, Toby Gower, Dan Sweatt (Waste Management), 3rd row left to right: Ron Oliver, Mark Hutchins, and Charles Johnson (Ron Harris is absent from photo) requires special handling. This ash is trucked to the landfill in a 30 ton tanker and off loaded into the ash conditioning silo via vacuum. The ash is then conditioned in an 80 ton/day mixer, which free floats on a computer operated scale that adjusts water and ash mix automatically. This system is completely automated allowing the operators to control the mixing from the lower elevations of the building. Once the ash is mixed and transferred to the dedicated dump truck, it is then transported to a designated zone for waste mixing at the landfill. The ash is mixed in an approved waste ratio—by the Maine Department of Environmental Protection (MEDEP)—with paper mill sludge and lime kiln dregs to obtain state-mandated shear strength and permeability requirements. Once the desired mix is obtained, the mixed ash is transported to the current operating area for land filling. As part of the mill’s approved operations and maintenance plan, Cianbro is responsible for maintaining all roads, leachate collection systems, storm water collection systems, final cover areas, buildings, and equipment, as well as the construction of the landfill itself. During the course of the normal operating year, Cianbro handles all special projects that develop at the Farrington Mountain landfill including modifications to the landfill itself. During 2005, special projects included replacing 700 feet of eight to10 inch, underground leachate pip-
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ing with 16-inch pipe and repairing two access holes in this line with depths reaching 40 feet. The team also repaired 1,200 feet of synthetic plastic cover in an approved storm water collection area and repaired the main support dike for the landfill. The repair to the storm water system and dike occurred as a result of a heavy rain event in July, and repairs were required (and completed) in a timely manner by mill personnel. As a result of our very prompt response with the necessary workforce and equipment for this project, the mill was informed by MEDEP that it avoided a “notice of violation” because of the effort to expedite the repairs. Other special projects that took place were the installation of a 300-foot, storm-water sluice for future storm water management, the installation of a 2.5-acre sand drainage layer in a current operating cell, and the annual inspection of the 7.5-mile-long leachate force main which travels under Route 2 in Mexico to the Rumford mill. Many thanks to our landfill crew who not only consistently and safely perform their jobs, they meet the challenges that are continually brought before them. We also thank the NewPage landfill managers, who have given Cianbro the opportunity to perform this work. We look forward to meeting upcoming challenges and supporting the Farrington Mountain Landfill into the future.
✔ 7,974 Project Safe Hours WINTER 2006
Hollywood Slots Opens in Bangor, Maine
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By Red Webster
n July 2005, work began to transform the former Millers Restaurant in Bangor, Maine, to a slot parlor that would host almost 500 slot machines, a full kitchen, and a spirits bar. Designed by WBRC Architects of Bangor, this renovation project presented many challenges, the first of which was the demolition of the existing restaurant interior. We knocked down walls, peeled up carpet, dropped ceilings, ripped out plumbing, pulled electrical lines, and pretty much took the place to the bare framing. We hauled 48, 40-yard dumpster loads of debris out of the former restaurant by hand! Cianbro and subcontracted crews worked hard at the constant removal of debris, which was more physical than a normal construction day. It was very demanding but we did it without a single injury and we set the stage for this fast-track job to get off on the right foot. After the demolition activities were complete, it was on to the remodeling work to get the building in shape for our client, Penn National, to begin moving their slot machines in and firing up their systems. All in only three short months! First, Terry Trask and his crew started installing new exterior doors, cutting in new roof penetrations for 14 new rooftop air handling units, cutting numerous penetrations for new ductwork, and leveling the existing floors with Gyp-Crete. They added framing to existing walls in the 1940s original framing, which, in places, was over three inches out of plumb! This required much foresight in the demolition and framing stage to properly prepare the walls for finish work. Secondly, because this building had been expanded five or six times over the years, we had to strengthen existing flat roof areas with four truckloads of additional structural steel. This was a feat in itself as all this steel was brought inside by hand and jacked up into place from within and beneath the existing structure. This new steel had to be fit up in between existing joists and ducts to gain the maximum ceiling height. After all CIANBRO CHATTER
was said and done, it was welded out in this wood framed building without one single safety or fire incident! Great job by Darrell Clements and his welding team. And then came the elevator installation, which was to be added only to operate from the basement level up to the ground floor, so we thought, “no big deal.” However, upon closer inspection of the basement and its seven-foot headroom covered by metal decking and no way up to ground level but the stairs, we knew it would be a challenge to install a new four-foot-deep, eight-foot by ten-foot elevator pit into the existing floor. Wayne Blodgett and his team of
along with Foremen Scott Belanger and Mike Edwards, these guys worked closely
with PENN’s systems consultant to run 80,000 feet of data wiring. Add another 70,000 feet of power and lighting wiring for a grand total of 150,000 feet. That’s 28 miles of wire installed above the already-tight existing ceiling space! This was a tough job but we had a number of comments from the folks from Las Vegas that set up and programmed the slots. They remarked that they had never seen a job go so smoothly and they do these all over the world. Great job team! Once we got the demolition and the heavy work completed, we moved on to
This was a tough job but we had a number of comments from the folks from Las Vegas that set up and programmed the slots. They remarked that they had never seen a job go so smoothly and they do these all over the world. Great job team! carpenters, an instrument fitter, and various craftspeople from all trades tackled the job and jack-hammered through the concrete slab and dug through hardpan clay by hand. They first shoveled debris and clay into wheelbarrows and then had to shovel it onto a conveyor before the unwanted material was up and out. Then, at 32 inches below the slab level, this team unearthed a two-foot-diameter brick sewer line, still in service since the 1880s. After doing some research, we found out the pipe couldn’t be eliminated and we still needed the new elevator. This meant the pit had to move. Readers, please take a moment to consider what this meant to the people in the hole; they had to begin digging all over again! Nonetheless, the team rose to the challenge and took eight dump truck loads of material out of that basement by hand, with no incidents, creating a new location for the elevator. This team did a super job. This project was also a huge undertaking electrically and for Tel/Data. The security and monitoring systems with all the sophisticated surveillance required us to be on top of it every minute. And on top we were! With Tom Richter acting as Tel/Data/Electrical Superintendent
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the finishes including carpeting, ceilings, finish millwork, and outfitting of the building. This took a great deal of coordination, focus, and patience to pull all this together, which Garry Sawtelle, field superintendent, and David Stenzel, project engineer, handled expertly. It was a very busy summer because while working on this project, we also priced up and performed other work at the Bangor grandstand converting it to the new Off Track Betting Facility and temporary offices for the Penn group. We couldn’t have offered our client such service without this kind of commitment on our team’s part. Thanks very much to our great team. In 2004, Penn National held the honor of being one 100 of the fastest growing national companies according to Fortune magazine for the fourth year in a row. In September 2005, it became the third largest national public gaming companies. Owning over 14 gaming and casino facilities, Penn National is a respected leader in the industry. For more information, visit www.hollywoodslotsatbangor.com.
✔ 7,126 Project Safe Hours WINTER 2006
Moscow, Maine: Defender of the East Coast and Still Without a Post Office
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By Shawn St. Jean
n a plateau 12 miles northeast of Bingham, in the small town of Moscow, Maine, towered by Moxie and Bald Mountains, lie three fields which contain the most advanced radar system ever created. These fields measure 5,000 feet by 2,500 feet and are completely covered with wire mesh that acts as a reflective surface to focus the waves, and house part of the United States Air Force (USAF) Over the Horizon (OTH) Backscatter Radar Network. The network consists of three arrays of 12 bands and each band has six antennas. In addition, each of the three arrays has a 300-foot by 125-foot building. The buildings house all 12 of the transmitter sets, a lead-shielded control room, a 125kW generator with enough fuel for 90 days, and all the auxiliary equipment needed to run the sector including redundant line-of-sight parabolic dishes and a decryption room (complete with bullet proof door) that communicates directly with Dow Air Force Base in Bangor. The $2.5 billion dollar federal OTH system was to consist of four coverage areas: Alaska, the west coast, the east coast, and most of the mainland. Only two—the west coast and east coast—were ever built. The cold war, for which the OTH was created, ended before the other stations were built. The east coast site, consisting of two parts; the transmit site in Moscow and the receive site in Columbia Falls, was to patrol over six million square miles of air space over the Atlantic Ocean. The three sectors are angled 60 degrees apart for 180 degrees of coverage from Greenland to Cuba, 2,000 miles out over the ocean, as far as Iceland. The OTH gets this large coverage by employing a proprietary technique, developed by General Electric, of bouncing the radar waves off the ionosphere, a layer of electrically charged particles extending 25 to 250 miles above the earth, and back down to the surface. Any waves that strike an aircraft or cruise missile will get reflected back to the ionosphere and picked up by the receive site. Conventional line of sight radar can’t see over the horizon and therefore is limited to a 200 mile range. Another disadvantage of conventional radar is that aircraft and misHarry Woods and one of the siles can “underfly” the system radar site caretakers make and go undetected. OTH detects another 2,000-foot walk down everything from the surface of one of the radar sectors. the ocean to the base of the ionBecause the cable can’t be osphere. dragged on the earth, everyConstruction began in one but the telehandler driver Moscow in 1976, in the heat of must make the walk while the cold war era, and was comworking the machinery and pleted, with all three sectors guiding the cable as it is colready to transmit, in December lected on the reel 1988. The site started out operating nine hours per day with 12 employees. Then, in 1989, the site ramped up to 24-hour coverage with 80 employees. Around-the-clock surveillance continued for seven years, until the site was scaled back to only eight
CIANBRO CHATTER
Left to right: Lee Fortier, Bruce (Geezer) Beane, Shawn St. Jean, Bub Turner, Mike Bushey, and Harry Woods hours of operation per day, five days per week. In 2001, the site was shut down and “mothballed” with just three maintenance employees remaining at the site. In 2005, the Office of Special Operations in the Pentagon decided to decommission the site. The site never detected one aircraft or missile. It was used only once to track a hijacked plane. Cianbro is now working on Phase 1 of the decommissioning, which consists of removing the Heliax waveguides that run from the buildings to each of the 216 dipole antennas. One-hundredforty-four of the waveguides will be rolled on very large wooden reels with a custom-made retriever and sent to a USAF warehouse in Pennsylvania for storage as spares. Seventy-two of the waveguides will be scrapped to recover some of the decommissioning costs. Some of the equipment will be sent to Puerto Rico to be used by the National Oceanic and Atmospheric Administration to detect hurricanes. Some will be sent to Cornell University to be used in underground applications and some will be sent to the west coast site in Christmas Valley, Oregon, which is identical to the Moscow site, which is also being decommissioned. The best parts of both transmit sites will be sent to Alaska, where a new transmit/receive system will be constructed. We are presently bidding Phase 2, which includes the transmitter system equipment removal and shipment. Our crew consists of Bruce Beane, Mike Bushey, Lee Fortier, Shawn St. Jean, Bub Turner, Byron Weymouth, and Harry Woods. Our team would like to thank Penny Abbott and Marla Landry for creating a welloiled human reeling machine team capable of surviving 40 degree-below-zero temperatures and keep on chugging; Nick Arena, Buddy Kershner, Doug Lacroix, John McAfee, and Scott Theis for getting us the equipment we need to do the job correctly and efficiently; Stan Martin for waiting for the copper market to rise; Randy French and Ron Wills for keeping the equipment running; Gail Mayo for making sure everyone gets paid; Andy Kerr and Dale Wilson for getting us the empty reels to work with and then taking them away full, load after load; Lou Hornstein from Sonoco/Baker for his reel and trucking knowledge; Dan Duperry, Mike Foster, Brent Kirby, and Dave Parsons for helping out with job costing; Betty Brescia for taking on the role of operator when the only number that can be dialed from the only phone is a 1800 one and Betty’s is the only extension we know by heart; and Dann Hayden for his support and guidance.
✔ 2,182 Project Safe Hours
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WINTER 2006
Cianbro’s Utility Services Team: On Call!
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By LeAnne Rogers
n Monday, October 24, 2005, Mother Nature dealt a mean early-winter snowstorm to the upper Kennebec Valley dumping up to 22 inches of heavy, wet snow on central and northern Maine areas by the storm’s end. Central Maine Power (CMP)—one of Maine’s major electrical transmission providers—knows very well that wet, heavy snow and blowing winds mean trouble for transmission lines and poles. Early that day CMP contacted Cianbro Utility Services Superintendent Jerry Burton and asked that our team of linemen be put on “standby” should they be needed to help with emergency work. During the early morning hours on Tuesday, Harris Station, which feeds the electrical grid in the Jackman, Maine, area went down. Apparently, the weight of the snow on the transmission line coming from the station had done some damage to the 8.5-mile line that runs east/west and so the 34.5KV switches to the power lines were shut off for repair. By Tuesday afternoon, CMP emergency repair crews were tending to power outages on the “Jackman Tie-In Line,” as it is called and were close to running out of fuel for the heavy equipment they had mobilized on site. Not only are gas stations few and far between in that remote area of Maine, but finding one with power to run the pumps within a 100 mile radius was nearly impossible. CMP contacted our Utility Services Team for help and by that evening, Linemen Bruce Chesley and Dan Dionne had a generator set up to pump fuel from a 300-gallon skid tank near the work area. But that wasn’t the only challenge for
our Utility Services team. By Wednesday morning, the weather broke and CMP was able to survey the Jackman line from a helicopter above and reported major damage from one end of the line to the other. It was much more damage than they expected. A two-pole, H-frame structure was broken on the western side of a 650-foot gorge that the wires crossed, which may have been what stressed the line that twisted 25 pole cross arms, even breaking some. There were approximately 30 sections of primary wire on the ground. Jim Wright, CMP’s Transmission Operations and Maintenance Supervisor, said, “It was the most devastation I’ve ever seen on one line. It took damage from one end to the other, which is extremely uncommon. This line took the same kind of hit that we saw on other lines in the destructive and infamous Ice Storm of 1998.” Our Utility Services team was called, once again, on Wednesday morning to join the CMP crews in line repair work. Led by Bruce Chesley, the Utility Services team quickly changed gears and was mobilized with five sets of tower lights, a Pittman truck, and all their pole climbing gear headed to the blacked-out Jackman Tie-In Line. Superintendent Jerry Burton said, “When you take a line crew already working on a project and call them at 10:00 am to mobilize for emergency work in an area almost three hours away and they are safely on the new site at 2:00 pm loaded up with all their equipment and ready to go to work, that’s pretty amazing!” The linemen team that met this call to duty included Dan Dionne, Christopher Dustin,
Harold Enman, Terry Malloy, Allen Morey, Stephen King, Zachary Olson, Christopher
By Jason Johnson
T
he Cianbro team has completed repairs to the stateowned Historic Route 11 Bridge in Williamsport, Maryland. The bridge spans the Potomac River into West Virginia and was originally built in the early 1900s and re-decked in 1983. The bridge is situated next to the National Park Service’s Chesapeake & Ohio Canal that follows the Potomac River. The canal once served as a means of transporting coal and other goods from western Maryland to Washington, DC, but is now enjoyed by visitors who walk or bike to view the scenic Potomac River Valley.
CIANBRO CHATTER
north on Route 201, the team met Jim Wright where the line intersected the road and began their journey 7.5 miles back into the woods. They were assigned to work on the eight poles leading up to the broken pole by the gorge while other CMP crews tended to the work across the gorge—connecting to Harris Station—and other outages back at the Route 201 road line. Our crews were able to drive 6.5 miles along the line on an old woods road but the snow got too deep and they were forced to load up their climbing gear, running blocks, and locking tackles for the 1.5 mile trek the rest of the way— in almost 10 inches of slushy snow over rough terrain! This tenacious group of linemen worked into the night standing up downed poles, repairing or replacing pole cross arms, and sleaving and splicing lines together. Jim Wright reports that, in an exemplary show of perseverance, the CMP and Cianbro crews completed their repairs just as the team working on the 201 road line finished up. This meant the line from Harris Station came back up and power was restored to CMP customers at the same time. Jim said, “That’s good team work.” Bruce Chesley was proud of his crew’s achievements. He said, “My team did one heck of a job.” Jim Wright added, “When we’ve exhausted all of our internal resources, I can always call Cianbro and count on getting some help and providing what we need to get power restored to our customers.” We look forward to supporting CMP on future projects. For more information about our client, CMP, please log on to www.cmpco.com.
The project consisted of pouring concrete curtain walls around seven of the piers in the river, installing neoprene drain troughs at all sixteen piers and both abutments, and the replacement of seven roadway seals. There was also a significant amount of pneumatically applied mortar repairs. Led by 25-year veteran, Project Superintendent Don Keresztenyi, we were given 70 working days to finish. Along with fellow team members Calvin Andrews, Mike Crider, William Davis, Larry Good, Jerome Longmire, Jeremy Sherman, Eric Smith, and Max Wahl, all work was complete in 66 days. The project finished with over 7,900 safe hours, ZERO recordables, and ZERO lost-time incidents. The project manager was Pete McCormick; project engineer was Jason Johnson; and the project administrator was Cindy Kenniston.
Route11 Bridge Repairs in Williamsport, Maryland ■
Page, Ryan Perkins, Patrick Rivard, Josh Turner, and Charlie Warren. Heading
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7,907 Project Safe Hours WINTER 2006
Accolades for Cianbro’s 25-Year Veterans ■
By Pete Vigue
Eric Brown “Twenty-five years is a significant amount of time; it is an important milestone in an individual’s career. We are proud of Eric’s accomplishments and all that he has achieved for our company. We congratulate Eric and look forward to the years ahead.” Eric Brown
Edward Bubar “Ed is a quiet and reserved individual. He is always focused on getting the job done and supporting our team.” Chris Cianchette “Chris plays a significant role with our yard and equipment supply team in supporting the activities of our field offices. Chris is dependable and very responsive to the needs of our team. He has contributed greatly to our company’s success.” Henry “Hank” Cook “Hank Cook is a very creative individual. His ingenuity and insight in constructing projects is innovative and outstanding. Hank is a great builder and reflective of what Cianbro is all about.”
Left to Right: Bud Cianchette, Bryan Libold, Pete Vigue, Hank Cook, Gary Rogers, Brian Hjort, Chris Cianchette, Dave Shorey, Ed Bubar, Red Webster, Bob Doiron, Jim Garland, Charlie Tibbetts, Bob Jamison, and Ken Cianchette
ground, but when it comes to commitment and getting things done, he’s right up at the front of the line. He’s always willing to share his knowledge and experience. He always looks forward, never complains, and always focuses on getting it done.” James Garland “Jim Garland is a very steady individual. You can count on Jim and always know exactly where he is going to be. Jim is a great team member and very supportive of what we’ve done over the years.” Kenneth Hawkes “Kenny Hawkes takes tremendous pride in his work. Ken always supports our team on the many challenges we undertake. He responds positively to any requests that are made of him and has greatly impacted our success.” Ken Hawkes
Don Keresztenyi, left, and Paul Day
Paul Day “Paul joined our team on our first project in the Mid-Atlantic region. He has been a great asset in helping us grow a successful team and is highly respected by all who have worked with him.” Robert Doiron “Bob Doiron is a very quiet, humble individual who prefers to be in the backCIANBRO CHATTER
Brian Hjort “Brian reflects those qualities that we look for in the ideal Cianbro team member. Brian has always been very dependable, performed quality work, and represented our company on the job and off in a professional and courteous manner that has gained him the respect of those he worked with.”
Robert Jamison “Bob Jamison has played a significant role in growing our business in the pulp and paper industry. Bob is a great role model and supports many projects and team members in our efforts to succeed.”
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Donald Keresztenyi “Don has been key in the growth and development of our Mid-Atlantic Region. As Don has grown and taken on more responsibility, our Mid-Atlantic Region has grown. Don’s commitment to our team and the contributions he makes will ensure our future success.” Bryan Libold “Bryan is a very quiet guy and he is a great team member. Bryan does everything that is asked of him and recognizes many people depend on him. He’s always been there to support the efforts of our team.” Kaven Philbrook “Kaven is somewhat quiet and reserved but very bright and experienced. He has traveled a lot in his 25 years and has gone everywhere we’ve asked him to go. Kaven has Kaven worked on some projects that Philbrook laid the groundwork for jobs we have today and has meant a lot to Cianbro and to our growth and success.” Gary Rogers “Gary is a very quiet and talented individual. He is extremely observant and has the ability to size things up very quickly and assist in developing solutions to many of the construction challenges we face day to day. Gary’s commitment and hard work has significantly impacted the success of our company.” David Shorey “Dave adds tremendous value to our team. He is well respected and has significantly supported the success of our company. WINTER 2006
Dave has a great attitude and puts things in perspective for many of us, particularly with his humor and caricatures. It has been great working with Dave.” Charles Tibbetts “Charlie has worn many hats since he joined the Cianbro team. He always takes on challenges with a great attitude and can-do spirit. We celebrate Charlie’s contributions to the success of our company.”
CIANBRO ANNIVERSARIES Team members with three or more years of service who celebrated their last date of hire anniversary between October 1 and December 31, 2005. ■
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David “Red” Webster “Energetic — creative — hard working — commitment — driven —direct — honest — fun — are just a few words that describe Red’s qualities. As Red has grown, our company has grown. We appreciate Red’s leadership and his contributions to our company.” Archie Wheaton “Archie is a dedicated, serious professional and has contributed a lot to the success of Cianbro in his 25 years. Archie is totally focused on safety and productivity. Anyone who has worked for him knows that you always know where you stand with him. We appreciate and respect Archie that kind of honesty.” Wheaton
In Our Next Issue! ■
SNE Confined Space Team
Our Southern New England Confined Rescue team spent the past year honing their rescue skills and preparing for worst-case rescues. We’ll highlight some of their ongoing training efforts. ■
Loch Raven Excellence Award
Loch Raven Dam Rehabilitation Project wins coveted national construction award. ■
Tomlinson Lift Span Bridge ABC Award
Tomlinson Lift Span Bridge wins Excellence in Construction Award from the Associated Builders and Contractors of Connecticut. Stay tuned for more details and photos of the award ceremony!
CIANBRO CHATTER
31 Years
Rodney A. Leach Dale E. Wilson ■
28 Years
James P. Francis ■
Benjamin Wagg “Ben Wagg exemplifies the Cianbro spirit. He gets along well with everyone, he is supportive of our team, and he does whatever is asked of him. Ben does an outstanding job and contributes greatly to our company’s success.” Ben Wagg
33 Years
Bruce A. Mitchell
27 Years
Louis F. Campbell Douglas B. Smith ■
26 Years
Nancy L. Sidelinger ■
25 Years
Eric S. Brown ■
24 Years
Douglas W. Foster Gary A. Parker Shelby A. Sawyer ■
23 Years
William H. Dusty Richard K. Moors ■
22 Years
Mona D. Evy Ronald K. Oliver ■
21 Years
Dan D. Orcutt
19 Years
Billie J. Perkins ■
14 Years
Kellie A. Duplisea Christopher D. Elliott Lawrence W. McAlpine Lee A. Nadeau Shawn H. Ramsay ■
12 Years
Terrance L. Hayes Todd A. Hoffa William J. McLeod Martin G. Roach Robert Q. Seegmiller ■
11 Years
Thomas E. Carranza Joseph T. Davidson Eric E. George Earl M. Jones Jon W. Larochelle Rick C. Leonard Carlton W. Sanborn Jr. Michael S. Stevens Jerrill N. West ■
10 Years
Dennis R. Briggs Sr. Jon G. Collins Lawrence D. Oliver Jr. Robin A. Tower Steven C. Trombley ■
9 Years
Elizabeth T. Bridges Judy C. Cianchette Bruce D. Dube Gary D. Gorman Michael L. Goucher Warren L. Knowlton
Robert E. Beisaw Joshua M. Brown Thomas G. Dewey Jason P. Evasius Langis D. Gagnon Timothy A. Garnett Robert A. Gould Mitchell E. Hayden Scott A. Knowlen James J. Peakes Patrick L. Slawek Troy T. Twitchell Juan A. Ugalde Debra L. Wilson
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Penny-Lynn H. Abbott Gary J. Bollinger Thomas J. Lufkin Robert C. Owens Donald R. Padham ■
18 Years
17 Years
Thomas J. Smith ■
16 Years
Trent C. Clukey Carl L. Cross Jack H. Dodge Jr. Kevin M. Dyer John P. Gamage Howard A. Lynds Glenn G. Masse Hoa Nguyen Norman L. Scribner Elbridge G. Watson ■
15 Years
Bruce L. Arsenault Steven G. Cianchette Faunce L. Cleaves Philip R. Dube Thomas A. Kennedy
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8 Years
Scott L. Belanger Richard L. Bessett Patti-Lynn Brann Kristen A. Chipman Kenneth R. Eaton Jr. Lawrence G. Johnson James A. Maher Jr. Wesley A. Sweatt ■
7 Years
Shawn M. Bickford Robert W. Blackmore Christopher J. Chasse Jerome C. Cross Jose F. Garcia Manley B. Lyons Thomas L. McVaney Scott S. Penney Anne MG. Perron James D. Robinson
Juan F. Salazar Ronald D. Willis Jr. ■
6 Years
Aaron F. Barbalate Michael J. Brooks Thomas C. Conklin Robert P. Courtney Edgar E. Dacheux James P. Dunnigan Todd A. Fulmer Deirdre R. Gijanto Robert C. Hennigan Terry L. Rosensteel Brian K. Sheeder Jerilyn R. Underhill ■
5 Years
Lisa M. Barnes William E. Birney Thomas E. Clarke John E. Cooper Rodney W. Crocker Adele D. Diodato Michael J. Fisher William E. Follett Jr. Barbara Fortin-Poirier Darren E. Gray Christopher M. Henry Michael H. Kaiser Cindy P. Keniston Eric M. Lane Young T. Lee Garth Miller Mikel A. Moty Brinton R. Ramey Shawn A. Reid Mary L. Schreiber Brian K. Smith ■
4 Years
Ronald D. Ayres Maurice B. Batchelder Ulicer Castro Arthur R. Christian Daniel E. Cole Sharon G. Ebbs Gary L. French Anthony G. Golden Karl E. Kuhnen Gregory A. Morse Sue Noiles Carl A. Ritz Peter K. Robshaw Makiel Rosado Matthew J. Ward Jonathan P. Withee ■
3 Years
Jesus Bernal Darryl S. Bowers Kate M. Cooley Devon D. Desmond James A. Dobson Charles J. Gervais Keith R. Gould John S. Kingsley Susan L. Morrison Jeremy J. Saulis Josh M. Turner
WINTER 2006
C
2006 Marks our Healthy LifeStyle Program’s 5th Year!
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By Rita Bubar and Andrea Pelletier
ianbro’s Healthy LifeStyle Program is custom designed by Cianbro and our medical director, Dr. Larry Catlett, and administered by Occupational Medical Consulting (OMC). Our goal is to help team members improve their overall health and quality of life. Participants partner with a health educator, in person and over the phone, to complete a Health Risk Appraisal and identify controllable health risk behaviors, which need to be reduced or eliminated. Action is then based on setting goals that are reasonable, attainable, and sustainable. Participants commit to keeping follow-up appointments and meeting their goals. Let’s look at our accomplishments and progress in the program so far: The program began in 2001 with 200-300 team members. Within six months, participation jumped to 1,500;
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Cianbro became tobacco free in 2003 and began offering the Nicotine Replacement
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CIANBRO CHATTER
Therapy Program (NRT) free to all team members who committed to quit. Our overall success rate is 46% compared with the normal 12% quit-rate for other programs. In 2004, spouses were included in the NRT program to receive free assistance; The Cianbro/OMC partnership has developed an award-winning approach to improving the health of team members and their families. Cianbro has been honored with these prominent national awards: ■
The Gold and Platinum Level of Achievement in the Well Workplace Awards Initiative from the Wellness Councils of America ; and ■
Corporate Health Achievement Award from the American College of Occupational and Environmental Medicine.
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In March 2005, health educators began working with an interpreting service to speak regularly with team members, who prefer to communicate in Spanish. Once a month, a health educator and translator work together to connect with team members for Spanish appointments; ■ In November 2005, 64.8% of team members were participating in the program. Health educators are now visiting more jobsites to conduct face-to-face interviews with team members and spouses. Our goal is to conduct as many face-to-face inter■
28
CIANBRO
views as possible. This yields a higher quality interview and is a great way to meet our people. Starting in 2006, health educators will be assigned to a specific region.
We are excited as we enter our 5th year with great support from our team. It is important for each of us, as owners of Cianbro, to remember we have a responsibility to work safely and to ensure our personal wellness and wellbeing knowing that it takes healthy people to operate a healthy company. To reward participants who are most committed, Cianbro will re-align the credit to give a bigger portion to those who are meeting their goals. Let’s make our 5th year anniversary measurable – we all need to take the initiative to meet our goals and maintain a healthy lifestyle.
WINTER 2006
Presort Standard US Postage PAID Permit No. 112 Bangor, Maine 04401
An Equal Opportunity Employer
CORPORATE OFFICE, NORTHERN NEW ENGLAND REGION, FABRICATION & COATING FACILITY P.O. BOX 1000 ONE HUNNEWELL SQUARE PITTSFIELD, ME 04967 PHONE • 207 487-3311 FAX • 207 679-2465 SOUTHERN NEW ENGLAND REGION 40 EAST DUDLEY TOWN ROAD BLOOMFIELD, CT 06002 PHONE • 860 286-3000 FAX • 860 242-6276 MID-ATLANTIC REGION, FABRICATION FACILITY 605 PITTMAN ROAD BALTIMORE, MD 21226 PHONE • 410 636-3000 FAX • 410 636-3111
Chatter Editor – LeAnne Rogers • Chatter Team – Terra Battle, Lauren Benttinen, Roy Bolton, Vera Bryant, Tara Coffin, Cailin Lawler, Gail Mayo, Sandy Paige, Andrea Pelletier, Mary Schreiber, Tim Walton, Eileen Wright, and Heather Wyman Special Thanks to – Mike Brooks and Bonnie Brown Design and Layout — Jean Cousins • Contributing Editor – Dottie Hutchins ■
Feedback: Do you have questions or comments about the Chatter? If so, we’d appreciate hearing from you! Please email: chatter@cianbro.com • call: 207-679-2311 • or mail to: Cianbro Corporate Office, Attention: Chatter Editor www.cianbro.com