Manson Navigator Summer 2024 : simplebooklet.com

Manson Navigator | Summer 2024Summer 2024 | Manson Navigator21MESSAGE FROM THE PRESIDENTEstablished 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 ofﬁce facilities in Northern and Southern California, Louisiana, Florida, and Texas.Front Cover Photo: Manson’s beachside dozers managing and spreading the ﬁll on the San Clemente Beach Nourishment project in Southern California.Photo credit: Bill King-Survey Party ChiefBack Cover Photo:Derrick barge VALKYRIE driving production pile at Naval Base San Diego’s Pier 8.Photo credit: Pier 8 Project TeamEditorial Team Publishers: John Holmes and Fred PaupManaging Editor: Jeff ArvisoEditor: Jimmie CollinsGraphic Designer: Alvaro Leal de la TorreStaff: Sarah Ness, J.Anthony Tedpahogo, Sunny T. WardContributorsBen Herbay, Bill King, Bob St. Joseph, Connor Tennant, Danny Warner, Dave McPeak, George Atkinson, John Heckel, John Henriksen, Jordan Brown, Kerly Olivares-Taipe, Malaree Scott, Marc Bissonnette, Mike Ramos, Paul Massee, Ryan Richoux, Thomas Barrett Manson Construction Co. is an Equal Opportunity Employer.© 2024 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.Rising to the Challenge IN THIS ISSUENEWS3Awards and MoreManson wins several project awards and personnel are recognized for their efforts.ETHICS & BUSINESS RESPONSIBILITY6What Is Your Source?Leaning on Manson’s Code of Ethics to make good choices.DEPARTMENT FOCUS23Measure Twice, Cut OnceThe Production Engineering Group uses historical data to improve Manson projects.SAFETY7Amplifying the Voice of SafetyDoubling down on safety by giving a voice to all.MANSON PEOPLE27Milestones, Retirements, and MemorialCelebrating years of professional achievements and remembering former employees.RIG REPORT9E.P. PAUP Gets Network UpgradesIT makes improvements to Manson’s largest derrick barge.MANSON PEOPLE23Milestones and RetirementsCelebrating years of professional achievements. MARINE CONSTRUCTION11Improving Safety and Security at Naval Weapons Station Seal BeachBuilding a state-of-the-art pier for the U.S. Navy.MARINE CONSTRUCTION17Manson’s Impact in Oceania: Past, Present, and FutureImproving and maintaining marine infrastructure and waterways in the Paciﬁc.19BAYPORT Transforming West Coast Waterways and BeachesManson crews take on optional work to nourish depleting beaches in Southern California.DREDGING1917 Manson Navigator | Summer 2024Summer 2024 | Manson Navigator2125Manson 101 (Non-Craft): Onboarding for SuccessFinding a better way to build connections for new employees.LEARNING AND DEVELOPMENTOver the course of my career, I have found the marine construction and dredging industries to be rewarding, challenging, and continually changing. Our projects are unique—engaging project teams to create and build the best solution. I believe these characteristics of our business draw many people to our work—often for their entire careers. The longevity and seasoned experience of our staff and crews are so important to our continued success. We celebrate key employment milestones in each issue of the Navigator because we want to acknowledge these important anniversaries and recognize our employees for their dedication and commitment to our company. The list of employees meeting their ﬁve-year milestones and seeing those with more than 30 years at Manson is impressive and indicative of our experienced workforce. Our company thrives on the most challenging projects—those that demand the highest professionalism from our crews and the use of specialized marine equipment. Success on these projects hinges on our ability to assess and overcome risk, allocate the right resources, plan meticulously, and execute the work safely to meet our clients’ expectations. Our staff and crews consistently rise to these challenges, and it’s gratifying to see them receive well-deserved industry recognition for their efforts. In this edition, we celebrate the career achievements of Dave Nielson, who was honored with the 2024 Golden Beaver Award in Supervision, one of the most prestigious accolades in the Heavy Civil industry. We also acknowledge several other individuals and project teams for their recent industry awards—further demonstrating our company’s ability to overcome challenges and deliver exceptional results. Our projects are not just challenging, but the work we do is signiﬁcant and makes a tangible difference in people’s lives. From building marine facilities and transportation infrastructure to decommissioning offshore structures, creating environmental habitats, restoring beaches, and maintaining navigational waterways, our core business activities not only support the needs of our clients, but also contribute signiﬁcant value to our communities. This issue of the Navigator showcases the crucial work of the BAYPORT hopper dredge crew—restoring beaches in Southern California and maintaining waterways on the West Coast. It also features articles on our reconﬁguration of the Seal Beach harbor and work we have performed in the Paciﬁc Islands over many years—all examples of the vital role our company plays across our geographic footprint. I hope you enjoy this issue of the Manson Navigator. John A. Holmes, PresidentPHOTO CREDIT | HARRY M CREWManson President John Holmes (left) and Special Projects Manager Dave Nielsen (middle) visited the NES-1 project in Anchorage. While visiting, they climbed aboard the HARRY M to chat with Captain Jeff Perez (right) and crew.

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator43NEWSManson is proud to announce that Special Projects Manager David “Dave” Nielsen has been recognized as the recipient of the Golden Beaver 2024 Supervision Award! A Manson employee since 1976, Dave has more than four decades of demonstrated leadership in the marine construction industry. He specializes in large-scale, complex marine and waterfront structures, including preconstruction, demolition, and construction. “Dave understands the risks and what it takes to get the job done: people, equipment, and resources,” says Manson President and CEO John Holmes. “He has outstanding judgment—a trait that is not just acquired over time but is a combination of intuition, knowledge of the craft, and experience.” Dave’s success as a manager is due to a proven track record of promoting and enforcing safe production among crews, subcontractors, and partners in all daily operations. Dave’s leadership style reﬂects an attitude of ﬂexibility, innovation, effective communication, and hands-on management. With an inherent sense of care and concern for people, Dave has consistently gone above and beyond to ensure projects are completed in accordance with the design and requirements of the owner and often well ahead of schedule. He led all ﬁeld operations for the San Francisco-Oakland Bay Bridge Demolition Phase 1 project for Caltrans to completion more than a year early (at a cost savings of over $20 million to the owner), as well as the I-35 “St. Anthony Falls” Bridge for MNDOT, which was opened to trafﬁc in just 11 months—more than three months ahead of schedule. Dave leads by action and commands respect. He maintains a proven track record of working with all ﬁeld personnel to promote jobsite safety and effective communication. Dave works to ensure everyone is on the same page—from crew and peers to clients and stakeholders. He is attentive and intentional when he listens, and he listens more than he speaks. He is a very strong planner and understands the need to plan early—utilizing input from experienced personnel and those who will perform the work. Founded in 1955, the Beavers is a distinguished community of construction industry professionals dedicated to promoting good will and recognizing outstanding skills and integrity. The 2024 awardees were recognized at a January 19th dinner event at the JW Marriott at LA Live in Los Angeles. Manson has proudly received the 2023 American Equity Underwriters, Inc. (AEU) Safety Award. This is the second year in a row and our fourth win since 2018. The prestigious AEU Safety Award, which recognizes innovative safety programs for performance, effectiveness, and management, ranked Manson among the top 40 out of 1,600 companies in the maritime/construction industry. AEU is the program administrator of a group self-insurance fund authorized by the U.S. Department of Labor to provide U.S. Longshore & Harbor Worker’s (USL&H) liability coverage for maritime companies. Environmental Health and Safety (EHS) Director Forrest Ray and EHS Senior Manager Tim Kinsella accepted the award on Manson’s behalf at the AEU National Forum in Charleston, South Carolina. Congratulations to Manson Surveyor and Chief of Party Bill King, who was recognized in the Engineering News-Record’s (ENR) annual Year in Construction photo contest! Bill’s superb photo of Manson’s derrick barge NJORD (below) dredging in the early morning in Richmond, CA, was also featured on the cover of the 2022 Fall/Winter Manson Navigator. Each year, ENR invites people to submit their best construction photos from the past year for a chance to be recognized and published in their printed magazine and online gallery. This year, nearly 1,200 entries were received, with only 42 making the cut. ENR provides engineering and construction news, analysis, commentary, and data across a variety of platforms including print and digital magazines, regional newsletters, podcasts, and in-person events, according to its website. You can view the digital version of the ENR issue here or go straight to the online gallery here. Manson’s Chief Financial Ofﬁcer Jon Rodriguez was recognized as one of the ten honorees for the Puget Sound Business Journal (PSBJ) CFO of the Year program! The CFO of the Year program champions chief ﬁnancial ofﬁcers from various industries who strategically lead their organizations through evolving business markets—improving economic growth and implementing programs to enhance business systems within their organizations. Jon, along with this year’s honorees, attended a PSBJ reception in June 2024 to celebrate their achievements. Congratulations, Jon.Dave Nielsen Wins Golden Beaver Award Manson Awarded Fourth AEU Safety Award Bill King Recognized in ENR Photo Contest Jon Rodriguez Honored as CFO of the Year NEWSEnvironmental Health & Safety (EHS) Director Forrest Ray and EHS Senior Manager Tim Kinsella posing with representatives at the annual AEU Safety Awards. Forrest Ray (center left) and Tim Kinsella (center right).Jon Rodriguez, Chief Financial Ofcer Pier 6 Project Wins Several Awards Manson’s Pier 6 Project Continues Award Success Manson’s P-443 Pier 6 Replacement project has been recognized for its impressive project partnering, planning, and execution by industry groups including the Associated General Contractors (AGC) and the International Partnering Institute (IPI). The Pier 6 project team demolished the existing 78-year-old marine structure and constructed a new 120-ft x 1,500-ft pier to accommodate Paciﬁc Fleet naval vessels that homeport at Naval Base San Diego. This spring, the Pier 6 project team was rewarded twice, with awards from the AGC of San Diego and IPI bringing its total awards count to three. List of Pier 6 Project Awards: ■ AGC of America’s 2024 Construction Risk Partners Build America Awards, Merit Award for Federal Heavy New ■ International Partnering Institute’s 2024 John L. Martin Diamond-level Partnered Project of the Year Award ■ AGC of San Diego’s 2023 Build San Diego Awards, Merit Award for Unique Special Project Congratulations to the Pier 6 project team! Way to go! Conner Long (middle, left) and Ryan King (middle) accepted the award on Manson’s behalf.PHOTO CREDIT | AGC OF AMERICA Manson Navigator | Summer 20244Summer 2024 | Manson Navigatorr3PHOTO CREDIT | BILL KING—SURVEY PARTY CHIEFDerrick Barge NJORD dredging at the Richmond Inner Harbor Dredging project in 2022. Special Projects Manager Dave Nielsen receiving the Golden Beaver 2024 Supervision Award from Beavers President Mary Teichart.PHOTO CREDIT | THE BEAVERS

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator65Life can be complicated. Whether in our personal orprofessional lives, we are often met with questionsto which we don’t have the answers. And when itcomes to legal or technical questions, we need tobe sure we get the answers right.This begs the question, “Where can we get ourquestions answered?” Sure, we can use searchengines, new generative artiﬁcial intelligence (AI)technology, or even ask our Uncle Bob. (Sure, UncleBob has been retired for 10 years, but he knew awhole lot about the Buy American Act back then.)These can be valuable resources, but it is importantto fact-check every piece of information. We can’tafford misinformation; we must be sure our sourcesare reliable and our path forward is correct.The laws that apply to contractors who performwork for a government agency or work onprojects funded by grants are complex. However,confusion or a lack of understanding of the rulescannot be used as an excuse for noncompliance.It is important to always seek advice to ensurecompliance with both the spirit and letter of the law. Most laws and regulations were put in placebecause something bad happened in the past, andregulators are trying to prevent the same bad thingfrom happening again. Whether you are a Mansonemployee, a vendor, a subcontractor, a businesspartner, or digging a hole in your backyard, it’simperative that you comply with all applicable laws,rules, and regulations without exception.Manson’s Code of Ethics contains a decision chartthat helps us make good ethical choices. But youdon’t need to be a Manson employee to use it; thisdecision chart will work for anyone, anywhere, anytime. If you follow the steps carefully, you can becertain you are doing the right thing.Before you begin, ask yourself these threequestions:1. Is what you are about to do legal? (Does it comply with laws, regulations, and thecontract terms?)2. Is it consistent with sound values? (Is it fair, honest, and ethical?)3. Would this look OK to others if seen on the news?(Can you be transparent? Are you trying tohide what you are doing?)If the answer to any of these questions is “NO,”you should stop. If you are unsure if the answer is“YES,” you need to ask a subject matter expert.When faced with any decision, know when tostop and seek help before you act. Life can becomplicated, but making sound ethical decisions isas easy as one, two, three.If you suspect a rule, law, or policyviolation and wish to report itanonymously, contact LighthouseServices at:
https://www.lighthouse-services.com/MansonConstructionor call (877) 472-2110.You will not be retaliated against formaking a report in good faith.ETHICS & BUSINESS RESPONSIBILITYWRITTEN BY | JOHN D. HECKEL—CORPORATE ETHICS & COMPLIANCE OFFICER6WHAT ISYOUR SOURCE?Corporate Ethics & Compliance Ofcer,John D. HeckelPHOTO CREDIT | MIKE RAMOS—SUPERINTENDENTHAGAR driving wood fender pile for the wood ﬁnger pier at AlcatrazIsland in San Francisco, CA.Summer 2024 | Manson Navigator5IS IT LEGAL?IS IT CONSISTENTWITHMANSON VALUES?WOULD THIS LOOK OKAYTO OTHERS IF IT WASSEEN ON THE NEWS?YESNONONOYESYESOKSTOPCHECKNOTSURENOTSURENOTSURECheck it with:Your SupervisorRegional Ethics AdvisorHuman ResourcesContracts and Insurance

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator65Life can be complicated. Whether in our personal or professional lives, we are often met with questions to which we don’t have the answers. And when it comes to legal or technical questions, we need to be sure we get the answers right. This begs the question, “Where can we get our questions answered?” Sure, we can use search engines, new generative artiﬁcial intelligence (AI) technology, or even ask our Uncle Bob. (Sure, Uncle Bob has been retired for 10 years, but he knew a whole lot about the Buy American Act back then.) These can be valuable resources, but it is important to fact-check every piece of information. We can’t afford misinformation; we must be sure our sources are reliable and our path forward is correct. The laws that apply to contractors who perform work for a government agency or work on projects funded by grants are complex. However, confusion or a lack of understanding of the rules cannot be used as an excuse for noncompliance. It is important to always seek advice to ensure compliance with both the spirit and letter of the law. Most laws and regulations were put in place because something bad happened in the past, and regulators are trying to prevent the same bad thing from happening again. Whether you are a Manson employee, a vendor, a subcontractor, a business partner, or digging a hole in your backyard, it’s imperative that you comply with all applicable laws, rules, and regulations without exception. Manson’s Code of Ethics contains a decision chart that helps us make good ethical choices. But you don’t need to be a Manson employee to use it; this decision chart will work for anyone, anywhere, any time. If you follow the steps carefully, you can be certain you are doing the right thing.Before you begin, ask yourself these three questions: 1. Is what you are about to do legal? (Does it comply with laws, regulations, and the contract terms?) 2. Is it consistent with sound values? (Is it fair, honest, and ethical?) 3. Would this look OK to others if seen on the news? (Can you be transparent? Are you trying to hide what you are doing?) If the answer to any of these questions is “NO,” you should stop. If you are unsure if the answer is “YES,” you need to ask a subject matter expert. When faced with any decision, know when to stop and seek help before you act. Life can be complicated, but making sound ethical decisions is as easy as one, two, three. If you suspect a rule, law, or policy violation and wish to report it anonymously, contact Lighthouse Services at: https://www.lighthouse-services.com/MansonConstruction or call (877) 472-2110. You will not be retaliated against for making a report in good faith.ETHICS & BUSINESS RESPONSIBILITYWRITTEN BY | JOHN D. HECKEL—CORPORATE ETHICS & COMPLIANCE OFFICER6AD big pic?WHAT ISYOUR SOURCE?Corporate Ethics & Compliance Ofcer, John D. HeckelPHOTO CREDIT | MIKE RAMOS—SUPERINTENDENTHAGAR driving wood fender pile for the wood ﬁnger pier at Alcatraz Island in San Francisco, CA.Summer 2024 | Manson Navigator5IS IT LEGAL?IS IT CONSISTENTWITHMANSON VALUES?WOULD THIS LOOK OKAYTO OTHERS IF IT WASSEEN ON THE NEWS? YESNONONOYESYESOKSTOPCHECKNOTSURENOTSURENOTSURECheck it with:Your SupervisorRegional Ethics AdvisorHuman ResourcesContracts and Insurance

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator87for employees, it can also be used to champion personnel who are doing their part in working safely and efﬁciently, according to EHS Specialist Ryan Richoux. “The CTC program is not only about keeping people in the loop about work hazards, but it can also be used to recognize people who show up to work every day wearing all their PPE and doing their jobs safely,” Ryan explains. “The program reinforces Manson’s safety culture.” Understanding the program’s beneﬁts and the focus on making it as simple as possible for Manson employees to communicate, the EHS department also set up a digital CTC card available via a QR code. The concept is the same: employees scan the QR code and are instantly directed to a digital version of the CTC card and follow the same instructions as ﬁlling out the physical form. “The physical and digital CTC cards offer a step up in communication and, if needed, anonymity for employees,” Doug says. “The program helps people think about safety in a different way. It is essentially another tool for individuals and project teams to help identify gaps in safety and, most importantly, celebrate wins.”Manson is boosting its Environmental Health and Safety (EHS) program with the nationwide launch of the Communicate the Concern (CTC) program. This program empowers personnel to create safe environments at all Manson locations, from the jobsite to the ofﬁce. The mission of the CTC program is to foster a culture of safety and recognition by promoting various methods to identify hazards and concerns—including employee involvement, supervisor responsibility, and open communication. The cornerstone of the program is a postcard-size form that employees ﬁll out and return to a dropbox. “Safety comes in a ton of different layers and conditions,” EHS Training Manager Douglas Boehm says. “One of our challenges as humans is having to juggle and balance multiple tasks and concerns at once. The program is about having an additional means of voicing and addressing safety concerns at the ground level. The CTC cards are designed for simplicity. Any employee can use them to identify concerns and report them, whether self-identiﬁed or anonymously. The ﬁlled-out cards are then submitted to a designated drop-off area for management to retrieve and review. Once reviewed and discussed, the concerns are addressed during safety meetings. “When a crew member sees something that’s unsafe or an opportunity to suggest a safer way to do the work, the Communicate the Concern box is there to get the message out,” says Robbie Stalcup, superintendent at Manson’s 18th Avenue North Ocean Outfall Project in North Myrtle Beach, SC. “Anyone can step in and participate.” An active jobsite can introduce unsafe conditions, which promote teaching moments for management and crew to communicate through the CTC Program. While the program can be thought of as a safety signiﬁer to improve site conditions Amplifyingthe Voice of SafetyWRITTEN BY | J.ANTHONY TEDPAHOGO—MARKETING & COMMUNICATIONS COORDINATORPHOTO CREDIT | RYAN RICHOUX—EHS SPECIALIST EHS Specialist Ryan Richoux presented Manson shirts and hats to the Communicate Your Concern card winners from the Stabilize Alcatraz Wharf project in San Francisco, CA. (L-R): Ryan; Operator Rigoberto Reyes; Pile driver Joe Karinen; Pile driver Apprentice Christine Vertiz, and Field Engineer Samantha Ramirez ENVIRONMENTAL HEALTH & SAFETYPHOTO CREDIT | MALAREE SCOTT—PROJECT ENGINEERForeman Kenny Dyer discussing Communicate the Concern cards with the crew during a safety meeting. (L-R): Kenny; Laborer Edwin Moreno; Crane Operator Chris Tart; and Welder Julie Ramey.87Communicate the Concern1. Report the Concern: Team member identiﬁes hazard that puts people at risk. 2. Record Action Taken: Grab a CTC card and explain action taken or suggestions to correct. 3. Suggest Solutions: Submit CTC card with suggestions for management. 4. Management Collect and Review Cards to Discuss with Crew: Project managers review cards and discuss during weekly safety meetings. 5. Employees are Rewarded for Efforts: Team members are recognized for implementing safety.

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator109E.P. PAUP Gets Network UpgradesWRITTEN BY | J.ANTHONY TEDPAHOGO—MARKETING & COMMUNICATIONS COORDINATORRIG REPORTEdgard (left) and Aquiles (right) showing off one of the newest equipment installations on the E.P. PAUP.PHOTO CREDIT | E.P. PAUP CREWWith a goal to enhance telecommunications and elevate the quality of life for personnel who reside on the derrick barge E.P. PAUP during the busy offshore season, IT Network Engineer Aquiles Castillo spearheaded the reconﬁguration of the vessel’s network. Manson’s largest derrick barge, the E.P. PAUP performs offshore contracts for platform installation and decommissioning in the Gulf of Mexico from April to November, docking at the Houma yard during the offseason to prepare for the next season. The vessel also serves as temporary lodging for more than 70 crew members at a time, who rely on the vessel’s network for daily operations and recreational time. Inspired by Manson’s commitment to prioritize people, Aquiles visited Manson’s corporate ofﬁce in Seattle, WA, in December 2023 to meet with IT Director Kerly Olivares-Taipe, IT Help Desk Manager Bob St. Joseph, IT Lead Enterprise Engineer Danny Warner, and IT/OT Cybersecurity Manager Lynn Johnson. Aquiles presented a solution to modernize the vessel’s network to ease some of the crew’s pain points and enhance network security. The network overhaul would include upgrading the vessel’s antenna, updating hardware and software, remapping cables and auxiliary devices, and, most importantly, providing a full-coverage network for the entire vessel. “The E.P. PAUP’s network at the time was only covering about 80 percent of the vessel,” Aquiles explains. “It was a real problem for crews because there were multiple dead spots throughout the different ﬂoors of the vessel.” Given the greenlight to move forward, Aquiles sought the help of Network Engineer Edgard Bobarykin, who works out of Manson’s Jacksonville ofﬁce, to execute the restructure. “I was ﬁnishing a project on the derrick barge WOTAN in the Houma yard when Aquiles asked me to come back to help him on the E.P. PAUP,” Edgard remembers. “During that time, he planned the logistics and scheduling with the electricians and engineers so we could step onto the vessel without any interruptions.” Upgrading the Network on the E.P. PAUP In March 2024, Aquiles and Edgard, equipped with ﬂoor plans of the E.P. PAUP, conducted a walkthrough to identify areas that would serve as permanent homes for new cradle point routers—devices that provide secure internet access. With help from the E.P. PAUP crew, the duo also visited the ship’s four server rooms to learn about the different installation layouts. “The ﬁrst week consisted of walking through the E.P. PAUP and going to each server room and tracing each wire and cord to make sure it went to where it was supposed to go,” Aquiles explains. “We used documentation to map out the wires and also met with the chief engineers and electricians to communicate the work and how it would affect operations because there were times when the network had to be shut off.” The following week, Aquiles and Edgard mobilized to the E.P. PAUP to disconnect and install new hardware in the server rooms. “It took quite a while to disconnect every room because some wires did not match the existing layout,” Edgard says. “Also, there were times that we had to reconnect the network because crews needed to join a meeting, or a barge administrator needed to send in a report.” After successfully rewiring and installing new hardware into each server room, Edgard returned to Jacksonville. Aquiles completed testing and updated the network’s security features—just in time before the barge set out for the work season in April 2024. “The Manson IT department is not just upgrading hardware; we’re future-prooﬁng our operations with uninterrupted connectivity, secure data transfer, and real-time decision-making,” Kerly says. “It’s not just about bytes; it’s about keeping the vessel aﬂoat, keeping the crew informed, and making the journey for our E.P. PAUP successful.” PHOTO CREDIT | DAVE MCPEAK—TOWER OPERATORDerrick Barge E.P. PAUP docked at Manson’s Houma yard. Manson Navigator | Summer 2024Summer 2024 | Manson Navigator109

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator1413Manson crews dredged more than 1.4 million cubic yards of material from several sites along the existing navigation channel passing through WPNSTA Seal Beach and Huntington Harbour. The excavated material was repurposed to build the causeway—a physical barrier that separates the existing and new channels—in tandem with the more than 800,000-ton rock placement from the Connolly project team and crew. In addition, the Seal Beach crew resurfaced the causeway to serve as a pathway for trucks. “We reached multiple milestones on the project, including the production of material and placement and completion of all rock structures,” says Connolly’s Project Manager Michelle Finegold. “The dedication of Manson’s project teams and crews to making a safe and successful project is a major reason why the Connolly and Manson joint venture was, has, and will continue to be a successful partnership.” In addition to the reconﬁguration of Anaheim Bay, the project involved the replacement of an aging ammunition pier, the construction of waterfront facilities and a causeway, and the addition of a truck turnaround. MARINE CONSTRUCTIONImproving the Ammunition Pier at WPNSTA Seal Beach With the new navigation channel in use, Manson shifted its attention to constructing a new 1,500-ft pier that extends from land to sea, improving support to modern naval vessels and providing an efﬁcient structure for loading and ofﬂoading ammunition for the Paciﬁc Fleet. “The existing pier was past its life span,” Thomas says. “The Navy wanted a bigger facility with the ability to load-out two medium-sized ships or one larger ship. In the past, they would have to ﬂy ammunition offshore near Camp Pendleton and load from there.” To gather more information for the pier’s structural design, Manson drove test piles in September 2021 using the derrick barge VALKYRIE. Concrete test piles were driven within a few feet of the existing wharf, providing crucial data on the bearing capacity of the piles in the soil conditions. This allowed the project team to order piles in the correct lengths. Once the test piles met the expectations of the Navy and Manson teams, the VALKYRIE crew drove 321 concrete piles in the water for the pier. Once the in-water pile driving was complete, another crew commenced the land pile driving portion utilizing a Manitowoc 2250 crawler crane working from the truck turnaround area. The land pile driving operations took place while Navy ships made the passage to and from Anaheim Bay, meaning the project team had to prioritize minimizing impacts to base operations. “A good portion of the new pier is both overland and overwater, but our main concern was getting piles into the ground,” says Manson General Superintendent Chris Eagle. “I worked closely with port operations to communicate when ships would have to pass while crews completed the work. One of the main priorities was making sure there were no interruptions for the Navy, public, and Manson’s operations.” While the Manitowoc 2250 crane continued to drive 341 land piles, Manson derrick barge VULCAN mobilized to assist the crew with falsework installation for the new pier. Crews made quick work of the land pile driving phase and the falsework installation. The Seal Beach team orchestrated the ﬁrst of 19 concrete pours in May 2022 and completed the ﬁnal pour in January 2023. On April 10, 2024, WPNSTA Seal Beach welcomed the guided-missile destroyer USS PAUL HAMILTON as the ﬁrst naval ship to dock at the new 1,500-ft pier, marking a signiﬁcant milestone for the Navy and the Seal Beach project team. With the navigation channel and ammunition pier completed, the Manson/Connolly Seal Beach JV team anticipates completing deck infrastructure and support buildings in the summer of 2024 to ﬁnish out the project, according to Thomas. “Staying on-time with a ﬁve-year project schedule and executing the work at a high level is phenomenal,” Thomas says. “I am very proud of the staff who helped push the project forward, especially planning the project during the early days of COVID. People like Chris Eagle, Pile Driver Foreman Eddie Heredia (retired), and Carpenter Foremen Tommy Brown and Mike Gatlin were instrumental in managing crews to complete high-quality work through their wealth of knowledge and experience.” Manson Navigator | Summer 202414The Manson Seal Beach project team celebrates in April 2024 as the Navy vessel USS PAUL HAMILTON became the rst ship to use the new pier facility. (L-R): Project Engineer Colin Bill; Project Manager Thomas Gomez; Field Engineer Angelli Martinez; Field Engineer Edwin Grajeda; Gary Van Diest (Subcontractor); General Superintendent Chris Eagle; EHS Specialists Danny Diaz and Victoria Duong. PHOTO CREDIT | GEORGE ATKINSON—VICE PRESIDENT AND SOCAL AREA MANAGERWhile Americans typically spell it “harbor,” this community uses the British spelling “harbour.” The man-made harbor (completed in 1963) was named for Henry E. Huntington, a railroad magnate instrumental in the development of Southern California.Photo: Public Domain - Library of CongressINTERESTING FACT““Staying on-time with a ﬁve-year project schedule and executing the work at a high level is phenomenal.Thomas Gomez, PROJECT MANAGERSummer 2024 | Manson Navigator13PHOTO CREDIT | JEFF ARVISO—SENIOR VICE PRESIDENT & CHIEF ENGINEERNavy and Manson personnel celebrate the new Seal Beach Ammunitions Pier at a ribbon-cutting ceremony in July 2024. (L-R): Captain Laurie Scott, Commander of Naval Facilities Engineering Systems Command Southwest; Captain T. J Zerr, Chief of Staff for Commander Naval Surface Force, U.S. Paciﬁc Fleet; Captain Jessica O’Brien, Base Commanding Ofﬁcer; and Manson Project Manager Thomas Gomez.

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator1817As the U.S. Government pushes forward with its Paciﬁc Partnership Strategy—increasing engagement, trade efforts, and bridging the gap between the U.S. and Paciﬁc Islands to combat social and environmental issues—new funding will lead to increased opportunities in Oceania. The U.S. Navy is preparing to initiate programs in the region under the Paciﬁc Deterrence Initiative that will facilitate more than $40 billion in construction projects to modernize and strengthen U.S. forces and military capabilities. An important region for the U.S. military since the Paciﬁc War, Oceania is made up of four subregions: Australasia, Melanesia, Micronesia, and Polynesia. Conducting most of its Paciﬁc Islands work since the 1980s in Polynesia and Micronesia, Manson has worked on many projects that have strengthened navigation channels and marine infrastructure for Guam, Kosrae, Chuuk, Yap, Pohnpei, and Palau—as well as Hawaii, where Manson is currently working. Manson’s History in the Western Paciﬁc In 1987, under the leadership of then-newly-appointed President Glenn Edwards, Manson Paciﬁc—formerly a joint venture with Connolly-Paciﬁc Co.—mobilized to the Western Paciﬁc to begin the $1.8 million Aids to Navigation/Structures Micronesia & Marshall Islands project for the United States Coast Guard. The job involved installing lighted dolphins that would aid marine vessels in navigating Micronesian waterways, marking the ﬁrst of many projects under the joint venture. Preparation for the project was no small feat for Manson’s Seattle yard crew. They dedicated long hours to set a 100-ton AMERICAN crane on the MANSON 58 ﬂat barge—a task that required meticulous planning and execution. This vessel was then towed by the tugboat HARRY M for over 20,000 nautical miles to the Marshall Islands capital of Majuro and the Micronesian islands of Guam, Yap, Palau, Pohnpei, Kosrae, and Chuuk, showcasing Manson’s unwavering commitment to delivering excellence. After installing the lighted dolphins, Manson Paciﬁc took on several more projects, including the Rehabilitation of the Nawiliwili Breakwater project in Hawaii and a dredging project in Guam. The Rehabilitation of the Nawiliwili Breakwater project involved repairing an existing concrete breakwater—a coastal structure that provides protection from tides, currents, and waves—for the United States Army Corps of Engineers (USACE) Honolulu District. Additionally, in Guam, the HARRY M assisted marine contractor Western Marine Construction on a six-month dredging project. Manson Modernizes Transportation at Ford Island, Oahu In 1993, Manson—in a joint venture with Dillingham Construction (formerly Dillingham Paciﬁc Construction Ltd., Honolulu)—was MARINE CONSTRUCTIONawarded the Ford Island Access Bridge project by client Naval Facilities Engineering Systems Command (NAVFAC) Hawaii. This Design-Build project required the construction of a 4,700-ft bridge and a 650-ft-wide ﬂoating drawbridge opening. The ﬂoating bridge connects the island of Oahu to the Ford Island Naval Base—a residential community housing navy personnel, which had only been accessible through a small ferry system. The bridge connects Ford Island with Kamehameha Highway, providing residents with access to the main island for supplies and recreation. For the bridge design, the Manson-Dillingham team sought the help of engineering ﬁrm Parsons Brinckerhoff Quade Douglas. Manson commissioned a Paciﬁc Northwest construction ﬁrm, Concrete Technology Corporation, in Tacoma, WA, to build three 310-ft x 50-ft pontoons for the new ﬂoating bridge. Getting the Work Done at Ford Island With help from the Seattle yard crew, derrick barges SCANDIA and VASA set sail for Ford Island, equipped with material and equipment to begin pile driving operations. The SCANDIA and VASA drove 400 concrete piles for the bridge. In addition, the Manson-Dillingham crews ﬂoated three pontoons fabricated by Jesse Engineering and joined them end-to-end, creating a 650-ft ﬂoating draw span to allow passage for naval vessels. The Ford Island Access Bridge was completed after three years of intense labor and collective efforts from the Manson-Dillingham project teams. On April 15, 1998, NAVFAC Hawaii hosted a dedication ceremony, and the Ford Island Bridge was christened “Admiral Clarey Bridge,” in honor of WWII Admiral Bernard Clarey. Manson’s Paciﬁc Efforts in the New Millennium The new millennium ushered in an uptick of impressive marine and dredging projects for Manson in the Paciﬁc. Cultivating a long-standing relationship with NAVFAC Hawaii, the organization has been awarded vital jobs to improve infrastructure to support the U.S. Government’s larger mission in the Paciﬁc. In 2023, Manson was awarded several projects which involved dredging and caisson repair work at Joint Base Pearl Harbor Hickam. Dredging at Pearl Harbor The P-209 Dry Dock Replacement project consisted of dredging an entrance channel and dry dock site at Naval Base Pearl Harbor. The derrick barge VALHALLA and dump barge EASTPORT were towed 2,344 nautical miles to Pearl Harbor by third-party tugboat AMERICAN CHALLENGER. The VALHALLA dredged and ofﬂoaded approximately 135,000 cubic yards of sand and rock material from the entrance channel and future dry dock site. The scope of work supports a ﬁve-year plan that will enhance Pearl Harbor’s maintenance and modernization of naval vessels. Caisson and Dry Dock Repairs at Pearl Harbor Manson’s expertise and familiarity at Pearl Harbor proved useful when Manson picked up additional projects to repair and refurbish the caisson—the water-tight structure that pumps water out for construction and shipbuilding—at Dry Dock 4 and repair work at Dry Dock 2, respectively. Spearheading the project team at Dry Dock 4, Project Manager Jeff Garcia spent months preparing and planning for the job. “Every ﬁve to ten years, NAVFAC Hawaii commissions contractors to inspect the caisson for typical wear and tear to the plating,” Jeff says. “We enlisted a third-party inspector to thoroughly check the entire caisson interior and exterior to identify sections of the caisson that have been compromised. Working at an active naval station requires planning, constant communication, and teamwork to ensure the project moves smoothly, according to Project Manager Denys Ilyichov representing specialty refurbishment subcontractor, ABHE & SVOBODA. “Working with Jeff was great because he understood the importance of sticking to the project schedule and meeting the Navy’s demands,” Denys explains. “We did quite a bit of structural steel repairs to the caisson while the Navy conducted their own projects, so working with Jeff to coordinate the work was very easy.” Manson ﬁnished the caisson repairs at Dry Dock 4 in November 2023, and repairs at Dry Dock 2 were already well underway. Project Manager Phillip Tyer is overseeing the work at Dry Dock 2, which will replace and improve typical wear and tear areas of the dry dock structure, with completion planned for Summer 2024. Phil and the Dry Dock 2 project team are working hard to build lasting partnerships at Pearl Harbor—coordinating with the Navy, key subcontractor Triton Marine, and shipyard personnel to satisfy the base’s project and operational needs. “Manson is playing an important role in maintaining the functionality of Pearl Harbor’s dry docks, which is vital for servicing the Navy ﬂeet,” Jeff says. “It was a great experience working with our partners at NAVFAC Hawaii and growing Manson’s inﬂuence throughout the Paciﬁc.” Manson’s Impact in Oceania: Past, Present, and Future WRITTEN BY | J.ANTHONY TEDPAHOGO—MARKETING & COMMUNICATIONS COORDINATORIn February 2024, the VALHALLA crew celebrated the completion of the dredging portion for the P-209 Dry Dock Replacement project.PHOTO CREDIT | JOHN HENRIKSEN—PROJECT MANAGER18PHOTO CREDIT | WILLIAMS PHOTOGRAPHYDerrick barges VASA and SCANDIA driving pile for the Ford Island Access Bridge project.

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator2019BAYPORT Transforming West Coast Waterways and Beaches WRITTEN BY | J.ANTHONY TEDPAHOGO—MARKETING & COMMUNICATIONS COORDINATORThe Columbia River, which partially establishes the natural border between the states of Washington and Oregon, is a vital waterway that serves as passage for ships hauling 50 million tons of cargo worth $21 billion annually and supports hydroelectric dams, the local ﬁshing industry, and irrigation for farming. Because of severe shoaling, the Lower Columbia River (LCR) and Mouth of the Columbia River (MCR) require annual maintenance dredging to maintain water depth. In 2023, Manson was awarded the FY23 West Coast Hopper Maintenance Dredging project to clear sediment in the LCR and MCR for the United States Army Corps of Engineers (USACE) Portland District. “USACE relies on Manson to bolster their navigation mission with our dredges to remove material out of the river,” says Project Manager Alex Merlo. “The project is short but requires a competent contractor to complete the work with knowledge and efﬁciency.” Dredging the Columbia is familiar territory for Manson, which has successfully completed West Coast Hopper Maintenance Dredging ﬁve times since 2014. This year, the contract also included the potential for optional beach renourishment work in addition to dredging the Columbia River—options that USACE decided to exercise this season. “The project also included beach nourishment work at San Clemente, Solana, and Encinitas beaches near San Diego, CA,” explains Lead Engineer Taylor McRae, “which was important work for Manson, USACE, and the beachside communities in Southern California.” Sailing to the Columbia River Finishing several months of dredging and beach nourishment on the Fort Pierce Shore Protection and Jacksonville Harbor Maintenance projects in Florida, the hopper dredge BAYPORT made its way to Manson’s Jacksonville yard to prepare the vessel for the long voyage to the Paciﬁc Northwest. “The BAYPORT crew conducted preparatory work to get the BAYPORT ready to sail through the Panama Canal,” Alex says. “Getting the dredge together for a project is one thing, but traveling through the canal takes a coordinated effort between the crew, project staff, and shipping agents who help guide us through the waterway.” A critical passageway for global maritime transportation, the Panama Canal links the Atlantic and Paciﬁc Oceans. It is navigated by more than 13,000 ships a year, according to the Council on Foreign Relations. Traversing the Panama Canal can be challenging, with dozens of ships waiting to move along, but the project team was one step ahead in avoiding the trafﬁc jam in June 2023. “We communicated with Panama Canal agents to fast-track the voyage and received priority,” says Dredging Project Engineer Ben Herbay. “It took about a month for the BAYPORT to sail around Florida, down through the canal, temporarily stopping in San Diego to meet customs requirements, and ﬁnally reaching the LCR near Longview, WA.” Dredging at the LCR Due to a heavy shoaling season, USACE modiﬁed the dredging contract, requesting the BAYPORT to arrive in July 2023, a month ahead of schedule. The shoaling season for the Columbia River typically occurs in the summertime, after the snow melts—introducing an intense ﬂow of water up and down the river. The seasonal water ﬂow presents draft restrictions for larger ships traveling the waterway, which can cause serious economic impacts on domestic and international communities. “Dredge work on the river can get busy because our main objective on this project is to keep the shipping trafﬁc productive and remove material from identiﬁed hotspots,” Ben says. “It can be challenging to navigate the dredge to the different hotspots because of their scattered locations, but consistent communication between the project team and BAYPORT crew has produced successful results.” Over the summer months, the BAYPORT crew dredged approximately 1.3 million cubic yards of material from the LCR, placing the material at designated disposal sites. v“The disposal capacity aspect of this job was challenging because the crew had to be precise with dredging because of the limited disposal areas in the river,” Ben explains. “The crew had to manage channel cleanup without overﬁlling the disposal sites and not digging up extra material. This is difﬁcult to do, but the BAYPORT crew are experts.” Shoaling / SHōliNG/nounShoaling is the process of material build up over time. Sediment within the water column settles and accumulates within the channel. During maintenance dredging, the material is removed to the prescribed depth to allow for safe navigation.PHOTO CREDIT | BEN HERBAY—PROJECT ENGINEERThe BAYPORT dredging on the Mouth of the Columba River near Oregon. Manson Navigator | Summer 2024Summer 2024 | Manson NavigatorColumbia RiverEncinitasSolana BeachPanama CanalA map of the locations the BAYPORT has traveled for the West Coast Hopper dredging and beach nourishment work.DREDGINGScan the QR code to watch the BAYPORT travel through the Panama Canal2019

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator2221Dredging the MCR After completing dredging in the LCR, the project team and BAYPORT quickly mobilized to the MCR, several miles down the waterway. Due to the depth of the river, the MCR is a unique environment to dredge. To adapt to the challenge, the team added extensions to increase the reach of the hopper’s drag arms. Dredging on the MCR takes strategic communication and planning to move material to acceptable sites approved by USACE, which provides information to the project team regarding disposal training and how to repurpose the material to improve the waterway and support the existing jetties on the waterway—speciﬁcally the North Jetty near East Sand Island, OR. Disposal training is the art of disposing dredged material in a location such that the water’s natural ﬂow will push the sediment to the desired location. By strategically placing the material in a speciﬁc location, via opening up the hopper to dispose of the material, that material helps the nearby jetties because it naturally migrates to those particular parts of the river. This is one of the many forms that beneﬁcial reuse of material can take. “The disposal training from USACE explains the process of dredging the mouth of the Columbia and reinforces the purpose of the project,” Ben says. With the information given, the project team identiﬁed open-water disposal sites and developed a cohesive plan to complete the work. The BAYPORT dredged approximately 1.3 million cubic yards of material, placing it at the sandbar Peacock Spit. The river’s natural ﬂow migrates the material toward the North Jetty to help restore erosion in many parts of the MCR. By accelerating the construction schedule, the BAYPORT crew wrapped up dredge operations at the MCR in October 2023. The BAYPORT then sailed toward Coos Bay, OR, where it underwent maintenance and preparations for additional beach renourishment in Southern California. Restoring SoCal Beaches Due to severe storms and coastal erosion, the San Clemente beachfront has decreased drastically over time, causing a signiﬁcant impact on the beachside community and a lack of protection from waves. The beach nourishment project produced a new 50-ft-wide sand berm, which supports the City of San Clemente’s Sand Nourishment Cycle every six years—the ﬁrst replenishment project in the city’s history. Starting in December 2023, the BAYPORT crew dredged and transported 24,000 cubic yards of material via pipeline from a borrow site south of San Clemente, but the project team halted operations when they realized the material being pumped was unacceptable. “The material from the borrow site was more rock and shell than sand,” Taylor says. “What we were pumping on the beach was the opposite of beach renourishment.” Weighing on a decision that would change the project schedule at San Clemente, Manson and the City of San Clemente decided to temporarily suspend operations until a new borrow site could be determined. While USACE shifted its attention to ﬁnding a new borrow site, the BAYPORT pulled anchors and headed 40 miles south to Solana Beach to jumpstart the next phase of beach renourishment in January 2024. With the help of Manson’s beachside personnel, the BAYPORT pumped more than 700,000 cubic yards of material onto Solana Beach. Led by Beach Foremen Freddie Harriel and Barry Jones, the dozer and excavator team spread the fresh material to widen the beachfront to 150 ft in just two months. After opening Solana Beach to locals and tourists in mid-March 2024, Manson continued beach nourishment ﬁve miles north at Encinitas Beach. The geography at Encinitas was very different from that of Solana, as the rock-infested area proved dangerous for residents and people looking to enjoy the natural recreational space. “Encinitas was more challenging because there was very little beach to work with,” Ben says. The beachside had a very narrow berm (a ﬂat portion of land), which gave our landside crew less room to work and store equipment.” Freddie, Chuck, and Barry’s experience and knowledge helped the beach crew work efﬁciently within the unique site conditions. Crews spread 340,000 cubic yards of material pumped from the BAYPORT and opened the beach, now 50 ft wider, by mid-April. With two phases of beach renourishment completed, USACE informed the BAYPORT crew they could head back to San Clemente to ﬁnish the work they started. Given a new borrow site to work with, the BAYPORT delivered the ﬁrst load of sand in late April. Crews are working around the clock, seven days a week, to place sand and replenish San Clemente by May 2024. The local communities are glad for their improved coastlines and for an end to the inevitable noise and busy activity that comes with building out the new beachfront. “Our funny quote to each other is, ‘Hate us while we are here but love us when we are gone,’” Ben jokes. “Nobody likes having their beach time interrupted, but we receive this huge surge of support whenever we ﬁnish. We’ve had multiple people tell us about how Manson’s work is great for the community.” DREDGINGBeachside dozers managing the ﬁll to allow equal spreading of material down the beach. PHOTO CREDIT | BILL KING—SURVEY PARTY CHIEF Manson Navigator | Summer 202422PHOTO CREDIT | BEN HERBAY—PROJECT ENGINEERA closeup of the beach nourishment work at San Clemente. PHOTO CREDIT | BEN HERBAY—PROJECT ENGINEERBeachside crews work simultaneously as BAYPORT pumps off material on San Clemente Beach.

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator2423Manson’s Production Engineering Group consists of a highly capable team of engineers providing back-end and front-end support to nationwide marine construction and dredging projects. “Production engineers help determine how long a project will take based on our production rates,” says Vice President & Chief Engineer of Dredging Mike Warwick. “They look at several things, like the site material and equipment, and then utilize theoretical models to make calculations. The group gives that information to the estimators, who ﬁgure out how much everything will cost.” A crucial foundation for the estimating, planning and operations phases, the Production Engineering group’s work is divided among ﬁve members. Production Manager Connor Tennant leads the team which includes Project Engineers Joseph Hannon, Austin Idle, Jon Nowak, and Nate Vazquez, along with oversight from Mike.Most of the team’s work relies heavily on implementing historical data from both marine construction and dredging projects, but their work extends to geotechnical analysis (collecting soil samples from natural formations), sequence drawings, and managing and developing production databases that are used on current project sites for future Manson civil and dredging estimates. Measure Twice, Cut Once WRITTEN BY | J.ANTHONY TEDPAHOGO—MARKETING & COMMUNICATIONS COORDINATORProduction Engineer Austin Idle and Engineering Intern Lia Moros Bustamante recording data in the Soils Lab in Manson’s Jacksonville, FL ofce.PHOTO CREDIT | CONNOR TENNANT—PRODUCTION MANAGER23“A big percentage of our work boils down to taking qualitative research and applying engineering sciences to produce the appropriate production rates for projects,” Connor explains. “Our work also involves visiting ongoing jobsites to ensure our project teams are executing the work efﬁciently.” Applying Production Engineering to the Work When a marine construction or dredging project crosses the estimating team’s desk, a member of the Production Engineering group is alerted to prepare a means and methods summary and gather production rates for activities. “During the estimating phase, we look at similar past projects, available equipment, soil conditions, and measure activities in a step-by-step process for further analysis,” says Production Engineer Nathaniel “Nate” Vazquez. A common production engineering practice useful to estimators is breaking down the work activities. Using in-house historical databases, the group can break down a variety of activities, including but not limited to selecting diesel hammers and examining their capabilities, analyzing loading cycles for dredge buckets, testing transportation of material by scows and tugs, and performing winch-line pulls. “The historical database is a useful tool that provides insights for better understanding of how projects operate and shaving off percentages to make the work more efﬁcient,” explains Production Engineer Joe Hannon. “Austin [Idle, Production Engineer] and I manage the software with a goal of making the data accurate, accessible, and on par with the industry.” With no shortage of software and data accurately depicting how project teams can execute the work, the group’s resources go beyond the computer screen, with access to an in-house geotechnical lab. Equipped with tools to examine soil mechanics, the team can develop a better understanding of the material. Using an in-house lab eliminates the need for a third-party to gather data while allowing the group to archive information for future use. “We look at soil conditions and utilize programs to help plan projects and how we can perform dredge work at similar sites,” Austin says. “The main goals for this group are to assist the estimating department with winning new projects and to ensure our equipment is operating as efﬁciently as possible.” When the Magic Happens The Production Engineering group’s work is the embodiment of the adage, “Measure twice and cut once.” The group provides project teams with proven methods to optimize production through accurate data, but there are moments when the group must show ﬂexibility should the data change. “If material at a project site differs from the historical data, the group has no problem acclimating to the situation,” Mike says. “They are knowledgeable enough to know what engineering steps to apply to generate accurate production rates. That is when the real magic happens.” If the group needs to investigate material that differs from comparable sites, one or two members of the team are deployed to collect soil samples. “We will conduct some ﬁeld exploration and take borings in different areas at the project location,” Connor explains. “We will take the samples, test them, and digitize the data for project use.” Helping Project Teams and Crews Do the Work While the group has proven its expertise, a common set of interests among the team members is curiosity and continued learning. Visiting project sites and establishing relationships with the project teams and crews in the ﬁeld affords them the opportunities to continually improve their work product. “One of the most valuable things about hanging out with the crews is that you get to learn about their knowledge of the project and equipment,” Nate says. During these visits, they learn more details about how the project crews approach the work and their experiences. “We can then take that data and turn around and apply that to production,” he says, “which helps us to complete projects on time and keep the crews working safely and efﬁciently.” ““One of the most valuable things about hanging out with the crews is that you get to learn about their knowledge of the project and equipment.Nate Vazquez, PRODUCTION ENGINEERNate Vazquez smiles for the camera as the BAYPORT dredges up material.PHOTO CREDIT | PRODUCTION ENGINEERING GROUP Manson Navigator | Summer 202424DEPARTMENT FOCUSProduction Engineer Joe Hannon with BAYPORT Captain Paul Wittkopf. PHOTO CREDIT | PRODUCTION ENGINEERING GROUPThe Production Engineering Group after nishing three weeks of advanced production training with Dr. Sape Miedeman of Delft University in the Netherlands, 2022. (L-R):Production Manager Connor Tennant; Production Engineers Joe Hannon, Austin Idle, Nate Vazquez; Project Manager John Henriksen; Administrative Assistant-Survey Engineering Jacqueline Parenteau, Dr. Miedeman, Zachary Santora, and Production Engineer Jon Nowak. PHOTO CREDIT | PRODUCTION ENGINEERING GROUPSummer 2024 | Manson Navigator

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator2625Starting any new job inevitably brings both excitement and anxiety. We all started our current jobs knowing there would be the “learning curve,”—that uncomfortable time when everything is new and unknown and we are least able to excel in our new position. We’ve all been there, and we all wish we could have been more successful sooner. Like us, all the future non-craft employees at Manson will be faced with the same challenges, the same anxieties, and the same desire to succeed. But what if we wanted to ﬁx that problem? What if we wanted to ease that “learning curve” for our new colleagues joining Manson in the future? What if we felt the drive to follow our Manson values: to take care of our people (even new employees!), do the right thing, and ﬁnd a better way? What would that look like? Welcome to Manson 101, the new onboarding experience for non-craft employees. Manson’s Learning & Development department partnered with the Human Resources (HR) and Marketing departments to tackle the onboarding challenge and to ﬁnd a better way to engage our new employees. Manson wanted to help new employees feel more conﬁdent and connected and less anxious and overwhelmed at the start of their Manson journey. We wanted to provide an effective learning environment by throwing out the old “ﬁre hose” approach and helping new employees learn in digestible bites. Imagine being a new employee and being presented with a road map that sets you up for success. Imagine feeling yourself purposefully learning fundamental skills and processes like navigating Microsoft Teams and Manson Hub, reading your pay stub, or coding your credit card charges. Imagine a curriculum that allows you to learn about your new company’s culture and heritage, aiding your comprehension of the shared language and stories your colleagues use. Imagine integrating into your new team more quickly, mastering the basics, and moving more swiftly into the technical contributions that brought you here. Onboarding With Manson 101 “It’s almost professional malpractice not to provide the most assistance we can to help our new colleagues feel conﬁdent, competent, and connected as soon as we can,” says Thomas Barrett, Manson Director of Learning & Development. “The sooner we can create that engagement, the sooner they will make an impact for their team and the company. Everybody wins.” That’s the driving premise of Manson 101: to engage early and regularly throughout the beginning period of employment. Thomas notes that the same principles apply for our craft employees and that a craft version of the program is being designed. Manson 101 is a ﬁve-week program that begins on Day 1 for new non-craft employees. “Historically, the non-craft onboarding process at Manson has been focused on immediate priorities, such as paperwork, the drug screen, safety training, and meeting new team members around the ofﬁce,” explains Danika Brown, Manson HR Operations Manager. “The desire to roll out a robust onboarding program has been a long time coming at Manson.” Of course, all of those old processes will continue, but now, many more resources are available to the local teams to create a more fulﬁlling onboarding experience. The table below depicts the ﬁrst three weeks of the enhanced new hire experience which has already been deployed. Each week, a goal contributes to the bigger objective of enriched onboarding, delivered in bite-sized topics totaling about an hour each week. Manson 101 (Non-Craft): Onboarding for Success WRITTEN BY | LEARNING & DEVELOPMENT DEPARTMENT““We need to engage the potential our new employees bring and maximize it as soon as possible to ensure they are challenged and successful.Jimmie Collins, PROPOSAL & MARKETING MANAGERSummer 2024 | Manson NavigatorLEARNING AND DEVELOPMENTWhile the array of Manson 101 topics is diverse and inspiring, the other half of the challenge is delivering organized and clear material. To achieve that, we overhauled and recreated the existing New Hire Portal. Renamed the “New Employee Portal,” the entry point is now easy to ﬁnd right on Manson’s Intranet splash page. From there, the materials are organized into two sections according to whether you are a new employee or hiring manager. For New Employees Both sections have their respective materials organized on a timeline of when they occur, so the SharePoint pages serve as a roadmap or checklist for successful onboarding. Each step and requirement is explained and laid out clearly for the new employee. In the Portal, new employees will be presented with a link to sequenced Manson 101 Modules. The modules are housed in the Manson Online Learning Library, which we affectionately call MOLLy. In MOLLy, new employees will ﬁnd all the M101 modules available to them in order. The system will “drip feed” each week so that the new employee isn’t overwhelmed by too much information. The Manson 101 course will be added to their learning record when completed. For Hiring Managers The portal provides the hiring manager with a complete path with all the steps and materials needed to hire new employees successfully. The process starts with completing the necessary paperwork to initiate a hire. Then, it moves stepwise through each task, including welcoming the new employee and assisting them in completing their M101 experience. At Manson, we aim to hire people with the highest potential available, hoping they will make us all better at our jobs and make our company more successful. “But high-potential people have high expectations, even at the beginning of their careers here,” points out Jimmie Collins, Manson Proposal & Marketing Manager. “We need to engage the potential our new employees bring and maximize it as soon as possible to ensure they are challenged and successful.” Manson 101 sets the tempo for that level of employee engagement right at the beginning and sets up our new teammates to feel inspired and accomplished as early on as possible. 2625Week 1: Getting Started! DurationComplete New Hire Packet 1 hWelcome from Our President/CEO 1minNavigating the Manson Online Learning Library (MOLLy)10minManson Hub Introduction:Intro + E Time 15minOfﬁce 365: Using Microsoft Outlook 10minSafety Orientation Training 4 hHelpful Handout: Glossary/FAQs 5minWeek 2: Get to know MansonManson 101 (Phase 1)DurationThe Meaning of Manson 21minManson: Superior Marine Construction& Dredging8minFederal Contracting at Manson 15minManson Hub: Navigation & Applications 5minOfﬁce 365: Using Microsoft Teams 10minSharePoint Overview 5minAccessing Electronic PaystubsReading Your Paystub1min5minWeek 3: Your place at Manson DurationTotal Duration: 5 h 41min Total Duration: 1 h 10min Total Duration: 55minManson Values: Take Care of People 5minManson Values: Do the Right Thing 5minManson Values: Find a Better Way5minOfﬁce 365: Microsoft OneDrive10minSafety Culture: IIF & All Stop &Communicating the Concern10minHealth Beneﬁts Overview10minRetirement/ESOP Beneﬁts Overview10min

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Manson Navigator | Summer 2024Summer 2024 | Manson Navigator3029RetireesAfter more than 25 years with Manson, NEWPORT Captain Jay Mayes caught the crew boat in for the last time in January 2024. Jay’s maritime career began in 1976 at the U.S. Merchant Marine Academy in Kings Point, NY, where he met longtime friend and future Manson crew member, Marc Bissonnette. “Jay and I met standing next to each other when we were assigned extra duty,” Marc recalls. “Extra duty is given to students when they get in trouble, so Jay and I met early on under funny circumstances.” After graduating from the academy in 1980, Jay found work with the International Organization of Masters, Mates, & Pilots. Not long after, he took up the role of chief mate, delivering oil and chemicals for the Amoco Corporation between Texas and Tampa Bay, Florida. In 1989, after two years of working on Manson’s hopper dredge NEWPORT, Marc told Jay about job opportunities in the Northwest, convincing him that he could take on a similar role on the dredge. “Back in those days, it was difﬁcult for the unions to ﬁnd people for crew rotatiovns,” Marc says. “I was working with Manson part-time and thought it would be a good idea for Jay to hop on.” After taking some time to consider, Jay resigned from his role at Amoco and joined Marc and the NEWPORT crew, keeping the captain’s seat warm for the next 25+ years. According to Marc, Jay will spend his retirement playing 18 holes of golf in Fort Meyers, FL, and visiting his family in the Northeast. “For anyone that knows or worked with Jay, he’s a man that doesn’t keep still!” Marc exclaims. “He still has the energy of a high school kid—always on the move to go skiing, golﬁng, or attending a concert. He is who he is.” CAPTAIN JAY MAYESWRITTEN BY | J.ANTHONY TEDPAHOGO AND MARC BISSONNETTECaptain Jay Mayes holding his retirement gift with the NEWPORT crew. (L-R): Cook Stanley Madison; Chief Engineer Chuck Hardee; Jay, Mate Tim Brandal, and Second Assistant Engineer Nate Best.Danny Coleman, now-retired senior network engineer from Manson’s IT department, left an indelible mark on the team. His wit, intelligence, and dedication made him a beloved ﬁgure among colleagues. Danny joined Manson in 1997, working with former long-time IT Director Joe Hussin. Over the years, Danny helped build the IT team and implemented crucial technological capabilities that continue to beneﬁt our organization today. His foresight and adaptability were essential during the challenging times of 2020, especially when the COVID-19 pandemic forced us all to work remotely. Danny was not just a network engineer; he also played the role of a patient teacher. He took the time to explain technical solutions in detail, ensuring that everyone understood. His willingness to share knowledge made him invaluable to the IT department. People like Paul Massee, Robert St. Joseph, Danny Warner, Aquiles Castillo, Nikone Xaylavong, Ian Basco, and even current IT Director Kerly Olivares—who were all interviewed by Danny Coleman during their hiring process—enjoyed working with him. During stressful meetings and calls between the members of the IT department, Danny always lightened the mood with his creative ideas. Picture this: He used to show up with a hat with two big horns! The entire team would burst into laughter, momentarily forgetting our worries. Danny’s ability to inject humor into serious discussions made him a cherished colleague. Danny now enjoys retirement in Texas, spending quality time with his wife and his son and his family. His love for Thai food and musical talents—playing the bass guitar in a band—keep him busy. Although he is no longer troubleshooting network issues, his legacy lives on in the IT Department.SENIOR NETWORK ENGINEER DANNY COLEMANWRITTEN BY | IT DEPARTMENTDanny jamming out on the bass guitar during a show.After ten years as Port Engineer at Manson’s Seattle warehouse and yard, Gary “Deep Sea” Ketterl retired in April 2024. Before coming to Manson, Gary had spent decades working as chief engineer on a cargo ship for a nationwide maritime company—thus earning the nickname “Deep Sea” from then-Vice President of Equipment Shawn Hillis when Gary joined Manson in 2014. Gary was an integral part of Manson’s Equipment Group—maintaining, repairing, and upkeeping marine vessels and ﬂoating equipment, including the hopper dredge WESTPORT, tugboats GLADYS M, HARRY M, and PETER M, and derrick barges DB24, SCANDIA, VIKING, and SOUTHMAN. An interesting character, Gary’s colleagues will miss his amusing approach to “Doughnuts on Thursdays” —which consisted of Gary taking a bite of a doughnut just for the taste and discarding the rest of it in the trash. On a more serious note, Gary’s insights on setting others up for success in the workplace will also be missed by his coworkers, according to Seattle Equipment Managers Daric Latham and Ken Feldhacker. Gary will spend his retirement riding his bicycle around Duthie Hill Mountain Bike Park in Issaquah, WA. He is also considering renewing his chief engineer’s license to work aboard Mercy Ships, which provide free surgical care to underdeveloped nations. Happy Retirement, “Deep Sea!” PORT ENGINEER GARY KETTERL WRITTEN BY | J.ANTHONY TEDPAHOGO—MARKETING & COMMUNICATIONS COORDINATORPort Engineer Gary Ketterl29John Stilwell, a long-time electrical superintendent out of Manson’s Seattle yard, passed away in February 2024. John joined Manson in 2007 and immediately impacted people’s lives from coast to coast. His professionalism, knowledge, and commitment contributed to making Manson’s equipment some of the best in the industry. Before establishing a successful career at Manson, John served 20 years in the United States Navy, completing three tours aboard the Trident Ballistic Missile Submarine USS HENRY M JACKSON under several roles, including Electrician, Electrical Division Chief, and Engineering Department Chief. He retired from the Navy as Electrician’s Mate Senior Chief in 2001. John’s quick wit, sarcasm, dad jokes, sea stories, and unsurpassed extent of what he deemed “worthless knowledge in my head” will forever be remembered by Manson colleagues—especially by those he worked closely with in the Equipment department. John was a great teacher and trainer. Through those he mentored daily, his wisdom will carry on. We salute you for your service, John. You will be greatly missed. It is with great sadness that we announce the passing of former long-time Manson employee, Henry “Speedy” Hester. Speedy retired in 1999 after 35 years with Manson—spending most of his career working with the hopper dredges. In fact, many may have seen and been aboard the crew boat named after him.A Tennessee native, Speedy joined Manson in 1964 on a dredging job in Cordova, AK, which catapulted him to work on several groundbreaking projects through the years, including the hopper dredge WESTPORT’s ﬁrst job in Westport, WA, and the organization’s ﬁrst dredging job on the East Coast. Speedy’s family has relayed to us how much it meant to him to work for Manson and how much he missed it after his retirement. As the Hester family tells it, “In his last days, with his mind wandering, he was back in Coos Bay with the crew, barking out orders. He seemed happy.” Our thoughts are with Speedy’s family and friends. Rest peacefully, Speedy! In MemoriamJOHN STILWELLWRITTEN BY | SARAH NESS- CORPORATE ASSET SPECIALISTHENRY “SPEEDY” HESTERWRITTEN BY | SARAH NESS- CORPORATE ASSET SPECIALISTMANSON PEOPLE30 Manson Navigator | Summer 2024John Stilwell attended the rst IT/OT Survey Summit in Jacksonville, FL, 2022. Pictured: First row L-R: Ken Quiñones, John Stilwell and Carlos Vizcarrondo.Henry “Speedy” Hester posing with the Manson survey boat named after him.

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