The Conveyor - Summer Issue by CMS

A publication of the California Construction and Industrial Materials Association

Summer Issue

Transportation

CENTRAL CONCRETE BODE PLANT

A Look at the Logistical Challenges of Operating a Ready-Mix Operation in San Francisco

SEE INSIDE: 8

FEATURE STORY

ENVIRONMENTAL

INFRASTRUCTURE

ASSOCIATION NEWS

VEHICLE ENFORCEMENT

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2021 SUMMER ISSUE

TABLE of CONTENTS 4

CHAIRMAN'S LETTER

PRESIDENT & CEO MESSAGE

FEATURE STORY

Building Together Towards Tomorrow Collaboration Within Industry Increases Influence Central Concrete Bode Plant - A Look at the Logistical Challenges of Operating a Ready-Mix Operation in San Francisco

TECHNOLOGY

ENVIRONMENTAL

TECHNICAL

INFRASTRUCTURE

ASSOCIATION NEWS

VEHICLE ENFORCEMENT

HaulHub's e-Ticketing and Transportation Management Technology Improves Operations for Granite Construction Company During Recent I-5 Asphalt Paving Pilot Project Alternative Fuels Pave the Way to Carbon Reductions in Concrete Delivery

RAP - Recycling Made Easy Budget Surplus Benefits Infrastructure for Today and Tomorrow News from National Associations California Highway Patrol’s - Commercial Vehicle Program

ON THE COVER:

On the cover: Photo of Central Concrete's Bode plant located in San Francisco. Photo provided by Central Concrete.

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 P.O. Box 892977 Temecula, CA 92589 (909) 772-3121 Publisher Kerry Hoover khoover@calcontractor.com Editor Brian Hoover bhoover@ironads.com

The Conveyor • 2021 Summer Issue

Editorial Contributors Ramon Duran, Public Information Coordinator, California Highway Patrol Inland Division Brian Hoover, CMS Tony Limas, Construction & Materials Operations Support, Granite Construction Charley Rea, Director of Communications, Safety & Technical Services, 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.

Kiana Valentine, Executive Director, Transportation California

CHAIRMAN'S LETTER

Building Together Towards Tomorrow We have successfully made it past the half way point of 2021 and are headed towards 2022. For the most part, the construction materials economy is continuing to improve, and we see growth in most market segments. Many of us are busy with similar issues...finding new people and struggling to keep the ones we have...trying to resume capital projects...updating/replacing systems and equipment with finite resources...addressing the continually changing rules, requirements, and guidelines regarding employment and compliance. Our statewide organization CalCIMA has gone through changes. Those changes have reinvigorated it and caused it to grow. We have very high-level engagement from the member companies, a healthy revenue stream and very good interaction with our elected officials at the state level. We will see further changes in the industry with the expected acquisition of the LehighHanson assets in California and Arizona by Martin-Marietta, the proposed acquisition of U.S. Concrete by Vulcan and probable other unforeseen changes. However, some things are starting to resume their traditional roles. The upcoming CalCIMA Fall Conference at the Omni Rancho Las Palmas Resort in Rancho Mirage (Palm Springs if you are not familiar with the Low Desert of Southern California) will have full in person attendance.

The CalCIMA staff and the Education Events and Members Service Committee are hard at work to bring us a great conference. They are working closely with our various national partners like NRMCA, NSSGA, NAPA, IMA-NA to name just a few, to bring educational and informative content to our members. If you have thoughts or ideas please reach out and share them. Registration for the conference has opened up. The Rancho Las Palmas Resort is a great location and after the restrictions of the past year we expect a robust turnout, so don’t wait too long to book your rooms. I encourage you to check out www.calcima.org/edconf for full details. I am personally looking forward to the opportunity to see all my friends and peers in person, many for the first time in more than year. I especially am looking forward to the “MARTY” GRAS (not my idea and it's actually painful to say it) themed banquet dinner. So while we have seen much change in this last year, let me leave you with these thoughts: The philosopher Heraclitus (fl. c. 500 B.C.E.) said Panta Rhei ("life is flux") which is expressed often, “as the only constant is change.” Benjamin Franklin said, “when you are finished changing you are finished.” I do not think we are close to being finished, so we should look forward to the opportunities that change will continue to bring. n

Sincerely,

Martin Hansberger Director of Technical Services, Holliday Rock CalCIMA Chairman

www.Facebook.com/CalCIMA.org

The Conveyor • 2021 Summer Issue

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PRESIDENT & CEO MESSAGE

Collaboration Within Industry Increases Influence I am excited to report about the growth and member engagement of CalCIMA’s advocacy efforts across the entire spectrum of our membership classes, and at every level of regulatory and legislative governance. Over the past few months, our teams have seen success in advocating for industry on several fronts, and member engagement has been a critical success factor. As CalCIMA grows and expands to better meet the policy needs of our membership, so do our activities on areas that matter to your business. Upon arriving I knew one area I could help expand CalCIMA’s operations and activities was federal infrastructure policy. As many of you know, I have long been engaged in advocacy to ensure federal dollars come to California to benefit California’s priorities, and it remains true as the President and CEO of CalCIMA. The federal government is a critical source of funding for investments in our communities and infrastructure and having an active and strong voice for natural resource providers in the federal debate is critical. With the current debate over expanding the import limitations of Buy America, we had yet another opportunity to engage. Working with our members, and our national partners like NSSGA, NRMCA, NAPA, AGC, and ARTBA, we developed a California centric resource to help reach members of the California congressional delegation that had, to date, been not aware

of the impact restrictions on construction materials imports would have on California infrastructure and our markets. The opportunity presented by expanding CalCIMA’s leadership role in this area is both a passion and a necessity rooted within the values espoused by President Dwight D. Eisenhower himself. Eisenhower understood the importance of funding the necessary and vital infrastructure of civilization along with the importance of the beneficiaries of that infrastructure paying for it. This is something only the federal government can effectively implement on a national scale. With significant federal priorities emerging, ensuring the federal funding to support those priorities arrives with it is critical. Further, California’s congressional delegation sits in key leadership positions enabling us to take a more central role in this debate. CalCIMA joined the leadership team in 2017 to take a stand within California on SB 1 and support the necessary and vital funding and even user fees for infrastructure which hit each of your bottom lines in increasing your expenditures for fuel. The same can-do, mustdo message must be sent to our congressional delegation in Washington D.C. on federal infrastructure spending. Our collective values demand that we stand for our quality of life, building and paying for the necessary and vital infrastructure of today and tomorrow. This is a national necessity, and we are an important voice to helping it achieve success. I am happy to say that together we continue to rise to the challenge, and are seen as a critical voice at the table. n

Sincerely,

Robert Dugan President/CEO CalCIMA

www.Facebook.com/CalCIMA.org

The Conveyor • 2021 Summer Issue

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FEATURE STORY

CENTRAL CONCRETE BODE PLANT

A Look at the Logistical Challenges of Operating a Ready-Mix Operation in San Francisco By: Brian Hoover, Editor

f you have ever driven in San Francisco, you know that there are many one-way streets, steep hills, and not much room to navigate. Therefore, you must pay attention to the road signs to make sure you are always traveling in the right direction. Also, look out for those pedestrians who have the right of way even where the crosswalks are not marked. You also must remember not to pass any light rail vehicles on the left or when the doors are open. Now imagine that you are driving a 40ton concrete mixer truck. It doesn’t sound like much fun to me, but it is precisely what drivers do every day at the Central Concrete Bode plant in San Francisco.

CENTRAL CONCRETE BODE PLANT – PORT OF SAN FRANCISCO Out of all of the 19 Central Concrete locations and plants in the San Francisco Bay Area, perhaps none are so interesting and unique as the Bode plant located in the port of San Francisco. Chris Schenone is the vice president of concrete operations for U.S. Concrete's West Region ready-mix plant business units. He joined the company in 2012 and has been working in the ready-mix industry since 1994. Schenone oversees the operations of 16 plants, fleet and plant maintenance, purchasing, sustainability practices and environmental management. "We have three plants that sit at the port on a little more than 3 8

Above L to R: Eddie Abrew, Regional Vice President of Logistics and Chris Schenone, VP of Concrete Operations, Central Concrete (U.S. Concrete).

acres at our Bode location in San Francisco. We have to utilize this space as safely and efficiently as possible to meet the heavy production needs this facility provides the San Francisco area," says Schenone. "Because we are located in a congested urban environment, we don't have the footprint to store materials. So we will turn over our stockpiles three, four, or even five times a day. We consider many things, including traffic patterns, with one way in and one way out. This goes for not only our mixer trucks but also for frequent materials deliveries we get each day." Schenone says that their Bode location drivers will deliver between four and five loads a day in greater

San Francisco. He explains that one delivery could be right around the corner, and another located on the other side of the city. "A 10- or 15-mile delivery can sometimes take upward of an hour to deliver. San Francisco is a beautiful city, but there are many trade-offs and challenges that come with living and working in The Golden Gate City," says Schenone. "Communications is key, with safety being our number one concern at all times. I have much respect for the men and women that drive for our company, both in large cities and throughout the rest of this wonderful country. We have fully embraced technology to make the driver's job safer and more efficient." Schenone points The Conveyor • 2021 Summer Issue

Above: Central Concrete Bode Plant is located on the Bay at 450 Amador Street in San Francisco.

out that this technology includes advanced GPS systems, side and backup cameras, load monitors that can adjust the load in transit, and an efficient automatic wash system with 50-plus high-pressure jets that keep the drivers safe in their cab. "Our industry is unique in the fact that we are in both the transportation and manufacturing business. We want the operator to focus on driving safely and efficiently. Their job is to unload their product and come back in the same safe manner," continues Schenone. "With today's labor shortages, finding qualified drivers is a challenge. The average ready-mix driver can typically be a long-haul trucker or even a student fresh out of driving school. Driving a tractor-trailer across the United States is far different from driving a mixer truck in San Francisco, and getting your CDL license is just the initial step to becoming a successful driver." It is not uncommon for Schenone to sit in on job interviews with The Conveyor • 2021 Summer Issue

potential drivers. "I try and talk them out of it. I tell them all the negatives that go with this job and remind them that they will be driving a 40-ton rolling billboard for Central Concrete," says Schenone. "They need to know that their every move is being looked at and even recorded on cell phones that can post to social media in a matter of seconds. They need to know that they will be held accountable and that what they think and act like matters." Schenone clarifies that if they get through the initial interview, they will then go through a six- to eight-week heavy training period. "We want them to get as much experience ahead of time and that is why they will drive and train with several of our best operators. We also teach them the basics of things like water demand and the properties of concrete, but the emphasis is on driving," continues Schenone. "We continually engage with all of our drivers, from trainees, all the way up to our most trusted

senior drivers. We have gone with DriveCam for our onboard cameras that we use to record and review driving behaviors. It is not so much about disciplining a driver, but about coaching the drivers on their driving patterns and habits." Schenone points to what allowing for three seconds in front of the next vehicle looks like as an example. "Allowing three seconds of space in front of a truck leaves an opening for more cars to come in the lane ahead of you, and that can be frustrating. We teach about this and remind of having consistent patience in these types of situations." Eddie Abrew has been with the company for 12 years and has worked in the ready-mix industry since 1988. He serves as the regional vice president of logistics managing four organizations for U.S. Concrete, including ready-mix logistics (dispatch and shipping), customer service, raw material logistics for Central Concrete and Right Away Redy Mix, and Rock 9

Below: 50-plus high-pressure jets keep the trucks clean and free of debris and the drivers safe within the cab.

Above: Conveyor moving raw materials throughout the Central Concrete Bode Plant in San Francisco.

Transport operations and business development. "We operate three plants within a small footprint. This requires tremendous coordination and logistical ingenuity," says Abrew. "It all starts with the raw materials and on the cementitious side (cement, fly ash and slag). On the aggregate side, we typically store 10 different types to service all three plants and bring

in approximately 2,000 loads a month. We also have a fleet of 40plus mixer trucks, and at the end of the day, we run 70 trucks a day through the facility." Abrew points out that the Bode facility works closely with the City of San Francisco Public Works Department. "We work with many of the city's subcontractors that account for an additional 10 to 15

mixer and dump trucks each day and that is in addition to our 70 mixer trucks that come in and out of our Bode plant," says Abrew. "In my 31 years in this business, I have never seen this type of volume coming out of a location with such a small footprint. When we first acquired Bode, there were only two plants, and now there are [ Continued on page 12 ]

Below: Central Concrete owns and operates two wet and one dry concrete plant at their Bode facility in San Francisco.

The Conveyor • 2021 Summer Issue

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Above: Central Concrete delivers another quality load of concrete within the congested city limits of San Francisco.

[ Continued from page 10 ]

three. It all runs like a well-oiled machine, and we are all very proud of what this single location has been able to accomplish since the acquisition in 2012." Abrew says that Central Concrete created a bit more of a challenge when they added an additional plant in 2014. "When we acquired Bode, it had two plants onsite, one wet and one dry. We now have two wet plants and one dry plant, as we continue to increase our production and move trucks through faster and safer each day," continues Abrew. "All of our Bode plants have been updated and modified. We converted the dry batch plant to an updated wet mix plant and went from a conventional barrel to a twin shaft paddle system. The other wet mix plant was converted to the same system, and we added a new dry mix plant. Although we took up more crucial square footage, these three loadouts keep the traffic patterns moving much more quickly and efficiently." Central Concrete Supply Co. (Central Concrete), a U.S. Concrete Company, has served the San Francisco Bay area for almost 75 12

years. Known for producing engineered high-performance concrete, Central Concrete professionally delivers high earlystrength, low-shrinkage material with superior permeability and a significantly lower carbon footprint. Central Concrete is a business unit of U.S. Concrete, which serves major construction markets in the United States in two business segments: aggregates and highperformance concrete. In addition, U.S. Concrete's ready-mixed and aggregate operations serve multiple markets in the United States as individually branded business units. In the greater Bay Area, U.S. Concrete has several facilities, including Central Concrete's 12 locations throughout the South, West, East Bay and the Bode plant in San Francisco. They also serve the East Bay under the Right Away Redy Mix operation with their five bay area locations. U.S. Concrete also has Westside Concrete Materials with five locations that provide critical supplies for concrete placements. Central Concrete's Bode facility serves everyone from homeowners building walls or backyard patios to large contractors constructing

50-story high-rise structures. Central Concrete has provided concrete for a long list of highprofile projects in and around San Francisco, including Chase Center, home of the Golden State Warriors. Other significant projects include the $852 million Highway 101 Presidio Parkway Project, and the new luxury condominium project at 181 Fremont in San Francisco. Additionally, Central Concrete has contributed to the construction of the Academy of Science located in the heart of Golden Gate Park and the new 24-story residential towner at 1700 Webster in Oakland. The list goes on and on as Central Concrete has served the San Francisco Bay area for more than 70 years. For more information on Central Concrete, U.S. Concrete or their Bode facility, please visit centralconcrete.com or call (408) 293-6272. n The Conveyor • 2021 Summer Issue

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TECHNOLOGY

HaulHub's e-Ticketing and Transportation Management Technology Improves Operations for Granite Construction Company During Recent I-5 Asphalt Paving Pilot Project By: Brian Hoover, Editor

tate transportation departments and construction firms across the country have been experimenting with paperless material delivery systems on road projects for the past several years. Collecting paper load delivery tickets on highway construction projects is considered by many to be an outdated procedure that brings both safety and productivity into question. In most states, paper tickets are still being exchanged between contractors, haulers and material producers. However, growing infrastructure demands, staffing reductions, and changes in safety protocols have pushed suppliers and contractors to consider automating the process through electronic ticketing (e-Ticketing). By the end of 2022, 43 State DOTs will be using e-Ticketing. Driven by EDC-6 (see link below slide 11) https:// drive.google.com/file/d/1CY6NNz UmOJDNkmfWo5wY2UGDmISnx eNH/view?usp=sharing . The first pilot study was conducted by the Iowa Department of Transportation (Iowa DOT) in 2015. Other DOTs, like the Alabama Department of Transportation, prohibited the use of paper tickets altogether as a measure to prevent the spread of COVID-19. Granite Construction (Granite) recently took part in a pilot with HaulHub, a nationally recognized developer of supply 14

chain management tools that simplify infrastructure construction operations. In June 2019, Granite was awarded 50% of a joint-venture contract to repave and rehabilitate 66 lane miles of Interstate 5 (I-5) in Sacramento. The project included the construction of an additional 23-miles of High Occupancy Vehicle (HOV) lanes, eight maintenance vehicle pullouts, two sound walls, replacement of a pedestrian overcrossing and installation of fiber-optic lines. This expansive, multi-year project required up to 80 individuals on-site at peak times and presented several challenges to the operations team. Between lane closures, night operations, and strict adherence to stormwater pollution prevention plans, the job demanded extensive coordination between Granite, subcontractors, the California DOT (Caltrans), and local stakeholders. The project's sheer size presented logistical challenges, and Granite wanted to take the opportunity to test HaulHub's extensive tracking and administrative apps and systems. A project of this magnitude requires the use of dozens of haul trucks each day. Granite utilized up to 100 trucks that hauled as many as 400 loads in 24 hours. Over the course of the job, Granite excavated more than 180,000 cubic yards of roadway section and imported approximately 615,000 tons of hot mix asphalt, which required the

use of 92,250 paper tickets. The operations team knew that they needed to reduce the heavy administration burden that comes with using so many paper tickets, and Granite wanted to innovate by leveraging data and technology to update and refine their operations. Granite's Chief Information Officer, Malcolm Jack, continually pushes to bring innovation to Granite's overall operations. He concluded that better data sharing had the potential to solve the logistical challenges on the I-5 project. "We know that there are those that see data sharing between companies as a risk, but we recognize the high-efficiency gains that can be attained if all project stakeholders have access to operational data in real time," says Jack. "So, we decided to team up with HaulHub by integrating their e-Ticketing products (JOBslip and DOTslip) and their Transportation Management System (TMS) into the I-5 project." Jobs like the I-5 project require a significant number of trucks that come with paper tickets that can get out of hand, and Granite had three major concerns. HEAVY ADMINISTRATION LOAD Their first concern is also arguably the most obvious. Reams of paper tickets are difficult to organize and track for the driver, foreman and customer. There is potential for loss and destruction The Conveyor • 2021 Summer Issue

Left: Real-time trucking and material insights allow Granite's paving crews to spend more time focusing on building the highest quality roads for the traveling public and less time on the cumbersome paper based processes of the past. Below: HaulHub's e-Ticketing app provides Granite's field crews and Caltrans inspectors with instantaneous insights into project progress.

at every step of the paper ticketing process. Reconciling the paper tickets with invoices also requires around 32 hours of work each month. POOR WORKFORCE TRACKING An inability to access highquality data can create several challenges to managing the supply chain. Even seemingly minor inaccuracies on freight bills can add up to significant discrepancies by the end of the month. Additionally, lack of real-time visibility can manifest into project delays and even quality issues since field crews can't easily adjust to slowed or delayed hauls. Hauling brokers also benefit by removing the need to reconcile invoices and the additional hours spent sending and managing invoices each day. SAFETY Physically exchanging paper tickets requires additional climbing in and out of equipment and trucks on heavily trafficked jobsites. Repetitive interactions like these increase the potential for exposure and injury, an issue that was amplified during COVID-19. Traditionally, truck drivers maintain both driving and administrative responsibilities. HaulHub's JOBslip and TMS allowed Granite to save on reams of paper, prevent lost The Conveyor • 2021 Summer Issue

ticket information, and save four days of work every month. With this new digital system in place, Granite truck drivers no longer had to perform the administrative duties of tracking time or producing invoices. Drivers could therefore focus on operating their trucks, making everyone that much safer in the process. THE RESULTS Mike Wills is an area manager for Granite and points to the significant productivity gains, cost savings, and quick and easy integration of the HaulHub product offerings. "The current use of e-Ticketing is already providing Granite with better visibility into haul costs, while also helping to ensure timely delivery of material to our jobsites," says Wills. "With a few clicks, anyone on a job can see current and historical haul status and plan their operations accordingly." The partnership between Granite and HaulHub provided stakeholders with exact locations, materials, weights, load times, carrier information, order information and more. Specifically, the new digital format enabled Granite project engineers to dynamically adjust schedules in response to unanticipated problems such as heavy traffic and weather. The apps also provided

Granite with enhanced supply chain visibility and a reduction in costly delays and unnecessary safety risks. Additionally, the digital programs facilitated a trusted invoicing system that dramatically improved commercial relationships between Granite and its carriers. Breaking it down by the numbers, Granite saved up to 10% per truck, per day, by eliminating paper timesheets and improving billing accuracy. HaulHub's TMS 15

Left: Granite's use of a stateof-the-art Transportation Management System ensures timely delivery of asphalt to the paver to keep materials flowing efficiently.

also improved the scheduling process with gained efficiencies in dispatching trucks by reducing phone time with brokers. Data from the I-5 Freeway project showed a savings of 30-minutes per day on back-and-forth communication between foreman, engineers, brokers, plants, drivers and the scale house. Trucking operations were also enhanced by utilizing HaulHub's Carrier app (part of the TMS) to establish improved accountability between drivers, plant staff and brokers. GPS tracking, automatic timekeeping, and load dispatch via the HaulHub app ensured that carriers were on schedule and tracking time accurately. The DOTslip app also provided more transparency to the customer, Caltrans, ensuring that DOT inspectors had realtime visibility in the field and more productive inspections. Granite and Caltrans created a chain of accountability from batching, trucking and inspection to the actual placement of asphalt on the I-5 project. Matthew Valle, HaulHub’s Industry Relations Executive notes that "Granite is an awesome company that is consistently on the leading edge of innovation, whether it concerns sustainability or equity within the workforce, or utilizing the latest technology in their day-to-day operations," says Valle. "Our software and apps focus primarily on the hot mix, ready-mix and aggregate industries. Our fullyintegrated, cloud-based digital 16

tools enable material producers and general contractors to better manage all aspects of a supply chain." Valle further points out that HaulHub offerings coincide with a recent initiative from the Federal Highway Administration known as, Every Day Counts. This program is designed to identify and deploy innovation aimed at reducing the time it takes to deliver highway projects, enhance safety, and protect the environment. HaulHub's materials management and electronic ticketing apps are helping progressive firms like Granite move more quickly in this direction. HaulHub currently offers a web portal for material producers, suppliers and contractors to manage jobs, tickets, payments and track loads from plant to jobsite. They also offer a broker dashboard that helps brokers centralize and automate operations and back-office tasks. The HaulHub Carrier app allows truck drivers and fleet owners to accept jobs, track drivers, sign certified payroll, and track earnings. The HaulHub Field app enables jobsite crews to locate trucks and materials in the field and manage shifts out in the field. Then there is the myDOTPortal, a custom e-Ticketing app for DOTs to connect with project stakeholders. The DOTslip app allows users to stream realtime ticketing data from any asphalt, ready-mix or aggregate producer. HaulHub also has the JOBslip app that provides users

access to e-Ticketing tools that help ease the administrative burden of dealing with paper tickets. There is also the SalesSlip app that aids in accessing digital records for loads, tickets and routes. This information is then used to better identify opportunities and provide better overall service. Lastly, HaulHub offers the TruckQ app, designed to simplify the timesheet and ticket reconciliation process. Joe Spinelli started HaulHub in 2015 to help meet a need for better performance and record-keeping at his dam heavy-civil construction company in metro Boston. From the earliest days HauHub has partnered with leaders in the heavy-civil construction industry to develop and rapidly deploy technology solutions to help firms manage their operations more efficiently. HaulHub blends deep industry experience and world-class software engineering and product management to deliver digital tools to the industry that are reshaping how the next generation of projects are built. For more information on HaulHub, please visit their website at www.haulhub.com or call their Massachusetts headquarters at 833-HAULHUB. Granite Construction Company is a full-service general contractor, construction management firm and construction materials producer. Recognized as one of the top 25 largest construction companies in the U.S., Granite specializes in complex infrastructure projects, including transportation, industrial and federal contracting. For more information, please visit graniteconstruction.com n The Conveyor • 2021 Summer Issue

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ENVIRONMENTAL

Alternative Fuels Pave the Way to Carbon Reductions in Concrete Delivery By: Brian Hoover, Editor

Herb Burton

VP/General Manager, U.S. Concrete West Region

alifornia has a number of initiatives to reduce carbon footprint in the transportation sector. This article provides a review of how three CalCIMA members are reducing the carbon footprint of their truck fleets through alternative fuels. U.S. CONCRETE – RENEWABLE DIESEL Bay Area-based Central Concrete’s conversion from diesel to renewable diesel provides not only environmental but efficiency benefits too. “We decided to go with renewable diesel in 2015 as part of our company-wide effort to reduce harmful greenhouse gases,” says Herb Burton, regional vice president and general manager for Central Concrete. We design low carbon mixes and were the first company to produce environmentally friendly EF Technologies for ready 18

Central Concrete is always finding ways to be the best possible steward for the environment, as they strive to continue to produce stronger, cleaner and greener concrete.

mix concrete,” says Burton. “As part of our sustainable construction and green building initiatives, we made the switch to renewable diesel several years ago. Finding ways to be the best possible steward of our environment is at the forefront here at U.S. Concrete as we strive to continue to produce stronger, cleaner and greener concrete. Going with renewable diesel was simply the logical next step.” All 300-plus concrete trucks in the U.S. Concrete West Region fleet now run on renewable diesel, as does their diesel heavy equipment fleet. “Going with renewable diesel alleviated the costly infrastructure expenditures that come with other alternative fuels like renewable natural gas. We chose to go with renewable diesel as an acceptable low emission alternative that bridges the gap between fossil fuels and whatever technology comes next

All 300-plus concrete trucks in the U.S. Concrete West Region fleet now run on renewable diesel, as does their diesel heavy equipment fleet.

to reach zero-emission,” says Burton. “The only way to meet the zero-emission standard is to eventually go with electric or hydrogen technology. I am more intrigued by the future use of hydrogen than electric. I think we [ Continued on page 20 ]

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Above: The compressed natural gas tanks are within the cabinet behind the cab of the cement and aggregate haulers. Below: National Ready Mixed Concrete mixer truck at the fast fill dispenser.

Steve Lode

President, National Ready Mixed Concrete Co. [ Continued from page 18 ]

will lose payload due to the weight of the batteries, so in my opinion hydrogen makes more sense.” “You can buy renewable diesel two ways; with the carbon credit attached or like we do, which is blended with 1% diesel. We wanted to avoid the hassle of selling off the carbon credit and leave that to the distributor. So instead, I buy on the spot market at rack price, taking bids from three providers and then going with the lowest available rate on any given day. This allows our operation to run cost-neutral, and I have calculated that we are saving around five cents a gallon over conventional diesel,” says Burton. “We believe that renewable diesel was the easiest and most cost-effective way for our company to go concerning low carbon fuels. RD also has a higher Cetane content which means our trucks and equipment are getting a better fuel with fewer clogged injectors.” 20

NATIONAL READY MIXED CONCRETE CO. – RENEWABLE NATURAL GAS In Southern California, National Ready Mixed Concrete Co. has chosen a different path going with renewable natural gas to power their fleets. “Like so many other responsible companies in our industry, National Ready Mix strives to remain aware of our carbon footprint while continuing to lead the way with the use of cutting-edge technologies,” says Steve Lode, President of National Ready Mix. “We have lowered our carbon footprint by converting approximately 50% of our Class 8 ready-mix trucks, cement haulers, and aggregate units to renewable natural gas (RNG) technology. This decision was fully supported by our parent company, Vicat, which operates on a global scale and provided us with the capital to make this important transition,” says Lode.

Above: Multiple units connected to time fill posts. A time fill post allows the driver to connect the hose and walk away. The time fill posts allow for the full tank capacity of 3,600 psi to be achieved.

“The move to RNG required a large upfront investment. We supported and managed this expenditure with $15.7 million in grant funding from the State of California, administered by the South Coast Air Quality Management District through the Carl Moyer Memorial Air Quality Standards Attainment Program and 1B Goods Movement Emission Reduction programs. The infrastructure installation and transition has been on par with our original projections and estimates. From engine performance to training the drivers, mechanics and technicians, everything has gone according to plan.” NRMCC began converting its fleet of heavy-duty mixers and haulers from renewable diesel to RNG in June 2020. NRMCC has reduced CO2 emissions by more than 42,000 metric tons annually, which is the equivalent of taking 9,100 passenger vehicles off the The Conveyor • 2021 Summer Issue

road each year. “The State of California wants to make that giant leap and go from diesel directly to electrification. In my opinion, that technology is not necessarily here yet,” says Lode. “This RNG technology is a great start at reducing emissions, and it is our hope that policy makers will take a close look at the statistics and comparisons of RNG to other power sources as it relates to the EPA website. We believe that RNG can have a greater positive impact on emissions reduction than electrified vehicles, and that concept needs to be reviewed more diligently.” NRMCC has 50 time-fill posts and one fast-fill dispenser for their raw material haulers, located at the Vernon facility. “We have one station up and running right now but by the end of the year, we will also have RNG stations at our Irwindale, Santa Clarita and Glendale facilities. At the end of their shift, our drivers connect to a time fill post, and the compressor will kick on at the predetermined times, which are in conjunction with the lower tier electricity rates,” continues Lode. “If there is a potential disadvantage, I think that it would be concerning the RNG truck resale opportunities, but I believe that will improve as more companies make the transition. There is also the initial reluctance from some drivers and mechanics, which is common with any new technology. We have successfully worked through these issues through meetings and ongoing education programs. Drivers concerned with whether they would run out of fuel quickly realized that they would work 11 or 12-hour shifts and never need to refill their tanks. After a few weeks in the trucks and traveling up to 300 miles per day, many of their questions were answered as they began to embrace this new cleanburning fuel technology.” The Conveyor • 2021 Summer Issue

Steve Regis

Senior Vice President, Corporate Services, CalPortland CALPORTLAND – COMPRESSED NATURAL GAS AND RENEWABLE NATURAL GAS And, sometimes there is more than one solution. CalPortland offers an example of a multi-layered strategy in its Southern California operating area. “We recognized early on the restrictions and changes that were coming concerning the California Air Resources Board’s desire to reach zero-emission status” says Steve Regis, senior vice president for corporate services at CalPortland. At the same time, grant money came available from the South Coast Air Quality District, and we applied for those funds. Because the grants required that our fleet be converted to near-zeroemission technology, we took a look at several options,” says Regis. “To run renewable diesel trucks, we were required to have diesel particulate filters (DPF), and those were not operationally friendly and required extremely high maintenance and expensive parts and labor.” Regis decided to look into natural gas, knowing that it was considerably less expensive per diesel equivalent gallon. “With the grant money helping to lower the

Above: CalPortland's fleet of CNG ready mix concrete trucks and cement bulk haulers connect to both fast fill and slow fill stations, using Renewable Natural Gas.

capital infrastructure costs, we took a look at the forecast of the operational maintenance cost, and that made the decision obvious that we needed to convert to renewable natural gas,” continues Regis. “Our fuel cost per mile went down significantly, and we save time and labor by using slow fill RNG stations to fill the trucks overnight. We also have fast-fill available but primarily use our slow fill operations whenever possible.” According to Regis, CalPortland drivers took to the change fairly quickly. “Our drivers were thrilled to 21

have brand-new trucks that came equipped with other advanced technology. Benefits include ease of fueling, repair and maintenance, as well as a noticeable reduction in noise,” says Regis. “On the downside, the trucks were heavier even with our specified lightweight drums. It appeared that we would be losing some of our concrete load capacity. Then, California and the federal government decided to allow an extra 2,000 pounds over the normal gross vehicle weight for all zero-emission technology engines. That brought us back to par.” Regis points out that RNG is actually carbon negative, which enabled CalPortland to use that benefit in their EPB as part of their ongoing planet program. “Our fleet in Southern California is RNG, and we are always looking for opportunities to convert our entire fleet nationwide to Compressed

natural gas (CNG) even if RNG is not available. It is an expensive investment in infrastructure, so it is important to offset the cost with some sort of grant or incentive program,” says Regis. “Most fill stations can run in the neighborhood of $3 million, which makes sense if you can use the stations for the lifecycle of a truck fleet which is around 20 years.” Regis says that many policy makers seem to be ignoring the entire concept of RNG. “ Policy makers want to jump ahead to fully electric technology,” says Regis. “They don’t oppose RNG, but they are certainly not our ally.” Regis says that because of this, they do not get any benefits on the environmental side to easing the obstacles to installing and using this renewable natural gas technology. “We consider CNG and RNG to be excellent bridge fuels to all-electric, which might

be 20 years off into the future. RNG has a negative carbon impact which we feel is better than electric in terms of its impact on carbon.” THE NEAR AND NOT SO NEAR FUTURE Many would say that the zeroemission future of heavy trucks and equipment is clearly with electric technology. However, the bridge to an all-electric future may be a long one that requires the use of several different alternative fuel technologies. Whatever the future holds, these fleets are taking action now to reduce their carbon footprint. n

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TECHNICAL

RAP – Recycling Made Easy By Tony Limas, Construction & Materials Operations Support, Granite Construction and Charley Rea, Director of Communications, Safety & Technical Services, CalCIMA The recycling of asphalt pavements – formally called reclaimed asphalt pavement (RAP) – remains one of the most successful, environmentally

friendly, and cost-effective ways to recycle California’s roads. Common place since the early 1970’s, asphalt pavement is 100% recyclable. Here are a few facts:

• Asphalt is the most recycled product in the United States. Nearly 94% of asphalt is recycled into new pavements. In all, about 90 million tons of asphalt are recycled annually. • Greenhouse gas emission are reduced by 24 million metric tons annually throughout the nation from recycling asphalt. • Recycling of asphalt saves 24 million barrels of oil nationally per year. Oil is one of the most expensive and energy intensive components of asphalt. • Recycling of asphalt conserves natural resources of aggregates—the fine rock and sand materials that make up most of the asphalt. Aggregate resources in California are increasingly scarce and can take 7-10 years to permit. • RAP reduces the impacts of extracting, transporting, and processing raw materials. • Recycling asphalt keeps a bulky and heavy material out of our landfills. On top of that, the use of RAP reduces public works construction costs. This only makes sense as it costs less to obtain and expands the universe of asphalt materials with which to build roads. In 2020, the National Asphalt Pavement Association (NAPA) reported that savings realized nationwide through the use of RAP in asphalt mixtures during the 2019 construction season totaled $3.291 billion dollars. Caltrans, as with most state transportation departments, follows the American Association of State Highway and Transportation Officials (AASHTO) standard that,

The Conveyor • 2021 Summer Issue

Table 13: Material Savings, 2018–2019

NAPA - Asphalt Pavement Industry Survey 2019

among other things, provide guidelines for the use of 25% RAP in asphalt pavements. These guidelines are endorsed by the Federal Highway Administration, CalRecycle, and the University of California Pavement Research Center through its City and County Pavement Improvement Center. With RAP the sky is the limit! New binder additives and test procedures capable of characterizing asphalt binder properties and Hot Mix Asphalt performance have opened the door to new opportunities to further increase the use of RAP without sacrificing pavement performance. Studies comparing the performance of recycled versus

new asphalt mixes based on Long-Term Pavement Performance (LTPP) data from 16 U.S. states and two Canadian provinces shows that pavements containing at least 30% RAP performed equal to those with all new materials. Research performed at the National Center for Asphalt Technology (NCAT) shows test sections containing 50% RAP outperformed test sections with new asphalt even after five years of testing with heavy loads. Caltrans is following these developments, and recently began pilot projects to allow 40% RAP. It is hoped pilot projects will be completed soon, and Caltrans will

soon allow use up to 40% RAP statewide for asphalt paving projects. Opportunities to expand use of RAP can also be found at the local level. While a number of cities and counties allow 25% or more RAP, many more prohibit or limit use. A goal of CalCIMA members is to work with their local agency partners to increase the use of RAP. RAP’s history of performance and cost savings combined with limitations on natural materials, dwindling land fill space, and substantial environmental benefits, make it a sustainable and smart solution for California’s roadways. n

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INFRASTRUCTURE

Budget Surplus Benefits Infrastructure for Today and Tomorrow By Kiana Valentine, Executive Director, Transportation California At the time of this writing (June 28), the Senate and Assembly are on the floors of their respective chambers voting on a Budget Bill Jr. to supplement the main budget bill it passed on June 14, bringing together the final details of a muchanticipated deal the Legislature struck with Governor Newsom over the weekend. While this Legislature and Governor have recent experience crafting state budgets to address significant funding deficits and cutting programs (caused mainly by the onset of the COVID-19 pandemic last spring), adopting a state budget flush with cash seemed nearly, if not more, difficult. All told, the 2021-22 State Budget spends the largest surplus in California’s history and reflects total spending of $262.6 billion, of which $196.4 is from the General Fund. The unanticipated and significant windfall of state and federal revenues that started rolling into state coffers in late winter provided the transportation construction industry a unique opportunity to advocate for additional one-time funding for transportation programs and projects. Transportation and other related infrastructure programs are prime candidates for one-time investments that will help create and sustain living-wage jobs and create positive ripple effects throughout the entire economy as the state turns the corner on the COVID-19 pandemic. Moreover, despite recent historic investments into our transportation infrastructure (SB 1 – the Road Repair and Accountability Act of 2017), cities and counties have a $6.4 billion 26

annual funding shortfall, and the California Department of Transportation reports a shortfall of $6.1 billion annually just to maintain our existing system of highways, streets, roads, bridges, and other related critical infrastructure. CalCIMA was an essential part of an industry coalition led by Transportation California that developed a comprehensive set of transportation investment options for the Governor and Legislature’s consideration that would also help the state deliver on some of its other priorities including the development of affordable housing and reducing greenhouse gas (GHG) emissions. Other coalition partners included labor organizations, business, regional and local government organizations, and auto-manufacturers, to name a few. In short, it felt a bit like getting the SB 1 band back together and the industry’s inclusive efforts paid off. The industry’s proposal showed up in part in the Governor’s May Revise, which included a proposal to fund a backlog of active transportation projects, invest in infill infrastructure to support affordable housing, fund zeroemission vehicle charging and refueling infrastructure, and create a new program to fund regional sustainable communities strategies (SCSs) to achieve the state’s GHG emissions reductions goals from the transportation sector. Considering the positive feedback the industry received from the Legislature as part of our overall state budget advocacy efforts, the Senate and Assembly adopted a unified

Kiana Valentine

Executive Director of Transportation California

legislative budget in response to the Governor’s May Revise that included another industry coalition priority – the funding of the State and Local Climate Adaptation Program – to harden our transportation infrastructure against the impacts of climate change whether its sea level rise along the coast or more frequent, more disastrous wildfires. In total, the compromise budget being adopted today invests $4 billion in General Fund and California’s share of federal funding from COVID-19 relief and recovery measures into the following programs. This funding is in addition to the annual investment of gas tax revenues, including SB 1, and the $912 million California received from Congress to backfill lost gas tax revenues due to the pandemic in December 2020. $1 billion – Priority Transit and Rail Projects $1 billion – critical projects to support the 2028 Olympics The Conveyor • 2021 Summer Issue

$500 million – Active Transportation Program $500 million – High Priority Grade Separations and Grade Crossing Improvements $400 million – State and Local Climate Adaptation Program $600 million – Sustainable Communities Strategies Planning Grant Program These programs represent necessary spending in areas that are underfunded or unfunded and are welcome additions and investments in the welfare of California. Initially, Transportation California, CalCIMA, and partners had asked for and supported a $2 billion funding augmentation for the Active Transportation Program. This program engages in the meaningful redesign and improvement of less developed infrastructure in our state, modernizing highways, streets, and roads more towards the reality of communities planned in this century rather than the previous. As such, ATP projects not only improve multimodal access and efficiency but promote equity for traditionally underserved areas with less developed and more basic infrastructure. In addition, local governments and Caltrans have already identified billions in necessary climate adaptation improvements and the newly created grant programs will certainly assist in furthering necessary climate change related improvements to harden and protect our existing infrastructure. It is important to remember these programs are the responsible use of a onetime surplus to metaphorically renovate the house rather than taking a trip to Hawaii. More spending of this nature will be needed along with proactive The Conveyor • 2021 Summer Issue

efforts to maintain the critical SB 1 funding championed and defended by the people to maintain our infrastructure. While the action on the Senate and Assembly Floors tonight represents meaningful progress, the adoption and signature of the Budget Bill, Budget Bill Jr., and various other trailer bills does not signify the end of the budget process. Rather, the deal reached today lays out the overarching spending plan and levels of funding for programs and policy areas, but further trailer bills are still being negotiated and will need to be acted on before the end of session in September. In the case of transportation, we know what investments are included in the compromise budget, but the transportation trailer bill does not stipulate all aspects of the transportation funding deal, including the creation of the State and Local Adaptation Program that the industry successfully championed. An additional transportation trailer bill is anticipated. Interestingly, the Legislature included a deadline of October 10 for their own action to finalize the remaining details in the compromise budget. If no such legislation is enacted by October 10, funds appropriated shall revert to the General Fund on October 11. The industry will continue to advocate for additional funding for transportation in future years, especially in light of the currently very rosy state budget picture and the state’s goals for building a world class, multimodal transportation system for all Californians. n

& MEGA SPRAYER IN ACTION

ASSOCIATION NEWS

National Association News INDUSTRIAL MATERIALS ASSOCIATION – NORTH AMERICA (IMA-NA) Washington, DC—The Industrial Minerals Association – North America (IMA) is very excited to announce that Wayne Palmer and Matthew Dermody have joined the IMA in senior government affairs positions. Wayne Palmer will be leading the federal affairs advocacy efforts for IMA before Congress and the Administration as our Senior Advisor, Federal Affairs. Wayne Palmer Wayne comes to IMA from the Mine Safety and Health Administration (MSHA) where he served for three years as the Principal Deputy Assistant Secretary. Prior to his time at MSHA, Wayne held both government and corporate affairs positions at one of the largest pharmaceutical companies in the world, and he was Chief of Staff to Senate Republican Conference Chairman Rick Santorum. In addition to leading our advocacy efforts, Wayne will be providing support to our Safety and Health Committee. Matthew Dermody is joining IMA as Director, Government Affairs. Matt comes to IMA following three years at the Matthew Dermody Department of Interior (DOI) in various senior positions, including as Sr. Advisor to the Director of the Bureau of Land Management and Advisor to the Secretary. Prior to his time at DOI, Matt held public 28

and private sector roles that had a significant focus on environmental and natural resources related issues, which have positioned him well to be the primary advocate for the IMA on environmental and land issues before Congress and the Administration. In addition, he will be leading our Environmental Affairs Committee. NATIONAL ASPHALT PAVEMENT ASSOCIATION (NAPA) The National Asphalt Pavement Association (NAPA) launched an upgraded version of its Emerald Eco-Label software in July, improving upon the original 2017 software by adding the ability for asphalt mix producers to evaluate the environmental and economic benefits of operational improvements and compare mixes side by side. The Emerald Eco-Label software produces third-party verified environmental product declarations (EPDs) for asphalt mixtures. Multiple agencies recently adopted policies requiring asphalt mix producers to submit EPDs. Still more agencies are considering EPD requirements. A future in which environmental impacts are included in the procurement process is becoming reality in some markets. Designed specifically for the asphalt mix production industry, the new Optimizer functionality allows companies to analyze and improve their plant operations, mix designs, and supply chain logistics to reduce greenhouse gas (GHG) emissions and other environmental impacts. With the addition of plant-specific fuel costs, companies can also see the financial impacts of decisions like switching fuels or reducing aggregate moisture content. Other features include:

• Granular analysis of materials and unit processes; • Ability to develop multiple plant variants to understand the benefits of energy efficiency upgrades and other operational scenarios; and • Side-by-side comparison of mixes and plant variants to simplify and visualize complex data. Emerald Eco-Label with Optimizer helps asphalt mix producers evaluate and prioritize energy efficiency upgrades and material selection to reduce the environmental impacts reported in EPDs. Using the tool to generate EPDs now empowers asphalt mix producers to get ahead of legislation, prepare for the future, and save money while optimizing plant operations. Visit AsphaltPavement.org/EPD for more information and to get access. NATIONAL STONE, SAND & GRAVEL ASSOCIATION (NSSGA) As we approached summer, the National Stone, Sand & Gravel Association (NSSGA) launched its newly redeveloped website: www.nssga.org. The new site focuses on five major areas to communicate who we are and represent; our industry’s advocacy priorities; research and data resources; the multitude of ways our members can and do engage in; and the valuable meetings & events NSSGA manages. NSSGA represents the interests of our members, and that continues through the site with information made available through our Members section as an exclusive benefit for our members’ dues dollars. NSSGA seeks to highlight and explain the different areas of the new website each week during the summer that members may find of value. The Conveyor • 2021 Summer Issue

Our mission focuses on advancing public policies that protect and expand the safe, environmentally responsible use of aggregates that build America's infrastructure and economy. Therefore our a focal point on the website is the “industry priorities” section which highlights our advocacy efforts and specifically as NSSGA members are known as effective stewards of the environment the “environmental tab” provides a look into the innovative ways members have taken into account air, water and energy efficiency for their business. You can also find the industry’s contribution to greenhouse gas (GHGs) which NSSGA published a new report in April that focuses on how aggregates operations are very low contributors to GHGs emissions in the U.S. The report, “The Aggregates Industry Greenhouse Gases: Low Emissions, High Resiliency,” as well as a GHG calculator are just one the many tools that can be found on the “environmental tab” in the “issues advocacy” section of the new NSSGA website. These critical environmental issues that matter most to you as well as the latest on infrastructure, safety and other regulations will be discussed with NSSGA members in-person during the Legislative & Policy Forum on September 2629 in Washington, D.C. For more information on the meeting or other environmental issues, please check out the latest updates at nssga.org. NATIONAL READY MIXED CONCRETE ASSOCIATION (NRMCA) The National Ready Mixed Concrete Association’s (NRMCA) Fleet Benchmarking and Costs Survey was established to provide concrete producers with information to evaluate and benchmark ready mixed concrete fleet maintenance and utilization. The survey was developed, and responses analyzed by the NRMCA Safety, The Conveyor • 2021 Summer Issue

Environmental and Operations (SEO) Committee. Successful ready mixed concrete producers have always measured themselves in one way or another, relying primarily on financial accounting principles. Fleet operating statistics are measured to quantify current performance and to plan and budget for future improvements, whether it’s upsizing to meet current demand levels or maintaining a fleet to meet current and future challenges. Now in its 24th year, the annual survey received submissions from 92 companies or divisions from around the nation. The data submitted is from calendar year 2020. The companies submitting data ranged from the very smallest to the very largest ready mixed concrete companies. A total of 19,669 concrete mixer trucks are represented in the 2021 survey (which is the largest ever for the survey). In terms of sheer numbers, rear discharge mixers still dominate the industry representing approximately 81% of all mixers. Front discharge mixers make up the remaining 19% of the truck mixers and the average age of a fleet is 9 years. Over the last several decades many variations in axle configuration have been developed in response to varying state weight laws. According to the 2021 Fleet Survey, three-axle and four-axle booster or pusher configurations are most common. This accounts for about 54 percent of the operating mixer trucks. The average annual mileage on a ready mixed concrete truck was 14,973 miles last year, while the average one-way haul distance was calculated to be 14.2 miles. In 2020, fuel costs for the ready mixed concrete industry decreased remarkably. The average fuel cost according to this survey was $2.09 per gallon; down more than 22% from the average fuel cost of the previous year. Maintenance costs associated with fleet operations represent a major expense to the ready mixed

concrete producer. The total maintenance cost is calculated by the sum of cost of parts, outside repair services, shop expenses, cost of tires, and cost for mobile communication. This year, total maintenance costs were calculated to be $4.27 per cubic yard of concrete produced. Tires are an essential factor in determining costs associated with ready mixed concrete fleets. Of the 90 companies who reported, 4% allow recaps on the steer axle tires. On the other hand, 85% of all reporting companies allow the use of recaps on the drive or trailer axle tires. The survey also provides an estimate of the cost to the producer for a breakdown due to a tire failure, which was approximately $203 in 2020. In order to maintain an efficient ready mixed concrete truck fleet all producers recognize the need for Preventive Maintenance (PM). The concept of PM is to carefully service and inspect each truck in the fleet at regular intervals to minimize the number of breakdowns. Our survey results reveal that about 87% of producers base drain intervals on engine hours and surprisingly only 2% base their drain intervals on calendar days. Historically, drum chipping has been performed by drivers during slow or off-peak times. In today’s fast-paced industry, an increasing number of producers have elected to contract drum chipping to outside vendors. The survey allows us to estimate about how many producers are using an outside service for drum chipping. That number turns out to be about 88% this year, with an average cost of about $275 per cleaning. The average drum life of a mixer was calculated to be about 8 years delivering about 40,000 yds of concrete. A full copy of the 2021 NRMCA Fleet Benchmarking and Costs Survey Report is published annually in the fall copy of NRMCA’s InFocus magazine. n 29

VEHICLE ENFORCEMENT

CALIFORNIA HIGHWAY PATROL’S Commercial Vehicle Program

By Ramon Duran, Public Information Coordinator, California Highway Patrol - Inland Division

With nearly 400,000 miles of roadway stretching across the great State of California, maintaining the highest level of commercial vehicle safety can be a daunting task. Despite the many challenges encountered on a daily basis, both foreseen and unforeseen, the California Highway Patrol (CHP) maintains safety to the motoring public as their highest priority. The CHP operates 54 Commercial Vehicle Enforcement Facilities (CVEFs), as well as an additional 73 mini-sites, which are located throughout the state. Among the many functions of these facilities are inspecting and weighing trucks, as well as verifying a driver’s licensing and certification requirement necessary to legally operate commercial vehicles upon the highways. These facilities are operated by highly trained commercial enforcement officers and Commercial Vehicle Inspection Specialists (CVIS). Both officers and CVIS are required to successfully complete the North American Standard Level I, Commercial Enforcement Training, and are required to maintain certification while assigned to these duties. 30

Mobile Road Enforcement (MRE) officers also patrol the roadways with the ability and equipment to conduct immediate inspections while out in the field. Additionally, the CHP has a full staff of Motor Carrier Specialists that assign safety compliance ratings to truck and bus terminals, and conduct carrier audits for compliance with required testing of commercial vehicle drivers for controlled substances and alcohol. According to the DMV, there were approximately 5.89 million commercial vehicles registered in California as of December 31, 2020. The CHP inspected 399,665 trucks in 2020, and in the course of those inspections, 381,459 equipment violations were discovered. Additionally in 2020, commercial vehicles were involved in 23,198 traffic collisions. Of these collisions, 319 resulted in fatal injuries and 6,041 resulted in injury collisions. Reducing these numbers is paramount and the CHP recognizes the necessity to be as proactive as possible to keep our roadways safe. Among the many contributing factors to these collisions are commercial drivers speeding and failing to

drive within their designated lanes. There is a rising concern regarding the frequency of these violations, as well as many others including impaired and distracted driving. With these circumstances comes an enhanced effort to reduce and ultimately stop these violations which will, in turn, reduce the number of injury and fatal collisions. Pre and Post trip checks and inspections also play a large role in maintaining the safety of commercial vehicles on the roadway. Maintaining functioning lights, reflectors, tires and backup alarms, etc. will ensure a safe trip for commercial drivers, as well as the other drivers on the road. Additionally, maintaining an accurate and complete log book is often under prioritized and, in most cases, will place a driver out-of-service for failure to comply with established regulations. The CHP encourages all commercial drivers to engage in continuing education regarding electronic log books and all factors necessary to maintain a safe vehicle. With safety as the guiding beacon in all aspects of enforcement, education efforts, and overall commercial vehicle safety, the California Highway Patrol remains diligent as we continue to provide the highest level of safety, service, and security to the people of California. n The Conveyor • 2021 Summer Issue

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559-268-7321 / F: 559-268-2619 2539 South Cherry Avenue Fresno, CA 93706

MERCED

209-722-8844 / F: 209-383-4625 2280 Cooper Avenue Merced, CA 95348

SPARKS

775-356-0192 / F: 775-356-0595 1095 Spice Islands Drive, Suite 103 Sparks, NV 89431

TULARE

CIR MANUFACTURED CONVEYOR SYSTEMS

For all your conveyor belt and Industrial Rubber and Plastics needs, including on-site Belt splicing and custom manufactured conveyor systems

559-686-1677 / F: 559-686-0237 4500 South “K” Street Tulare, CA 93274

YUBA CITY

530-674-2444 / F: 530-674-1645 1690 Sierra Avenue Yuba City, CA 95993