The Conveyor - Summer Issue 2018

Summer Issue

A publication of the California Construction and Industrial Materials Association

Safety Matters: Setting the Bar High

Eric Wittmann CEMEX USA Regional President West Region

Member Profile

6

Rebuilding CA

10

Production Trends 12 Prop 6 Reclamation

14 20

MOUNTAINS WILL CRUMBLE BEFORE OUR BELIEFS.

HitachiConstruction.com

COASTLINE Equipment

THE

CONVEYOR

TABLE of CONTENTS 4

CHAIRMAN'S LETTER

6

MEMBER PROFILE Leading the Way to a Culture of Safety in the Workplace

10

REBUILDING CALIFORNIA

12

PRODUCTION TRENDS

14

TRANSPORTATION & INFRASTRUCTURE

2018 SUMMER ISSUE

6

10

Final Portion Of Highway 1 “Mud Creek” Slide Opened July 18th

Construction and Industrial Mineral Production in the Post-Recession Economy

16

Stop the Attack on Bridge & Road Safety

16

EMERGING LEADERS

18

WORKFORCE

‘CalCIMA’s Emerging Leaders Program - The Evolution of a Leader’

20

Building a Career from the Ground Up

20 RECLAMATION

Solutions for an Efficient Mine Closure Process

The Conveyor is a publication of the California Construction and Industrial Materials Association.

The views expressed herein are fixed expressions of the contributing writers and not of CalCIMA. All rights reserved.

CalCIMA 1029 J Street, #420 Sacramento, CA 95814 (916) 554-1000 www.calcima.org www.distancematters.org

Published By Construction Marketing Services, LLC

Editorial Contributors Charley Rea, Director of Communications & Policy, CalCIMA

P.O. Box 892977 Temecula, CA 92589 (909) 772-3121

Gary W. Hambly, President & CEO, CalCIMA

Publisher Kerry Hoover khoover@calcontractor.com Editor Brian Hoover bhoover@ironads.com

The Conveyor • 2018 Summer Issue

Suzanne Seivright, Director of Local Governmental Affairs, CalCIMA

Graphic Designer Aldo Myftari The Conveyor is published quarterly each year by Construction Marketing Services, LLC All rights reserved. Reproduction in whole or in part without permission is prohibited.

Shana Crigger, Communications Director, Graniterock David Brown and Andrew Heinemann, Benchmark Resources

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CHAIRMAN'S LETTER

PROP 6 MUST BE DEFEATED IN NOVEMBER Our Golden State’s future is in jeopardy, again because of a ballot initiative, which if passed, would put lives at risk, worsen our quality of life and damage the economy. Yes, the news is that bad. The good news is we get to vote to defeat Prop 6; an initiative that would eliminate funding to repair our failing roads and bridges. As with any campaign like Prop 6, people will do the right thing if they know the facts. The problem is not everyone knows the facts, so here are some you can share with everyone you know. CalCIMA will also be assisting members who have expressed interest in educating their employees about the importance of voting No on Prop 6, by distributing more materials soon.

Prop 6 will eliminate the funding from SB1 that is forecasted to provide transportation funding (roads, bridges and infrastructure) to the tune of about five-billion dollars a year. By law that money CANNOT go to the General Fund or go to highspeed rail. Did you know that California has more than 1,600 bridges and overpasses that are structurally deficient or unsafe and 89 percent of counties have roads that are in ‘poor’ or ‘at-risk’ condition, well we do.

If Prop 6 passes it would “Jeopardize public safety. Cracked, potholed roads in poor condition pose a major safety threat to California drivers. This measure will cut funding currently dedicated to fixing roads and upgrading freeways, bridges, tunnels and overpasses to make them safer.”

“Stop transportation improvement projects already underway in every community. This measure would eliminate funds already flowing to every community to fix potholes, make safety improvements, ease traffic congestion, upgrade bridges, and improve public transportation. More than 5,000 local transportation improvement projects are already underway across the state thanks to SB 1 [the revenue source that Prop 6 would kill].”

“Make traffic congestion worse. Our freeways and major thoroughfares are among the most congested in the nation, and Californians spend too much time stuck in traffic away from family and work. This measure would stop projects that will reduce traffic congestion.”

“Cost drivers and taxpayers more money in the long-run. The average driver spends $739 per year on front-end alignments, body damage, shocks, tires and other repairs because of bad roads and bridges. Additionally, it costs eight times more to fix a road than to maintain it. By delaying or stopping projects, this measure will cost motorists more money in the long run.”

“Hurt job creation and our economy. Reliable transportation infrastructure is critical to get Californians to work, move goods and services to the market, and support our economy. This measure would eliminate more than 680,000 good-paying jobs and nearly $183 billion in economic growth that will be created fixing our roads over the next decade.”

Do the right thing. Educate your fellow Californians to Vote NO on Prop 6, and potentially save their lives.

Sincerely,

Aaron Johnston

VP of Safety Environmental and Quality Services Graniterock

4

www.Facebook.com/CalCIMA.org

The Conveyor • 2018 Summer Issue

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MEMBER PROFILE LEADING THE WAY TO A CULTURE OF SAFETY IN THE WORKPLACE “Nothing comes before the safety of our employees and the public.”

Eric Wittmann, CEMEX USA Regional President - West Region events. The 4 relates to the four fundamental principles of achieving zero injuries and occupational illnesses: accountability, behavior, communication and dedication.

'Life' means living safely off the job and sharing this value with contractors, vendors, families and friends. It means doing what is necessary to sustain zero, but also taking safety awareness beyond the workplace into our homes and our communities.

CEMEX is on an ongoing journey to reduce accidents as they strive toward a goal of zero injuries for life.

F

or Eric Wittmann, safety is not just a core value, it’s a moral obligation and business imperative he lives each and every day as CEMEX USA Regional President—West Region.

Wittman oversees all regional business activities related to concrete and aggregate production and sales for California, Nevada and Arizona. For more than a decade, he has been working to transform the culture across CEMEX, embracing safety from top to bottom.

COMMITMENT FOR THE LONG HAUL The CEMEX safety philosophy covers the entire production chain, from the quarry to shipment. They call it “Zero4Life.”

The zero in Zero4Life means zero recordable injuries, job-related illnesses, preventable vehicular incidents and environmental 6

“Zero4Life also means integrating safety into our daily lives and into everything we do as individuals and as an organization,” Wittmann says. “Safety is more a marathon than a sprint. It requires an enduring commitment.”

• Safety must be the number one goal – it is a moral obligation • Lead by example – follow all safety rules, wear your PPE • Focus on safety each and every day • Participate in the safety process – it is your responsibility • Don’t accept substandard conditions or behaviors.

Take Action to Eliminate Hazards • Ensure employees are properly trained • Make sure all equipment is safe – fix it or take it offline • Never compromise safety for production

Dawn to Dusk Mountain Bike Race Dec. 2017.

Wittmann knows a little something about endurance. When we first talked in late spring, he was training for the grueling Whiskey 50-mile off-road bike race.

Following that grueling ride, he had his sights set on the 27-mile Rim to Rim at the Grand Canyon, one of the premier endurance runs in all of the Southwest.

The Conveyor • 2018 Summer Issue

Endurance athletes like Wittmann are driven to succeed. Successful leaders are similarly driven, self-motivated, and passionate about their pursuit of excellence.

There is a strong sense of purpose that propels them toward their goals.

It is this sense of purpose that drives Wittmann and the safety culture at CEMEX. WE VALUE WHAT WE CAN MEASURE An endurance athlete measures everything – distance, split times, heart rate, recovery time, and more.

The same applies to safety at CEMEX where there are daily, weekly, monthly and annual performance indicators to help monitor progress, and as a powerful reminder of what’s possible.

All employees have safety in their performance targets. Wittmann schedules weekly calls on safety with his team to review performance and incidents. Every meeting starts with safety on the agenda and every year begins with safety week.

“If your performance is not excellent on safety, your supervisor will schedule a personal discussion with you to develop a plan for improvement,” Wittmann explains.

“We take our commitment to safety extremely seriously.”

This commitment to continuous improvement has paid off by making CEMEX a global leader, moving the company to near zero incidences.

IT’S A TEAM GAME Wittmann underscores the value of teamwork at CEMEX and working with colleagues within The Conveyor • 2018 Summer Issue

workplace safety.“Safety is job one for our industry,” said Gary Hambly, CalCIMA President/ CEO. “We are fortunate to have leaders who set the bar high.”

BUILDING A BETTER FUTURE

From left to right: CEMEX USA’s Director of Aggregate Operations – West Region Aggregates Matthew Branstetter, Lytle Creek Aggregates Plant Manager Rick Vasquez, Health & Safety Manager – West Region Augustus Gonzalez and Southern California Area Aggregates Manager Darin Janikowski.

the industry. “Growing up in a family business taught me that business is not a one-man show,” he says. “Every member of the team plays a critical role for safety and in the overall success of the company.”

The company and its managers also benefit from working with their colleagues as active participants on the CalCIMA Safety Committee – sharing ideas, responding to regulatory proposals, and working with the larger industry to share their experiences, according to Wittmann.

In 2017, the CEMEX Lytle Creek Quarry near Rialto, Calif., received the prestigious 2017 California Construction and Industrial Materials Association (CalCIMA) Excellence in Safety Award in the Large Aggregate category for its attention to safety.

These annual awards honor mines, plants and individuals, for excellence and outstanding achievement in safety innovations, culture and leadership. They also recognize the team effort from workers, supervisors, and management to allow for innovations, processes, and communication to improve

With an eye to the future, CEMEX is joining forces with customers and experts in the building materials industry to address issues the construction industry faces, including safety, through a series of Building Materials Forums across California.

“We often find ourselves spending far too much time addressing day-to-day concerns rather than long-range planning and networking with our peers,” Wittmann says. “I believe there is value in carving out a day from our busy schedules to hear from a variety of industry experts to better understand the internal and external forces impacting our business.”

At these forums, industry professionals share insights on trends, best practices, innovative products and the future. The goal is to identity opportunities to work together to be more be successful.

“Our customers face many of the same issues,” Wittman says.

“When we can arm them with information we have learned, we can work together to find solutions to common challenges, like staffing and driver shortages.”

The forums also include presentations on enhancing safety practices, monitoring and embracing a culture of safety first.“Making safety a personal responsibility and holding each other accountable for safe acts and behaviors, ensures that nothing comes before the 7

MEMBER PROFILE Eric Wittmann Background

Eric Wittmann is pictured here with his wife Denise. The Wittman’s have a 24-year old daughter and a dog.

In the fall, CEMEX will host its annual Run Around the Rocks, a 5K run-walk through Lytle Creek Quarry in Rialto, Calif. Hundreds of participants will follow a course into the quarry, 100 feet down, passing the massive equipment workers use daily to provide aggregates for concrete projects across Southern California.

health and safety of our people, contractors and the community.”

COMMITMENT TO COMMUNITY

of our operations and how we manage their impacts, but also the opportunities the aggregate industry offers.”

CEMEX also hosts events for nearby students and their families that give them an inside look at certain facilities while teaching them about operations.

“CEMEX is committed to building a better future for the communities in which we live and work,” Wittmann said. “By getting involved and showing children and their parents what we do, we not only deepen their understanding

CEMEX is a global building materials company that provides high quality products and reliable service to customers and communities in more than 50 countries throughout the world. Its U.S. network includes 11 cement plants, 43 strategically located distribution terminals, 57 aggregate quarries and more than 270 ready-mix concrete plants. n

Eric Wittmann was born and raised in Germany, outside Cologne.

He earned a degree in Computer Science and Business Administration from the European Business School in Germany, and later attended San Diego State University, in San Diego, CA. Wittmann joined CEMEX Germany in 1997 and held various leadership positions in the cement division. In 2009, he was appointed President for CEMEX in Germany, a fully-integrated portfolio of cement, aggregates, and ready-mix concrete businesses. He came to the United States in 2015 as CEMEX USA Regional President—West Region.

THE CEMEX HEALTH AND SAFETY MANAGEMENT SYSTEM, WHICH IS BASED ON THE FOLLOWING 14 PRINCIPLES, IS BEING IMPLEMENTED THROUGHOUT CEMEX OPERATIONS. • Leadership and management participation • Regulations, audits and inspections • Safe operative practices • Accident investigation and tracking • Behavioral safety • Health and safety training • Emergency preparation and fire prevention 8

• Contractors safety • Risk analysis, job safety analysis and PPE • Hazardous works and maintenance control • Safety promotion • Health risk • Facilities and work environment • Driving safety The Conveyor • 2018 Summer Issue

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The Conveyor • 2018 Summer Issue

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REBUILDING CALIFORNIA CALPORTLAND HELPS PAVE THE WAY WITH EARLY COMPLETION OF HIGHWAY 1 PROJECT

A

By Brian Hoover / Photos by Ed Harrison utilizing CalPortland Drones

fter a year and a half of cleanup and construction, motorists can once again travel the entire 100-mile stretch of Highway 1 between Cambria and Carmel. Closures began following a series of storms in late 2016, and the first half of 2017 that left several sections of the All-American Highway blocked, damaged and impassable. Storms and mudslides led to the closure of the Pfeiffer Canyon Bridge in February 2017, after movement and cracks in the supporting columns deemed the structure to be unsafe. On May 17, 2017, a massive landslide buried a half-mile stretch of Highway 1 at Mud Creek, located 34-miles north of Cambria. Reports indicate that as many as 75-acres of land containing millions of tons of earth was displaced creating around 15-acres of new shoreline.

Engineers determined that digging out and removing 6-million cubic yards of dirt and rock over a quarter-mile section of roadway may not be the best solution.

Instead, the decision was made to support the standing material and then build the new road on top of the newly stabilized surface.

General contractor, John Madonna Construction (JMC) of San Luis Obispo was awarded the $54-million contract from Caltrans to secure and shore up the surrounding hillsides, along with constructing a brand new asphalt roadway. According to a media release, JMC buttressed the new roadway with a series of embankments and compacted soil, followed by crews installing protective features like berms, rocks, netting, culverts and other stabilizing material. Crews worked 10

long hours, seven days a week to prepare the area for a solid asphalt pavement surface. JMC subcontracted the road paving construction to CalPortland Construction headquartered in Santa Maria.

Jesse Bishop is the construction general manager for CalPortland Construction, and he oversees the entire construction division.

His responsibilities include managing estimating, construction management, construction equipment, and rolling stock, as well as the implementation of all of the heavy civil work. “We signed a roughly $1 million contract and mobilized our paving equipment and crew from another location so that we could be sure to meet the opening day deadline,” says Bishop.

“JMC took care of all of the primary work and then we came in from July 9 to July 18 to put the icing on the cake, so to speak.” The icing he speaks of is, of course, the 4,000 tons of ¾” HMA Superpave mix paved over the ½ mile stretch of compacted base that JMC installed earlier. “There were higher mobilization and trucking costs involved due to the distance and proximity of the project,” says Bishop. “Additionally, we supplied

(Above) Millions of tons of earth displaced by massive landslide on May 17, 2017 on Hwy 1 at Mud Creek located 34-miles north of Cambria.

the hot mix asphalt from our Paso Robles plant, and although this was the closest asphalt plant to the job site, it was still further away than desired for optimum temperatures. We decided to use our Weiler material transfer vehicle (MTV) to remix the asphalt once it arrived on site, which allowed for much better compaction behind the paver. Without the MTV, we may have gotten into some cooler patches in the asphalt mat prior to compaction. The MTV homogenized the asphalt creating a much more durable and longer lasting pavement for the taxpaying motorists.”

According to Bishop, the aggregates that went into the asphalt mix were produced at two of CalPortland’s facilities, namely Rocky Canyon, which is a hard rock granite source located in Atascadero, blended with aggregate from their Garey Aggregate facility in Santa Maria. “The HMA was produced through our Paso Robles hot plant facility and transported by bottom dumps at around 25 tons per load,” says The Conveyor • 2018 Summer Issue

(Right) CalPortland Construction uses their Cat AP1055 paver and Weiler material transfer vehicle on Hwy. 1 Mud Creek Landslide Project near Big Sur.

(Left) Aerial view of new roadway paved by CalPortland Construction on Hwy1 at the site of what was billed as the largest landslide in California history.

Bishop. “The job went smoothly with a bit of a challenge getting the trucks in and out utilizing just one lane and entering and exiting from the same direction. To ease congestion, we put a full-time truck coordinator on-site to direct the flow of traffic efficiently.”

CalPortland Construction paved at a total varying width of 32 feet, with two 12-foot driving lanes and two 4-foot wide shoulders. “We had a 12-man paving and MTV crew, with two steel drum and one pneumatic roller performing the breakdown, intermediate and finish compaction duties,” says Bishop. “This was a time and materials contract, and although we signed a $1 million contract, our end of the work came in at right around $600,000, and the overall job was completed two months early.” Reopening Highway 1 has been a top priority for Caltrans and other state officials, who were cognizant and sensitive to the social and economic impact that the closing had on the central coast communities affected by the Mud Creek and other landslides in the area. The grand opening ceremony was scheduled for July 20 but took place two days earlier on the 18th instead. “We very much appreciated being requested by Caltrans to be The Conveyor • 2018 Summer Issue

a part of this monumental project that brought an efficient solution to the largest landslide in California history,” says Bishop. “Being vertically integrated allowed our company to supply the aggregate, asphalt, trucking and asphalt pavement construction in one seamless package. This was a great team effort made possible by our amazing crew members led by project manager, Brian Shiffrar, project engineer, Jake Coleck, general superintendent, Jim Pineo and project foreman Andy Marsalek.”

The Mud Creek slide project was one of three initial contracts awarded in the effort to reopen Highway 1 as soon as safely possible. Pfeiffer Bridge was another contract where contractor Golden State Bridge built the nearly 1,000ton steel bridge on one side of the canyon and then pulled it 300 feet to the other side. Additionally, there was the Lucia to Big Sur slide contract, where CalPortland Construction was the prime contractor. “This 23-mile long project was related to the same May 2017 storm system, located between Lucia and Pfeiffer Canyon Bridge projects,” says Bishop. “We performed all of the road clearing, embankment

rebuilding, and repaving on this approximately $5.5 million project.”

CalPortland is the largest building materials company, which produces, aggregates, cement, asphalt and other construction materials on the West Coast. They have operations in Alaska, Washington, Oregon, California, Nevada, and Arizona, as well as British Columbia and Alberta. Their commitment to environmental leadership and sustainable products has served to make their organization stronger each year and a primary choice of contractors since 1891 when they started out as a cement producer in Colton. “CalPortland has grown substantially over the past 125-plus years, as we have become a much bigger player in not only the cement market but also in aggregates and ready-mix production industries,” says Bishop. “We have also witnessed continued success in the construction end of our business since the acquisition of the former Union Asphalt Company in 2008.

It is exciting to be a part of historical jobs like the Mud Creek slide project, and we look forward to doing our part to make California better through sustainable construction methods and techniques.”n 11

PRODUCTION TRENDS CONSTRUCTION AND INDUSTRIAL MINERAL PRODUCTION IN THE POST-RECESSION ECONOMY

T

By Charley Rea, CalCIMA, Director of Communications & Policy

he economic recession that began in 2007-2008 was a significant set-back for construction and industrial materials producers in California.

We know things are better now, but it is interesting to look at the numbers to see where we have been and where we are today.

This article will look at three time periods, for which data is available: the 9 years prior to the recession (1999-2007); the depth of the recession (2008-2012); and the four or five most recent years (2013-2016 or 2017).

AGGREGATES The peak of aggregate production (both sand and gravel and crushed stone) in California was reached in 2004 at 244 million tons. In fact, the 9 year period from 1999 to 2007 saw an average of 231 million tons of aggregate produced per year.

But, from 2007 to 2008 there was a precipitate drop from 208 million tons to 157 million tons— 25% less in one year!

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The five years from 2008 to 2012 averaged only 128 million tons, a 45% reduction or about 115 million tons less than the prior period. The low was 113 million tons in 2011. For the most recent five years, 2013-2017, production has averaged 142 million tons.

That is still about 90 million tons below the pre-recession yearly average.

Aggregate production trends Years

Production (million tons)

1997-2007

231

2008-2012

128

2013-2017

142

READY MIXED CONCRETE Production from California’s over 300 ready mixed concrete plants has seen a similar swing. The peak year for ready mixed concrete production was 2005 at 56 million cubic yards. The nine years from 1999 to 2007 saw production average 49 million cubic yards a year.

But, by 2010, production had dropped to a low of 23 million cubic yards. In fact, in the period from 2008 to 2012, production averaged only 27 million cubic yards per year. That’s just about half the annual production for the 1999-2007 period. For the most recent five years, from 2013-2017, production has averaged 34 million cubic yards. So, on average, it remains about 15 million yards shy of the pre-recession levels.

Ready-mixed concrete production trends Years

Production (million cu. yds.)

1997-2007

49

2008-2012

27

2013-2017

34

CEMENT Production of portland cement concrete (PCC), the cement most commonly used in production of concrete products, has also experienced declines from prerecession levels. The average annual

The Conveyor • 2018 Summer Issue

cement production in the period 1999 to 2007 was 12.2 million tons, whereas in the period 2008-2012, production dipped to 8.8 million tons. The high was 13.2 million tons in 2004; the low was 7.7 million tons in 2010—an over 40% drop!

For the most recent four years, 2013-2016, production has averaged 10.6 million tons.

Cement production trends Years

Production (million tons)

1997-2007

12.2

2008-2012

8.8

2013-2016

10.6

production data is not available on all, numbers are available for industrial sand, used in the making of glass and other products. Prior to the recession, production averaged a consistent 2 million tons annually with a high of 2.2 million in 2005. From 2008-2012, production dropped about 25% to 1.5 million tons. For the most recent four years, 2013-2016, production has averaged 1.6 million tons.

Industrial sand production trends

INDUSTRIAL MINERALS Of course, California is a mineral rich state with producers providing over two dozen minerals that are important to the state’s agriculture, manufacturing, and construction industries. Although

Years

Production (million tons)

1997-2007

2.0

2008-2012

1.5

2013-2016

1.6

SUMMARY In general, what do the numbers tell us? While the averages obscure some of the year-to-year highs and lows, they show how deeply

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production was impacted by the recession, and how, despite a return to more normal economic times, production levels remain below pre-recession levels.

Even with recent production numbers being low, according to the State Geologist, California has only 69% of permitted aggregates, for instance, available to meet future demand. At the current rate of production, aggregate supply in many regions could be depleted in 10 to 20 years, according to the California Geological Survey’s recent Aggregate Sustainability Report (released July 17, 2018). Download the full report at calcima.org. n Note: Numbers derived from California Geological Survey’s Non-Fuel Mineral Production Reports, and U.S. Geological Survey Mineral Industry Surveys.

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TRANSPORTATION & INFRASTRUCTURE STOP THE ATTACK ON BRIDGE & ROAD SAFETY

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By Gary W. Hambly, President & CEO, CalCIMA

ith these words the campaign to defeat Proposition 6, which will appear on the November ballot has begun. Proposition 6 would eliminate more than $5 billion dollars per year that would be used to fund more than 6,500 local bridge and road safety and transportation improvement projects statewide, and in doing so would put our state, our jobs, the economy, and quality of life at risk. California’s extensive system of roads, highways, bridges and public transit are the backbone of our state’s economy. Yet currently, 89% of our counties have roads that are in “poor” or “at-risk” condition and more that 1,600 bridges and overpasses are deemed structurally deficient and unsafe.

infrastructure crisis to begin with.

Learn the facts and share them with your family, friends and neighbors:

Prior to 2017, neglect and underfunding left roads and highways crumbling, bridges failing and congestion relief and public transit projects on hold.

California’s maintenance backlog was over $100 billion. The legislative response to this was the passage of SB1-the Road Repair and Accountability Act of 2017. SB1 promises to provide $52 billion over the next 10 years to fix our roads, rebuild bridges and overpasses, and provide congestion relief and transit access where it is needed most.

All 58 counties in California have projects underway and planned thanks to SB1.

• For the local share 56% is dedicated for street and county road repairs, 28% for improvement of existing public transit infrastructure, almost 8% to support selfhelp counties transportation projects, 4% to improve bicycle and pedestrian facilities, 3% for local contributions to the state transportation improvement program and less than 1% for planning.

Proposition 6 is a cynical and deceptive measure that threatens to put Californians’ safety and quality of life at risk by eliminating SB1 funding, sending the state back to the levels that created our 14

FACT: With the overwhelming passage of Prop 69 in June, Californians can be assured that any revenues collected from SB1 will only be used for transportation improvements. Roughly half the money will go to state highways and half to local streets and transportation infrastructure.

• The breakdown for the State’s half is 61% for highway repairs, 16% for bridge and culvert repairs, 12% to improve freight corridors and 10% for congestionrelief projects in major commute corridors.

• Not a single cent is earmarked for the high-speed rail.

FACT: SB 1 funds will not go into the general fund and all funds will be accounted for by a newly created independent inspector general who is responsible for insuring all funding is properly dedicated to transportation improvements.

FACT: There is no “Plan B”. Despite what the proponents of Prop 6 will allege there are no general fund revenues available to fix our roads.

SB1 has mandates that ensure funds are spent as promised and reduce bureaucracy, waste and red tape.

•

California has a combined need of over $130 billion over the next 10 years just to bring the state highway and local street and road system in a good and safe condition.

•

If we were to use funds from the General Fund, we would need to pull $130 billion from existing programs like education, healthcare, public safety or other programs.

•

Through provisions included in SB1, Caltrans has been mandated to reform its operations and save $100 million annually to ensure projects are completed faster and more efficiently.

FACT: Prop 6 is opposed by more than 200 organizations representing local government, public safety business, labor and the environmental groups.

For more information to download fact sheets and to keep abreast of campaign events log into www.calcima.org/noprop6 and https://noprop6.com n The Conveyor • 2018 Summer Issue

The Conveyor • 2018 Summer Issue

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EMERGING LEADERS ‘CALCIMA’S EMERGING LEADERS PROGRAM - THE EVOLUTION OF A LEADER’ CalCIMA’s Emerging Leaders Program cultivates the leadership mindset to internalize the idea that leadership means more than managing tasks and functions well, but also understanding how to perform and show up as a leader.

T

By Suzanne Seivright, Director of Local Governmental Affairs, CalCIMA

he age old question of whether leaders are born or made is still debated today. Some theorists argue that people inherit certain qualities and traits that make them better suited to leadership in the same way that some are born with amazing musical gifts or athletic talents, while other theorists argue that people can become leaders through the process of teaching, learning, and observation. CalCIMA’s Emerging Leaders Program contends that leaders are made rather than born. That fundamentally, leadership is a set of skills that can be learned by training, perception, practice and experience over time. A truly great leader can be identified as someone who is capable of articulating a powerful and compelling vision for organizational and individual growth, as well as one who can generate the trust and support needed to execute on this vision.

CalCIMA’S EMERGING LEADERS PROGRAM Peak Performance Group designed and implements the Program using a curriculum of workshops and experiences to support innovation and transform goals into reality to enhance an individual’s leadership competencies. Rick Kolster, Peak Performance Group’s Founder and Head Coach, depicts himself as having a no-nonsense and 16

Above: Rick Kolster, CalCIMA's EL Head Coach, leads group discussion regarding effective communication.

perhaps hard approach to support leaders in becoming more effective. But, some may also describe his approach as being prudent, and guarding of the participant’s growth. It is also described as being holistic in terms of encouraging participants to take a realistic account of the facets that make a whole individual (personal and professional) in order to strengthen impaired facets and exploit robust facets as a mechanism to propel career performance.

The 2018 Program participants encompass a characteristic sample of the varying professional entities that collaborate on a daily basis to make the construction materials industry functional. The professions currently represented

include ready mixed-concrete and aggregate sales, plant operations, equipment management, legal counsel, planning and environmental consulting, environmental management, and governmental affairs. Commingling of these characteristically different but complementary professions have provided multi-channel discussions related to leadership empowerment, managing talent, diversity in all its forms, motivation, and nurturing a network.

PARTICIPANT ACCOUNTABILITY Participants gain the most from this leadership development program by actively applying the context of the Program’s materials to a clear objective and carrying out the instructional lessons on a daily basis in both their professional and personal life. To facilitate this application during the early stages of the The Conveyor • 2018 Summer Issue

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Program, participants are provided with the tools and support to define a well-articulated, measurable objective and related expectations.

The Program aims to drive change by implementing a well-orchestrated process rather than an event or a series of events. Participants meet four to six times within the year in person, complete ongoing assignments, participate in community volunteer initiatives, and complete an independent project. In essence, this three-year program is doing more than a quick hit workshop and then moving on to the next thing. It aims to change behaviors by changing beliefs. This takes time, effort and the intent from the participant to do so.

in your personnel boosts the reputation of your organization as “a great place to work.” As word travels that your organization supports employee growth and fulfillment, you’ll attract more competitive candidates. More specifically, investing in leadership training can inspire and engage your personnel resulting in increased productivity by the personnel leading their space which can result in bringing more credibility to the organization. Leadership training is a strategic tool to develop an organization’s future leaders, support succession planning, and offer career pathways to employees, further increasing retention.

INVESTING IN LEADERSHIP TRAINING

CalCIMA’s Emerging Leaders Program can contribute to building and nurturing your personnel’s leadership aptitude to move the needle within your organization in terms of progression. n

Investing in personnel can be a big motivator for individuals and be more broadly beneficial to your organization. Investing The Conveyor • 2018 Summer Issue

5 1. To encourage a sense of community, the Emerging Leaders students spent time volunteering at the Veteran's Village of San Diego whose mission is "Leave No One Behind."

This program provides services to more than 2,000 homeless military veterans throughout the County of San Diego each year.

2. EL students assemble toiletry kits for homeless military veterans in San Diego County.

3. EL student, Andrew White with Benchmark Resources participates in group discussion.

4. Eric Inouye with Lehigh Hanson Region West listening to Peak Performance Coach Rick Kolster.

5. Andrew Patino with Cemex joins other EL students during CalCIMA's annual Legislative Conference.

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WORKFORCE BUILDING A CAREER FROM THE GROUND UP From Intern to Estimator

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By Shanna Crigger, Communications Director, Graniterock

ohn Torres was home for spring break during freshman year of college in 1999 when he bumped into his elementary school basketball coach Rick Morales.

scheduling, forecasting, lane closures, trucking, subcontractors and field crews.

A paving project on Interstate 280 in 2005 sticks in his mind as one that put everything he’d learned to the test and ultimately helped elevate his career.

The two struck up a conversation that would jump-start John's career.

When he told the coach he was studying construction management at Chico State, Rick, who worked as Graniterock’s chief estimator at the time, encouraged John to look into the company’s summer internship program because good interns are known to land full-time positions after graduation.

John thought he’d hit the jackpot: an internship that would link his heavy civil engineering coursework to the real world and the possibility of a full-time job when college was over.

After talking with Rick, he immediately made the necessary phone calls to line up an interview for the internship.

His strong performance several summers in a row led to the fulltime job, and since 2003 John has steadily risen up the ranks at Graniterock from project engineer to project manager and estimator, and now leads the company’s growing private works estimating team.

As private works estimating manager, John is helping Graniterock win bigger and bigger pieces of the San Francisco Bay Area’s robust commercial market by developing strong 18

John Torres, Estimator, Graniterock

client relationships with major general contractors in the region.

“I truly appreciate the tremendous opportunity and responsibility that’s come with building my career at Graniterock,” John, 37, said. “The private estimating business is really about effective communication and being an excellent listener, which all comes naturally for me.”

Construction fits well with John’s personality, which he describes as “type A light.”

Always strong in math, he enjoys all the systems and guidelines required to build a project of any size and help a plan go from paper to reality.

John’s experience starting out as a project engineer was shaped by some of Graniterock’s most senior project managers and industry veterans – Terry Tuggey, Hector Corona, Jim Mitchell, Dave Olivas and Vicki Narciso.

He cut his teeth on large-volume night paving jobs all over the Bay Area, helping with work plans,

It was a Friday night and the foreman didn’t show up, which meant John had to stay late and manage the job, including the paving cutoff.

He ended that night with one extra load, which he says wasn’t a proud moment despite still being a profitable night. But the overall experience boosted his confidence and contributed to John’s career growth.

He looks back on that night as the tipping point that allowed him to advance to the next level.

In September 2011, around the time his first son was born, John was offered the chance to move from project management to estimating.

He saw it as a way to gain more experience and round out his construction career.

This was also when the Great Recession began to ease and the private market was surging again with tech companies expanding and new start-ups surfacing, which created an opportunity for Graniterock to win some of the grading, paving and excavating related to new buildings, parking garages, basements and other infrastructure.

The Conveyor • 2018 Summer Issue

Above: Graniterock has a long practice of inviting college students to come learn how the heavy civil construction industry works through a strong internship program. Here, estimator David Kennedy leads a group of San Jose State engineering students on a tour of the company’s Berryessa VTA project in San Jose.

Right: Asphalt paving is one of Graniterock‘s construction services specialties. It’s common, as shown here on Highway 1 in Pacifica, for the crews to work at night when traffic is lighter and the lanes can be closed.

Traditionally, the company had focused on public projects with cities, counties and Caltrans. John was seen as the guy who could lead the company’s Construction Division in a new direction.

“John is very good at not just reading a client’s plans, but looking closely at the details and offering up alternatives that can drive improvements on their projects,” said Paul Ciacianrulo, Graniterock’s private works

construction manager. “He’s interested in being a team member for the client and helping them be successful.”

John is married to his high school sweetheart, Heather, whom he met while attending Junipero Serra High School in San Mateo while she was a student at the all-girls Mercy High School.

Heather is a civil engineer for the San Francisco Public Utilities Commission.

They have two young boys, Jack and Brendan.

John is involved in St. Pius Catholic Church in Redwood City, and enjoys family camping trips and coaching his sons’ soccer and T-ball teams. n

CalCIMA Moving on Workforce Development At the July 2018 CalCIMA Board of Directors meeting, a work group was assigned to meet with California Community Colleges representatives to continue efforts to develop industry training programs. The group will also review opportunities to enhance upstream education and outreach strategies already underway, such as partnerships with Women in Mining, Project Cornerstone and others. The work group includes Christopher Iaccio, District Manager, San Diego, CEMEX; Trevor Wood, Vice President, Chandler’s Sand & Gravel; and Steve Toland, VP/General Manager, Spragues' Ready Mix.

To learn more about workforce development, check out the CalCIMA website for a July 2018 report from the National Skills Coalition that highlights how postsecondary institutions across the country are changing to accommodate the increased demand for skilled workers by offering more career-oriented programs and collaborating with employers to develop and finance high-quality curriculum.

The Conveyor • 2018 Summer Issue

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RECLAMATION SOLUTIONS FOR AN EFFICIENT MINE CLOSURE PROCESS

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By David Brown and Andrew Heinemann, Benchmark Resources

substantial amount of planning and investment is required to permit and develop a new mine. While those challenges are a frequent topic of industry discussion, closing a mine presents its own challenges, which rarely receive attention.

Mines are closed for several reasons: reserves are exhausted, previously unknown constraints prevent continued mining, markets no longer exist for the type or location of materials produced, or the operation has otherwise become unprofitable.

In the following sections we explain how good planning before and during closure and active management of the closure process can prevent unanticipated tasks, costs, and delays (see photograph Examples 1 and 2).

UNDERSTANDING SMARA AND THE APPROVED RECLAMATION PLAN’S REQUIREMENTS Closure Regulation There is little guidance in the California Surface Mining and Reclamation Act (SMARA) on the steps to complete reclamation and close the site in a condition that is “readily adaptable for alternative land uses" (California Code of Regulations Section 2712[a]). The closure process is only discussed under “Modification or Release of Financial Assurance” (Public Resources Code Section 2805.5), where it is explained that before release of the financial assurance, the lead agency must submit to the California Division of Mine Reclamation (DMR): 20

• an inspection report stating that the mined land has been reclaimed in accordance with the approved reclamation plan, • a financial assurance cost estimate indicating no further reclamation liabilities, and • a recommendation that the financial assurance be released.

DMR then has 45 days to review and comment. During that time, DMR will typically visit the site and may either concur with the lead agency or determine that site conditions do not meet the reclamation plan requirements. In practice, these steps oversimplify the tasks and coordination needed to clarify ambiguities, complete the work, coordinate inspections, attend to discrepancies, obtain written concurrence, and release financial assurances.

Requirements in the Approved Reclamation Plan Unlike many land use regulations, SMARA regulations largely exist for development of a reclamation plan that, once approved, effectively becomes the site regulation for reclamation. Meanwhile, approved reclamation plans vary widely in their level of detail; plans approved before 1991, when the performance standards were created, may be especially sparse.

Difficulties in closure are exacerbated when lead agency staff must interpret the requirements of a reclamation plan that is vague, is internally conflicting, or provides general

references to the reclamation regulations rather than providing specific, measurable requirements for the site. As a result, an operator may have different interpretation of reclamation requirements than the lead agency or DMR. While the lead agency conducts SMARA inspections annually, closure is often the first time staff must comprehensively consider whether the site meets the goals and intent of the reclamation plan. Although annual inspections document whether the operation is being conducted in accordance with the plan, reclamation tasks often do not apply until production ceases. As a result, the inspection reports may not be a good indicator of potential issues at final reclamation.

To avoid last-minute surprises, meet with the lead agency and review the reclamation plan requirements and what has been done to comply well before initiating the administrative process and having everyone out for a closure inspection.

Discuss unclear elements of the plan and your recommended approach to resolve them. Where a plan is not specific, consider whether the reclaimed site is adaptable to the postmining land use. For example, if the postmining land use is open space, what is the lead agency zoning definition, and would the site be adaptable to one or more of those allowed uses?

Sometimes a site simply cannot or should not be reclaimed according to the approved [ Continued on page 22 ]

The Conveyor • 2018 Summer Issue

The point of reference for land, mineral, and environmental strategy.

benchmarkresources.com

Example 1. Scotch broom and pampas grass, state noxious weeds, established on this mine site during delays in final reclamation and closure. Eradication is a lengthy and expensive effort that is now further delaying closure. Location: Santa Cruz County.

Example 2. The reclamation plan for this site cited “productive agriculture,” but provided no measurable performance standards. The operator was ready to close, but the lead agency determined one year of successful agriculture was necessary.

Extensive grading and installation of a tile drainage network were needed, which were unforeseen costs for final reclamation. Location: Imperial County.

[ Continued from page 20 ]

reclamation plan, such as when reclaimed conditions would be met (e.g., a lake) through mining that never happened. Regrading surfaces that have naturally reclaimed may be a less effective way to accomplish reclamation goals than closing in place. In such circumstances, consider amending the reclamation plan as part of the closure process.

ASSESSING SITE CONDITIONS AND DOCUMENTING COMPLETION To avoid relying on agency staff to make decisions about your mine site, proactively document the site’s compliance with reclamation plan requirements.

Recognize that field observations at a final inspection may not be enough to determine that all reclamation plan requirements have been met. Consider preparing a closure report that compiles the reclamation criteria and provides the supporting technical data. Dig out those old photographs taken when progressive reclamation work was done. Historical aerial photography may be helpful to show premining conditions and, where necessary, to distinguish pre-SMARA mining. If the 22

reclamation plan requires placing a 6-inch layer of topsoil, document and photograph topsoil placement at the time such work is done. If specific vegetation types and densities are required, obtain the quantitative data to support this requirement has been met. If a reclamation plan specifies productive agricultural land, determine what evidence is needed. Provide technical data showing that cut and fill slopes meet stability and compaction requirements. Obtain written consent from the landowner for roads, wells, and other improvements to remain. The closure process is best facilitated by someone knowledgeable of SMARA, reclamation planning, and the treatment of mined lands (e.g., grading, resoiling, revegetation). Designate a closure manager with the authority to commission technical support and the time to orchestrate all the documentation and lead agency and DMR coordination.

CONCLUSION Specific reclamation requirements and circumstances vary for every mine site, but one issue is common: it typically takes longer to close a site and obtain

financial assurance release than the operator and lead agency anticipate. However, if the closure process is managed like a project, with some planning and diligence, the operator can reduce the delays, costs, and liabilities.

About the Authors: Benchmark Resources has supported numerous operators and lead agencies through the final reclamation and closure process.

David Brown has a 35-year career in land use planning and regulatory compliance dedicated to the California mining industry. In that time he has supported more than 300 California mining operations in virtually every geographic region of the state.

Andrew Heinemann is a statecertified geologist and mine engineer with 23 years of experience working in the mining industry for multiple commodities, throughout California, the United States, and Western Europe. In his role as a contract SMARA inspector for several lead agencies, he coordinates the priorities and objectives of both lead agencies and mining operators in producing minerals and complying with regulations. n The Conveyor • 2018 Summer Issue

NATIONAL CEMENT COMPANY of California, Inc. Bill Buckley Bill Buckley: (818) 728-5200 Cell Phone: 9949) 633-7060 Fax: (818) 788-0615 15821 Ventura Blvd., Suite 475 Encino, California 91436-2935

Scott Taylor

Susana Perez

P: (714) 587-2595 Ex 102 C: (562) 447-4210 susana.perez@tayloresinc.com

P: (714) 587-2595 Ex 101 C: (562) 762-5142 scott.taylor@tayloresinc.com

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Services: Land Use and Environmental Planning / CEQA and NEPA Compliance Construction Materials, Industrial Minerals, and Metal Mining / SMARA Compliance Air Quality and Permitting Services Environmental Health & Safety and Regulatory Compliance and Permitting Hazardous Materials and Hazardous Waste Management Groundwater and Surface Water Studies and Permitting Geologic and Mineral Resource Assessment and Characterization Comprehensive Transactional Due Diligence Services Environmental Site Assessment and Investigation Industrial Hygiene / Support to Legal Counsel / Training

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