AN EXPANDING GLOBAL NETWORK OF EXCELLENCE • 2013-2014

McWANE 1

It is hard to imagine 2013 has drawn to a close, and we are starting yet another year. Our various business groups’ progress contin-ues to impress Phillip and me with the level of commitment to

The Technology Group is proceeding very well. The level of in-vestment has been significant and we feel the rewards will be great in the future. Futurecom had a booming 4th quarter with shipments to Motorola that were the second largest in the company’s history. ComTech booked more orders for equipment in 2013 than ever in its history. Nighthawk successfully gained acceptance by Verizon and projects a significant increase in sales for 2014. Synapse successfully developed and ran five proof-of-concept applications in an HCA hospital, improving clinical and financial outcomes, developed two proof-of-concept applications for Amerex, and installed lighting ap-plications in a 5.1 million square foot General Motors plant. In South America, we are looking at yet another acquisition for Manchester Tank in Colombia, and we have hired a Regional Man-

routine consistent process improvement in all aspects of our opera-tions, sales, service, and personnel development. You may ask where is EHS and HR? Well it is imbedded in all these aspects of our business. We have always aspired to fully integrating compliance functions into our daily lives. Although we can never say the “job is finished,” we can say with the newest round of strategic planning for EHS and HR, “the next generation” is almost completely driven by Team Members in our operations who are actively engaged. We want to thank each and every Team Member for their hard work toward this newest evolution of being “Best In Class” or better than anyone in our industry. As part of this success, Phillip and I are pleased to share that Salary Team Members’ efforts, through participation in wellness programs and conscientious use of healthcare, have effectively con-trolled health costs in 2013. As a result, the only increases for 2014 will be related to the Federal Government’s additional taxes and fees applied to your health care plan. While many of our fellow citizens appear to be panicked about actually having health insurance cover-age or rising deductibles and premiums, your health care coverage at McWane will remain at what the health care exchanges would label “Gold Coverage”. This is truly a remarkable feat achieved by our ef-forts TOGETHER when many around us appear to be losing their heads. Thomas Jefferson said, “A government big enough to give you everything you want, is strong enough to take everything you have”. We as an organization are on our own for now and actually doing quite well. So let’s make 2014 another healthy, safe year.

New BusINess RepoRt

A messAge fRomthe pResIdeNtg. RuffNeR pAge, JR.

ager for their business in Chile and Colombia that will also sup-port McWane International’s efforts in Central and South America. This is a significant next step in solidifying our gains in the region where we intend to grow opportunities in our business. Both Solberg Foam and Janus Fire Systems, as part of Amerex, turned the corner to profitability in 2013. These new businesses are also extending our reach internationally as they grow. I expect their greater contribution to our profits to materially improve the bottom line of McWane.” Pacific States has installed the newest generation of casting ma-chine in the world. This is the slow, safe beginning of transforming our centrifugal casting technology, where it makes sense. It means much better thickness control, faster cycle times, and lower produc-tion costs. We first will learn the intricacies of our new casting ma-chine, and then look to selectively install additional units in other pipe plants. McWane Global’s product development arm will roll out our new SureStop restrainer gaskets that connect ductile iron waterworks fit-tings to PVC pipe in 2014. The patented product will improve in-stallation efficiencies in the field and be a new profit line item. Also, the group has begun construction on the new Abu Dhabi facility, which will produce and finish everything from ISO fittings, Protecto 401 linings for sewer applications, soil pipe/fittings, and our new ISO valves/hydrants. Finally the India Engineering Group (MSPL) in Coimbatore, India has really taken off as a critical support team for our operations, not only in the US but also in the Middle East and elsewhere. The source of our innovation successes is our culture of relying on local knowledge, which is closest to the activity and the best in-formed. But success requires a culture of inclusion. All team mem-bers across all the ranks are to be included in process improvement and innovation. According to the great philosopher Aristotle, what draws people to trust and follow a leader hinges on three main elements:• Competence (Do they know what they are doing?) • Integrity (Are they trustworthy?) • Goodwill (Do they really care about people like me?) The importance of one far outstrips the others: Goodwill. If peo-ple know you care about them, they will follow you. Each and every Team Member has daily opportunities to lead by showing he or she cares about the people around them. Take the lead and take care of our most important resource, our Team Members. That is the

McWane Way! s

and business groups. We learned a lot about problem solv-

ing, creativity, invention, change and disruption—and a lot

about the challenges facing each other and how we can work

together to succeed.

Over the next two days, we dug into the nitty gritty. The HR

team members learned about the financial implications of The

Affordable Care Act, HIPAA training, talent management and

union negotiations as well as labor relations, among others. The

Safety team covered serious injury risk reduction, Medgate tips, in-

cident investigation, culture change and electrical risk assessment

training. Environmental team members focused on stormwater

management, EMS evaluations, air, Tier II reporting guidance and

toxic release inventory reporting.

Despite all the work, all the new ideas and all the studious dedi-

cation, there was some downtime too. The Talent Show packed

‘em in, as usual, laughing at each other and themselves. Team

members mingled and networked during breaks and at evening

festivities.

Another winning year at McWane University! A decade of learn-

ing…and counting! s

McWANE 2 McWANE 3

w e all want to be a success. But like the old saw says,

you can’t have a garden tomorrow without planting

the seeds today. As it happens, McWane University

sessions are the perfect time for winning ideas to take root. Mc-

Wane President Ruffner Page developed McWane University in

2003 as a forum for discussing changes taking place within the

organization team. In the ten years since, the University has

become popular for those looking to sharpen their skills and

broaden their perspectives.

This year the EHS/HR Retreat was held under the McWane U

banner at Callaway Gardens in Pine Mountain, Georgia. There

were happy reunions among old friends and new introductions

made. Discussions began on issues everyone shared: culture

change, costs and benefits of best-in-class programs & systems, and

the EHS Strategic Plan, among others. This got the collaborative

energies flowing.

Soon after, University of Alabama Professor Robert M. Mor-

gan led an impassioned discussion on thinking “outside the

box.” Dr. Morgan formed breakout groups to foster free-flow

brainstorming between members from different disciplines

mcwANe uNIVeRsItY 10 YEARS AND COUNTING

McWane Environmental, Safety and HR team members

uring the building and unveiling process for our new web-

site and the Pocket Engineer™, we heard lots of you ask-

ing: “What about social media?” d With seemingly everyone on Facebook, Twitter, YouTube and

the rest, it is a good question. After all, if social media is familiar

turf for businesses, government officials, charitable foundations,

our children and even ourselves personally, why not McWane?

The opportunities for engagement and outreach are certainly ap-

pealing, but rushing headlong into media sometimes better suited

for cute kittens than genuinely innovative manufacturing compa-

nies like ours isn’t the McWane Way. To properly determine the

right way to embrace social media, we convened our first Social

Media Conference, on August 27 and 28, in Birmingham—de-

signed expressly to educate team members about the opportunities

and pitfalls presented by social media.

We began with the background and basics, with presentations

from social media gurus followed by a panel discussion led by so-

cial media managers from the University of Alabama-Birmingham,

Protective Life and O’Neal Industries. That, naturally, led to a dis-

cussion of what an ideal McWane social media presence might

look like, and which tools would be most effective for our custom-

ers, divisions and team members. McWane team members left

the conference with a better understanding about social media, its

capabilities and its potential.

“The first day I came in here I was against it,” said Terry Christ-

john, Vice-President of Sales and Marketing for Kennedy Valve

and M&H Valve. “By the second day, my eyes had been opened

and I was convinced it was a good idea.”

As with any powerful technology, be it state-of-the-art foundry

or push-button global communications platforms, it pays to think

before leaping.

“Think of Facebook as a moving billboard of free advertis-

ing,” said Francesca Dunbar, marketing director for the Plumb-

ing Group. “Twitter can keep our clients and supporters updated

on the very latest. LinkedIn can help us connect directly with the

people making purchasing decisions. YouTube can help us share

our great stories in compelling, dynamic ways. We can embrace

social media, we just have to do it in the right way.”

One important concept discussed during the conference is that

we can’t dip our toes in the water on social media. Just as we do

with all communications to our customers and the public, we have

to manage our use of social media responsibly. Social media must

be managed all day, every day to be successful. Once we establish

our presence, it is imperative to keep the content fresh and inter-

esting. Quality counts in our products, and quality content is just

as important in social media and online.

Already, those at the McWane Plumbing Group have recognized

social media’s potential for communicating directly to our audi-

ence. At AB&I, they’ve just begun to test the waters—starting a

pilot social media program by building an audience, dynamically

engaging their followers, and, eventually, turning followers into

proud brand ambassadors. AB&I’s experience will help shape the

McWane social media policy currently under development.

“We’re very excited about McWane’s social media potential, es-

pecially knowing that we’re approaching this the right way,” said

Elizabeth McCoin, McWane corporate marketing director. “We’re

continuing to hold follow-up meetings to refine our social media

approach and fit it effectively into our marketing strategy. And

we’d love to hear from those of you with great ideas!”

If you are interested in using social media at your division, please

contact Mickie Coggin or Elizabeth McCoin at the Corporate

office before embarking. s

do we LIke, tweet, post oR IgNoRe?poNdeRINg mcwANe’s Next steps INto socIAL medIA

McWANE 4 mcwANe 5

he measure of fast action is taken in mere seconds. But

when it comes to preventing arc fault hazards, response

times are measured in milliseconds.t An arc fault occurs when damaged wiring or loose connections

allow a high power energy discharge to erupt between two conduc-

tors —an arc fault of just 500 milliseconds, or a half-second, can

cause severe damage. Under some circumstances, an arc fault can

create a plasma discharge so scalding hot that it rivals the tempera-

ture of the sun.

With this much destructive potential, there’s plenty of incentive

to detect and extinguish arc faults fast. And if it’s done within four

milliseconds, most real damage can be prevented. By combining

advances in wireless technology from Synapse, with best in class

Smart Combiner Boxes from Shoals Technologies Group, a solu-

tion has been created that will interrupt or disable problematic

connections before they become trouble – reducing the potential

for fires, burns, and other damages associated with faulty power

system operations.

The pairing of Synapse SNAP-based Sensor Control Modules

with Shoals Technologies Group Combiner and Zone Monitor

boxes makes monitoring the current, voltage, and other data gen-

erated within the fields simple. This information then provides

solar field and grid operations managers with the critical, real-time

insights into the health and status of their systems – providing the

data granularity to diagnose problems quickly and maximize power

production.

The Synapse Wireless/Shoals Technologies Group partnership

isn’t just making solar fields safer—it’s also lowering the barriers for

solar power while increasing efficiency.

Synapse and Shoals Technologies Group recently demonstrated

the SNAPShot Field Install Tool software, specifically designed

to make it easier to install and maintain solar field monitoring

systems.

“We had one goal in mind when we collaborated on this proj-

ect and that was to make the installation and commissioning as

fast and easy as possible,” said Jason Whitaker, CTO of Shoals

Technologies Group. “We’re very excited with the outcome and

are confident our user base will be, too.”

The SNAPShot Field Install Tool is user-friendly, graphical soft-

ware for the installation and troubleshooting solar installations at

the string level. The new system utilizes all the latest developments

in machine-to-machine technology to allow for a seamless process,

allowing users to wirelessly:

n read operational data and retrieve sensor data;

n document Combiner and Zone Monitor boxes present

in the field;

n reconfigure wireless radio parameters;

n update and enhance system software.

“A real advantage this tool offers is not only real-time trouble-

shooting, but also training,” Whitaker said. “Those who are work-

ing in the field will instantaneously know if the problems arise

from (panel) manufacturing or product defects. They’ll also learn

if the problems are due to installation-related errors that they can

learn from during future installs.”

It may not be ductile iron, but Synapse’s newest offering is

built the way everything at McWane is built: built to last. s

thRee geNeRAtIoNs of mcwANe INducted INto the BIRmINghAm BusINess hALL of fAme

fter more than a century helping to build Birmingham—

and the nation—three generations of the McWane family

have won a spot in The Kiwanis Club of Birmingham’s ABusiness Hall of Fame.

The honor was bestowed on McWane Cast Iron Pipe founder,

J.R. McWane, his son William McWane and William’s son James

Ransom McWane, and marks not only three men’s contribu-

tion to Birmingham but a legacy that continues to be upheld by

each of us.

“I am accepting this award on behalf of the McWane family and

the McWane team members, both past and present,” said Phillip

McWane, J.R.’s great-grandson and the chairman of the board for

McWane, at the Business Hall of Fame event earlier in the year.

“This company would not still be here without all of them and

their contributions to the company over the decades.”

The Hall of Fame selects only a handful of new members each

year, choosing Birmingham business leaders who exemplified

strong leadership or made extraordinary contributions to the

Greater Birmingham area. J.R. , William

and James Ransom McWane all qualify

on both counts.

J.R. McWane, loved working with

metal and passed this love on to his

sons. In 1904, J.R. moved to Birming-

ham to work at the Birmingham Steel

and Iron Company. One of J.R.’s ear-

liest commissions was the casting of

Moretti’s statue of Vulcan, the great Ro-

man god of fire and forge, for the 1904

Louisiana Purchase Exposition. From its

perch nearly 600 feet above the city of

Birmingham, the statue still celebrates

the region’s foundry heritage. Nearly

100 years later, J.R.’s namesake company

led the way in restoring and returning

the Birmingham icon to its original glo-

ry atop Red Mountain.

After his death in 1933, J.R.’s son,

William (Bill) McWane became presi-From L to R: Anna McWane (Phillip’s sister), Laura McWane, Heather McWane, Phillip McWane, Katie

McWane Gaston and Michael Gaston)

dent. Bill remained focused on keeping the business going

through the good and bad times of the 1930s and World War II.

In 1971, William’s son, James Ransom (Jim) McWane, took over as

the President of McWane Cast Iron Pipe and later in 1975 served

as chairman and chief executive officer for McWane, Inc.

That namesake company began life in 1921 as the McWane

Cast Iron Pipe Company. Since then, McWane has grown into

a multi-billion dollar company, employing approximately 6,000

team members with 25 manufacturing facilities in the U.S. and

Canada. No longer just producing the building blocks of America,

McWane today is a global company with manufacturing facilities

in China and, soon, in Abu Dubai and India too—casting duc-

tile iron pipes, building wireless network switches and monitoring

equipment, and delivering clean drinking water around the world.

More than 92 years later and still a family-owned business led

by a fourth generation of the McWane family, Phillip McWane,

McWane sets the pace for its industry. This is a key piece of the

McWane legacy—one that we now share, and can take pride in. s

sYNApse wIReLess ANd soLAR techNoLogY: INNoVAtIoN IN the BLINk of AN eYe

mcwANe 6 mcwANe 7

heights of excellence. This will require a change in management’s

approach through team engagement, teamwork and transparency.

It will also require all of us to give it our all.

Our new strategic plan sets goals and establishes how we’ll fulfill

them. It also highlights the participation of everyone in the pro-

cess. What’s more, while common goals are established, individual

facilities and teams will have more flexibility in deciding how to

achieve them. This values-based approach recognizes that a posi-

tive, open culture fosters improved performance and that account-

ability at all levels is key.

Just as we must all take responsibility for our own role in meeting

EHS goals, leadership must work to ensure this culture of broad en-

gagement is continuous and harmonious. This includes everything

from encouraging dialogue and wisdom sharing to acknowledging

every team member’s progress toward their own goals. We’re all in

this together, and each of our efforts is worthy of applause.

McWane values the support of senior leadership committed to

adhering to these values and everyone who is helping to move the

ball forward every day – even when it is not easy. Our past EHS

performance speaks for itself. With our record firmly in place, we

must now continue honing our EHS performance. There’s always

room for improvement, even when you’re on top and the McWane

team is qualified and capable of embracing this EHS challenge.

These are exciting times to be a member of the McWane Team. As

we look to the future, tomorrow promises to be even brighter. s

I n 2013, McWane, Inc. celebrated the tenth anniversary of our

2003 Environmental, Health & Safety (EHS) Initiative. Built

on the work launched in the 1990s, McWane’s EHS Initia-tive drives a culture of performance that goes well beyond compli-

ance. Today, our EHS performance paces the industry, giving us an

additional edge over the competition while earning accolades from

regulators. It’s a process that encourages participation from across

the ranks – that always looks for ways to improve.

With our record of performance beyond compliance, it is only

natural that McWane embrace a values-driven EHS culture where

every team member has a role and takes pride in helping us all

become safer and more environmentally conscious. A steering

committee began work last year to further develop this team-

spirit approach to EHS and, in mid-2013, issued a roadmap for

future success.

Based on research into successful change management and an

examination of McWane’s existing EHS program, the steering

committee identified a number of opportunities for improve-

ment. Integrated Project Teams (IPT’s) comprising members from

across the company will evaluate existing systems and recommend

improvements. IPT’s examining audits and training processes are

already underway.

While history proves it true, it’s always worth repeating: every

member of the team counts. Engaging each and every one of us

will be essential in further elevating EHS performance to new

to kNow wheRe You’Re goINg, You’Ve got to kNow wheRe You’Ve BeeN

E n v i r o n m E n ta l , H E a lt H & S a f E t Y

mcwANe & the uNIVeRsItY of ALABAmA expLoRe New modeLs foR puBLIc/pRIVAte sectoR woRkpLAce INItIAtIVes

“This is a natural partnership and one that will pay dividends

for everyone,” said Kevin Stouse. “Talent development is a

McWane priority, to help us secure another century of success for

McWane. We look forward to sharing ideas with the University

of Alabama and exploring ways we can help each other meet

business objectives.”

“When we visited the university’s metal foundry we were proud

to see the McWane name there,” Kevin said.

Something to look forward to is the full development of our

talent assessment initiative, a key HR objective launched earlier

this year by the Talent Management/Development Center of

Excellence (COE). The assessment process will objectively

identify “high potential” and “high professional” incumbents

in benchmark positions across the company. Developmental

tracks for the high-potential group will include some academic

curriculum from the University of Alabama on areas such as

k evin Stouse knew there was potential for a partnership…

it seemed obvious. Stouse, vice president of HR, joined

the company in 2012 and soon recognized that McWane

University could leverage the academic resources of the Univer-

sity of Alabama in Tuscaloosa to expand our own educational and

creative opportunities. After several meetings with delegates from

the university, McWane executed a memorandum of understand-

ing to explore new models of public/private workplace initiatives

between the university (public) and McWane (private).

“Partnerships between higher education and the private sec-

tor are a strategic lever for successful economic development in

our state,” stated Judy Bonner, University of Alabama’s president,

upon signing the landmark memorandum.

We couldn’t agree more.

The memorandum of understanding opens the door for

McWane and the university to, among other things, develop an

academic curriculum for programs we will build following the

talent assessment currently being piloted by our Valve & Hy-

drant Division. This initiative will gradually expand to other

McWane divisions.

From L to R: Tony Orlowski, M&H Valve General Manager; Jeet Radia, Senior Vice President of EHS and HR; Kevin Stouse, Vice President HR;

Carolyn Dahl, Dean of the University of Alabama College of Continuing Education; and Judy Bonner, President of The University of Alabama

Leadership Development, Six-Sigma/Lean Manufacturing and

many more.

The McWane HR Team is now developing a succession man-

agement approach by evaluating our human capital requirements,

formalizing succession planning, forecasting upcoming retire-

ments and developing a process for knowledge transfer in critical

areas. At McWane we are focused on ever improving our culture of

performance and innovation—one driven by all of us.

Kevin isn’t done yet, either. He’s working on outreach to the

Auburn University School of Engineering and other major univer-

sities to develop partnerships to recruit and retain the best and the

brightest for generations more to come. s

mcwANe 8 mcwANe 9

ear the southern tip of India, on the ancient Noyyal Riv-

er, sits Coimbatore—a city most of the world has never

heard of. In the shadow of Bangalore, the famed technol-Nogy metropolis some 200 miles to the north that boasts a pres-

ence by many Fortune 500 companies, Coimbatore is a leading

industrial and IT center, with an ever-refreshing talent pool of

more than 30,000 engineers (in product design, IT, software and

support) graduating annually from the its five major universities.

Coimbatore is also the home of McWane Services Private Limited

(MSPL), a wholly owned McWane subsidiary that opened for busi-

ness two years ago.

Starting with a small but dedicated team of engineers and spe-

cialists, MSPL quickly began providing support—such as material

take off and line drawings—for the Pipe and Valve & Hydrant

groups. The office soon established its design expertise and prod-

uct development for ISO valves, too, under the eaves of a leased

bungalow that served as MSPL’s office until suitable commercial

space was located this year. MSPL settled into its new digs in

May 2013.

We are not alone in pursuing opportunities in Coimbatore—

McWane has been joined by Siemens, Dell, Bosch, Tyco and other

prominent international manufacturers setting up shop in this

sprawling South Indian city.

“In MSPL, not only does McWane have a secure foothold in a

vital foreign market, with access to excellent skills and resources in

Asia,” said Gopi Ramanathan, senior vice president for McWane

Global and Director of MSPL. “McWane also has an experienced

team, in-house, to help refine designs and develop systems that will

cut out the costs of using outside vendors. We’re developing value

far beyond ISO Valve product designs to provide backend support

to practically every McWane division.”

To help answer the growing calls from within the McWane

family of companies, in 2013 MSPL established teams for AWWA,

ISO, FEA, FARO, supply chain and IT among others, to continue

providing low-cost, high-value service to McWane team members

company wide.

“At MSPL, everyone contributes to our performance,” said

Gopi. “And because we’re a part of the McWane family of compa-

nies, we’re always looking for ways to stay on top.”

In addition to supporting the core manufacturing divisions,

MSPL will soon be supporting the Technology group as well. After

getting off to a rousing start in 2012 and settling into new offices

in 2013, MSPL is poised for an even bigger 2014. s

the mcwANe stoRY tuRNsA pAge IN INdIA

2013 mcwANe techNoLogY & INNoVAtIoN coNfeReNcet’s easy to talk about how we innovate and improve the way

we manufacture our products for our customers—especially

when we’re together. I So for 2013, McWane brought together 70 team members from

across the McWane family of companies for a two-day creative

pow-wow in Birmingham. From senior management on down,

the sessions focused on how to keep a growing diversified com-

pany focused on innovation. With a growing roster of high tech-

nology companies now part of the McWane family, the subject of

advantageous synergies naturally arose.

“We’ve been very effective over the last decade or two in find-

ing ways to improve safety and environmental health while driv-

ing down costs in our core businesses,” said G. Ruffner Page, Jr.,

McWane President, reflecting on the intense two days of work.

“By properly meshing our legacy business with the new acquisi-

tions and new offerings, from advanced firefighting equipment

to wireless network technology, we can better serve the customer

while honing our own competitive advantages here at home and

abroad.”

Technology & Innovation Conference participants learned

about the high-value, low-cost engineering and IT services avail-

able from our MSPL operation in Coimbatore, India. Our core

businesses benefit by utilizing these capabilities for bid take-offs,

product design for ISO specs, new product design (gaskets and

joints), plant layout and engineering (Abu Dhabi and India Valve

Plant), 24/7 IT help desk and IT programming.

McWane innovation spans the world, but our innovative tech-

nology is also near at hand.

Barnes Ray introduced the McWane Pocket Engineer, available

for download at the iTunes Store. Jeff Otterstedt, Arne Feyling

and Tom Crawford discussed the availability of grants for green

and other innovative projects.

Conferees listened to updates on innovations in our core

business including the new thermal sand reclamation sys-

tem at Union Foundry, the proposed rubber coating system

at M&H Valve and the new centrifugal pipe casting machines

at Pacific States and Clow Water. Solberg’s Dennis Kennedy

offered a tutorial on the patented and environmentally friendly

RE-HEALINGTM Foam products manufactured by Amerex/Sol-

berg in Wisconsin and Norway.

On the technology side of the business, Wade Patterson gave

the group a tour of the stunning potential of the Synapse wireless

mesh network technology, which offers powerful applications in

the industrial, retail and healthcare markets. In one example

of on-site synergy, attendees were treated to a demonstration of

the new Amerex fire extinguishers outfitted with state of the art

Synapse technology to track and monitor their performance. Fi-

nally, Appalachian Lighting Systems boasted of its use of Synapse

technology in their products, which enabled the installation of

over 5,000 smart LED lights in a General Motors assembly plant

that reduced lighting costs by more than 80%.

Futurecom, Nighthawk and ComTech technologies and prod-

ucts also shared time in the conference spotlight.

“There may have once been a time when people would’ve

looked askew at a foundry company moving so assuredly into

the high tech space,” said Page. “But we’ve changed all that.

It’s one of the main reasons McWane remains a growing

American success story.” s

McWANE 10 McWANE 11

nother year, another set of awards for jobs well done.

In the case of Clow Valve’s Metal Casting Facility, one

might ask if there’s anything that could possibly top earn-Aing the U.S. Occupational Health & Safety Administration’s Vol-

untary Protection Programs Star certification. The answer is, of

course, “Yes, being recertified as a VPP Star site!”

The formal festivities for the recertification unfolded on Nov. 6,

2013, but the work and preparation had been underway for a long

time. VPP doesn’t just happen overnight, as everyone who has ever

pursued this high honor from the OSHA division of the U.S. De-

partment of Labor knows. It requires years of work, dedication and

a team-wide commitment to excellence. For Clow Valve’s Metal

Casting Facility, it was more than a decade in the making. And

recertification is proof positive that the work was worth it, and that

their absolute commitment to team safety has been unwavering.

The same commitment to excellence helped Tyler Coupling

in Marshfield, Missouri secure its own share of prestige in 2013.

Every year, the Missouri Association of Manufacturers (MAM) rec-

ognizes companies in the state who have achieved and maintained

exemplary safety standards. And it should come as no surprise to

any of us who have visited the facility: that Tyler Coupling won the

award for its category (manufacturers with between 100,000 and

200,000 annual hours worked).

As a VPP Star site in its own right, Tyler Coupling excels in man-

agement’s commitment to health & safety as well as employee en-

gagement. Their winning engagement is inspiring: nine different

facility committees made up of team member volunteers actively

pursue issues, concerns, and continuous improvements in the ar-

eas of Health and Safety at work and at home. Coupled with this

organizational readiness is the determination to solicit input from

everyone—tapping the genius of the entire team.

“My philosophy is simple,” said Bill Hoffman, Tyler Coupling

plant manager. “My employees’ personal safety is more important

than their production. I’ve told everyone here this over and over

again. It’s important we never forget it.”

The MAM Safety Excellence Awards Program aims to boost ac-

cident prevention awareness and improve workplace health and

safety—something like Missouri’s own version of the VPP program.

Winning this award is a true testament to the team members of

Tyler Coupling and their daily practice of excellence on the job! s

It’s AwARds tIme... foR cLow VALVe metAL cAstINg IN oskALoosA, IA ANd tYLeR coupLINg IN mARshfIeLd, mo

Team members of Clow Valve Back row L-R: Dennis Glassford, Jerry Fairbank, Jose Rivera and Stacey Craig

Front Row L-R: Juana Plum, Juan Matias, John Grahek and Bob Kelly

2001 Representatives from IOSH Consultation visit Clow Valve to conduct a hygiene and safety review.

2002 A Clow team visited two sites at the recommendation of Shashi Patel, Iowa OSHA’s VPP Team Leader, to evaluate lead programs and pollution control techniques. Clow renovated its lunchroom, locker room, and ventilation systems and established a model facility for lead compliance.

2004 Brought in a medical intern who interviewed staff in cooperation with University of Iowa Hospitals.

2005 Employees attended a VPP Application Workshop in Atlanta and Clow overhauled its safety programs to incorporate core VPP elements.

2006 Visited four Iowa VPP sites to provide benchmarking and mentoring ideas. A VPP Kickoff meeting was held.

2007 Clow’s Metal Casting Facility achieved VPP Merit status from IOSH.

2008 Hosted a visit from US OSHA representatives to help draft ergonomic guidelines for the foundry industry.

2009 Clow’s Metal Casting Facility achieved VPP Star status from Iowa OSHA.

2013 Clow’s Metal Casting Facility gets recertified as a VPP Star Site!

the cLow VALVe metAL cAstINg fAcILItY’s RoAdmAp to Vpp stAR stAtus:

A pRoVeN tRAck RecoRd woRth ceLeBRAtINg...go cLow—go!

Team members of Tyler Coupling from L to R: Bill Hoffman, Alicia Hardacre, Jo Bowers, Brian Cline and Randy Witherspoon

McWANE 12 McWANE 13

e very year, members of Team McWane donate their valuable time and impressive skills to help make our communities better—hon-

oring a tradition of volunteerism across the company. From the team at Anaco that raised money for the American Red Cross

to assist the victims of hurricanes Manuel and Ingrid, to the Kennedy Valve team that volunteered for the Lackawanna Trail

commuNItY outReAch fRom teAm mcwANe...Cleanup on Earth Day, and to all the other warm-hearted efforts undertaken, Team McWane takes pride in doing well by doing right.

Anaco raised money for the American Red Cross

Pacific States Relay For Life team walked in honor John Balian

Tyler Pipe donated $10,000 to East Texas Food Bank’s Backpack program

Kennedy Valve Team volunteered to clean up Lackawanna Trail

M&H Valve team raised money for the American Cancer Society

Tyler Union team celebrated Earth Day with local children

ur third annual Pollution Prevention Challenge—

or P2C— proved that McWane’s talented teams continue

to lead in innovative thinking when it comes to recycling, oreuse and conservation of natural resources. On December 12,

that brainpower was on impressive display as 10 finalist teams

competed for bragging rights—and the chance to make the

biggest, tangible improvements in their workplaces and for

their communities.

Congratulations to everyone for taking part, and proving that

we can continue to do well by doing right…

Pacific States captured First Place by modifying the weir on the

T-Pot (Desulphurization Ladle) to optimize lime used for remov-

ing sulfur from the iron. This entailed lowering the weir in one-

inch increments until reaching the optimum height, cutting lime

in half! This simple change will produce an estimated $248,000 in

savings thanks to reduced material use and waste—and fewer trips

to the landfill means less greenhouse gas emissions. It also means

improved stormwater quality and resource conservation as well as

improved safety. Awesome job Pac States!

Second place went to the AB&I team for a project that injects

the cupola dropout material and coke breeze into the cupola via the

tuyeres. Before, the cupola dropout material was disposed as Cali-

fornia Hazardous Waste at an estimated annual cost of $623,910

while the coke breeze was sent off-site for briquetting at an esti-

mated annual cost of $183,000. That’s a lot of costs eliminated,

and these numbers don’t include the savings associated with in-

jecting the coke breeze, further reducing the amount of new coke

required and estimated to save $56,540 per year. This means that

Team AB&I’s total cost savings minus the capital/installation cost

($75,000) and annual operating cost ($10,000) is about $778,450.

Wow!

Third place went to the MTE Bedford team for modifications

made to the sheet steel purchased for fabricating hot oil tanks.

Bedford used to have to purchase sheet steel and then cut it to

size using a plasma cutter. This produced emissions and scrap steel

that had to be trucked off for recycling. Bedford worked with their

supplier to have the sheet steel pre-sized, eliminating the need for

cutting and thereby avoiding the emissions and waste produced—

leading to estimated savings so far of $62,290!

To recognize teams that devised small but ingenious environ-

mental improvements, the “Why Didn’t I Think of That” award

was created in 2012. This year’s winners were Kennedy Valve for

Stormwater Improvements; Clow Valve for TGIC Reclaim Powder

Coating; and MTE Elkhart for Round Seam Flux Elimination.

Great work all around.

The 10 finalists’ projects in McWane’s 2013 P2C generated an-

nual cost savings of over $1,600,000. That is impressive—and it’s

not just a win for the teams who puzzled out winning solutions, it’s

a win for our communities and our planet!

Great job... see you all next year! s

2013 POLLUTION PREvENTION chALLeNge / p2c

McWANE 14 McWANE 15

hway—well, except for virtually journeying down this road while

getting fit at the same time!

McWane’s “Get Fit on Route 66” summer wellness program for

2013 saw nearly 1,100 of our team members from across the US and

Canada getting fit by engaging in a variety of physical activities like

running, kickboxing and yoga. Everyone joined into teams, which

tracked their competition on the Get Fit on Route 66 web page.

Not only did everyone enjoy the healthy benefits and camaraderie,

we also got to take in the virtual sights along the way. Participants

advanced one mile along Route 66 for every minute of exercise,

passing through historic spots like Carthage, Missouri; Valentine,

Arizona; and Santa Monica, California. The faster and further par-

ticipants moved on Route 66, the more “road signs” they earned.

The team with the most road signs per participant won.

While we were all winners by participating, this was still a com-

petition and there could only be one winning team. So hat’s off

to Pacific States Cast Iron Pipe, who won the coveted “King of the

Road” trophy by collecting 3,571 road signs—topping second-place

finishers Kennedy Valve by more than 1,000 road signs.

While there was but one top winner, everyone was able to claim

a prize beyond improved health and wellness. Each participant re-

ceived a commemorative mid-journey souvenir in July and a souve-

nir t-shirt when the program ended, in celebration of their accom-

plishments. There were even corporate drawings for bigger prizes,

including gym bags, back packs, gift cards and iPods. In order to

qualify for the drawings, however, participants had to log:

n 525 miles by June 24 — for the first drawing

n 1,750 miles by August 12 — for the second drawing

n 2,448 miles by September 8 — for the grand finale drawing

It may be over for 2013, but it’s never too soon to get psyched up

for next year’s big events! s

get fIt oN Route 66 “kINg of the RoAd” stANdINgs

istoric Route 66 is an iconic ribbon of roadway running

from Lake Michigan to the Pacific Ocean. Nothing quite

like getting fit while journeying along this legendary high-

The Pacific States team is led by Kent Brown. From L to R: Gary Wood, Emily Croft, Brad Olson, Kent Brown, Miguel Munoz, Jessica Stones, Kevin Stouse, and Sara Courtney.

Pacific States Cast Iron Pipe 45 3,571 79.36

Kennedy Valve 32 2,437 76.16

MTE Crossville 17 1,211 71.24

Clow Water 58 4,020 69.31

Clow Canada 40 2,760 69.00

MTE Elkhart 39 2,647 67.87

MTE Franklin 24 1,471 61.29

Atlantic States Cast Iron Pipe 93 5,556 59.74

Tyler Union Foundry 44 2,507 56.98

Amerex 194 10,702 55.16

Canada Pipe 17 918 54.00

Tyler Coupling 46 2,482 53.96

MTE Quincy 42 2,264 53.90

Tyler Pipe 39 2,081 53.36

Anaco 39 2,068 53.03

MTE Bedford 49 2,458 50.16

McWane Birmingham 64 2,931 45.80

Clow Valve 127 5,558 43.76

AB&I Foundry 70 3,027 43.24

M&H Valve 20 825 41.25

loCATIonCoMPAny nAME

CoUInT EACHPARTICIPAnT

TOTAL ROAD SIGnS EARnED

SIGnS PER PARTICIPAnT

get fIt oN Route 66who wILL Be kINg of the RoAd?

McWANE 16 McWANE 17

woke up one morning in a Holiday Inn not feeling well. Indiges-

tion, I thought. But what started out as discomfort soon became

excruciating pain. As panic began to ripple through me, I fo-I

w

cused on dressing and getting out of the room. If I passed out there,

I might not be found until it was too late. I struggled to reach the

front desk. The pain increased, never letting up.

This is it, I thought. This is how it ends.

The next several hours were a blur. After multiple rounds of scans

and blood work, the doctors ruled out a heart attack. But they still

didn’t know what was causing the pain, which left an infinite num-

ber of scary alternatives to ponder. Sleep that night was not easy.

I awoke the next morning to the doctor standing over my bed,

telling me there was some good news and some bad news. The good

news: my heart was fine. The bad news: the MRI showed a very large

neuro-endrocrine tumor on my pancreas that had grown around the

major arteries and blood vessels feeding my internal organs. It was

bad. Surgery would not be an option.

When I asked about my chances of beating this, I suspected they

might be 50/50. I was wrong. The oncologist was straight with me—

10% is more like it, he said.

Leaving the hospital that day, giving up seemed to be my only op-

tion. The top-notch medical staff had said there wasn’t much they

could do. Modern technology would be of no use to me. At that

moment, I’d never felt more alone. My battle had just begun and I

was already way behind. As I drove away from the hospital I began to

pray. I prayed not to be healed from the disease but for the courage

to handle whatever lay ahead of me with grace and understanding.

Over the next two years I underwent constant chemotherapy treat-

ments along with all the unpleasant side effects. Sores in my mouth

made the simple act of drinking water feel like acid torture.

My condition was not improving. Finally, a decision was made to

use a recently approved drug with almost no history. In light of my

prognosis, it seemed like the best alternative.

Weeks later, after yet another MRI, a surgeon with an unfamiliar

look on his face entered my room: he was smiling. This time, the

news was all good. The tumor had shrunk by a full centimeter!

Shannon Payne is 44 years old and is the Florida District Manager for M&H Valve and Kennedy Valve. He lives in Brandon, Florida and has

worked for the company for 3 years

tIme, suppoRt & fAIth heLp shANNoN pAYNe wIN!

“No one wins a battle of this magnitude alone.”—Shannon Payne

I continued to make progress over the next 10 months and as

the tumor shrank, the possibility for successful surgery grew. A team

of incredible surgeons spent nine hours undoing what cancer had

spent years doing to my body. The small part of my pancreas the

surgeons left is doing a great job regulating my blood sugar today. It’s

like my crisis never happened. But it did.

It most certainly did, and I learned more than I could have ever

hoped from the experience. I learned that no one wins a battle of

this magnitude alone.

It took a team of the best surgeons, experimental drugs and every

ounce of faith I had. It took loving support from family and friends.

It also took time.

And precious time is what McWane gave me. Time to fight my

lengthy battle with cancer—an extremely tough opponent. My family

and I both agree that I could not have done it without the support

of McWane. Each conversation with Terry Christjohn, Greg Davis

and John Chalk was filled with concern and backed by reassurance.

They lifted a burden from me that I simply could not bear at the

time.

How do you thank a group of people for saving your life? I thanked

my surgeon before I left the hospital and I thank my friends and fam-

ily every day for their love and support. And now, I thank everyone

at McWane. I learned firsthand that McWane is an honorable com-

pany staffed by honorable people. They stand behind their products

and their employees—and I’m living proof of this philosophy.

I thank everyone at McWane from the bottom of my heart. I will

always honor the faith and trust that you put in me. s

hat’s the best way to identify problems in the workplace

and devise solutions that improve safety, efficiency

and effectiveness? Easy. Just turn the members of team

McWane loose!

On October 16, 10 teams from the McWane family of compa-

nies competed in the third annual ErgoCup Competition. From

paint system improvements to a specially designed pneumatic lift,

this year’s competition brought applause from all the judges—and

will bring measurable improvements to the workplace. After much

deliberation, competition was down to the top three—with the ulti-

mate winner slated to represent McWane at the National Applied

Ergonomics Competition in Orlando, Florida in March 2014.

So, without further ado, congratulations to the team from Man-

chester Tank and Equipment in Elkhart, Indiana for taking this

year’s top prize! Its winning entry was a new, two-piece paint hook

system that significantly reduced the risk of hand and wrist injuries

and reduced thread leaks during the washing process by approxi-

mately 70%! This project not only promises to reduce potential inju-

ries, it will reduce potential runoff and improve efficiency.

In second place, was Manchester Tank and Equipment in Quin-

cy, Illinois. They designed and installed a special pneumatic lift to

eliminate the need to manually lift a 56-pound tank head onto a

roller conveyor, thereby eliminating the repetitive stress of lifiting an

average of 150 heavy tanks throughout an eight-hour shift.

In third place was Tyler Coupling, which designed and built a

roll-off mold setting fixture that eliminates the need to push and

pull dies from a new vertical press. While it’s a mouthful to describe,

the innovative design incorporated multidirectional rollers and a

simple winch with a battery-powered drill. It also turned a difficult

two-person job into a simple task that anyone can do without hassle.

Nice thinking, Tyler Coupling!

Amazing projects in this year’s competition finals also came from

teams fielded by Clow Canada, Kennedy Valve, Clow Water, Atlan-

tic States and Amerex. Every finalist team presented photos, Power-

point presentations and videos to demonstrate their inspiring work

to the panel of judges. They also handled questions from the panel,

which included Pat Tyson, Esq., from the OSHA practice law firm of

Constangy, Brooks, & Smith in Atlanta; Dr. Elizabeth Maples, Dep-

uty Director and Assistant Professor, Deep South Center for OH&S

at the University of Alabama-Birmingham; Matt Hollub, Associate

Director of the University of Alabama SafeState Onsite Consultation

Program, and Dan Copeland, Vice-President of McWane Global.

Congratulations to everyone who participated—and thanks for the

hard work and didication. While not every one of the 33 submitted

projects could place in the final competition, every project entry is

a winner for McWane, where we all benefit from the improvements

that each of us makes in our workplace.

See you at next year’s competition! s

mcwANe eRgo mANIA

2013!

mcwANe eRgo mANIA

2013!From L-R: Matt Hollub, CIH, CSP, Pat Tyson, Elizabeth Maples, Dan Copeland

From L-R: Rusty Stoeckinger, Jill Drajer, Rita Scott, Trish Timm,Robert Gutierrez, Juan Gonzales,George Williams, Wally Tochman

Roger Morningstar, Eric Doland

McWANE 18 McWANE 19

AB&I fouNdRY shARes the stoRY of Its commuNItY IN AN ARtfuL wAY

or more than a century, AB&I Foundry has been produc-

ing pipe and fittings for use across the country. From its

site in Oakland, California AB&I has made components ffor US Navy submarines in World War II and bronze statues for

Market Street in San Francisco. Building off the work of founder

Joseph Boscacci, AB&I products are recognized for their superior

quality and craftsmanship and are 100% “Made in America” from

post-consumer recycled scrap material.

But for all its history in Oakland, AB&I has been walled off

from its community—literally. The foundry’s amazing work has

been taking place behind a high wall tracing the edge of the prop-

erty, wedged between Bay Area Rapid Transit (BART) train tracks

and San Leandro Street. To transform the relationship between

company and community, AB&I embarked on one of the largest

public art projects of its kind in the area: a beautiful mural 253-feet

long, eight-feet high containing more than 2,026 square feet of his-

tory and inspiration.

With the city’s former luster dulled by years of economic un-

certainty, AB&I’s efforts not only help beautify —they remind the

community of all it has accomplished while inspiring it anew.

“Our story is one worth telling, and our city is in desperate need

of beautification,” said Kurt Winter, AB&I’s general manager.

“The walls around our neighborhood are constantly tagged by

graffiti artists, so we decided to take action and turn our own

facility into a canvas for the benefit of everyone in the community.

The art is beautiful, and so too is the message behind it.”

Instead of bare walls, commuters on the BART train and driv-

ers cruising on San Leandro Street are presented with a striking

tableau of milestones, memories and moments of genuine civic

pride. Block by industrial block, AB&I is transforming its com-

munity while celebrating both local history and its own. Initial

scenes in the mural depict Boscacci making ornamental castings

for the city and the foundry’s work on behalf of the nation during

World War II. Later images illustrate AB&I’s pride in its

city and neighborhood, with iconic renderings of the Oakland

Zoo, the Oakland Raiders football team, Fox Theater and the

Christ of the King Cathedral at Lake Merritt. The richly detailed

mural also honors team members who have worked at AB&I

across its history.

Murals have long been used to celebrate achievement,

highlight important issues and inspire future generations to great-

ness. From Michelangelo to Diego Rivera to contemporary art

prankster Banksy, the mural is art in one of its most vital forms—

directly engaging us in our everyday lives, sharing beauty and

inviting new optimism for tomorrow. With so much value in

the images, finding the right artist was paramount. Luckily for

AB&I, acclaimed Bay Area painter Jean Bidwell from Castro Valley

embraced the commission—and embraced AB&I’s commitment to

community and sustainability by including visuals celebrating the

foundry’s accomplishments alongside those of the surrounding

community.

“We have a long history of social and environmental responsibil-

ity,” said Winter. “This is yet another contribution we are making

to improve our community, and it’s one we hope will inspire for a

long time to come.”

AB&I’s deep involvement in its community goes far be-

yond the pigments and personalities used in the mural. For

over two decades, AB&I has made environmental concerns a

top priority, investing $10 million in environmental technol-

ogy and training to set an industry standard for cleanliness and

environmental responsibility. Its community faces more threats

than just environmental ones, which is why AB&I has also

helped law enforcement get guns off of the streets by taking in

over 50,000 weapons and melting them down. This provides

local law enforcement a cost-free way to permanently keep guns

out of the wrong hands. AB&I also gives specialized confined

space rescue training to new Oakland firefighters.

There’s been a lot to celebrate in the more than 100 years since

Joseph Boscacci cast his first iron in his backyard. And now,

there’s an appropriately sized canvas for this story to finally be

shared with the community.

We just hope that there is room enough saved on the

wall so that AB&I’s future accomplishments can be artfully

memorialized too! s

sectIoNs of the AB&I muRAL

the mcwANe wAY Is the sustAINABLe wAY

foR geNeRAtIoNs

At McWane, we believe in doing things the sustainable way.While protecting the health and safety of our employees, we are committed to the environment, striving to take every possible measure to preserve our planet through caring corporate responsibility. The McWane way is the sustainable way.

It was a long hot summer in 1972 when a 12-year-old Terri Evans began helping her brother mow the grass

and maintain the landscaping at what would become the Manchester Tank Bedford facility. It was called Extruded

Alloys back then and their mother worked as the Executive Secretary/Personnel Assistant. A few years later,

Extruded Alloys closed the plant and Brunner Engineering eventually reopened the facility as an ASME Pressure

Vessel manufacturing facility and Terri’s mother regained her former position. By 1987, Terri’s mother retired

and Terri applied for the opening. E.B. Martin, the personnel administrator at the time, took Terri under

his wing and became an invaluable mentor. He saw her potential and took the time to help develop it.

“I have had various mentors throughout my career, each having an impact on different aspects of my professional

growth, from management skills, communications skills and technical skills. And while all of my mentors

have played a role in my ability to reach my goals, there are two that stand out above the rest. E.B. Martin

being the first to see my potential and now Larry Bowers is my mentor challenging me, encouraging me,

teaching me things I wouldn’t have otherwise known,” said Terri. “This gives me the confidence to be

effective in my job every day.”

Terri’s highly analytical mind, her commitment to quality and her Hoosier work ethic have proved to be

a fearsomely effective combination—helping her rise through the ranks despite changes

in facility ownership including Manchester Tank’s purchase of Brunner in 2000.

She also continued her professional development using the company’s

tuition reimbursement program to take college courses part time while

raising her family and working full time, and in 2007 Terri earned a

BS in Business Management.

The climb from the ground floor (literally) to management took time,

and along the way Terri learned not only the intricacies of our businesses,

but also the wisdom, discipline and perseverance necessary to excel. Today

she’s assistant group environmental compliance director responsible not

just for the Bedford facility, but a number of other manufacturing and

distribution centers as well.

“Watching Terri’s professional development and being able to play some

small part in that development has been one of the highlights of my time

with McWane,” said Corporate Environmental Director Larry Bowers.

Today Terri is paying it all forward, sharing her knowledge and

experience with those around her. Tiffany Smith, MTE Bedford’s

Environmental Manager, had this to say about Terri: “I have

been so fortunate to begin my career

under the tutelage and guidance of Terri. When I took my

position shortly after graduation, I was overwhelmed, but

Terri always took the extra time needed to help me to

succeed. Her mentoring has improved my skills,

enhanced my potential for professional growth and

given me renewed confidence. I am grateful for each

day that I have to learn from her.” So are we all!

teRRI eVANs A pRofILe IN peRseVeRANce

wAteR.It’s a vital part of everything we do.

Whether you’re fighting fires, watering crops,

or just taking a morning shower... chances are,

that water is being brought to you by the

McWane family of companies.

mcwane.com

M c W A n E I n C • P. o . B o x 4 3 3 2 7 B I R M I n G H A M , A l 3 5 2 4 3 • w w w . M c W A n E . C o M • © 2 0 1 4 M C W A n E , I n C . • A l l R I G H T S R E S E R V E D

ductILe IRoN pIpe dIVIsIoNAtlantic States Cast Iron Pipe Company

Canada Pipe Company, LTD

Clow Water Systems

McWane Cast Iron Pipe Company

Pacific States Cast Iron Pipe Company

McWane Coal Company

INteRNAtIoNAL sALes & tRAdINgMcWane Global

McWane Poles

McWane International

wAteRwoRks VALVes & fIRe hYdRANtsAmercan R/D

Clow Canada

Clow Corona

Clow Valve Company

Kennedy Valve

M&H Valve

wAteRwoRks fIttINgsTyler/Union Foundry Company

Tyler Xianxian

soIL pIpe, soIL fIttINgs & coupLINgsAB&I FoundryAnacoBibby-Ste-CroixFonderie LaperleTyler Pipe Company Tyler Coupling

Wade

pRopANe & compRessed AIR tANksManchester Tank & Equipment Company

MTE Cemcogas, SA

fIRe extINguIsheRs & fIRe suppRessIoNAmerex

Getz Manufacturing

Janus

Solberg Scandinavian AS

techNoLogY ComTech Korea

Futurecom Systems Group

Synapse Wireless

Nighthawk

BRINgINg the wAteR You Need to the pLAces You Need It.