Manson Navigator Spring 2022 : simplebooklet.com

1 Spring/Summer 2022 | 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 oce facilities in Northern and Southern California, Louisiana, Florida, and Texas. Cover Photo & Credit ROBERT M WHITE continues dredging operations in South Pass, Louisiana, after Hurricane Ida. Photo credit—Gulf Coast PhotoEditorial Team Publishers John Holmes and Fred PaupManaging Editor Je ArvisoEditor Jimmie CollinsGraphic Designer Alvaro Leal de la TorreSta Sarah Ness, J.Anthony Tedpahogo, Sunny T. WardContributors Joe Barney, Thomas Barrett, Nicole Egli, John Enverga, John Heckel, Anna Holmes, Gary Ketterl, Daric Latham, Kristi-Lyn Levesque, Eric McMann, Rachell Odell, Laurie Pinard, Carey Shannon, Mason Sherman, Robert Ricardi, Hannah Schorr, Shane Smith, Tony Spaulding, Corrie YawManson Construction Co. is an Equal Opportunity Employer.© 2022 Manson Construction Co. MANSON® is a registered 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 & CEOSince the founding of our company in 1905 by Peter Manson, we have grown and adapted to meet the changes in our industry and the needs of our clients. As the capabilities of our industry advance, our markets are quick to take advantage of the innovations and new capacities. Remaining competitive requires continual evaluation of markets and regulations, followed by investment of resources into the development of our people, our processes, and our equipment. In this issue of the Manson Navigator, we highlight our commitment to this eort—The Manson Learning Network (people), our new CMiC enterprise software (process), and the Rig Report (equipment). Throughout the last two years, the Manson Learning Network (MLN) has made signicant strides in providing learning resources and educating our personnel company-wide on a variety of topics through in-person and online workshops. The featured article on MLN will introduce readers to the department’s future plans that will sharpen our skills and competitive edge. The article also highlights new programs and several updates to current programs such as the Manson Learning System (MLS), Core Learning Requirements (CLRs), and safety training. As Manson moves toward the future, we understand the shift required to enhance our current operations. The introduction of Computer Methods International Corporation (CMiC), an Enterprise Resource Planning (ERP) software, will inherently change the way we conduct business operations. CMiC is the best t for Manson as it provides us the option to consolidate our systems and ease several pain points we have with our current software. The CMiC article highlights our ongoing transition to CMiC and the software’s potential to elevate our business systems. Additionally, readers will nd several features on our vessels and crews. The Rig Report highlights the repowering of the derrick barge NJORD and maintenance on the hopper dredges BAYPORT and WESTPORT. In addition, we highlight our cutter suction dredge the RM WHITE and crew who maintains the waterways in Manson’s Gulf and East Coast region. The collection of vessel stories in this issue aligns perfectly with our core values and our current vision of investing in Manson’s future as an organization: “Take care of people. Do the right thing. Find a better way.”Lastly, a big congratulations to our project teams who brought home awards and recognitions for projects in 2021 and 2022. Your hard work, dedication, and team collaboration to successfully complete these complex marine projects are the reason why we continue to be recognized for our work in the marine construction and dredging industry.John A. Holmes, PresidentInvesting in Our Future®

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3 Spring/Summer 2022 | Manson Navigator P-440 Pier 8 Replacement at Naval Base San Diego (NBSD)Associated General Contractors (AGC) Awards ■ AGC of America Marvin M. Black Partnering Excellence Award ■ AGC of America Construction Risk Partners Build America Award (Federal and Heavy New) ■ AGC of California Constructor Award for Excellence in Partnering ■ AGC Build San Diego Merit Award for Unique Special ProjectsInternational Partnering Institute (IPI) ■ IPI Partnered Project of the Year Finalist Concrete Sill Removal at USMC Blount IslandAssociated General Contractors (AGC) Awards ■ AGC of America Construction Risk Partners Build America Merit Award (Federal and Heavy New) Mukilteo Ferry Terminal (Phase 2) Ferry Terminal Construction Associated General Contractors (AGC) Awards ■ AGC 2022 Build Washington Award (Highway/ Transportation, $15M-$50M) ■ AGC Washington Grand Award for Construction Excellence Manson received national recognition and awards for several projects in 2021 and 2022. The collaboration and dedication from our project teams on these complex marine projects have propelled Manson into becoming one of the best marine contractors in the industry.These benchmark projects demonstrate the gold standard in marine construction and allow us to build infrastructure that improves the quality of life nationwide. Kudos to our Manson project teams and to our great partners!| NEWSFLASH |Bringing Home the HardwareWRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITERThe P-440 Pier 8 Replacement Project Team received the AGC Build San Diego Merit Award for Unique Special Projects. Members of the project team, including subcontractors, were on hand to receive the award. Pictured from left to right: Joe Zapata (Synergy Electric), Vince Gutierrez (Matrix Environmental), Kurt Hinkle, General Superintendent; Ryan Rhoads, Field Engineer; Tim O’Neill, Quality Control Manager; Jack Fernandez, Project Manager; Ryan King, Senior Vice President and West Coast Regional Manager; and Chad Woods, Field Engineer.

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4Manson Navigator | Spring/Summer 2022John D. HeckelCorporate Ethics & Compliance OcerIntegrity Is the Key to Our Success.The COVID-19 pandemic has brought change and, with that, a collection of challenges. We understand that changes can aect how we operate and that daily pressures such as deadlines and nancial concerns can tempt us to take short cuts or can be the root cause of ethical and compliance failures. For this reason, the directive from our Board of Directors and the messaging from Management is clear and consistent: we will always abide by the highest ethical standards, regardless of the circumstances. As a company, Manson has never defaulted on an obligation or failed to give the customer what they bargained for. Some might call it resilience, determination or true grit; we just call it “doing the right thing.” There is no doubt that we have had to change some of the ways we perform our work. There denitely has been less travel, and while we have learned we can successfully do many tasks remotely, we have a desire to get back to the oce. A special thanks and shout out to all the employees in the IT department who kept us productive, whether we were working at the oce, out in the eld, or remotely. We couldn’t have done it without your skills and dedication. Well done!An extremely important contributing factor to our success as a company is our speak-up culture, which allows employees to be open and transparent. Manson employees are empowered to report any problem immediately, without fear of retaliation, which allows us to take early action to correct a problem. If an employee prefers to report any concern anonymously, that is easily accomplished through our third-party Lighthouse ethics and safety hotline.When faced with a tough decision or ethical dilemma, we remind ourselves that “Integrity Is the Key to Our Success.”| ETHICS & BUSINESS RESPONSIBILITY |Manson Construction Co. is now on popular social media platforms LinkedIn, Facebook, and Instagram! Our social media accounts provide followers a glimpse into life at Manson, highlighting projects, regional company and community events, and a little history lessons about the company’s rich legacy of building the nation’s infrastructure and waterways. Manson’s presence on social media humanizes our company and showcases our work and the personnel who make these projects possible. Our ongoing social media presence aligns with our core values: Take Care of People, Do the Right Thing, and Find a Better Way. Be sure to follow our pages on LinkedIn, Facebook, and Instagram for all things Manson-related. Join us in our commitment to upholding our reputation as one of the oldest and most respected marine contractors in the U.S.Manson Navigator | Spring/Summer 20224WRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITERGive Manson a Like!

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6Manson Navigator | Spring/Summer 2022| THE RIG REPORT |The repowering of Manson’s derrick barge NJORD will update the vessel’s diesel engine and generator to meet Tier III emission requirements for marine vessels. The main objective of the repower is to ensure that the NJORD is under compliance with California Emissions Law so the rig can continue to work on projects along the West Coast, where emissions standards tend to be stricter. The NJORD left Richmond, California, and arrived at the Seattle yard in November 2021, where the repower is taking place with members of the NJORD crew and the yard’s equipment and electrical crews collaborating on the eort. Repowering a vessel usually requires a rebuild or replacement of the main operating systems. In the beginning, the NJORD repower experienced some shipping delays with parts pending delivery to the Seattle yard due to nationwide shipping issues. “We ordered the new engine in May 2021, and it nally arrived February of this year,” says Daric Latham, West Coast equipment manager. “It was supposed to arrive in October 2021, so we’ve had time to plan ahead, but we’ve been waiting for parts to come in so we can get the work done.” Aside from the delays, members from the electrical, equipment, and NJORD crews have been hard at work getting things ready for the arriving parts. In the rst two weeks, crews removed the engine, generator, radiator, small motors, and electrical breakers from the rig. The NJORD will receive substantial upgrades with the installation of a Caterpillar 3516 diesel engine and a Nidec Leroy-Somer generator which is slated to arrive in Spring 2022. The new addition of the parts will require crews to replace the vessel’s current radiator and cooling system to accommodate for the engine’s increase in horsepower from 2,628 hp to 3,176 hp and power supply of the 2,250kw generator. “The new radiator is about two feet thicker compared to the original,” says NJORD Captain Joe Barney. “So we are extending the area to t the new part, so there is denitely a constant shift of the crews to dierent areas of the vessel.” Even with so many pieces removed, work on the vessel is moving along steadily. “It was easy for crews to haul out the parts that needed replacing,” Joe says. “Many of the guys working on the rig have gone through a repower once or twice, so we are in good hands.”This experienced crew is made up entirely of Manson personnel and includes two members of the NJORD crew, four members from Manson’s equipment department, and Manson electricians. “The nice thing about this repower job is that the crew is 100% Manson, so most of these guys know what to expect,” says Shane Smith, Manson superintendent of the equipment department. “Like most repowers, crews will perform regular service to clean electrical components and replace smaller parts, but with the new horsepower of the engine and generator, it changes things up.” The last repower for the NJORD was in 2010, and Daric, Shane, and Joe were all involved on that project. The NJORD and its crew have an impressive record of projects under Manson and the vessel itself has undergone many changes over the years — including some changes that occurred long before Manson acquired the rig in 1997. The NJORD began its journey as a United States Naval rig in 1942. Acquired as a government surplus in 1997, the rig was towed to the Seattle yard with crews ready to outt and make various improvements to the vessel.Crews disassembled the crane and made updates and modications, installed a sophisticated electrical system to control the new winches and swings, lengthened and strengthened the boom, and retted the barge with two 48-in. spuds and one 48-inch walking spud. With the installation of a 50-CY bucket capacity in 1997, the vessel became the largest clamshell dredge in the United States at the time. At its christening, the new derrick was given the name NJORD, honoring the Scandinavian heritage of the company’s founder, Peter Manson. Today, the vessel has earned its reputation as one of the most unique and reliable derricks in the company. Unlike most cranes, the NJORD can hook up to shore power through multiple transformers, which is often an environmental requirement on projects. Its presence up and down the West Coast has become synonymous with excellence on top Manson projects including the Port of Anchorage Transitional Maintenance Dredging Project and the Oakland Harbor, Phase 3E Project.Repowering is a regular occurrence, and, depending on government legislation and emission requirements, repowering can be required from months to years apart. “With the new legislation, this repower should give the NJORD a 10-year operating status before the next emissions requirement,” Daric says.REPOWERING THE NJORDWRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITERPICTURE neededHere’s a sneak peek of the new Caterpillar 3516C engine being installed in the derrick barge NJORD. The new engine is rated at 3,716 horsepower and will serve as the main power generation plant for the vessel. 6PHOTO CREDIT | DARIC LATHAM—WEST COAST EQUIPMENT MANAGER

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7 Spring/Summer 2022 | Manson Navigator | THE RIG REPORT |Returning from its rst season of the current three-year Annual Maintenance Dredging Project for the Port of Alaska in Anchorage Harbor, Manson’s only tug-assisted hopper dredge WESTPORT arrived in the Seattle yard to undergo general maintenance. Before arriving at the Seattle yard, the WESTPORT embarked on a 14-day journey to drydock in Vancouver, BC. The dry dock work on the WESTPORT involved inspection and regulatory maintenance required by the United States Coast Guard’s (USCG) Certication of Inspection (COI) and the American Bureau of Shipping (ABS). “The concerns of both parties vary because they are focused on two dierent, but very important, things,” says Gary Ketterl, port engineer. “The U.S. Coast Guard wants to ensure that safety requirements are met, and ABS focuses more on the steel, hull, and coatings work. Manson, the USCG, and ABS coordinated with one another to make sure things stayed in order and each requirement was met and passed inspection”. For Manson, an important feature that required attention was the maintenance of the vessel’s load line. The load line is a marked measurement on the WESTPORT that depicts the draft and the allotted load limit of the vessel. The load line is a preventative measure to avoid overloading and excessive stress on the vessel’s hull. The latest update and maintenance of the load line completed at dry dock will carry the WESTPORT for ve years. After completion of the dry dock work, the WESTPORT made its way to the Seattle yard to begin its second phase of maintenance. “The WESTPORT underwent general maintenance, which included the replacement of pumps and xing of wear and tear parts that can’t be done while on the project,” says Eric McMann, general superintendent. “The maintenance crew communicated with the WESTPORT crew to identify and address mechanical issues.” The WESTPORT crew is able to inspect parts and perform simple maintenance, such as an oil change while out on the project, but the maintenance in Seattle tackles heavy duty tasks like replacing parts of the dragheads, ippers, and grizzlies. “The biggest thing about the maintenance work for the WESTPORT was ensuring it was back at Anchorage on April 1st so crews could begin the second phase of digging,” Eric says. “Crews worked simultaneously on dierent areas of the rig to ensure the sail date.”THE WESTPORTWRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITERPHOTO CREDIT | ALVARO LEAL DE LA TORRE—GRAPHIC DESIGNERManson’s hopper dredge WESTPORT on the Port of Alaska Maintenance Dredging project in Anchorage, Alaska.

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8Manson Navigator | Spring/Summer 2022| THE RIG REPORT |To meet regulatory vessel requirements for the American Bureau of Shipping (ABS) and the United States Coast Guard (USCG), the hopper dredge BAYPORT drydocks twice every ve years to undergo mandatory inspection and maintenance. The BAYPORT was most recently drydocked at the Bollinger Shipyard in Amelia, Louisiana. A majority of the inspection is conducted by ABS and the USCG to identify concerns such as damage, warped sections of the vessel, and worn surfaces. “Both ABS and the USCG conduct a thorough investigation of the ship’s hull to determine the sections that need to be replaced,” says Tony Spaulding, port engineer. “Not pertaining to the BAYPORT, but some of the most common things found could be pitted metal and bent frames, with those pieces needing to be replaced.” Unlike most routine dry docks, this particular event was special for the BAYPORT crew and the shipyard crew, as the drag arms of the vessel were removed for the rst time since the ship set sail 20 years ago. “Taking the drag arms o to replace its tracks has never been done before, so it was pretty cool,” says Mike Coey, Captain of the BAYPORT. “The timeframe for vessel maintenance varies for each vessel, but because we had to replace the tracks of the drag arms, this visit took longer than normal maintenance routines.” Whenever the ship navigates through high volume shipping channels like the Panama Canal, the drag arms are pulled in toward the vessel and sit on the tracks so nothing sticks out during travel. 20 years of wear and tear of the tracks prompted crews to move forward with the replacement. In addition to the repairs, crews replaced all jetting pipe along with the trunnion barrels. The galley and mess deck were gutted and completely rebuilt. The dredge pumps were top-end overhauled and the generators were in-frame overhauled. “I took over the BAYPORT in January 2021, so this is my rst dry dock experience with this vessel,” Tony explains. “With the replacement of the drag arms and other sections of the dredge, I was able to experience something that has never been done before with this ship. I learned a lot during the maintenance process, and I already know how to approach things dierently next time this event comes around.”The BAYPORT left the shipyard in February 2022, heading through the Panama Canal to perform the West Coast Hopper Maintenance Dredging project for USACE Portland District.THE BAYPORTWRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITERManson Navigator | Spring/Summer 20228PHOTO CREDIT | DAVE MCPEAK—TOWER OPERATORThe dredge BAYPORT at the Bollinger Shipyard in Amelia, Louisiana, at the end of the maintenance period.

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9 Spring/Summer 2022 | Manson Navigator FIREBOATSTATION 20| CIVIL SPOTLIGHT |The Fireboat Station 20 Pier D Berths 50-51 project at the Port of Long Beach (POLB) is familiar territory for Manson. With over 30 years of experience working at POLB, Manson has been instrumental in upgrading and installing marine structures at one of the world’s busiest ports. Manson was subcontracted by Pinner Construction to assist with the construction of a two-story re station, reboat bay enclosure, oating dock, and other amenities. When Nicole Egli arrived onsite for the Fireboat Station 20 project at POLB in March 2021, she knew there was something dierent about this assignment. This is Nicole’s rst project to spearhead as Project Manager, marking a signicant milestone in her career. “After speaking with my supervisors and thinking it over, I knew I was ready to be project manager for the Fireboat Station 20 project,” Nicole explains. “My time at Manson has aorded me the opportunity to be a part of enough meetings to understand the scopes of varying projects.” With over 10 years at Manson, Nicole’s new role is the culmination of her early days as a eld engineer on projects such as the SR520 Evergreen Point Floating Bridge in Seattle and the Port of Redwood City Wharves 1 & 2 in California. “My past project experience has exposed me to several areas of marine construction which allowed me to learn about things like pile driving, civil builds, backland work, and excavation,” Nicole says. “The project manager role allows me to take all of what I’ve learned and teach it to others. I like making decisions and coordinating with teams to see which personnel is the right t for the dierent project phases.”WRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITERCIVIL SPOTLIGHT

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10Manson Navigator | Spring/Summer 2022FIREBOATSTATION 20Alongside Nicole, Manson has assembled top talent to assist with the work at POLB. With the variety of tasks required for the project, personnel from Manson’s Southern California operations were called upon to join the job. Superintendent Jerry Gienger brings over 50 years of industry experience to the project and has been a guiding hand for the eld engineers on the job. Field Engineer Edwin Grajeda arrived at POLB in October 2021, after nishing up the Everport Berths 226-236 Terminal Improvements project at the Port of Los Angeles. Field Engineer John Enverga joined the team in March 2021 when the project rst began.“The team at POLB is a prodigious front of knowledgeable people who are experts in what they do,” John explains. “On this project alone, I’ve been able to learn how industry standards are accomplished and how to overcome challenges because of the experience of the group we have here.” The port has seen its fair share of Manson projects and personnel, but things are dierent this time around. As the subcontractor for Pinner Construction, the Manson crews at POLB have to meet particular contractual obligations and schedules to complete the project phases. At certain points of the project, the project team and crews will have to wait for the other subcontractors to nish up dierent portions of the job. “There will be times when we will need to leave for a short while, but we’ll come back to POLB to nish what needs to be done on our end,” Edwin says.PHOTO CREDIT | FIREBOAT STATION 20 PROJECT TEAMAn early look at the construction of the new Fireboat Bay enclosure at the Fireboat Station 20 Pier D Berths 50-51 project at the Port of Long Beach in Long Beach, California.

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13 Spring/Summer 2022 | Manson Navigator | DREDGING SPOTLIGHT |“The morale of the RM WHITE crew has been good. These guys trust one another and are condent they can get any job done,” Mason says. “This project was tough, but we have a highly skilled group of individuals who’ve been through it all.” The South Pass Maintenance Dredging project is part of the U.S. Army Corps of Engineers (USACE) historic program to clear sediment buildup along the Mississippi River Ship Channel (MRSC). South Pass is intended only for smaller vessels and not open to larger ship trac. The constant ow of ship trac on South Pass was discontinued in the 1970s, prompting the bulk of deep draft vessels to make their way to Southwest Pass. Maintenance along the South Pass channel had declined in the years following its closure to large shipping trac. “South Pass hasn’t been maintained since 2007, so one can only imagine the amount of material that’s collected in the channel,” Mason explains. “With that much time passing, the amount and composition of the material varies, so it makes it dicult for anyone to dig through.” Much of the planning for a project like this starts during the estimating phase while pursuing a project. It is a step-by-step planning process, with the estimating team and project manager working together to nd a better way to approach the project. But the South Pass assignment has been unlike any other job in the team’s recent memory. In order to understand the site conditions and water depths of South Pass, Manson engineers conducted preliminary surveys to determine how to approach the area. When crews arrived at South Pass in April 2021, they found it challenging to position the dredge, tugboats, and the subline along the river because the channel was shoaled in to less than 1-ft. deep in various locations. Crews faced a magnitude of challenges at South Pass, beginning with the laying of submerged pipeline in one to three ft. of water. Careful planning, strategy, and years of crew experience allowed the team to nd a solution to get past the shallow water and begin the main phase of work for the project. The work at South Pass presented new challenges and site conditions for the crew. Over the 13.5-mile stretch of the channel, crews located nine utility lines that ranged from active gas lines to power lines. The project team contacted the utility companies to obtain drawings and information to create a dig plan so crews could safely dig over the lines. The task required continuous communication and coordination between the project team and the utility companies to ensure that plans were safe and ecient. “A typical utility crossing requires the dredge to clear over one side of the line and then spin the dredge around 180 degrees and dig over the other side of the line until it is clear,” Mason says. “This project was unique These guys trust one another and are condent they can get any job done.“ “The RM WHITE digging next to Port Eads on the South Pass Maintenance Dredging project near the southern tip of the Mississippi River.PHOTO CREDIT | PATRICK M. QUIGLEY/GULF COAST AIR PHOTO LLC

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14Manson Navigator | Spring/Summer 2022| DREDGING SPOTLIGHT |because the team had to develop a new method for digging over the utility crossings due to the shallow water.”In August 2021, Southern Louisiana was hit by Hurricane Ida. The RM WHITE was 50 miles west of Grand Isle, Louisiana, a town that experienced over 50% property damage to residential homes and businesses during the storm. Before the storm’s arrival, crews secured heavy equipment and headed safely back to land. The project was postponed for almost two weeks due to severe ooding of access roads, lack of electricity, and a shortage of supplies. “This job got pretty rough once Hurricane Ida came in and swept the area,” says Robert Ricardy, welder on the RM WHITE crew. “Even though supplies were low and conditions were almost unlivable, Manson found a way to accommodate us.” While the crews waited out the aftermath of the storm, Manson was able to outt a quarters barge with generators and running water for crews living on and o the barge. “Many of the crew members live in campers near the jobsite, so we procured generators for them to keep the lights on,” Mason says. “While the accommodations were set up, crews were still hard at work on the dredge and ll sites. It took a while for conditions to get back to normal.” The project was a year-long dredging assignment that tested even the more experienced crew members on the dredge. The crews aboard the vessel all have a long history of working together, with many following one another from vessel to vessel. Manson’s cutter suction dredging operations require over 40 project team members which consist of the dredge crew, shore crew, project yard, bull gang, tugs, and small boats and tenders. A challenging project of this magnitude inherently advances the safety success of Manson simply through the new experiences and lessons learned on the ground by the crew and team planning and executing the work. The experience of the crew on the decks performing the work cannot be understated. “Everybody on the dredge is capable and talented at what they do,” Robert says. “It’s the best crew to work with because even when the going gets tough, we still nd a way to get things done.”A close-up view of land equipment on the South Pass Spit site along the Mississippi River in Venice, Louisiana.PHOTO CREDIT | PATRICK M. QUIGLEY/GULF COAST AIR PHOTO LLCManson Navigator | Spring/Summer 202214

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17 Spring/Summer 2022 | Manson Navigator Before Manson vessels are launched to a project site and teams assembled nationwide to build marine infrastructure, Manson’s Contracts & Insurance (C&I) Department works closely with Manson personnel, involved from the early phases of contract bidding all the way through project completion. “Contracts are the cornerstone of any business transaction,” says Kristi-Lyn Levesque, Manson contracts manager. This is evident from the increase of construction contracts in the marine construction industry over the years.Much like any department at Manson, C&I is made up of a group of skilled individuals who support Manson personnel in a variety of ways, including identifying contractual risks at bid time, assisting equipment personnel with master agreements and equipment purchase and sale agreements, assisting operations teams with contract buyout and other standard contracts, and providing assembled contract templates for teams to use in the eld. However, the C&I team and project engineers admittedly manage and assess things dierently. “Engineers and attorneys don’t necessarily think alike,” says Kristi-Lyn. While C&I and project teams operate on dierent terms and may have dierent priorities, the end goal is essentially the same: get the job done, safely and on-time. Determined to proactively provide Manson personnel with the best possible resources and educational tools to improve communications between departments, Mike Warwick—vice president and chief civil engineer – dredging, and Kyle Dickens—Gulf and East Coast dredging engineering manager, expanded the Training Work Assignment program (TWA) to include a C&I rotation in 2018 with help from Kristi-Lyn as well as Laurie Pinard, vice president and general counsel. “A few years ago, Mike Warwick visited the Seattle oce and asked if there was an opportunity for eld engineers to go through a rotation through C&I,” Laurie recalls. “He wanted engineers to understand how C&I plays a part in supporting project teams and engineers on projects.” For over 15 years, TWAs have played an integral role in transitioning engineers into project management roles. “The whole purpose of this TWA program is to produce a well-rounded project manager,” Mike explains. “Someone who has worked in every department in the company and knows how to do almost anything, or, more importantly – who to call when they need help.” For instance, the C&I rotation of the TWA program takes engineers from the eld and assigns them to a 90-day rotation within the department. After receiving approval for the new program, Kristi-Lyn created a TWA lesson plan covering a variety of interdepartmental practices. “The goal of the program is to teach young engineers basic contract principles so they can eectively administer and manage contracts on any project, while working to minimize risk to Manson,” Kristi-Lyn explains. “I see the program as an opportunity to work with engineers to teach them concepts that will set them up for success in their careers.” During the 90-day rotation, candidates are taught to understand the three areas of support C&I focuses its eorts on: (1) supporting the estimating teams by oering contract review and risk analysis of owner contracts at bid time, (2) assisting project teams with contract buyout, standard contracts, and any claims that may arise over the course of the project, and (3) assisting the equipment department and other Manson stakeholders by preparing and maintaining a library of “Master Agreements” used for call-out services. After the TWA candidate understands the role of C&I, basic contracting principles and Manson’s contracting processes, they are tasked with assignments that include assisting active project teams, providing QC reviews of buyout contracts, and creating new FAQs. “Engineers review subcontracts, PSAs, and PMPOs for project teams,” Laurie explains. “They learn things like reading and implementing existing master agreements, so it makes it easier for people to do things like hire companies for vessel repair, safety services, training, and everything else.” Candidates in the program are chosen by area managers from both construction and dredging operations. “This program shows that the C&I Department really has the best interest of the company,” says Hannah Schorr, a eld engineer who has completed a C&I rotation. “It was very eye-opening to see how insurance and certain legal documents play out and the amount of input they have on projects. The program not only provides engineers with tools that will benet them on future projects, but it also allows them to build skills to eventually transition into leadership roles.”| CONTRACTS AND INSURANCE |Contracts and InsuranceWRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITER17 Spring/Summer 2022 | Manson Navigator Training Work Assignment

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19 Spring/Summer 2022 | Manson Navigator If there’s one thing you can say about Manson as a company, it’s that our employees are thoroughly invested in our future. Day in and day out, our personnel are constantly hard at work to keep our name amongst the best in the marine construction industry. In 2020, a think tank of Manson people, from across all departments and regions, joined in a collaborative eort for 14 months to arrive at a decision that would shape the company’s future. The introduction of Computer Methods International Corporation (CMiC), an innovative Enterprise Resource Planning (ERP) system, will improve Manson’s business operations for generations to come. What is an ERP? An ERP is an all-in-one software system that shares information needed for day-to-day operations for Accounting, Payroll, HR, Operations, Equipment Maintenance, and other essential functions for business units to operate smoothly and eciently. ERPs consolidate core functional data across a shared platform with a shared user experience, acting as a single “source of truth” for all shared business data. With an ERP, data and assets are securely stored within one system rather than multiple systems. Consolidating to only one system provides companies with more control and assurance of their data integrity and security than they would have with multiple, redundant systems. What systems comprise an ERP? For Manson, the ideal ERP would help us cut down on redundancy, increase eciency, stability and security, and serve as a reliable source for business data analysis. Manson sought an ERP solution that we could learn from and grow into — using best practices and development founded on the principles of like-minded companies within our industry. Journey to CMiCCoupled with Manson’s growth and the advancement of technology solutions, the company has come to rely on over 25 dierent software systems to run the business. The use of a variety of systems has led to an inconsistent user experience for Manson personnel. Common inconveniences include hurdling through dierent login protocols, navigating through multiple software, software redundancy, and struggling to locate important information. “It’s no secret that people are data hungry—we all need information to do our jobs eectively,” says Rachel Odell, CRM manager. “The question often is, where is the best place to go nd what we need?” With Manson’s core values in mind, executive leadership, along with a collection of regional personnel, have over the last three years held many discussions on nding one encompassing ERP that satises the needs of the company. Much like the construction industry, ERPs and Financials are constantly improving their software and implementing new technology to adapt with the times. Manson’s current Financials system was undergoing upgrades that would present yet another change for the user experience at Manson. Looking to nd a better way, IT Director Joe Hussin and Controller Steve Kiel initially explored CMiC and saw the product’s potential to alleviate the various pain points brought on by Manson’s current ERPs and business software. To ensure this priority project met company-wide needs for change, Manson Senior Vice President and Chief Engineer Je Arviso initiated a Think Tank to assemble subject matter experts (SMEs) within Manson | CMiC |THE FUTURE IS NOWWITH CMiCWRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITERA look at CMiC’s “To Be” brainstorming sessions with various members from the Manson Executive Steering Committee, Manson Project Management Team, TILSON consultants, and representatives from Manson’s six functional teams in attendance. 19 Spring/Summer 2022 | Manson Navigator

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20Manson Navigator | Spring/Summer 2022who understand our current business processes and systems. The core team consisted of Je, Joe, Steve, Rachel, and Mike Warwick, Manson vice president and chief civil engineer–dredging, along with sixteen SMEs across all regions and departments. Their mission was to brainstorm, map the current processes, identify pain points, demonstrate and evaluate new product options, and to ultimately recommend the shift to a new ERP that would best respond to Manson’s business needs. The team also explored other ERPs on the market, but ultimately decided to focus exclusively on CMiC. “Out of those discussions, we came to the conclusion that CMiC would lead us to our goal of nding that ‘one sense of truth,’” Rachel says. “Meaning that the system would allow everyone to interact with the same product.” To help further validate the Think Tank ndings and ensure that all options were considered, a construction technology consultant was hired. The consultant provided an autonomous review of the core team’s internal discovery and evaluation process, ensuring that the right questions were asked conrming that all ‘boxes’ were checked. This process was invaluable in ultimately selecting CMiC as the new ERP business system. Taking on a project of this scale—one that would impact Manson’s operations for years — the core team knew specialized expertise with implementing CMiC would be required. While attending the CMiC user conference, CONNECT 2021, the core team met with members from Tilson Technology, and a bond was forged. Tilson’s approach to implementation is highly collaborative, hands-on, and interactive. The core team also expanded to include Anna Holmes, learning and development generalist, to support end user training needs and Jon Nowak, project engineer, to help manage the project budget and schedule and to oversee tracking issues/resolutions. Four months into the software’s implementation, team leads Steve Kiel (Finance / Payroll), Kelli Rider (Job Cost & Revenue), Renee Williams (Purchasing), Brad Martin and Brian Lorenz (Equipment), and Suzanne Vincent and Danika Brown (HCM/HR) are working collaboratively with their Tilson consultants and making strong headway toward our target launch date in Spring 2023. Why CMiC?CMiC is an ERP system that will steer Manson’s day-to-day business operations into one cohesive operating system. While there are various ERPs available on the market, CMiC started as a nancial accounting software geared specically toward the construction industry and is the best t for Manson to consolidate our systems and ease the pain points brought on by our current diverse software. It oers full automation and productivity of multiple back-oce functions. In addition, CMiC will provide resources and support for eld operations to include project management, equipment and asset management, and streamlined communication for teams. The software will mark major improvements for Manson as an entire business organization. The implementation of CMiC will aect all departments from the top down as it replaces redundant systems and processes, removes overlapping technologies, increases eciency, and improves system functionality. “The biggest advantages will be use of advanced reporting tools and more eciency when it comes to locating information,” says Steve Kiel, Manson controller. “CMiC’s interface will also provide groups like the Operations team with a dashboard feature containing graphs and points of access to important information.” Manson will have the ability to execute a multitude of functions under one system that will benet our business as a whole. The program will bring forth the standardization of business processes across our four main services: Marine Construction, Dredging, Oshore, and Heavy Lift Services. It will introduce further accessibility and will unify the Manson user experience for all personnel. CMiC will also eliminate unnecessary documents and manual reporting, ensuring a structured, automated system.| CMiC |Strategic PlanningBusiness ProcessMapping / DesignSystem Set-up& ConfigurationUnit Testing Integrated TestingConference Room PilotsConverted Data TestingEnd User TrainingGo LiveWE AREHEREA breakdown of the CMiC roadmap, detailing the nine phases from strategic planning to the live launch of the software.20

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21 Spring/Summer 2022 | Manson Navigator Safety Week 2022 was a huge success throughout Manson’s operating regions. This year’s theme was a reection of one of Manson’s core values of taking care of people. As an employee-owned company, we understand that our personnel are Manson’s rst priority and the driving force behind our quest to nd better ways to create an engaging, respectful, and safer environment. During Safety Week 2022, Manson’s regional oces participated by hosting a variety of safety events that focused on team-building skills and providing invaluable safety resources for all personnel. We are condent these events will strengthen morale across the company and will contribute to Manson’s culture of safety.| ENVIRONMENTAL HEALTH AND SAFETY |UNITED IN SAFETYCONNECTED. SUPPORTED. SAFE.Richmond oce and yard personnel posing in front of the derrick barge HAGAR at the Richmond Yard during Safety Week 2022. Pictured left to right: James Harris, Kenneth Vogt, Chris Schaeffer, Brandon Madden, Joseph Karinen, Gus Lamen, Matt Rizo, David Lubiszewski, John Partridge, Nathan Redford, and Ryan Jackson.The Seattle oce “tied in” some hands-on rope throwing practice for the third day of Safety Week 2022. Participants in the rope throwing activity included Brad Martin, vice president of equipment (left); Eric Rackl, boat captain (middle); and Carey Shannon, learning and development specialist (right). 21 Spring/Summer 2022 | Manson Navigator WRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITER

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23 Spring/Summer 2022 | Manson Navigator Suzanne Vincent joined Manson’s Human Resources Department as HR Manager and has over 20 years of professional experience. Since joining Manson, she has played a vital role in the development of strategies and initiatives that align with the company’s core values. Aside from overseeing the day-to-day operations of the HR department, some of Suzanne’s tasks include managing the functionality of recruiting, benets, HRIS, FMLA, and employee onboarding. Suzanne is heavily focused on advocating for Manson employees to maintain a healthy work-life balance at the company. Understanding the importance of teamwork and professional development, Suzanne thrives on creating a collaborative environment for her HR team. A native of Saratoga, California, Suzanne grew up on the West Coast. She received a degree in Psychology from San Diego State University and received a certication as a Senior Professional in Human Resources. When she’s away from the oce, Suzanne spends her time practicing yoga, painting, and is an avid animal lover. SUZANNE VINCENTHuman Resources ManagerPATRICK CODERRecruiting SpecialistPatrick Coder holds the role of Recruiting Specialist for Manson and has over 10 years of recruiting experience. His professional experience in recruiting includes previous employment in various industries, including actuarial and benets rms, banking, information and technology, and chemicals. Patrick’s previous experience helped develop applicable skills such as coordinating hiring processes, receiving new hire paperwork and submitting electronic les, and consulting recruiters, managers, and HR on the recruiting process. Since joining Manson in 2019, Patrick has helped add to Manson’s impressive roster of both craft and non-craft personnel. Some of his responsibilities include working with HR managers to update and create job postings, implement new regulations that Manson must follow to remain compliant with the Oce of Federal Contract Compliance Programs (OFCCP), and develop strategies to attract diverse candidate pools. Patrick is a native of Dallas, Texas. | HUMAN RESOURCES |Manson’s Human Resources (HR) Department, located in the corporate oce in Seattle, Washington, is a small but mighty team that supports and manages all matters related to craft and non-craft personnel across the country. Among the many responsibilities that the team divides up, the main focus of the department is to streamline the company’s employer-to-employee relationship. Much like the equipment you might nd in the Manson yard, HR does plenty of heavy lifting to ensure that the company’s work culture benets the organization as a whole. The six-person team of HR representatives is a vital resource for employees to nd information about matters such as health benets, FMLA, and retirement plans. The following proles provide a look into the individuals who make up Manson’s HR Department. MEET THE DEPARTMENTWRITTEN BY | J.ANTHONY TEDPAHOGO—COPYWRITER23 Spring/Summer 2022 | Manson Navigator ALL IN WITH HR

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24Manson Navigator | Spring/Summer 2022| HUMAN RESOURCES |Nick Yuen joined Manson’s Human Resources Department as HR Coordinator and has over three years of professional experience in HR, recruiting, and legal and compliance work. Some of his responsibilities include assisting the HR specialists in their roles, onboarding new hires, and creating HR compliance posters. In addition to the onboarding process, Nick serves as a point of contact for new personnel to help direct and introduce them to team members across the company. Prior to Manson, he worked as a workers’ compensation collections specialist. Nick graduated from Ramapo College of New Jersey with a degree in Sociology and a concentration in Criminology. He obtained a certication for Human Resources Management at Rutgers University in New Brunswick, New Jersey. NICK YUENHuman Resources CoordinatorDESIREE GREENFIELDHuman Resources SpecialistDesiree Greeneld works as an HR Specialist and joined Manson in 2021. Some of her duties include managing FMLA requests, administering leaves of absence, and compiling documentation that supports employees in need of short-term disability. In addition to these tasks, Desiree collaborates daily with HR Benets Specialist Danika Brown to review FMLA cases and manage the concerns of Manson employees who require temporary leave Desiree was born in Joplin, Missouri. She attended Union College in Lincoln, Nebraska, where she received a degree in Business Administration. Prior to joining Manson, she worked in a variety of specialist roles in administration and healthcare. On her days o, Desiree enjoys paddle boarding, camping, hiking, and spending time with her corgi Ruby Ann. HR Benets Specialist Danika Brown brings ve years of HR experience in her role, having worked as an HR Analyst for her previous employer. As Benets Specialist, some of her responsibilities include serving as the main point of contact for all employee healthcare benets inquiries and helping employees understand changes to their plan. Danika is in charge of overseeing and managing benet enrollments, audits of benet-related data, and providing support for weekly billing and reconciliation. Her extensive experience in a variety of HR-related roles allows her to provide a strong support system to Manson employees and colleagues. Danika grew up in Elk Mound, Wisconsin. When she’s not reviewing Manson health benets, she can be found working on cars, target shooting, and cooking. Danika has four dogs and enjoys a vast scope of interests. She received a Master’s of Business Administration in Accounting and Finance at Lakeland University in Sheboygan, Wisconsin. DANIKA BROWNBenets SpecialistManson Navigator | Spring/Summer 202224

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25 Spring/Summer 2022 | Manson Navigator 2021 marked another admirable year for Manson having completed remarkable projects like the Berth 5 Expansion project at the Port of Port Arthur in Port Arthur, Texas, the Pier 8 Replacement project at Naval Base San Diego, and the South Pass Maintenance Dredging project on the Mississippi River. In addition to these feats, Team Manson logged more than 10,000 hours of learning events despite a year constrained by COVID-19. The connection of these two feats is no surprise for Manson Senior Vice President and West Coast Regional Manager Ryan King, who understands the importance of training. “Our future is based on training our people to be Marine Contractors; that is what makes us unique; that is our business,” Ryan explains. “If we don’t train our Manson people, our clients won’t buy into our expertise.” While this is a notable feat, the Manson Learning Network understands that there are always opportunities to build our expertise.Examining the statistics in this article, one would discover some interesting trends within Manson learning. Who would have guessed that, of the 1,933 class events that MLN launched in 2021, 6,748 participants attended. Craft training exceeded sta training by more than 2,500 hours. If you are interested in learning about Manson Learning Events in 2022 reach out to us at MLN@mansonconstruction.com. Project Management & Operations Program (PMO)If 2021 was an industrious year of training (despite the complications of COVID-19), 2022 is shaping up to be even more inspiring. The Project Management & Operations Program (formerly known as Manson University) is rolling out new and updated courses, including a fully remastered Cost Management (Module 3) and the rst release of the Environmental, Health & Safety module, aimed at reinforcing Manson’s safety culture and the resources available to ensure safety. Also on the 2022 agenda will be Project Administration, Project Planning, and Federal Contracting courses. | LEARNING AND DEVELOPMENT |WRITTEN BY | MLN TEAMThe Manson Learning Network kicked off the rst of ve regional Career Development Pathways workshops at Manson’s Seattle oce.Pictured left to right: Josh Rudd, Field Engineer; John Stilwell, General Superintendent; Martin R. Johnson, Superintendent; and Grayden L. Bennett, Foreman.LEARNING NETWORKempowering people to peak performanceThe Manson Learning Network: On Deck for 2022

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26Manson Navigator | Spring/Summer 2022 Core Learning Requirements (CLR)Safety training will make a seismic shift in 2022 with more integrated partnering between EHS and the MLN. The rst phase will be to properly classify all Manson personnel into Core Learning Requirements (CLR), which constitute the basic annual safety training for Manson employee groups. The objective of classifying our people is to ensure they receive the proper training based on the hazards they face in their jobs and not training they don’t need. More information on the CLRs will come out later this year. In addition to CLR, there are major updates being made to our company-wide training programs for Rigging, Fall Protection, Fork-Lift Operation, and the Short Service Employee program. Each of these programs are important to ensuring safety but suer from inconsistent application. Now these courses will be based on actual operational and regulatory needs and will be oered consistently across all Manson projects. Training Experience & Records System (T-REX)The nal major component to safety training will be an overhaul of the formerly named Manson Learning System (MLS) the previous EHS safety training database. Over the years, the database has grown and now includes many more courses and records than just safety training. To keep pace with that change, that database is now called the Training Records & Experience System, or the T-REX. Coming changes to this system will make it easier to determine training requirements for individuals and teams, easier registration for classes, and better, more accurate recordkeeping as a result. A seismic shift indeed! You can nd your training records in the T-REX by going to the MLN SharePoint site and selecting “Training Records.” Among the many diculties arising from the COVID pandemic was the severe reduction of in-person learning events. Those diculties challenged Manson to adapt to new means of learning using new technologies. This past year, the MLN piloted virtual courses using our Adobe Connect platform. Similar to Zoom, Adobe Connect has many enhanced features for delivering live courses or webinars online. Virtual learning is advantageous when participants are located at multiple locations and the course does not require hands-on activities. For courses that do require in-person attendance, we will still conduct those events when and where they are needed. In the event that hands-on or virtual courses are unavailable, MLN will use computer-based training (CBT) courses. CBT is good for short bursts of training to reach learners anytime and anywhere. Like virtual and in-person courses, CBT courses will be deployed when the option makes sense and provides an advantage to the learner. The MLN aims to blend these three types of courses so that learning events are convenient, eective, and most accessible across the company. Learning PathwaysIn late 2021, our high-energy Learning Pathways project kicked o with support from Dr. Dorriah Rogers and Garret Autry of Paradyne Consulting Works. With nearly 90 Manson people participating at ve workshops across the country, we set o to dene learning pathways for 11 predominate positions in our Operations group. Learning Pathways will be the curriculum for each position that provides the means to acquire the knowledge and skills to be successful in that position. You can read more about the Learning Pathways on the opposite page. Many of you have been regular attendees of the MLN Lunch & Learn Series hosted by Learning & Development Specialist Carey Shannon. Last year’s topics touched on a range of interests, from Zoom tips to project summaries and dredging operations of the RM White. In early 2022, we kicked o the year with a deep-dive of Manson’s newest and largest hopper dredge, FREDERICK PAUP. We hope all of you will continue joining us to discover more about Manson as the series progresses throughout the year. The MLN team is always eager to hear from you, whether with your ideas for learning events or if you need assistance of any sort. Please just reach out to us at: MLN@mansonconstruction.com. VIRTUAL CLASSPeople meet in an online environment like Zoom or Adobe Connect to hold an interactive class though likely joining from dierent locations. IN-PERSON LEARNINGPeople physically meet in the same location for class. COMPUTER-BASED LEARNINGAn individual accesses course content from an online source. That content is usually basic information, available anytime and from any place the individual can access the Internet. WEBINARAn information session held in a virtual environment like Zoom or Microsoft Teams, typically for the purpose of communication but with relatively little interactivity between presenter and audience. BLENDED LEARNING EVENT Uses some combination of Virtual, In-Person, or Computer-Based Learning to comprise all the activities of the class. T-REXThe Training Records & Experience System where Manson learning records, course catalog, and course schedule are stored. This system will be signicantly upgraded in 2022. LEARNING PATHWAY The curriculum for each position that provides the means to acquire the knowledge and skills to be successful in that position. PROJECT MANAGEMENT & OPERATIONS PROGRAMFormerly known as Manson University, the PMO Program constitutes the courses related to managing Manson projects.| LEARNING AND DEVELOPMENT |GLOSSARY26

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29 Spring/Summer 2022 | Manson Navigator Operations Manager Eric Faria has become a familiar face at Manson’s Southern California operations since the early 1990s. After 30 years of service with the company, Eric announced his retirement in early 2022. Eric joined Manson in 1991 as a welder and deckhand aboard the cutter suction dredge MR. MANSON. In 1995, he took the role of dredge captain on various clamshell dredges including the HAAKON, VULCAN, and NJORD. In 2000, he took on several projects with the VALHALLA. After gaining 20 years of operational eld experience, Eric took on the managerial role of SoCal Civil Operations Manager. His wisdom, sense of humor, friendly approach towards others, and strong work ethic will be dearly missed by everyone who has had the chance to work with him. Since retiring, Eric and his family relocated to Tennessee to enjoy the natural beauty of the Great Smokey Mountains.. He also just became a grandfather! We wish you all the luck, Eric, and we may even allow you to remain in our fantasy football league!Tax Manager Craig Leonard will retire in May 2022 after 15 years at Manson’s Seattle oce. Craig has dedicated his career to everything taxes, earning the position of IRS Enrolled Agent before joining Manson in 2007. During his 15 years at Manson, Craig has made signicant improvements to how we manage taxes as a company and has made it a goal to look for ways to save taxes whenever possible. In his retirement, Craig will spend his time watching sports and rooting for the Seahawks, hiking, snorkeling, and traveling. He looks forward to moving to Hawaii and living out the rest of his days on the Big Island. We wish Craig the best in his retirement! ERIC FARIACRAIG LEONARDWRITTEN BY | MARK EPPING—WEST COAST OPERATIONS MANAGERWRITTEN BY | STEVEN KIEL—CONTROLLERAfter seven years at Manson, SharePoint Administrator Dana Grindsta retired in early 2022. Before joining Manson, Dana worked as a Microsoft contractor in 2007 and was instrumental in facilitating and implementing SharePoint when he joined Manson in 2015. His dedication to streamlining the application for Manson personnel has improved and encouraged interdepartmental collaborations across our region. Dana’s professionalism and skill allowed Manson to usher in a new era of technological applications for strategic communication within the company. In Dana’s last email as a Manson employee, Dana wrote “I’ve always felt respected and valued at Manson, something that I can’t say about other placed that I’ve worked.” Manson, and especially the IT Department, is thankful for all the work that Dana has done with, and for, the company. In his retirement, Dana and his wife, who recently retired from teaching, will enjoy the beauty of the Pacic Northwest at their Ocean Shores beach house with their dog and three cats. We wish Dana the very best in his retirement. DANA GRINDSTAFFWRITTEN BY | ESTHER CHUNG—IT HELP DESK SUPERVISOR| MANSON PEOPLE — RETIREES |RETIREES29 Spring/Summer 2022 | Manson Navigator

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30Manson Navigator | Spring/Summer 2022| MANSON PEOPLE — RETIREES |Don Ezell retired from Manson’s purchasing department in the Houma oce in October 2021. Don grew up in Southeast Mississippi in an area called “Rattlesnake Crossing,” a place well-known for its local foraging and its collection of diamondback rattlesnakes. Don’s upbringing contributed to his hard work ethic and helped him develop a “rst one in, last one out” mentality. Prior to Manson, Don spent many years in the oileld as a salesman, fabricator, and business owner so making the transition to the “I need it now” pace of the dredging industry was practically seamless. Always willing to help, it didn’t take him long to develop relationships with Manson crews and vendors from the east to west coast. Well versed in sports, Don was my go-to guy when it came to everything Louisiana State University (LSU) as well as the whole athletic Southeastern Conference (SEC). Whenever I needed the inside scoop on any upcoming games, I would drop on by to Don’s oce to learn about the latest matchups. Closing out 13 years at Manson, Don has made plans to move full-time to his residence in Magnolia, Mississippi to live out his days a true country gentleman. In his spare time, Don will enjoy spending time with his family and friends, keeping his catsh pond healthy, and having an occasional glass of Kentucky Bourbon. Enjoy your retirement, Don!DON EZELLWRITTEN BY | MICHAEL COAKLEY—GULF AND EAST COAST EQUIPMENT MANAGERAfter 22 years with Manson, Crane Operations Trainer Amado Shuck is retiring. Known aectionately to many at Manson by his fun nickname, “Mudd,” Amado rst worked as a deck engineer on the DERRICK 24 before becoming a crane operator for the DERRICK 6 in 2003. Amado operated the DERRICK 24 from 2004-2014 for various heavy lift jobs throughout Manson’s Northwest region, including the Manette Bridge Construction project in Bremerton, Washington, and SR520 Evergreen Point Floating bridge project in Seattle, Washington. Decades of experience led him to play a vital role in the construction and upgrades to a variety of Manson vessels which include the construction of the VALHALLA; and major upgrades to the NORSEMAN, VIKING, SCANDIA, DERRICK 24, H.R. MORRIS, ANDREW, and SOUTHMAN.In 2014, Amado made the transition from the eld to working out of the Seattle corporate oce and was instrumental in developing Manson’s Crane Management Procedures and internal training program. He is incredibly knowledgeable on all aspects of marine equipment and is a tremendous public speaker; he recently worked with Manson’s Learning and Development Department in providing an educational workshop for Seattle’s Maritime High School, providing students with insight into the marine construction industry. We will miss seeing his smiling face at the oce every day, but we know he will keep us updated on all the fun trips and projects he and his wife Lisa Haug already have planned!Congratulations, Mudd! We wish you all the best in retirement!AMADO “MUDD” SHUCKWRITTEN BY | SARAH NESS—ESTIMATING & PROPOSAL COORDINATORManson Navigator | Spring/Summer 202230Stay connected with your Manson colleagues!Join the conversationFollow Manson Construction Co. on FaceBook, Instagram, and Linkedin to stay connected with colleagues throughout the Manson region. Our social media pages are a great way to keep up with the latest news and regional events happening at Manson.

Manson Navigator Spring 2022

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