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1Manson Navigator | Fall 2021NAVIGATORTMFall — 2021
1 Fall 2021 | Manson Navigator Established in 1905, Manson Construction Co. began as a small, family-owned Puget Sound marine pile driving business. Today, Manson thrives as an employee-owned company and takes great pride in our reputation for safely completing marine construction and dredging projects on time and on budget. Headquarters are located in Seattle, Washington with permanent oce facilities in Northern and Southern California, Louisiana, and Florida. Cover Photo & Credit - A view of the Manson Seattle yard and the Duwamish River in late summer 2021. Photo credit—Alvaro Leal de la TorreEditorial Team - Publishers – John Holmes and Fred PaupManaging Editor – Je ArvisoEditor – Jimmie CollinsGraphic Designer – Alvaro Leal de la TorreSta Writers – Sarah Ness, J.Anthony Tedpahogo, Sunny T. WardContributors - Allayna Farmer, Sean Hayden, John Heckel, Jennifer Jaccuzzo, Elizabeth Jagusch, Charles Markham, Dave McPeak, Ken Penwell, Gabriel Sablan, Carey Shannon, Amado Shuck, Kim TranManson Construction Co. is an Equal Opportunity Employer.© 2020 Manson Construction Co. MANSON® is a trademark of Manson Construction Co.No part of this publication may be reproduced or transmitted in any form or for any purpose without the express written permission of Manson Construction Co.TM| MESSAGE FROM THE PRESIDENT |John HolmesManson President & CEOIt seems that 2021 has shaped up to be no less challenging than last year, given the recent impacts of Hurricane Ida and the continuing battle with COVID-19. I want to thank all our employees for their support and dedication as we work to overcome these challenges. The Fall 2021 issue of the Navigator provides readers with a variety of stories that serve as a reminder of Manson’s commitment to its core values: Take care of people; Do the right thing; and Find a better way. This past spring, Manson continued its pledge to support AGC’s Culture of CARE initiative, which is dedicated to strengthening construction organizations through diversity and improving recruiting programs, work environments, and career advancement opportunities. It’s no secret that Manson’s success and reputation is based on the strength of the organization and its people. The Culture of CARE initiative is very much aligned with Manson’s values and will be a benet to our employees and organization. In this issue of the Navigator, John Heckel interviews Melanie Erdman, who leads Manson’s Culture of CARE eorts.In 2014, as a founding member of Safety Week, Manson teamed with industry peers in recognizing the need for a coordinated eort to improve safety performance in the construction industry by changing safety culture and sharing safety knowledge and best practices. This year, despite social distancing and other COVID-19 restrictions, Safety Week at Manson proceeded with activities and presentations across the company. The industry theme, “Holistic Safety,” which focused on mental health and wellness, was especially relevant this year, given the struggles and challenges our employees and families have faced during the pandemic. This often unspoken health issue needs to remain a focus of our safety program.Throughout our history, Manson has excelled on the unique and more challenging marine projects, projects made more dicult by site logistics, specialized equipment requirements, or complexity of operations. These challenges can be overcome by the experience and resourcefulness of our sta and crews. The Jacksonville District USACE Concrete Sill Removal Project, which is highlighted in this edition, is a great example of such a project. Months of planning, vetting, and re-planning (“Find a Better Way”) successfully paid o with a safe and well-executed operation. Congratulations to the entire project team!Diversity, Culture,and Care ®
2Manson Navigator | Fall 2021NEWSFLASH DEMOLITION SNAPSHOTETHICS & BUSINESS RESPONSIBILITY DREDGING SPOTLIGHTDEPARTMENT FOCUS - HRCREW CONNECTIONTHE RIG REPORT ENVIRONMENT, HEALTH & SAFETYCONSTRUCTION SPOTLIGHT MANSON PEOPLEWEDA SAFETY EXCELLENCE AWARDINNOVATION IN DEMOLITIONMANSON’S CULTURE OF CARE DREDGING STOPS FOR NO ONEA MANSON WELCOMEHOME ON THE E.P. PAUPMARINE COMPLIANCE FINDS HOME WITH EQUIPMENT DEPARTMENTSAFE AND SOUND AT SEAWOLFPIER 8 REPLACEMENT RETIREES AND MILESTONES2 133 155177 199 21CONTENTSRM WHITE Bull Gang and Dredge Crew Celebrating Manson’s 2020 WEDA Safety Excellence Award for the Atchafalaya River Dredging Project:Left to Right / Top to Bottom: Larry Davis, Carlos Nunez, Derrick Barnes, Ricky White, Sherman Gamble, Trevor Alkire, Okelly Garcia, Wesley Pellerano, Charles Markham, Scott Moran, Terry Roberts, Jaylin Lawson, Marcos Lazano, Scott Stewart, Robert Ricardy, Noe AlvaradoPHOTO CREDIT | Charles Markham, Project Sponsor| NEWSFLASH |
John D. Heckel Corporate Ethics & Compliance OcerManson’s Culture of CareAs Manson’s Ethics & Business Responsibility Manual states: “Manson is a company which is located in oces across the country. As a consequence, we bring in people with varied backgrounds, cultures, and experiences. In doing so, we become a stronger company and one that reects the customers we serve and the communities in which we work.”Why and how does diversity make us a stronger company? To answer these and other important questions, I sat down with Manson’s Northwest Operations Oce Manager Melanie Erdman, who is leading Manson’s eorts in support of the Associated General Contractors’ (AGC) Culture of CARE initiative to Commit, Attract, Retain, and Empower our workforce.JH: Melanie, tell us a little about your work background and what your day-to-day duties are at Manson?ME: I have a very diverse background in business, specically in the construction industry. I have worked over 25 years in Operations, Human Resources, and Accounting. Any given day can be dierent for me, depending on what the needs are for the Pacic Northwest Operations team. JH: How did you become involved with championing Culture of CARE at Manson?ME: I met with Manson President John Holmes, and he mentioned that he was impressed with my involvement and the increase of activities with regard to the Manson Cares initiative here in Seattle. He then asked me if I would be willing to dive into the AGC Culture of CARE, and, quite simply, I leaped at the opportunity.JH: What is the Culture of CARE initiative?ME: The Culture of CARE initiative was launched by the AGC to help construction companies achieve a culture where every member of the team feels valued and welcome. Manson employees have a right to work in an environment that is emotionally safe, welcoming, and inclusive.Why and How Does Diversity Make Us a Stronger Company?| ETHICS & BUSINESS RESPONSIBILITY |Manson employees have a right to work in an environment that is emotionally safe, welcoming, and inclusive.“ “3 Fall 2021 | Manson Navigator
JH: Manson utilizes three core values that we judge all actions against: (1) Are we taking care of people rst and always? (2) Are we doing the right thing? and (3) Can we nd a better way? How is the Culture of CARE initiative dierent than what we are already doing?ME: Taking care of people, of course, means providing a safe work environment free from physical injury, but, at Manson, it also means providing a workplace free of harassment, bullying, or hazing. We are great at calling an “all stop” for physical safety on a jobsite, but what about psychological safety? Studies indicate that male construction workers have the highest rate of suicide in the country. We want Manson employees to work in an environment that prioritizes both physical and emotional safety, providing comfort and inclusivity. JH: Manson as a company has taken the Culture of CARE pledge:“We pledge to commit our leadership and resources to fostering a Culture of CARE at every level and in all aspects of our organization. Through this commitment, we seek to attract and promote diversity in our industry, retain and value human relationships, and empower every employee to harness and engage the power of diversity for the benet of our industry and community.”You have been encouraging employees to also take the Culture of CARE pledge. Why?ME: By taking the Culture of CARE pledge, Manson shows its commitment to ensure that our employees have the opportunity to advance in their careers. Having individuals take the pledge demonstrates a personal investment in moving the culture of Manson toward diversity, equity, and inclusion. Pledging to a Culture of CARE signals to others that those individuals who have taken the pledge are approachable and care about how people are treated. JH: Does a Culture of CARE make a business more competitive?ME: It has been proven that a diverse work group increases employee satisfaction and therefore a company’s performance versus companies with employees who all think and look the same. That is one reason why Manson endeavors to hire employees with diverse backgrounds, opinions, perspectives, and experiences. People who are looking to start a new job or switch career paths will look at how we treat people to decide if Manson is the right place for them. That includes our subcontractors, vendors, customers, and each other as colleagues. Creating an environment that is welcoming and inclusive to all is essential to achieving our mission.| ETHICS & BUSINESS RESPONSIBILITY |Diversity is the presence of dierence within a given setting. Equity is an approach that ensures everyone can access the same opportunities. Equity recognizes that advantages and barriers exist and that, as a result, we all don’t start from the same place. Inclusion is about folks with dierent identities feeling and/or being valued, leveraged, and welcomed within a given setting.PHOTO CREDIT | RICHMOND YARD AND OFFICE CREW.Manson’s Richmond yard and oce crew in front of the derrick barge NJORD during Safety Week. | | | 4Manson Navigator | Fall 2021
WRITTEN BY | ALLAYNA FARMER—CONTRIBUTOR| HUMAN RESOURCES |5 Fall 2021 | Manson Navigator A MANSON WELCOMEImproved Onboarding Processes Streamline New Employee Experience
| HUMAN RESOURCES |Employment at Manson has grown more than 20% since 2016.While a noteworthy accomplishment worth commemorating, this growth does provide us with some interesting challenges. How will Manson’s traditions shift in the modern age? How do we protect our company culture while addressing our need to make progress? Since August 2020, a committee of HR sta, managers, and various corporate personnel have worked to create functional, company-wide updates to improve our onboarding systems – the processes we use when bringing a new employee into the organization. After the new release of our updates, it’s refreshing to look back on the steps we’ve taken to get here. Initially, we set out to dene our goals and concerns, understand the needs of new employees as well as their hiring managers, and test sample ideas. After reaching consensus, we began work on our rst set of implementations designed to enhance the non-craft onboarding experience. Each implementation is rooted in one goal – identify weak areas in the onboarding process, and create a solution. For our rst phase of updates, we knew we had to prioritize creating new hire documents and manager resources. Through the tenacity of our onboarding committee, we found a way to do both.These updates included: a “New Hire Welcome Packet” chock full of orientation resources; a revamp of our New Hire SharePoint page, and brand-new onboarding resources for hiring managers. We’re also working with dierent teams to increase new hire engagement and improve internal communications at every stage of the onboarding process.Along the way, committee members have chimed in to share their own thoughts on these implementations. “I think the new Welcome Packet will be a lifeline for the new hire,” says Learning & Development Director Thomas Barrett, “[Since new hires] have lots of questions, it’ll be reassuring that many questions will have answers right there in one place.” A major priority for the committee was to create a resource that provides consistent clarity. We found that our Welcome Packet’s strength is in its resilience: it’s a tool that maintains relevancy long after the initial onboarding is complete. Many of our upgrades oer a level of constancy – a necessary factor in an environment of continuous learning. Additionally, for each update to our new employee onboarding timeline, there is a corresponding support mechanism for our managers. Whether this comes in the form of a supplemental document, a webinar, or an instructional event, the changes are just as much in support of the manager as they are the new employee. The beneciaries of our changes are those involved in the hiring process – they certainly deserve consistent clarity as well. A large portion of our committee consists of these individuals, which lends condence to the eectiveness of these resources. “I am excited to see the structure of the system and the positive impact it will have on our new Manson employees,” says Manson Houma Oce Manager Jennifer Jaccuzzo, who is often one of the rst people to handle a new hire when they join the company in Houma, La. As we rst implement this new system with our non-craft employees, we will continue to gather ideas to regularly improve these systems for all employees across the company. In the coming months, we’ll refocus our attention on our craft employees, carrying our dedication to “nd a better way” with us. “Manson operations are diverse, but the reception and indoctrination of new employees should be the same whether you are a pile driver starting work in Jacksonville or an estimator starting at the Seattle oce,” explains committee member and Learning & Development Specialist Carey Shannon. This sentiment is shared throughout the committee and means everything as we consider the impact of our onboarding updates. Our committee’s actionable care is something to celebrate as we consider what’s to come.Actionable care is a familiar feeling for us at Manson. Our culture has always had a special element which makes it feel like family. Welcomes are warm, support is bountiful, and connection is a priority. We’re taking each step thoughtfully, working to create cohesion that matches the eortlessness of our care. Modernization may be on the horizon, but Manson values are here to stay.6Manson Navigator | Fall 2021
7 Fall 2021 | Manson Navigator | THE RIG REPORT |Manson owns and operates one of the nation’s largest marine construction and dredging eets, which means a lot of moving parts to track and maintain. We have equipment located across the country – not just at our ve marine yards, but at projects spread out anywhere there is an accessible coastline. Manson has even taken on jobs further inland, increasing the reach of our equipment, such as the City of Austin Water Treatment Plant project on the virtually landlocked Lake Travis in Texas, or the I-35 St. Anthony Falls Bridge Replacement project in Minneapolis, MN. No matter where our equipment is headed, though, it requires documentation, and some locations’ compliance requirements are more stringent than others. As Federal regulations evolve and individual state requirements dier from one another, it can be quite the juggling act to ensure compliance. Eventually, it became apparent that a more formal system was required in order to keep up. Thus, the inception of Manson’s Marine Compliance group – a group that straddles the line between safety and equipment, as their work contains aspects of both. “For years, when a vessel was slated for movement to a new location, there was enough collective knowledge about what needed to be done to get it ready for the voyage,” says Andrew O’Brien, Manson’s Marine Compliance Manager. “The equipment group would hear a vessel is moving and they just knew what needed to get done.”The Marine Compliance group now oversees the documentation and functionality of Manson’s Towing Vessel Management System (TVMS), which includes 10 towing vessels, as well as the Safety Management System (SMS), which oversees Manson’s three self-propelled hopper dredges. Both of these systems ensure the safety of personnel on board the vessel, the environment, and the safe operation of the equipment. While the TVMS is a relatively new system that is implemented by several Vessel Operations Managers and Port Engineers, the SMS is an older system that has recently undergone a thorough update. “It was really Ivan Kochnev who completely rewrote the entire SMS, making sure all of the vessel-specic plans were developed with the vessel captains and then implemented,” Andrew says. As the Designated Person Ashore (DPA), Ivan works with the SMS, acting as a link between the personnel on the hoppers and everyone on the shore side, including management. “He really makes sure that the SMS functions properly, while Lisa Miller, who is the Document Control Ocer, and I make sure the program is always up and running so they have the tools they need to work.”These systems also help to maintain U.S. Coast Guard (USCG) required plans for all Manson vessels, such as Non-Tank Vessel Response Plans (NTVRP) and Shipboard Oil Pollution Emergency Plans (SOPEP). A long list of regulatory certications and records, such as Certicates of Inspection (COI), Certicate of Financial Responsibility (COFR), OSHA Crane Certications, and dry docking reports, also fall under the Marine Compliance group.“Lisa and I were recently moved from the safety department to ocially be part of the equipment department since our work is very intertwined with what they do and functions as a support for them,” Andrew explains.Now that they’ve settled into their home, the small team has been working on ne-tuning their systems. “One of the challenges we face is taking a more centralized look at what needs to be done as opposed to in the past where dierent departments handled their part,” Lisa explains. While much of what the group does is manage documentation, they’re also interested in streamlining the processes and nding a better way. “It has always been the case that the right personnel knew what was going on or found out what needed to be done, but now we’re asking the question, ‘Well, can we do it better?’ Should there be a formal process or procedure?” Andrew says. The group is creating a SharePoint site, making that information more accessible for all the Manson employees who need it. Everything from Merchant Mariner Credentials to monthly Preventative Maintenance Inspections, or specic information required by dierent regulatory agencies such as the USCG or OSHA. “The implementation of the new SharePoint site aligns with one of Manson’s core values of nding a better way because it’s more organized, accessible, and we won’t have to rely on just one person to nd what we need,” Lisa says. MARINE COMPLIANCEFINDS HOME WITHTHE EQUIPMENT DEPARTMENTWRITTEN BY | JIMMIE COLLINS—PROPOSAL & MARKETING MANAGERAND J.ANTHONY TEDPAHOGO—COPYWRITER
8Manson Navigator | Fall 2021| THE RIG REPORT |Andrew likens the site to an internal equipment catalog. “The SharePoint site will gather the vast amount of plans, procedures, and documentation and provide them in an easily accessible and understandable format. This will also notify us and the port engineer in charge of the vessel whenever an expiration date is coming up so that there is plenty of time to take action.” The new site also goes hand-in-hand with creating workows and procedures for vessel movements, so there is a step-by-step process that anyone, be it a long-time Manson veteran or a brand new employee, could follow to ensure all the T’s have been crossed and I’s dotted.Whenever a piece of Manson equipment is scheduled to move from one state to the next, the Marine Compliance group checks that proper documentation is in place and coordinates with both the Equipment Department and the Contracts Department. “We’re pretty much tied at the hip with equipment and contracts,” Andrew says.If a vessel is slated to move – for example from Washington to California – it may have to undergo specic maintenance or inspections to become compliant with California’s more stringent environmental requirements. The Marine Compliance group veries that California regulatory documents are applied for and valid, then that’s where the rest of the equipment department comes in.Nationwide, Manson hires a number of craft workers who support the maintenance and eciency of our vessels and equipment. In our marine yards, you may nd a mechanic overhauling a 15-ton winch, or a welder fabricating a new housing that will be used to upgrade a derrick barge. One of the elements of compliance that is a continual discussion is that of vessel repowering. “There are federal, state, and regional requirements for exhaust emissions on diesel engines,” explains Brad Martin, Manson Vice President and Equipment Manager. “You have to meet certain levels of those emissions each year in a goal to reduce overall exhaust emissions in the construction industry.” While the Federal government has created its own tiered system that applies to engines of dierent ages and powers at dierent times, a vessel may have to undergo repowering even sooner in order to meet state, or even regional, requirements.“California has certain state requirements and then there are dierent air districts regionally. For example, San Diego may have dierent specications compared to Los Angeles or San Francisco,” Brad explains. “Re-powering the eet is honestly a yearly discussion on what’s coming due for replacement, in what area.” That’s where the Marine Compliance group’s new SharePoint site comes into play. The site will allow Manson to quickly identify what requirements are in place in any given location and determine which vessels meet those requirements or need to undergo maintenance, overhaul, or other permitting. That said, Manson likes to stay ahead of the requirements, maintaining permits for a vessel or completing the maintenance even when it’s not necessary at the time. The Equipment Department also works closely with the Operations group to make sure the work gets done during downtime in order to maintain the most ecient scheduling possible. In this way, if a vessel needs to move quickly for a job, there are no delays. “We want to get maximum return on the cost of the engine,” Brad says. “We want to be compliant and we want to remain market competitive.”Lisa Miller, Document Control Ocer (left) and Andrew O’Brien, Marine Compliance Manager (right), represent the Seattle division of Manson’s Marine Compliance group.PHOTO CREDIT | A. LEAL DE LA TORRE—VISUAL DESIGNER
9 Fall 2020 | Manson Navigator WRITTEN BY | JIMMIE COLLINS—PROPOSAL & MARKETING MANAGERAND J.ANTHONY TEDPAHOGO—COPYWRITERA New Team & Approach9 Fall 2021 | Manson Navigator PIER 8 REPLACEMENTCONSTRUCTION SPOTLIGHT Fall 20
10Manson Navigator | Fall 2020 PHOTO CREDIT | PIER 8 PROJECT TEAMWRITTEN BY | JIMMIE COLLINS—PROPOSAL & MARKETING MANAGERAND J.ANTHONY TEDPAHOGO—COPYWRITER10Manson Navigator | Fall 2021Manson is no stranger to Naval Base San Diego (NBSD). Over the last 20 years, Manson has played a vital role in the upgrades of the base’s waterfront facilities – completing three major pier replacement projects for Piers 10, 12, and 8. We owe this streak of success to Manson’s team of talented personnel and our key partners – Synergy Electric, WSP, A.O. Reed, and Matrix Environmental – who continue to nd innovative ways to execute projects faster, safer, and under budget. From the outset, the approach to the Pier 8 Replacement project was different from previous similar projects at NBSD. The job was originally intended for Manson’s Southern California regional oce, but due to a signicant increase in project load in the area, roles were shifted. Ryan King, Manson senior vice president and West Coast regional manager, stepped in to help, bringing along experienced team members with fresh eyes.PIER 8 REPLACEMENTDerrick barges NORSEMAN and VIKING alongside the Pier 8 Replacement project site at Naval Base San Diego, California, while crews place concrete for the new cast-in-place deck.
11 Fall 2021 | Manson Navigator | CONSTRUCTION SPOTLIGHT |Matt LaRue and Ellen Heile had previously worked out of Manson’s Northern California operations in Richmond, but they both jumped at the opportunity to be involved in such a high-prole project. With over 10 years at Manson, working on jobs that included dredging in the Gulf region and construction at the Middle Harbor Redevelopment project at the Port of Long Beach, Pier 8 would be Matt’s rst time taking the helm as project manager at NBSD. For Ellen, the project would be a key shift from her role as a eld engineer at the Kiewit/Manson JV Replace / Upgrade of Pier 2 at Military Ocean Terminal Concord (MOTCO), where she had been assigned since starting with Manson after college.While still in the early stages of her career, Ellen saw the importance of working in dierent settings, with dierent people, on dierent projects. She viewed the Pier 8 project as a real learning opportunity. “Driving eight hours from the Bay to San Diego was a little tough in the beginning,” Ellen says of her temporary commute from San Francisco, “but learning from experienced leadership and craft was 100% worth it.” Ellen eventually relocated to San Diego.Finalization of the Pier 8 project team meant bringing in Manson personnel from coast to coast. To maximize the team’s talent, members across Manson’s regions were pulled onto the project because of their invaluable skills and understanding of their respective roles. Long Beach Labor Foreman Arturo Alvarez brought a unique set of skills and experience, having worked on NBSD’s Piers 10 and 12 and oering more than 20 years of experience at Manson. Kurt Hinkle joined from Seattle as general superintendent, bringing nearly 40 years of professional experience as well as previous work on Pier 12. Project Engineer Jack Fernandez came from Manson’s Gulf & East Coast dredging group – his addition to the civil engineering team a unique, valuable transition from his previous dredging role. “In all these environments you get at Manson, you just want to work hard and put your best foot forward,” Jack says. “We’re part of a team and you just want to contribute as best as you can.”At a glance, the heavy lifting and demolition of Pier 8 would have not been possible without the mobilization of Manson’s impressive eet. But if you ask those who were there from the very beginning, the project was a monumental success because of the planning, collaboration, and teamwork which allowed them to see the project through. “We’ve got good people everywhere. The management was dierent, but everybody is an expert in what they do,” Arturo says. “It made the job easier, and everything ran smoothly in terms of collaboration.”Superintendent Thomas Gomez understands this more than anyone. Having worked at Manson’s Houma, Louisiana, location for over 10 years, he was brought on to help with Pier 8’s planning phase for six months. Citing his experience there as one of the best projects he’s ever worked on, Thomas requested to stay on, and, before long, he had sold his home in Louisiana and relocated his family to California. “Two things that drew me to the project were the team at Pier 8 and, of course, the weather,” Thomas recalls. “When my wife and kids ew in to visit me in San Diego, we all fell in love with the city. We made the careful decision to sell our house in Thibodaux, Louisiana, and now we spend our time enjoying the seaside community of Point Loma.” The Pier 8 crew ready to take on the day after their morning safety meeting. PHOTO CREDIT | PIER 8 PROJECT TEAM
12Manson Navigator | Fall 2021| CONSTRUCTION SPOTLIGHT |Pulling talented sta together for a job is one thing, but it’s their ability to devise quick solutions for the unexpected that essentially makes or breaks a project. Even with calculated planning and preparation, challenges involving design, equipment, materials, or unforeseen conditions can be expected. During the demolition phase, crews discovered an unidentied utility vault that required immediate attention because of its potential to interrupt the project’s timeline. Manson’s project team quickly gathered together with demolition subcontractor Matrix Environmental to provide a solution to the problem. With careful planning, crews demolished the vault and hauled o over a million extra pounds of solid concrete for recycling without incurring schedule delays, keeping the project on-track for an early completion. According to Matt, the skilled team members who continue to implement the company’s core values are the main reason why Manson excels in setting the standard in marine construction. “The personnel from dierent regions have delivered on this project ten-fold,” Matt explains. “Just to name a few, veterans like Bill Shorey, Jack Fernandez, and future stars Ellen Heile and Lauren Terry have brought immense value during my time at NBSD.” Riding high on the success of the Pier 8 Replacement, many of the project’s key personnel and long-time partners have returned to work on the Pier 6 Replacement project. Scheduled to begin this November – this time with Jack Fernandez leading the charge as project manager – returnees to NBSD’s Pier 6 hope to mirror the same process and enriching experience.“I’m back at NBSD to work on the replacement of Pier 6 which will be completed in 2023,” Arturo explains. “There is more work to be done compared to Pier 8, but most of the same people are back on the job so it’s going to be way easier because we already know what to do.”Crews taking the time to “hang loose” in their Hawaiian shirts at the Pier 8 Replacement project. PHOTO CREDIT | PIER 8 PROJECT TEAMMembers of the Pier 8 project team, Manson executive leadership, and NBSD personnel at the ribbon cutting ceremony symbolizing the culmination of the Pier 8 Replacement project. Left to Right: Admiral Bette Bolivar, Navy Regional Southwest Commander; Ellen Heile, Manson Field Engineer; Capt. Ted Carlson; Ryan Rhoads, Engineering Intern; Bill Shorey, Manson Senior Estimator; Chris Eagle, Manson Superintendent; John Holmes, Manson President and CEO; and Sheldon McNabb, Manson EHS Specialist. PHOTO CREDIT | BREANNA PROSIO—FIELD ENGINEER
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E.P. PAUPat a glanceLaunched: 11/2008Sea Trials: 1/2010Dimensions: 380-ft. x 105-ft. x 25-ft.Boom height: ~300 ft. or about 28 storiesCable on board: 65,000 ft. of 2” wire ropeBerthing Capacity: 156Galley Capacity: 90Average Personnel on Board: 67Potable Water Consumption: 6,000 gallons/day14Manson Navigator | Fall 2021PHOTO CREDIT | DAVE MCPEAK—TOWER OPERATORA late spring sunset in the Gulf of Mexico as the E.P. PAUP works on a platform installation, setting the jacket in 285-ft. deep waters.This photo is the winner of the 2021 Manson Photo Contest and will be featured on the cover of the 2022 Manson Tides Calendar.
When it comes to Manson’s derrick barge E.P. PAUP, you may think of it as nothing more than another big rig in Manson’s eet. Marketing material and web searches identify the E.P. PAUP as a 1,000-ton derrick barge that sleeps 156 crew members, but this barge is capable of so much more. When this “mini oating city” is in full swing, it serves four meals a day, boasts several appliances and amenities – including six washer and dryer sets and a fully functional gym – and it operates at full capacity 24/7. The E.P. PAUP spends its summers 50-100 nautical miles out in the blue waters of the Gulf of Mexico, but this is no pleasure cruise. The E.P. PAUP employs more than 35 Manson employees and more than 30 contracted employees while working oshore. Contracted workers typically include welders, riggers, galley hands, cooks, medics, and more. Crew change usually happens every other week: some crew members work 28 days on and 14 days o, while others work 14 days on and 14 days o. Once they arrive, crew members settle in their rooms for the duration of their shift. The E.P. PAUP provides the crew with food, housing, transportation, and everything else needed in order to be comfortable for short and long durations. It is quite common for crew members on a job to wake up in new locations as the E.P. PAUP sets forth onto its next destination. A typical shift for the E.P. PAUP starts with a Safety Meeting and a Job Safety Analysis (JSA). This allows the incoming crew to turn over progress and status from the previous shift, discuss the plan for the day, share potential hazards that were identied, and review required PPE and COVID-19 precautions. Crews report to their assigned working areas and relieve the workers from the prior shift. There are two shifts: noon to midnight and midnight until noon. “The noon to midnight shift has better visibility and access on the job,” explains Kyle Sonier, crane operator. “The midnight to noon shift has cooler temperatures and a better time schedule to take care of business or speak to your family back home.” | CREW CONNECTION |15 Fall 2021 | Manson Navigator Home on theE.P. PAUPWRITTEN BY | JENNIFER JACCUZZO—OFFSHORE ADMINISTRATOR
As with all marine operations, weather conditions are an important consideration aboard the E.P. PAUP. The rig works primarily in the summer/fall months of the year, coinciding with hurricane season. In the event of inclement weather, the crew must work together to complete safety preparations on the barge and nd safe harbor. “All loose items are secured. We double-check all tied-down equipment on the deck and take the barge to safer waters,” says Hayne Booker, barge administrator. As of October 2021, the E.P. PAUP has safely completed 21 jobs this season and September 2021 marked 2 years since the last recordable injury in the oshore group. “While that is a nice statistic,” says John Roques, senior vice president and Houma area manager, “the most important day is today, and if we can’t make it through today without anyone getting injured, the history doesn’t matter.” One can’t ignore the contribution that crew continuity makes toward Manson’s most important value: taking care of people. Over 75% of the employees in the Oshore Division have been with Manson at least ve years, which translates to an ability to work together safely. Working together day in and day out on the E.P. PAUP, crew members see each other not simply as coworkers, but as family. “Working as a family makes the crew stronger. If something were to happen to a member, it would aect the whole group as they are a part of our family,” says Deck Foreman Anthony Knox. “It is nice working with a crew, watching out for each other, and making the work more productive and safe.”About the E.P. PAUP: The E.P. PAUP experiences very little mechanical downtime because of the oshore mechanical/electrical crew and the way she was put together. The rig is truly unique. She is a US-agged, Manson hybrid. The turntable and tub are from an American 509 crane. The boom is from a Clyde 60 crane that was modied to t the 509 heel pins. The anchor winches are Manitowoc 660’s. The barge was built by Gunderson in Portland, OR and the house was built by Global Maritime in Erath, LA. The barge was brought through the Panama Canal and assembled in Houma, LA. Even the PLC programming that controls all of the systems aboard was created by Manson. “The E.P. PAUP is our only crane that the cab doesn’t have mechanical, pneumatic or hydraulic controls in it,” notes Daric Latham, West Coast equipment manager. “Every control is done through the PLC. Essentially everything with the E.P. PAUP is controlled through Cat5 Ethernet. Pretty impressive when you think of the loads it handles.”| CREW CONNECTION |PHOTO CREDIT | JENNIFER JACCUZZO—OFFSHORE ADMINISTRATORThe E.P. PAUP crew spooling cable onto the #3 winch drum – normal maintenance during the off season before crews head back offshore.Left to Right: Orlando Colar, Leaderman; Kyle Sonier, Crane Operator; and Anthony Knox, Deck Foreman. 16Manson Navigator | Fall 2021
| DEMOLITION SNAPSHOT |As the rst 400-ton concrete block emerged from the water, hoisted by the derrick barge WOTAN with a special lifting frame, crew members clapped and cheered. This was the culmination of nearly eight months of preparation and planning. “Everyone was relieved because before this point all work was essentially unproven based on the environment,” said Ryan Gielow, Manson project engineer on the Concrete Sill Removal project at the Blount Island Marine Corps Support Facility in Jacksonville, FL. From day one of the bidding process, it was clear that this was a unique project that would require an unconventional approach and an experienced team ready to think on their feet. The submerged concrete sill was constructed in the late 1970s as a critical component to a graving dock intended to build oating oshore nuclear power plants. Due to the lack of economic demand, the project went under and further construction was halted. “The inlet was already there, and they were essentially trying to make it into a massive dry dock. The construction of the concrete sill was one of the few things that got done before the project stopped,” says David French, Manson project manager. WRITTEN BY | JIMMIE COLLINS—PROPOSAL & MARKETING MANAGERPHOTO CREDIT | CONCRETE SILL PROJECT TEAM17 Fall 2021 | Manson Navigator INNOVATIONIN DEMOLITION
18Manson Navigator | Fall 2021 The facility was later taken over by the U.S. Marine Corps to be used as a support facility; however, the sill – measuring 32.6 ft. wide, 426.5 ft. long and 14.5 ft. tall – created problems for deeper draft vessels. They would often have to light load or wait for high tide in order to be able to make it past the sill, which sat at -37.6 ft. MLLW. To create better access logistics, the Corps wanted 9.4 ft. of the sill height removed so the depth would be -47 ft., ensuring no logistical issues at any time of day. Manson decided to remove 10 ft. to be completely sure the objective was met.Manson’s clamshell dredging crew joined the team to excavate approximately 10,000 CY of material around the sill, which then allowed access for the diving team to remove any protruding rebar and to set the vertical and horizontal saws. All cutting operations were performed by subcontractor Bluegrass Bit Company, using a patent-pending continuous diamond wire saw cutting frame that was hydraulically operated from the surface. Even with all this preparation and a special cutting frame, there were still challenges to attend to along the way. The sill was built on top of rock. “With the rock adjacent to the sill, that limited the saw frame placement required to make full depth cuts. The team utilized jack hammers, heavy digging rock dredge buckets, and a vibratory hammer connected to a 60-ft. probe to remove the rock,” Ryan says. The job worked 24 hours a day, six days a week – sometimes seven – racking up a lot of man-hours. Logan Diving and Salvage provided a large chunk of that manpower, with up to 24 divers on the job in a single day. “There were very few activities where the divers were not involved,” Ryan says. “In total, Logan performed 1,770 dives without incident or injury.” Of course, communication with the dive teams was key to ensuring the work would go o without a hitch. There were many unknowns in this project, given that it had never been done before, but one unknown that worked to the team’s advantage was that both the vertical and horizontal cuts were performed at a faster rate than anticipated. In each block, divers core-holed 8-in. diameter, 36-in. deep cores and then grouted rods in place which would later be bolted to the lifting frame. This project was the rst for Mohammad “Mo” Kanaan, a eld engineer who joined Manson straight out of university in 2019. Having helped with the pre-construction phase after award and the initial project mobilization, he had a complete understanding of the critical lift plans and was excited for the hands-on experience of putting everything into action.“I worked with the divers – they were our main workforce – to make sure when we set the saw or were using the core drills to core holes, all the steps lined up,” Mo says. He oversaw the verication process of each step, seeing to it that the saw was installed correctly, the core holes drilled at the correct dimensions, etc. “There would really be a point of no return if we didn’t get the cuts right, so we had to make sure it was done correctly the rst time.”Once the rods were in place, the team had two rigs going at a time, working their way from each end of the sill. Bluegrass would complete the horizontal cut for a given block, then the divers would mount the lifting frame to the rods so Manson’s derrick barge WOTAN could remove it. This was the moment of truth.“No one really had an image in their minds of what that was going to look like coming out of the water,” Mo explains. “We knew the dimensions of it, but visualizing it is another thing. Seeing it coming out of the water with the WOTAN hoisting it and this lifting frame on it – that was one of the most exciting parts of the project.”It was also a major moment of relief. As soon as the rst block came out of the water, the learning curve was out of the way, and the team was fully condent that the plan was streamlined. The rst block was lifted Sept. 11, 2020 and the last was Oct. 21, 2020. The WOTAN ooaded the blocks at Manson’s Jacksonville Yard, where United Brothers Development Corporation broke them up into small pieces to be taken to a concrete recycling plant to be made into “crush-crete.”“When you put it in hindsight, we worked on the project for a little under eight months, and out of those eight months, it was just 40 days where we were actually lifting. The rest was all prep,” Mo says. David puts it all down to great teamwork and communication, not only among Manson sta, but all the subcontractors, and with the Corps. “We knew from the beginning it was going to be a very labor intensive job. The people who worked this job were very dedicated,” David says. “We had good people. Everybody hung in there for the long haul to get the job done.”| DEMOLITION SNAPSHOT |Cab view from the derrick barge WOTAN at the Concrete Sill Removal project in Jacksonville, Florida. PHOTO CREDIT | CONCRETE SILL PROJECT TEAM
Operating year-round in the dredging industry requires well-maintained vessels crewed by experienced personnel working day in and day out. Dredge crews spend half their lives out on the water, typically working assignments of four weeks on and four weeks o. Whether it’s maintenance dredging at Wilmington Harbor with the hopper dredge GLENN EDWARDS or replenishing miles of sand along Galveston Beach with the BAYPORT, Manson and its crews are at the forefront of marine dredging operations. According to GLENN EDWARDS Captain Ken Penwell, dredging stops for no one. “Dredging is 24/7, 365 days a year, which means our vessels are always on the job,” he explains. “It’s not uncommon for crews to put in overtime to ensure things are in place for the next day.”Manson’s dredge crews have all worked together for quite some time. They bring years of experience to dredging projects, with some staying on one vessel their whole careers, while others bounce around as new dredges join the eet. The crew is a unique collective, hailing from various regions of the U.S. The days are long, and the work is tough, but they always manage to get the job done. A few dredge veterans have even taken the initiative to teach new recruits the ropes in operating each ship. These fresh-faced seafarers learn from people who have operated these ships longer than they’ve been alive. “You have deckhands straight out of high school working with seasoned captains; it’s truly impressive seeing them all work together,” says Dredge Operations Manager Juan Valdez.| DREDGING SPOTLIGHT |PHOTO CREDIT | ELIZABETH JAGUSCH—SECOND MATEWRITTEN BY | JIMMIE COLLINS—PROPOSAL & MARKETING MANAGERAND J.ANTHONY TEDPAHOGO—COPYWRITEROn the Galveston Harbor and Channel dredging project, Chris James, Able Seaman, on the bow of the hopper dredge BAYPORT hooking up the pipeline.19 Fall 2021 | Manson Navigator DREDGING STOPS FORNO ONE
20Manson Navigator | Fall 2021Each day spent on a dredge presents new challenges for crew members on board, and working together in close quarters is a unique experience. Unlike a large container ship where teams are often separated, crews on a dredge see each other all the time. “We’re all in the same house, eating together and working together in dierent regions,” Ken says. “The weather can take a toll on people and their attitude, but having good morale keeps things going and makes the jobs easier.” It takes a special set of skills and attitude to work on the water; this can be especially true when dredges set sail for emergency response work. “The emergency work is usually in response to dierent weather events – in some cases, for example, hurricanes,” Juan explains. This work is demanding and often entails longer days for those on the dredges. In 2020, the U.S. Army Corps of Engineers (USACE) selected Manson to conduct emergency hopper dredging at the Matagorda Ship Channel job in Texas. Dredging shoaled material in this area occurred on a regular basis, but after the active storm season that year, there was more sediment buildup than usual, requiring rapid removal for the safety of inbound and outbound vessels. The USACE chose Manson based on the capabilities of our dredges and in-depth experience of the project team and crews. The hopper dredge BAYPORT set sail from Freeport, Texas, along with a truck transport of the survey boat. Upon arrival of the equipment, the project management team performed pre-dredge surveys to identify any concerns in the area. After the potential concerns were identied, the project team and crews hosted meetings to create a schedule for each phase of the work. Prior to any actual dredging, there is a long and necessary process of planning and preparation, which involves constant communication with the end users and all parties involved. No matter how safe or hazardous a job may be, crews approach every assignment with due diligence. “It doesn’t matter if a dredge task is high priority or low priority, we’re still going to implement all the proper measures to plan and prepare,” Juan explains. COVID-19 put a temporary halt on select jobs in our industry, but, for our crews out on the water, it was business as usual. Manson dredges performed a variety of jobs in dierent parts of the U.S., calling places like the Mobile district and Gulfport channels “home” for a short time. Aside from a few extra safety precautions, this lifestyle was nothing new. Emergency response work is something that our dredge crews pride themselves on – due in part to the Manson mindset and values they bring onto every jobsite: to nd a better way, and to put people rst.When the bulk carrier GLORY TRADER ran aground in June 2017 in the Mississippi River after leaving New Orleans, it caused a week-long shutdown, creating a trac jam of 20 to 30 ships waiting to enter. The stranded vessel posed a signicant threat, as it was stuck along the location of an interchanging current owing at two to three knots. As the current slowed and sediment moved along the river, shoals piled up on both sides of the ship. Over a four-day period, a collective of tugboats attempted to pull the vessel from its current position. When that failed, Manson was called upon to help with the removal of the carrier. Manson’s team proposed a new solution to the salvage master. “We suggested dredging on either side of the bow to help release the carrier,” Ken explains. “It was tricky because of the current, but our BAYPORT crew knew how to get it done.” It took over a day of careful teamwork, but the crew was able to free the vessel from the river. Allowing trac to resume and sending the GLORY TRADER o to its next destination – another job on the books for our talented dredge crews. We owe our success on jobs like the Matagorda Ship Channel and the GLORY TRADER Removal to our crew members, who keep these dredge vessels 100% functional for Manson. Working on a dredge means placing yourself in challenging situations and working as a team to see a task through. Dredging isn’t for the faint of heart, and the resilience of a crew is often tested. It takes immense trust in each other’s skills and abilities to complete any job. Juan believes it takes a special person to appreciate the experience of working on one of these vessels. “I have a passion for working with talented people over the water; I still get butteries to this day whenever I set foot on one of these hopper dredges,” he explains. | DREDGING SPOTLIGHT |Hopper dredge GLENN EDWARDS off the Atlantic Coast of New Jersey on the Elberon to Loch Arbour Beach Erosion Control project. PHOTO CREDIT | EMERGENCY DREDGING PROJECT TEAM
21 Fall 2021 | Manson Navigator The main goal of the P-834 SEAWOLF-Class Pier Extension project is to make it possible for all three U.S. Fleet SEAWOLF-class submarines to berth together when the project is completed in 2022. The main goal of Manson Site Safety and Health Ocer (SSHO) Gabriel Sablan (also known as Matua) is to ensure that the work is performed safely on this 520-ft. by 68-ft. reinforced concrete pier extension project. The project at Naval Base Kitsap-Bangor in Silverdale, WA, runs ve days a week with occasional weekend work, and an SSHO is required at all times. Each day by 6 a.m., Matua has already passed through three security gates to arrive onsite. It is an early call, but he is often greeted by his favorite part of the day – “watching the sunrise reecting o of the Olympic Mountains with our rigs in the water and the moon still in the sky.”However, Matua doesn’t have long to gaze at the majestic views on this busy and fast-paced project. Rapid change is consistent on this site, and Matua needs to walk the job to see what is dierent from last night. The project site consists of a large parking lot just up the hill from the service pier, Manson derrick barges SCANDIA and DERRICK 6, crew shacks, job site oces as well as the pier itself. It is a lot of ground to cover. He often logs between 8,000 and 10,000 steps a day traveling between these sites. The frantic and demanding activity of concrete placement every Friday also keeps Matua on his toes. During his multiple rounds throughout the day, Matua checks in with roughly 50 people onsite, consisting of Manson crew, Navy personnel, and subcontractors. In order for an SSHO to be a valuable resource in hazard prevention, Matua says, they must be aware of all current and upcoming activities on the job, so communicating with site personnel about their plans for the day is important. He also reviews the Job Safety Analyses (JSA) of Manson crews and ensures that everyone on the project has the personal protective equipment (PPE) they need for their work. With over 10 years in the safety and health industry, Matua’s professional journey began when he attended the GCA Trades Academy in Guam. Interested in construction, Matua’s goal was to land a role in a management position. When he learned the school was oering a Safety Technology course, Matua signed up. “I attended the trade school for about two years and received all the certications needed,” Matua explains. “After that, I entered the industry working for a local contractor and then worked for a concrete manufacturer.” Two years into the eld, Matua realized that he wanted to get back into construction and made the shift to work on military contracts at Naval Base Guam and Andersen Air Force Base. | ENVIRONMENTAL HEALTH AND SAFETY |PHOTO CREDIT | P-834 SEAWOLF PROJECT TEAMThe project at Naval Base Kitsap-Bangor in Silverdale, WA, runs ve days a week with occasional weekend work, and an SSHO is required at all times. WRITTEN BY | CAREY SHANNON—L&D SPECIALISTSEAWOLFSAFE AND SOUND AT
22Manson Navigator | Fall 2021In 2017, Matua relocated to New England for work – but immediately knew that wasn’t his new forever home. “It was a culture shock, from the weather to the east coast lifestyle,” Matua says. “It just wasn’t for me at the time, and my wife and I were looking for a change.” When he learned about a position in Seattle which oered the chance to work in a nicer climate closer to family and friends, Matua leaped at the opportunity and headed for Seattle in 2019. Matua worked with a consulting rm on upgrades to Starbuck’s Seattle manufacturing plant. Depending on the industry or assignment, the responsibilities of an SSHO always change, and the job would introduce him to new concepts such as Good Manufacturing Practices (GMP), adding to his breadth of knowledge as an SSHO. Upon completion of the project, it was time for Matua to search for his next opportunity. He applied for an open position with Manson and, given his unique background and experience in the safety and health industry, he was hired to work on the SEAWOLF project in May 2020. According to his coworkers, Matua’s adaptability to working in various settings and conditions adds tremendous value to personnel on the SEAWOLF project. “Tua has really gained the respect of the crews and helps them identify opportunities for improvement along with eective and ecient solutions during his daily site walks,” says Manson Project Administrator Lindsey Hagle. During the summer of 2020, when subcontractor Tunista was onsite constructing the parking lot, Matua visited both the upland and waterfront portions of the site multiple times a day. “With the sequenced work and limited access, he’s got his work cut out for him to ensure proper controls are in place,” she says.Matua uses his experience and knowledge to monitor the numerous activities and their associated hazards. When welders are working, he ensures they’re each issued a Power Air Purifying Respirator (PAPR) to protect against metal fume fever, a potential hazard from the work activity of welding sheer rings inside of piles. Metal fume fever can produce u-like symptoms that often occur three to ten hours after an exposure and can take 24-48 hours to dissipate. Matua identied the possibility of falling into the water during the building of the pier falsework and sot as one of the biggest potential hazards to personnel. He works with the crews to make sure fall protection is used correctly, life jackets are worn, and contingency plans for rescue are in place. Matua also notes how congested the service pier can become during an average work day. “One of the biggest challenges is that there is limited space on the pier for all of our work operations,” he explains. “We constantly have to coordinate with the Navy and their vehicle trac and ours.” Daily site concerns consist of potential hazards that need to be addressed, training of crew members new to the project, events that occurred during their respective shifts, and any other issues that need to be addressed. The SEAWOLF project operates under regulations established by the US Army Corps of Engineers, which require Manson to have a full time SSHO onsite during work activities. However, the motivation of Matua goes beyond regulations and procedures. “Tua does a fantastic job setting and maintaining expectations for creating a safe work environment in such a complicated and congested area,” Lindsey says.According to Matua, “Its important knowing that at the end of our shift everyone is going home in the same condition as they showed up in: Safe, sound, and all in one piece.”| ENVIRONMENTAL HEALTH AND SAFETY |Matua in front of the Manson jobsite trailer at the P-834 SEAWOLF project. PHOTO CREDIT | P-834 SEAWOLF PROJECT TEAMMatua (left) reviews potential hazards and concerns with another team member.PHOTO CREDIT | P-834 SEAWOLF PROJECT TEAM
| MANSON PEOPLE — MILESTONES |15302010CELEBRATINGIRA MATHERNE JAMES FOWLER CHARLES ESCOFFON J.C. GAMBLE JR. LARRY DAVIS NATHANIEL VAZQUEZ-PILLAR RAYMOND GIVAN DAVID FRENCH FORREST RAYJAMES MCGUIRE NANCY BROOKS JEAN PAUL SAVOIE SEAN BRYANT CLIFTON BOONE JERRY MAYO JOSE BONILLACHARLES MARKHAMNATHAN HASTINGSANDREW O’BRIENRYAN GIELOWANAND SAMMYSHAWN LESTERBENJAMIN TORNBERGCONNOR TENNANT RANDY POWELLARTURO ALVAREZ JR.DWIGHT HENSONMICHAEL CLARKCHRISTOPHER SCHAEFFERCASEY BOWNETIMOTHY BAILEY OLIVER KNOXANTHONY KNOXMICHAEL JOKERSTSHANE HYMEL MICHAEL WARWICKDONALD SMITH, IIIMICHAELCOAKLEY ROBERT RUSS, II WILLIAM RICKS IRA KEVIN RICKS JERRY WHITE BARRIE WHITE BRIAN WALKER SAMUEL MILLER HOWARD MILLER KARL LAMOREAUX MICHAEL WILLIS PETER IVES LUKE SCHOELICHBELINDA RODRIGUEZFREDERICK HARRIELTIMOTHY BRANDALJEFFREY MASONDAVID TUKEYSTEPHEN LEWANDOWSKIDWIGHT SHIBLESGREGORY STEWARD JR.DARRYL DELEONCAREY SHANNONJEFFREY ATKINSDAVID RAMSEURGERHARD SKINNERLLYOD JACKSONSTEPHEN KENNEDYJOHNNY CROSBYTROY HEMPFIELDREBECCA CLARKLINE LWIN CHANKYLE HOWELLSEAN AHERNZACHARY CHESTERDUSTIN HAMILTONJEFF GARCIACHARLIE MANN JR.NICHOLAS MADDOXSTANLEY MADISONROBERT BONVECHIO DAVID YOUNG DAN YOUNGPAUL ANDRE RUBINGUSTAVO HEREDIAGUADALUPE DIAZJEFF JENSENDENTON JONESDEANNA DEVEREAUXCHRIS STONEBACKERIC FARIAMILESTONES23 Fall 2021 | Manson Navigator
5NATALIE ATWOOD PHILIP TYER TIM DANIELS FORREST PRICE II DAVID SWANNER JR. JOSHUA HALL BENNETT PARKER STEVEN HENLINE DALE SWEENEY RANDY WILLIAMS SAMANTHIA EMMONS YELIZAVETA PINTEL GREGORY WATERS ALEJANDRO DELGADO LUKE WILEY CHRISTIAN BOYD THOMAS EZELL JR. BENTORRISONWADE GRAHAMRICHARD RUKKILADANIEL MUTHERGUADALUPE SILVABRANDENN TORKELSONMICHAEL MALINKYLE PEARSONCHRISTOPHER JAMESBROOK CHERAMIENICOLE STAIRMARCOS LOZANODEBRIAN SAMPSONHANNAH SCHORR RALPH BURGGRAAFMATTHEW URQHARTGARRETT DO JEFFREY MCWILLIAMSNIKONE XAYLAVONGSEAN HAYDENBRYAN LOCKEJIMMY BEACH JR.JACQUELINE PARENTEAUCHRISTIAN CONTRERASCOURTNEY SAKUMAALEX KOLESSAR COLIN BILLBRYANT MARCELRUSSELL BURNSKENNETH VOGTTHOMAS EZELL JR.CHRISTIAN BOYD MELANIE ROUTTCHRISTOPHER STARRLUKE WILEYKRISTI-LYN LEVESQUE-HARPERJEFFREY MACGILLIVRAYALMA SHAWYELIZAVETA PINTELNICHOLAS MURPHY | MANSON PEOPLE — MILESTONES |24Manson Navigator | Fall 2021PHOTO CREDIT | KIM TRAN—PROJECT ADMINISTRATORAssistant QC Manager Becca Clark, Field Engineer Mary Burr, QC Administrative Assistant Lindsey Hagle, and Project Administrator Kim Tran are all smiles on the P-834 SEAWOLF project site in Bremerton, WA.
Doug Collins retired from the SEAWOLF project at Naval Base Kitsap-Bangor in March 2021, following 39 years in Pacic Northwest marine construction trades.Doug grew up in Mineral, WA, graduating from nearby Morton high school in Lewis County. Soon after, Doug began work as a pile driver with General Construction Co.In 1995, after 13 years of pile buckin’, he switched into the Operating Engineers Union, becoming a deck engineer. Eventually he worked his way to a crane operator position working for other marine contractors.Manson benetted from Doug’s many years of experience when he came out to join the SEAWOLF project as a night shift operator on the DERRICK 6 and derrick barge SCANDIA.When Doug is not hunting, shing, or hiking near his family property in Mineral, he enjoys unhurried life with his wife of 34 years, Bev, at their home in Kingston, WA.Now that COVID-19 travel restrictions are easing, Doug and Bev are looking forward to a well-earned trip to Kauai. When they return, he is excited to complete construction of his shop, where he will enjoy his retirement working on welding projects.Mechanic Fred Baca is set to retire after 8 years at Manson and 35 years as a member of the Operating Engineers Local 3 Union in California.Known as a “jack-of-all-trades,” Fred has been a career mechanic since 1983. He got his start sweeping up at a Detroit diesel distributor before moving up the ranks from mechanic assistant to master mechanic. After 30 years of working in various industries, Fred joined Manson in 2014. Fred brought a wealth of knowledge and even served as a mentor for newer employees, making an immediate impact on his peers in the Richmond yard.Taking pride in his work and his relationships with his colleagues, Fred’s work ethic is unmatched. You can always count on him to get the job done and also to make you laugh as he has a great sense of humor. In his retirement, Fred will spend his days rescuing and restoring classic cars from the scrapyard. When he’s away from the garage, he will enjoy the company of his loving and supporting wife, Raylene, and their family.DOUG COLLINS FRED BACA WRITTEN BY | AMADO SHUCK—CRANE OPERATIONS TRAINERWRITTEN BY | SEAN HAYDEN—PORT ENGINEER Senior EHS Manager Loretta Murrell has become quite the xture at Manson’s West Coast operations over the last 20 years. One of Manson’s early safety pioneers, Loretta has announced her retirement for the end of 2021.Loretta grew up in Glendora, California, in the San Gabriel Valley, and started out her career as a messenger in Los Angeles before joining the United States Army. A maverick at heart and used to adapting to new environments and situations, Loretta rst broke into the construction industry in the early 1980s when she took up a role as a deckhand. A short time later, she applied for a pile driver position through the Piledrivers Local 2375 Union. Loretta joined Manson as a pile driver but later transitioned to an apprenticeship trainer. Always helping people nd a career path in construction, she eventually worked her way into a safety management position. Loretta recalls playing her part in Manson’s phenomenal shift in safety culture, something that will resonate with the next generation of Manson personnel. In her retirement, Loretta looks forward to spending time with her partner Bridgette, and her two sons Benjamin and Cooper. She also plans to volunteer with apprenticeship programs, helping underserved communities get into trades. We wish Loretta all the best in retirement!LORETTA MURRELLWRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITER| MANSON PEOPLE — RETIREES |RETIREES
When I think of Pat Connolly, I think of that perfect combination of solid hard-working engineer and good shipmate who you always enjoy having around. Pat was a “hawsepiper,” meaning he worked his way up from an entry-level position to chief engineer. I think this helped him earn, as well as learn, respect for all positions. Among the benets of this sort of hands-on work is it can build character as well as a ne layer of crusty good humor. Pat’s humor came in handy during good times and bad. Pat is one to never lose his cool in a tight spot. That is priceless when you need to do some serious problem solving and don’t have a lot of time to spare! These qualities may have been learned during his early days before sailing, when Pat was a union ironworker high up o the ground, where a single slip meant certain disaster. He also rode many a mile on Harley motorcycles; tight formations at 100mph plus – make a mistake and it is costly for both you and your buddy. I will miss Patrick’s good work ethic and entertaining stories for sure, and wish him all the best in retirement! PATRICK CONNOLLYWRITTEN BY | KEN PENWELL—GULF & EAST COAST DREDGING, CAPTAIN| MANSON PEOPLE — RETIREES |For the last 19 years, Jan Lindsey’s focus has been on helping injured workers receive what they needed so they could return to work as soon as possible. In addition to workers’ compensation claims, Jan coordinated the annual placement of Manson’s insurance program with our brokers and oversaw the management of all types of claims, including auto accidents, hull damage, pollution, and other property claims. Previous to her employment at Manson, Jan was employed by Eagle and SeaBright insurance companies, managing the Manson account and adjusting our workers’ compensation claims. Technically, Jan has been helping our injured employees get back to work for 30 years. (Jan claims she started at Eagle when she was 10 years old!) Most recently, Jan was the main eort behind the contact tracing and tracking of reported COVID-19 cases – interviewing employees, keeping in touch with sick workers, and monitoring their return back to work based on our COVID-19 work protocols.One of Jan’s major contributions was her participation on the Contracts and Insurance team that selected the rms Parker Smith & Feek and Durham & Bates to market Manson’s insurance program. As a result, Manson was able to broaden our insurance coverages while at the same time signicantly reducing the cost of the program.In retirement, Jan is looking forward to spending time with friends and family. We are very fortunate to have had Jan for these many years. We wish her many happy years to come. JAN LINDSEYWRITTEN BY | JOHN HECKEL CORPORATE ETHICS & COMPLIANCE OFFICERJack was a woodsman for many years prior to joining Manson, with extensive experience working long hours and operating heavy equipment. This dovetailed naturally into his eventual position of dragtender aboard the hopper dredge BAYPORT. Jack freely passed on his knowledge and had an admirable work ethic right up to the day he retired. He always helped maintain a culture of excellence and safety that is important to the crew and the company. Along with Jack came his family who have also joined Manson here and there over the years. His grandson recently lled in as an ordinary seaman/able seaman, his son-in-law worked alongside him as an able seaman on the BAYPORT for a number of years, and his daughter, a registered nurse, has taught and certied the crew in First Aid/CPR on a number of occasions. Jack could spin a tale that was hilariously down to earth, and one of Jack’s strongest attributes is he can always be counted on to tell it to you straight. He coined many a catch phrase that stuck with his crewmates. More often than not, when some deck evolution has overcome a hurdle and is suddenly going smooth, someone says, “Now we’re Logging!” for no other reason than Jack said it once, and it sounded right. JACK CHURCHILLWRITTEN BY | KEN PENWELL—GULF & EAST COAST DREDGING, CAPTAIN
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