cashman ink magazine - summer 2014

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CASHMAN inkSUMMER 2014

A Cashman Companies Publication

CASHMAN

MARINETERMINAL:

UNVEILEDSAFETY WEEK 2014

LONGFELLOWBRIDGE REHAB

2 CASHMAN INK SUMMER 2014

IN THIS ISSUE:ADVANCEMENTS IN TECHNOLOGY

TURBINE OVERHAUL

03

08 ISTHMUS TRANS- LOADING AREA18

LONGFELLOWBRIDGE10

CASHMAN MARINETERMINAL06 SAFETY WEEK

RECAP14

NEW EMPLOYEES20

Jay Cashman, Inc. is a comprehensive construction company, well regarded within the industry for its diverse technical capabilities, professional project management, and consistent performance.

From senior managers to site superintendents, from accountants to equipment operators, Cashman employees are experts in their fields. This expertise combined with high standards, determination, and confidence enables Jay Cashman, Inc. to take on some of the most difficult dredging, marine, heavy civil, and environmental projects in the world.

EDITORS:Megan SylviaMichelle FrawleyMichael Empey

CONTRIBUTING EDITORS:Brad WallacePaul DiFrennaJohn BurkeMark QuinnBrian ClarkTrevor ChildsBill Campbell

FORE RIVERVENTURES12

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EDITIORS:

Cashman is integrating the latest business software into the organization’s technological infrastructure. These advancements are designed to save Cashman employees time, improve their productivity, and enable them to better serve Customers.

Streamlined Human Resources Tools

The Cashman Human Resources (HR) Department is streamlining recruiting, onboarding, and performance tracking procedures using the Oracle Taleo Cloud Service. This cloud-based talent management platform enables the HR Department to post jobs and receive applications via a Web portal. All information is stored automatically in an online repository.

The HR Department can review applicant information and contact candidates directly to continue the evaluation process. Once a candidate is selected, he or she gains access to another Web portal for new hires to fill out company paperwork and sign forms electronically. The service also offers management tools to help track and review employee performance.

Improved Transaction Tracking and Payment Solutions

The IT and Accounting Departments are in the final stages of implementing Comdata credit card management software, which provides integrated financial solutions for managing spending on business purchases. At Cashman, Comdata will enable project managers and employees to track and code credit card transactions for themselves and colleagues. Additionally, the software differentiates between fuel and other credit card purchases to enable Cashman to better track the fuel costs of individuals and companies.

CASHMAN ADVANCEMENTS IN TECHNOLOGYAnother accounting tool planned for implementation is Viewpoint’s Document Management software. This productivity module complements the Viewpoint V6 Software® suite to link documents and images to V6’s data records. When fully integrated, Cashman can quickly and securely retrieve records using text search, categorize related documents, and reduce the need and cost for paper files and postage.

Connected, Informed Team Members

The IT Department officially has launched Cashman’s corporate intranet site. It provides a user friendly platform to foster communication, enhance data sharing capabilities, and serve as a central, organized repository for company information.

The Cashman intranet will continue to grow in the coming months, but it already offers access to corporate information and company news, HR benefits forms, and project documentation.

Planned Improvements

The IT Department will focus on continuing to research and integrate innovative technologies to advance operations at Cashman. Improvements currently being considered for implementation include integrating existing Cashman software programs with the Salesforce customer relationship management (CRM) product for the Business Development Department to take full advantage of Salesforce capabilities.

Cashman also is investigating ways to use the latest technology to improve the company’s corporate safety program training and reporting processes.


By Brad Wallace

On April 2, 2014 while completing dredging operations for the Jupiter Beach Restoration Project, the Atchafalaya crew received a distress call over the radio.

A recreational diver had been missing off the coast of West Palm Beach Inlet for over four hours. After keeping a careful lookout, the Cashman crew spotted the man just before nightfall. They immediately contacted the U.S. Coast Guard and took swift action to

The Cashman Weeks NB team recently achieved 200 days without a lost time incident on the New Bedford Marine Commerce Terminal project. To celebrate this safety achievement, the team had a catered lunch from Tennessee BBQ and received safety-themed t-shirts.

Congratulations to the Cashman Weeks NB team for achieving this milestone and for their ongoing commitment to safety.

NEW BEDFORD PROJECT CELEBRATES 200+ DAYS WITHOUT LOST TIME INCIDENT

ATCHAFALAYACREW RESCUES

D I V E R recover the diver as quickly and safely as possible.

Once the man was brought aboard the Atchafalaya, he was evaluated and reported safe and healthy, although he was extremely exhausted from his struggle to stay afloat. It was learned that after he was separated from his father’s fishing boat, his spear gun had punctured his buoyancy compensator (floating device), and both of his fins had snapped while he was trying to keep himself afloat.

The man was reunited with his father alongside the Atchafalaya while the U.S. Coast Guard helicopter that had been searching for him hovered above. Cashman employees Dan Hassett, Brad Wallace, and Pete Howell all played vital roles in the rescue.

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IPC-LYDON PERFORMS MAJOR TURBINE OVERHAUL AT NARROWS STATION

By John Burke

In February 2014, Industrial Power Contractors – Lydon (IPCL) was contracted to perform a major gas turbine generator overhaul at U.S. Power Generating Company’s Narrows Station in Brooklyn, NY. IPCL provided supervision, millwright and boilermaker services, tools, and equipment to overhaul the gas turbine.

Most turbine overhauls are done inside a power house in a somewhat controlled environment, but not this one. Narrows Station is a peaking power generation facility consisting of 16 23MW GE Frame 5 gas turbine generators mounted on barges moored on the Hudson River. With the Manhattan skyline and the Statue of Liberty as a backdrop, our team battled the elements. Led by Superintendent Kevin Donahue, IPCL worked in the dead of winter for 10 hours per day, six days per week for two months to overhaul the machine.

Turbine overhauls involve the challenging work of disassembling large fitted bolts and heavy equipment and finessing the final alignment of the rotor to within a few thousandths of an inch tolerance. The entire process is a carefully orchestrated operation with every step strategically planned, executed, and documented. IPCL adhered to these strict project requirements while handling extreme weather conditions, an impressive endeavor that did not go unnoticed by our Customer and the Owner.

With this job complete, the IPCL turbine team moved on to Memphis, TN where they overhauled three GE Frame 5 gas turbine generators for the Tennessee Valley Authority (TVA). Like Narrows Station, these units also were outdoors, presenting a new set of extreme weather challenges – including tornadoes – which the IPCL team was well-prepared to handle while completing the job efficiently and safely.


By Michelle Frawley & Lew Conley

A One-Stop Solution for Safe, Affordable Sediment Management

The Cashman Marine Terminal located in Elizabeth, NJ is a full-service, permanent material processing facility providing an accessible, sustainable solution for managing contaminated sediment and soil. Cashman’s goal is to provide Customers with a safe, environmentally sound solution at an affordable price.

An Industrial Past

Before becoming Cashman’s sediment remediation facility, the Cashman Marine Terminal site had an industrial history dating back over a century. In 1883, the Borne-Scrymser Company opened a 14-acre site on South Front St. in Elizabeth along the Arthur Kill. The company refined and marketed lubricating oils for industries including textile mills, and it had a considerable export business. About 100 different grades of oil were manufactured.

Nine years later, a fire destroyed many of the main buildings at the plant but left the oil storage tanks, filled with thousands of barrels of oil, untouched. The plant was rebuilt on an even larger scale, and the company became independent in 1911.

Over the next 40 years, the company expanded its services to include products for leather tanning and dye tints for textiles. The company leased some of its bulk tanks to other companies for storing various petroleum and chemical

products as well. In 1956, the name of the company was changed to Borne Chemical. When oil prices climbed sharply in the 1970s, the company began to sell recycled motor oil and auto transmission fluid. Ultimately, this process became unprofitable when oil prices dropped in the 1980s.

The Road to Remediation

The New Jersey Department of Environmental Protection (NJDEP) first identified a pollution problem at the Borne Chemical site in 1978 when Polychlorinated biphenyls (PCBs) were found in waste oil in the storage tanks. On February 15, 1980, Borne Chemical filed a petition for bankruptcy. Between 1983 and 1985, NJDEP negotiated with Borne Chemical’s owners and waste generators to undertake removal and disposal of waste at the site. However, the parties were unable to reach an agreement due to Borne Chemical’s financial condition.

On April 4, 1985, the State formally requested authorization for $2,375,000 from the Spill Compensation Fund for the purpose of sampling, staging, removal, and disposal of hazardous waste materials at the site. The NJDEP issued a directive on July 7, 1987, naming 28 corporations it believed were responsible for removal of hazardous substances. By September of 1989, 18 companies entered into an agreement, entitled the Administrative Consent Order II, with NJDEP to comply with the directive. The site was designated as a Brownfields Development Area and was listed on NJDEP’s Known Contaminated Sites List (KCSL).

CASHMAN MARINE TERMINAL OPEN FOR OPERATION

Borne-Scrymser Co. Plant, 1889

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Cashman Assists with the Cleanup

Cashman was contracted to work with potentially responsible parties (PRPs) to coordinate and complete the cleanup process. Remediation activities included initial light demolition in the site area, remediation of sediments affected by chemical processes, and the transportation and disposal of excavated materials. Cashman safely removed soils contaminated with PCBs, VOCs, and heavy metals all found at the site. Cashman also constructed a new 400-ft.-long bulkhead with a receiving platform.

The Cashman Marine Terminal in Action

All operations at the Cashman Marine Terminal are guided by Cashman’s Safety Policy and overseen by a team of remediation experts. Sediment is delivered by barge to the facility, and the team selects the most appropriate processing method. Cashman is permitted to complete the following processing techniques at the facility:

• In-barge processing• Pugmill processing• Mechanical dewatering

Additionally, the Cashman Marine Terminal holds the following permits:

• Waterfront Development Permit• Air Permit• Water Discharge Permit• Water Quality Certificate

Whenever possible, Cashman works to find beneficial reuses for the processed materials. To date, materials processed

at the Cashman Marine Terminal have been reused for site remediation, landfill closures, brownfield development projects reuse, and mine reclamation projects.

Customer Benefits

The Cashman Marine Terminal meets the needs to a variety of Customers across the region. The facility has easy water access to New York and New Jersey ports as well as the Passaic River, Gowanus Canal, Newtown Creek, and various EPA Superfund sites. The facility accepts numerous material types, including: dredged sediments not suitable for Historic Area Remediation Site (HARS) placement, impacted sediments such as those from Combined Sewer Overflow (CSO) and Superfund Sites.

Because the Cashman Marine Terminal is a permanent facility, Cashman offers cost savings to Customers by being able to bundle projects, resulting in economies of scale. By having all permits in place for the facility, Customers can also optimize their project schedules. Additionally, risks and errors are minimized when working with Cashman’s experienced team. Customers can rely on Cashman to understand the processing requirement for difference sediment types with regard to safety, health, sediment management, and sediment placement.

The facility’s flexible layout and central location enable Cashman to offer other convenient services as well. The Cashman Marine Terminal is a viable option for transporting equipment from land to water. Cashman also can perform heavy lifts from land to water at the site.


By Brian Clark

TDC (The Demolition Corporation, LLC) was subcontracted to perform selective structural demolition for the Longfellow Bridge Rehabilitation Project under MassDOT Contract No. 72699. TDC’s scope of work includes the removal of concrete sidewalks, concrete bridge deck, steel stringers, steel floor beams, steel spandrel columns, and concrete crosswalls in the abutments and piers. These items will be replaced by the General Contractor to increase the structural and seismic capacity of the bridge.

The iconic Longfellow Bridge crosses the Charles River and carries the MBTA Red Line and four lanes of vehicular traffic to connect Boston with Cambridge. Approximately 28,000 motor vehicles, 90,000 transit users, and numerous pedestrians and bicyclists cross the bridge each day.

Built in 1908, the Longfellow Bridge was completely rehabilitated only once in its lifetime, in 1959. The current rehabilitation project is part of the Patrick Administration’s

Accelerated Bridge Program to improve structurally deficient bridges in the Lower Basin area of the Charles River. The goals of this project are to address the bridge’s structural deficiencies, upgrade its structural capacity, and bring the bridge up to modern code to meet accessibility guidelines and make multi-modal access improvements.

The project is divided in four stages to minimize the impact to the public: inbound to Boston vehicle traffic, MBTA inbound, MBTA outbound, and outbound to Cambridge vehicle traffic. The project includes 25 weekend diversions of the MBTA over the three-and-a-half-year schedule. During the weekend diversions, buses replace Red Line trains on the bridge. The first weekend diversion began in August 2013 with the removal of a portion of the inbound side of the bridge (known as D Line Demolition) adjacent the MBTA Reservation to allow the installation of a safety / debris fence prior to commencing Phase 1 construction.

Over the course of four weekends, TDC removed approximately 1,800 linear feet of the bridge structure on the inbound

LONGFELLOWBRIDGE REHABILITATION

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roadway and complete the installation of the debris barrier. TDC completed extensive engineering, planning, scheduling of personnel, and coordination with the General Contractor to complete the work on diversion weekends.

This work included the removal of fence, granite blocks concrete deck, stone ballast, structural steel, and pier concrete in fewer than 30 hours on each weekend. TDC finished six hours ahead of the General Contractor’s schedule duration for the demolition activities each weekend, despite the challenges of limited access and work area on the bridge. TDC’s trucking subcontractors provided support to ensure the continuous removal of concrete and steel debris from the bridge.

Over the last two months, TDC has begun removing the existing inbound bridge structure. The bridge demolition sequence includes removing the sidewalk and overhang first, followed by the roadway section, then the structural steel and spandrels down to the original arches, which are to remain. Demolition over the piers is performed in conjunction with the span removal.

To remove the bridge in a safe and efficient manner, TDC added new equipment to the fleet: a Gradall XL5200, CAT321D LCR zero radius excavator, CAT 236B skidsteer, and a CAT 924K loader. Each excavator is equipped with a bucket, grapple, and hydraulic hammer attachments for any facet of demolition required. The use of the Gradall is required to comply with the restrictions of the MBTA’s Working Envelope. To prevent the boom of the machine from entering the Working Envelope, the Gradall is outfitted with crane instrumentation that will monitor the boom angle and length through a mini crane reel mounted on the boom. Due to the limited work area on the bridge, a CAT 321 excavator featuring a compact radius design is being utilized for its minimal tail swing and hydraulic capacity.

Overcoming project challenges and continuously coordinating logistics, TDC has excelled as one of the top subcontractors on the project, beating schedule durations and working safely with zero recordable or lost time injuries.


By Trevor Childs

Fore River Ventures, LLC, a Cashman-backed search fund comprised of Trevor Childs and Rob McMenimon, secured its first equity investment in October 2013 – Co-Energy America.

Since then, the Fore River Ventures team, with ongoing support from Jay Cashman, Inc., has been growing Co-Energy America while still searching for additional distributive energy concepts and companies to buy.

Who is Co-Energy America?

Since 1998, Co-Energy America has been a leading developer of packaged combined heat and power systems (CHP), specializing in the design, manufacture, installation, and maintenance of 60 kW to 1 MW units. Co-Energy America CHP systems are designed around natural gas-fired reciprocating engines. This prime mover of the CHP system is a durable, reliable, and efficient industrial engine with low fuel consumption and low emissions.

What is CHP or Cogen?

The process of generating electricity also generates heat. In traditional simple-cycle power plants, heat is treated as a by-

product and allowed to go to waste. Onsite CHP or “Cogen” systems are much more efficient. They generate electricity and capture the heat through heat exchangers, using it as a source for hot water, heating, and even cooling.

A CHP unit runs on a continuous basis, constantly generating onsite power and thereby avoiding the need to purchase roughly 30-50% from the grid. The heat by-product is also constantly being generated, so finding sites that can use the heat is the key to efficiency. Co-Energy America’s CHP units are over 85% efficient, which means that 85% of the energy value can be captured from one unit of fuel.

Key Benefits of Cogeneration

Clean, Environmentally Friendly Energy. All of Co-Energy America’s cogeneration units run on natural gas, which is the cleanest fossil fuel, helping to qualify this equipment as an alternative energy solution. Like wind and solar energy, Co-Energy America’s systems generate alternative energy credits. Also, the systems help facilities reduce their carbon footprints.

Cogeneration Reduces Utility Bills. Generating on-site power effectively avoids buying power from the grid and all of the associated transmission and distribution costs. A CHP system typically produces a two- to four-year payback on the project followed by roughly 10 additional years of savings.

Reliable Onsite Energy. Our CHP systems can be designed for backup capability meaning the facility can operate the Cogen when the grid is down. Given the recent increase and severity of storms, many sites are looking for resilient back-up power.

FORE RIVER VENTURES, LLC ACQUIRES STAKE IN

C0-ENERGY AMERICA

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Co-Energy America’s Continued Success and Growth

Co-Energy America has designed and installed over 60 cogeneration units at schools, hotels, apartment buildings, assisted living facilities and other commercial properties totaling nearly 10 MW of continuous power throughout New England. Co-Energy America continues to operate and maintain all of these installations in addition to a growing service division for other CHP systems installed from Maryland to Maine.

Co-Energy America recently signed a multi-year service agreement with the Harpoon Brewery in Boston and Avon Old Farms School in Connecticut, and they have been growing in the Tristate Area thanks to a new office in New York. Co-Energy America also provides consulting and troubleshooting services nationally.

A cogeneration system uses less fuel to produce the same amount of energy, saving money and helping to protect the environment.

Join the Energy Revolution

Co-Energy America always is looking for sites with large and constant heat and electric demands – specifically sites with thermal usage or heating needs greater than 4,000 therms / month. Typical locations include:

• Apartments, Co-ops, and Condominiums• Assisted Living Facilities• Nursing Homes• Senior Housing• Colleges and Institutions• Schools / Community Centers • Hospitals• Hotels• Athletic Clubs

• Industrial Facilities• Prisons

Co-Energy America can support a cogeneration project from beginning to end, or jump into a project at any stage. We also can finance projects through power purchase agreements. If you have an idea for a site, gather the past 12 months of energy costs for Co-Energy America to assess the feasibility of the site. This includes itemized utility bills (gas and electric) and any costs associated with backup power. Co-Energy America offers finder’s fee should a project go forward. Contact Trevor Childs at [email protected] or Rob McMenimon at [email protected] for more information.


By Paul DiFrenna

The Cashman Companies recently held Safety Week 2014, a series of activities and forums focused on jobsite and workplace safety. Construction and dredging companies nationwide participate in this annual event to enhance safety awareness and improve safety education. Cashman Safety Week 2014 took place at every Cashman project site and office and challenged all Cashman leaders and employees to renew their commitment to safety.

Each day of Cashman’s Safety Week 2014 posed a new call to action to improve different areas of safety, which Cashman answered with improved processes, resources, and education.

• Monday – Announce it! Job site crews conducted and documented site-wide inspections to proactively seek out and address potential hazards. Cashman created inspection forms for: Construction Work Environments, Slings, Ladders, Hand & Power Tools, Lock Out / Tag Out, and Employee Protection (such as PPE). Additionally, all Cashman employees signed statements to affirm their commitment to safety, which are now posted at jobsites and at the corporate office.

• Tuesday – Tag it! Cashman began testing new user friendly Tyvek® Tags (bands) to ensure any tool or equipment taken out of service is tagged as required by the regulations.

• Wednesday – Sign it! Cashman reviewed administrative controls on jobsites. Safety signs and postings were installed, refreshed, or removed as needed.

• Thursday – Wear it! Cashman distributed a series of hardhats stickers to identify workers that participated in safety week, have qualified rigger documentation on file, have qualified signalperson documentation on file, and have a first aid certification on file. Cashman also introduced a “Green Stripe” program as a way to identify craft workers that are new to the company. The hardhat sticker is an easy way to see who may need coaching and to ensure Cashman supervision engages new workers early in their Cashman careers.

• Friday – Live it! Employees and crews reflected on Safety Week 2014 over lunch and held forums to discuss safety topics and education.

Continual Improvement is one of the guiding principles of Cashman’s safety culture. To improve the Cashman Safety Week program for next year, Corporate Safety Director Paul DiFrenna is collecting feedback about Safety Week 2014. Participants have recommended incorporating more hands-on training, including more demonstrations, and providing additional ground-level safety instruction for crews. Please contact Paul DiFrenna with any comments or suggestions by phone at (781) 382-5577 or by email at [email protected].

SAFETY WEEK 2014


COMPLIANCE. We will comply with all applicable safety regulations and

requirements and will implement programs and procedures to assure

compliance.

PREVENTION. We employ management systems and procedures to

identify and correct unsafe conditions. We will train our employees to

identify potential risk so we may take steps to prevent harm to our

employees, other trades on the project or the community

MONITORING. We will measure our safety performance and efforts. The

measurement results will allow us to benchmark in order to evaluate our

performance against the industry and more importantly against our own

safety standards.

COMMUNICATION. We will communicate our commitment to a safe work

environment and expectations at every project

location to our employees, vendors, and clients.

We will share lessons learned throughout the

company.

CONTINUOUS IMPROVEMENT. We will seek

out opportunities on every project

location to improve our

performance and adherence to

these principles.

SA

FE

TY

PO

LIC

Y

MAY 4 -10, 2014

SAFETY WEEK 2014


By Bill Campbell

Cashman Dredging has been issued a change order to the ongoing General Electric (GE) Hudson River contract 42A for the design, construction, and operation of a transloading facility (called the Isthmus Transloading Area or ITA) in the town of Fort Edward, NY.

The purpose of this facility will be to transfer contaminated sediment dredged from a landlocked section of the Hudson River (a portion of the river between two dams which is not accessible by boat) across a spit of land to hopper barges staged in the Champlain Canal. Loaded hopper barges will be transported to GE’s existing Fort Edward Processing Facility for ultimate disposal.

Cashman originally proposed the concept of this facility as an alternative to the construction of a dedicated mechanical dewatering and water treatment plant. GE, the EPA, the

New York State Canal Corporation, and other governing agencies recognized that the transloading facility concept would provide an improved solution to management of the landlocked sediments by eliminating the need to truck the dewatered sediments to the existing processing facility for loading onto railcars.

The notice to proceed for this work was received in mid-February 2014 and start of construction proceeded almost immediately thereafter. The construction of the facility had to be substantially complete by May 1, 2014, the date the New York State Canal Corporation began flooding the canals for the navigational season.

In order to gain full access to the site, the first task was to construct an earthen embankment, or causeway, across the drained canal. This work was followed by clearing, grubbing, and excavation of a 400-ft.-long embayment to the canal to provide berthing for the hopper barges outside of the


HUDSON RIVER DREDGING PROJECT: ISTHMUS TRANSLOADING AREA (ITA)

existing navigational channel limits. The southernmost portion of the cut consisted chiefly of shale bedrock, which was excavated with a 13,000-lb. hoe ram. The northern half of the excavation was comprised almost entirely of silty soils, which had to be sloped back significantly and dressed with a thick course of armor stone.

The remaining construction activities consisted of preparation of sub grade, placement of geomembrane liner, installation of decant and contact stormwater drainage systems, forming and placement of a 65-ft. by 50-ft. concrete slab with monolithic curbs for the containment of sediments, erection of spill pans, and fender and bollard installation.

Once dredging activities begin in the landlocked area, the transloading of sediment will be performed utilizing two CAT MH3059 material handlers, one stationed on either side of the containment slab. Each MH3059 will be outfitted with a 2-cy TGS level cut bucket. The southernmost MH3059 will

offload the material from modular barges in the landlocked portion of the river and place the material within the limits of the containment area. The northern MH3059 will then take the material and load the canal side hopper barges.

Dredge water will be decanted from the river side barges directly to the canal side hopper barges by means of a 6-in. hydraulic pump and hose system. Storm and leachate water collected from the containment slab also will be pumped directly to the canal side barges through a separate 4-in. sump pump. Two 21,000-gallon-capacity frac tanks have been mobilized to the site for contingency capacity in the event that barges are not available in the canal.

To support the decant operations and for general operation and maintenance activities, the site is equipped with a Grove RT770 rough terrain crane.

The ITA became operational the week of June 23, 2014.


STERLING EQUIPMENT

By Dave Clark

New Equipment

Over the last several months, Sterling Equipment, Inc. has bought and built new equipment to expand the fleet and take on new projects. Sterling’s newest equipment purchase is a Sennebogen 880 Material Handing Machine with an 80-ft. reach and a 12-cubic-yard (cy) hydraulic clamshell bucket. Sterling purchased the machine in Charleston, SC and transported it by barge to Staten Island.

The Sennebogen currently is mounted on a 200 ft. x 56 ft. x 13 ft. spud barge and is offloading material dredged from New York and New Jersey Harbor. This material is being loaded directly into dump trucks for upland disposal at the offload facility. Sterling currently is in negotiations for a multiyear contract for this operation, which is expected to be finalized within the next several weeks.

In a continued expansion of its dredging fleet, Sterling is building another 5,000-yard dump scow at St. John Shipbuilding. The 267 ft. x 54 ft. x 23.8 ft. barge is the same design as the M.E.R.C. Shevlin and is scheduled to be completed in July 2014.

This will be Sterling’s first dump scow to be built with deck compression plates to reduce the midsection bending caused by heavy dredge materials.

UPDATES


STERLING EQUIPMENT UPDATES

Strong Island Crane Barge Update

In 2013, Sterling undertook an innovative project connecting two ex oil barges together to create the 269 ft. x 108 ft. x 17 ft. spud barge, the Strong Island. The culmination of this project was installing Sterling’s 750-ton Manitowoc 4600 Ringer onto the barge to give it a more stable operating platform as well as sufficient deck space for boom storage.

Currently, the crane and barge are on a one-year contract with the Tappan Zee Bridge project, along with 12 other Sterling barges.

Other Projects

Along with equipment barge, tug, and heavy civil equipment rentals, Sterling also transports various cargoes along the East Coast and Gulf Coast. One of the most recent projects involved loading a 650-ton Travel Lift at a shipyard in Bridgeport, CT and transporting it to May Shipyard in Staten Island, NY.


WELCOME ABOARD!The Cashman Companies would like to introduce some of the new employees who have joined the us over the past six months.

SHANE CORREIACashman Dredging | Surveyor/Field Engineer

“I’m from Providence, Rhode Island and graduated from the University of Rhode Island with a degree in Ocean Engineering. I enjoy surfing and golfing in my free time. ”

PAUL DIFRENNAJay Cashman, Inc. | Corporate Safety Director

“I am a Certified Safety Professional (CSP). My wife and I have four boys (ages 9, 6, 6, and 5) that make our days very full and exciting. When I have the time, I enjoy photography, trail running, road cycling, woodturning, gardening, and listening to anything with a guitar (classical , jazz, rock).”

BILLY BURCHILLJay Cashman, Inc. | Business Development Intern

“I am going to be a senior at Trinity College. I am an urban studies and architecture major and I also play on the golf team. During my free time I enjoy watching the Red Sox win and playing my guitar.”

LAURA MILESCashman Dredging | Site Safety Representative

“I am originally from the Buffalo, NY area and I enjoy hunting, fishing, camping, NASCAR races, and sports. I’ve been in the dredging industry for almost 4 years. I am working towards my BS in Occupational Safety and Health from Columbia Southern University.”

DONALD SWEETCashman Dredging | Field Engineer and Hydrographic Surveyor

“I graduated as an ocean engineer from the university of Rhode Island. I’m originally from Cranston, Rhode Island.”

ADAM GALBRAITHJay Cashman, Inc. | Software Analyst

“I have been working at Jay Cashman in the IT department since March. I have met a lot of good people in the short time I have been here. Some of my interests include watching sports, playing pool, darts, guitar, poker, going fishing, and astronomy.”

DIANNE HELANDERJay Cashman, Inc. | Payroll Manager

“I look forward to the challenges that lie ahead and working with a great group of people. I enjoy spending time with my two girls and training for road races. I hope to be able to run my first half marathon this year and train for a marathon next year.”


ALEX KLEINCashman Dredging | Quality Control Inspector and Scale House Manager

“I’m Originally from Albany, New York. I graduated from SUNY Plattsburgh in 2013 with a Bachelors of Science in Geology. I enjoy hiking, fishing, and swimming.“

AARON SULKEYCashman Dredging | Quality Control

“I have a B.S. from Oneonta State in Environmental Science; Hydrology. My professional background is in natural gas exploration and distribution. I enjoy fly fishing and I’m a volunteer coach for a high school wrestling team.”

BRIAN MCLEANJay Cashman, Inc. | Business Development Analyst

“I graduated from Westfield State University and started working at Cashman in February. I enjoy the fast paced atmosphere and traveling this job entails. I enjoy the beach, being active, and spending time with family.

MICHELLE FRAWLEYJay Cashman, Inc. | Sr. Proposal Specialist

“I work on proposals and marketing projects for the business develop-ment group. Outside of the office, I enjoy going to the beach, playing tennis, and traveling.”

MARTIN KENEALYJay Cashman, Inc. | Project Manager/ Engineer

“I’ve been in the heavy civil industry for a few years since graduating with my engineering degree from UCF, seeing every aspect of the business from project proposal to punch list. With the experts here at JCI, I plan to absorb and help my team prosper in the years to come”

GREG FLEMINGJay Cashman, Inc. | Accounting/HR Intern

“I’m a senior at the UMass Boston, majoring in Economics. I’m an avid Skier, Scuba Diver, Tennis player, golfer, and runner. *I would like to extend a big Thank You to all the JCI employees that supported my 2014 Boston Marathon Run - we raised over $2000 dollars for Camp Shriver!”

JAY PIERCYPatriot Renewables | Vice President of Operations

“I joined Patriot after spending 11 plus years with General Electric. I have 18 years of power industry and engineering operations experience. I have two children, Ava and Amelia who are an absolute joy to be around. I enjoy snowboarding in the winter and spend my summers in Maine.”

ANTHONY SYLVESTERCashman Dredging | Field Engineer and Hydrographic Surveyor

“I graduated from Eastern Connecticut State University Graduate in December 2013 as an Environmental Earth Science Sustainable Energy major. I currently work on the GE Hudson River project in New York.”


FIND US ONLINE WORK WITH US

Jay Cashman, Inc.549 South StreetQuincy, MA 02169

In a continuing effort to increase the diversity of our work force, we would like to remind all employees that it is the policy of The Cashman Companies to encourage employees to recruit qualified women and minorities for employement at our companies. Interested applicants should submit a resume to [email protected] and include the name of the employee who referred them.

www.JayCashman.com Facebook.com/ JayCashmanInc

Linkedin.com/company/jay-cashman-inc-

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