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Contents
2.
Announcements & Awards
3.
On the Right Track: A Message from Avis & Teddy
5.
Innovative Construction Management
9.
Preparation & Communication Foster an Adaptive, Safe Workplace During COVID-19 Pandemic
15.
Expanding Our Approaches to CCR
19.
What Makes Construction Essential?
23.
Featured Projects
Market Contacts
ROW Construction / Disaster Response Morgan Pierce mpierce@pandj.com 865.688.8342
Water Resources / Power Generation Gerry Arvidson garvidson@pandj.com 865.392.3081
Industrial & Commercial Art Phelps aphelps@pandj.com 813.780.4371
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Announcements & Awards
We’ve Moved! P&J continued to grow in 2020 to better serve our client base – throughout the year we remained “open for business”, and we continue to prepare for the future of our work.
As we expand our western client base, P&J opened a new regional office in Denver, Colorado .
Our new corporate HQ in Knoxville, Tennessee , opened in the spring of 2020, centralizing our corporate services and executive management hubs for our expanding enterprise.
After decades in Zephyrhills, our Florida team moved in to a brand-new P&J building in San Antonio, Florida .
Zero Harm Award P&J’s ROW Construction Group joined AEP’s Zero Harm Club by consistently working safely on their projects.
Triangle Safety Award P&J’s Heavy Civil Construction Group received Southern Company’s Triangle Safety Award for the fourth straight year in spring of 2019.
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A MESSAGE FROM AVIS & TEDDY On the Right Track During this trying year, we’ve each been challenged in new ways — as individuals, as families, and as a company — and I am heartened by how the P&J Family responded. You showed courage as essential workers, resilience in the face of changing working conditions, and compassion toward one another as we all adapt again and again. P&J has seen more than half a century of change and crisis across our country. From hurricanes, to wildfires, to terrorist attacks, we helped communities rebuild and weather hard times, and these events taught us to meet adversity with determination and hard work. We know exactly what it takes to keep communities moving forward. As we face this new challenge, remember our history, and our foundation. P&J is built on decades of innovation and adaptation — we are ready for anything and prepared to stay the course.
Avis A. Phillips Shareholder & Chairman of the Board
Adapting to life in a global pandemic forcedmany of us to evaluate what is ultimately important — to our lives, our work, and our communities. As a critical infrastructure company, P&J consistently stepped up to keep our country moving forward, and we could not succeed without the hard work of the P&J Family. In months of uncertainty, P&J was not forced to initiate a full closure or project shutdown due to COVID-19, further proving our work is essential to the communities we serve. As CEO, I am incredibly proud of our work to keep our operations running smoothly while always putting People First. Project and Executive Management began considering the pandemic’s possible effects early, and this foresight allowed us to implement safety measures swiftly and decisively. Our MedLine service stepped up to serve our employees better, and constant communication about team health and welfare allowed us to protect one another in this difficult time. Most importantly, our team members in the field responded to new requirements and procedures by meeting the challenge and adapting their work efficiently and effectively. From cleaning and sanitation procedures to new PPE and distancing requirements, P&J employees implemented COVID-19 precautions while remaining committed to the quality of their work. We continued to build critical infrastructure for our growing communities, and we did so by putting employee safety at the top of our priorities, at all levels, on all projects.
W.T. “Teddy” Phillips, Jr. CEO
The engineering, procurement, construction (EPC) model effectively bundles client design and construction services into one contract. EPC is traditionally led by an engineering or design firm, but increasingly in recent years, experienced contractors are taking point. P&J has long been a successful and respected player in the Heavy Civil and Right-of-Way (ROW) markets, and our ROW Construction Group welcomes the shift toward contractors as EPC Leads. Our heavy civil background expertise leading complex projects and project controls, schedules, and cost adherence, is directly transferable to this new Contractor-Led method.
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Through our long-standing relationships with prominent design firms, we learned how to best collaborate with engineers to bring their designs to life. And as a contractor, we are better positioned to coordinate work on the ground, quickly solve problems, and even anticipate opportunities to improve value for the client. In recent foundation drilling projects as EPC Lead, we employed technology like Osterberg Load Cell tests to validate pre-bid design assumptions and prove the design. This type of collaboration between the design firm and our construction team led to reduced drilled shaft lengths, construction costs, and production schedule. Because we are capable of self-performing most ROW construction work, including foundation drilling, clearing, access construction, SWPPP, matting, restoration, and substation construction, we can plan the schedule and ensure construction activities adhere to project controls, schedules, and cost. This unified management structure also allows us to avoid redundancies in field oversight, making essential functions like safety and quality control less costly, while also removing opportunities for miscommunication or inconsistency. By looking at the big picture, with all of its moving parts, we are demonstrating Contractor-Led EPC efforts create unique opportunities for innovation at all stages of the project.
Substation Construction
ROW Clearing
Foundation Drilling
ROW Access Construction
As more communities look forward, we are actively brokering public-private partnerships (P3s) to bring landowners and
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Innovative Construction Management
municipalities together to meet anticipated water and power needs. These partnerships are fluid and can be easily customized, and they allow for earlier collaboration between landowners, utilities, and other stakeholders and contractors. In early 2021, we broke ground on a perfect example of this principle — the C-51 Reservoir. This 15-year collaboration brought together regional municipalities, utilities, landowners, and contractors to design a fully-conceptualized product to meet the surrounding communities’ water resource and environmental sustainability needs. By partnering with local stakeholders, we leveraged our experience as a contractor to develop project execution, procurement, and mobilization plans as part of the design process, saving time and avoiding schedule delays. Public-private partnerships allow communities and municipalities to assess their needs and create opportunities for creative problem solving among contractors and engineers. Other P3 partnerships, like the Pasco County Water Reuse Project, resulted in mutually beneficial, multi-use projects creating value for both municipalities and private landowners. This shift to Contractor-Led EPC, along with other non-traditional project delivery methods like P3s, allows us to innovate beyond conventional techniques. By involving contractors earlier in the development process, clients can realize the tangible cost, design, and production benefits to better serve their communities.
L-8 Reservoir, a Public Private Partnership
Pasco County Master Reuse System, a Public Private Partnership
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Traditional Bid Process The Client considers a solution
The Client is responsible for: • Soliciting Designs • Seeking Public Approval • Sourcing Funding
Challenges: The traditional bid process is often long and arduous for the client. Late contractor involvement can lead to design revisions and project delays. Planning timelines are lengthy and often reactive. Prolonged bidding/approval process means the community is forced to wait to enjoy benefits.
• Soliciting Bids • Reviewing Bids
• Selecting Contractor • Sequential Process
Partnering with P&J The Client states their needs
P&J brings: • Design Options • Value Engineering During Design
Solutions: P&J can bring you a comprehensive solution from the beginning. Early collaboration with engineers allows P&J to have direct input on the design, avoiding revision. By streamlining project development, P&J can deliver a complete product more quickly. P&J can help you get ahead of your community’s needs and prepare for the future now. With a variety of partnerships and funding opportunities, P&J can find innovative opportunities for better and faster results.
• Funding Opportunities • Landowner Engagement
• Creative Structure • Integrated Project Management • Concurrent Process
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Preparation & Communication Foster an Adaptive, Safe Workplace During COVID-19 Pandemic
Friday the 13, March 2020 – P&J’s President and a Vice President are the first two employees quarantined with potential COVID-19 exposure.
In years past, this moment would have instigated a cascading series of events leaving us with unclear leadership and shuttered jobs. Instead, our foresight and crisis preparedness paid off. Our forward-thinking management team ensured our business continuity. We successfully prepared for, communicated, andmanaged this—and themany subsequent uncertainties of 2020—while staying open. As the pandemic moved into the U.S., our executives set two priorities to guide our decisions for the months to come: 1) Keep our employees safe, and 2) keep working. Our owners and executives have always believed in putting People First and taking care of our employees as we would
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OUR OWNERS AND EXECUTIVES HAVE ALWAYS BELIEVED IN PUTTING PEOPLE FIRST AND TAKING CARE OF OUR EMPLOYEES
our own family - with respect, urgency, and transparent and meaningful communication.
As on our job sites or during disaster recovery, thorough planning is critical to responding safely to rapidly changing conditions. In February 2020, our executives first discussed the potential impacts of COVID-19 and how to keep our employees safe. By mid-March, we finalized and deployed crisis plans to our teams as our country and the world shut down, almost an entire month before our industry peers. Beginning March 11, our crisis management team, including our President, key corporate services leaders, key operational leaders, and our Medical Director, convened multiple times a week for the first 45 days of the pandemic. Along with other necessary departments, they established regular and precise communications to our workforce via emails from our President/CEO, daily texts and emails, a COVID-19 information SharePoint site, and a company-wide town hall meeting via Zoom.
We were determined to protect our entire workforce and their families. Through our MedLine service, our Medical Director served as the primary contact regarding all things COVID-19, and supported our employees and their family members by discussing symptoms and exposure and coordinating rapid testing appointments. Essential on-site employees were assessed for symptoms and possible exposure daily, self- reporting if necessary. Daily self-assessments, in conjunction with our COVID-19 Pay Policy, were key to helping us successfully manage our exposure. Our detailed and clearly communicated pay policy for time off related to COVID-19 reassured our employees and removed financial stressors, ultimately destigmatizing self-
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Preparation & Communication Foster an Adaptive, Safe Workplace During COVID-19 Pandemic
reporting possible exposure or symptoms. In 2020, P&J paid out a total of $704,430 through the new program as part of our commitment to supporting our essential workers. As of the end of 2020, P&J has invested $837,534 in COVID-19 programs such as new PPE, rapid testing (for employees and their family members), face coverings, hygiene/sanitization kits, new mass texting software, and a new pay policy. We may be asked to stay home, but germs can’t keep the world from turning. Our work on critical infrastructure crisscrossing the nation was rightly deemed essential to the function of our nation. Our management closely monitored travel beginning in February, and we closely followed CDC guidelines. We eventually established travel restrictions applying to most company travel, with all necessary travel reviewed and approved. We also established a “re-entry” evaluation and process following CDC guidelines. These processes contributed greatly to protecting the health of our people and the continuity of our business. In addition to travel restrictions, we implemented new jobsite policies and protocols, including allowing only one Operator per one cab per day, filling vans to only half capacity, and cleaning all touch points on equipment daily. Our Safety department adjusted our daily JSA meetings, managed new sanitation requirements, and coordinated all supplies necessary to
avoiding jobsite outbreaks. We equipped our field and office employees with face coverings and hygiene/sanitation kits well before our clients set these requirements. Overall, we quarantined 365 employees and had 51 positive cases, by the end of 2020. That is an impressive 4.6 percent of a 1,100 person workforce! Throughout the global crisis, the majority of our clients expected or demanded we continue to work. Our policies and procedures ensured our business continuity through summer P&J’s MedLine service is an in-house phone number that allows employees to directly contact an in-house medical professional. While this has traditionally been used for quick response to first aid and other workplace concerns, during the pandemic the service received and handled more than 500 more calls regarding non-work-related issues this year than in 2019.
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Hygiene kit given to all employees
tissues
face covering
hand sanitIzer
hand towEL
when many industries were shut down or could not survive. Only one client chose to close a project. All other sites remained
Even with no end in sight to the COVID-19 pandemic, we are proud of how our entire P&J family pivoted and adapted to ensure our projects stayed on schedule and budget, and our headquarters kept operating with little interruption. The importance of meeting face-to-face will not die with the pandemic. But we have embraced technology to maintain our business communications.
open throughout the crisis.
Throughout the pandemic, our office staff seamlessly supported our operations teams by collaborating from home via Microsoft Teams, providing live updates and easy access to new policies and protocols for employees through SharePoint, and meeting via video chat. At one point, we hosted 400 employees on one Zoom call!
We earned, yet again, our reputation for being tough, resilient, and innovative. Thanks to you, P&J has true grit.
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COVID-19 INVESTMENTS Keeping Each Other Safe, At Work & At Home
Our Priorities
Keep Employees Safe
Keep Working
Actions Taken
Early & honest communication with employees
Early use of face coverings and sanitization
MedLine advising & scheduling of rapid tests
Implemented COVID-19 pay policy to ensure employees report symptoms instead of not reporting in fear of missing a paycheck
Implemented “One cab, one operator” and other safer jobsite protocols
Daily self-assessment before reporting to work
Restricted business travel with approval process
First employees quarantined
Travel restrictions & approval process in place COVID-19 Info hub site launches
Daily communication with employees begins
Continuous communication around changing COVID-19 protocols
P&J Crisis Management Team begins early planning & monitoring
Face coverings & social distancing mandatory
Live Town Hall meeting with Q&A
February
March
April
*Data through 12/31/2020
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$837,534
Investments Made
Total Spend
$48,000
$22,000
in $50 Walmart gift cards for employees
on communication software for daily text messages to employees $704,430 paid out through COVID-19 pay policy $61,104 on personal hygiene kits, cleaning supplies, and face coverings
$2,000
on two electrostatic fogging machines for sanitation
RESULTS
Through 2020, only 51 of our 1,100 employees tested positive for COVID-19 / 1,100 51
P&J did not initiate a full closure or project shutdown due to COVID-19
Only 365 employees quarantined due to non-work exposure 365
1,100%
increase in MedLine
utilization from 2019
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Two Dragflow units
Ash handling
Cutter suction dredge
CCR Dewatering & Loading
Amphibious Excavator
CCR Stilling Pond Closure
Wide-format swinging ladder dredge
Expanding Our Approaches to CCR
As electric power utilities age and adapt to new generation technologies, the rate of coal-fired power plant decommissioning and ash pond closures is rapidly increasing. Since 1952, P&J has evolved to meet the changes and challenges of our power utility clients, and as a leader in coal ash recovery, removal, and pond closures, we continue to implement innovative solutions delivering added value to coal combustion residuals (CCR) projects. P&J’s ash handling experience includes dewatering, water treatment, and contact water management, along with extensive excavation using amphibious equipment. We have responded to emergency release events, quickly and safely removing and disposing of CCR in designated landfills, some of which we built and capped ourselves.
dredge, one wide-format swinging ladder dredge, and two Dragflow units. The swinging ladder dredge’s patented spud glider system allows it to move while cutting for continuous, efficient pumping from ash pond to surge pond. The two Dragflow units are equipped with state-of-the-art technology that automates a consistent flow and slurry density pumping from surge pond to processing plants with minimal operator monitoring. Adding these pieces of equipment to our fleet prepares us to continue offering turnkey ash pond closure services as demand increases. We have formed a partnership with a national leader in ash marketing to provide beneficial reuse options that create best value opportunities for utilities. By including current reuse possibilities as a direct and integral part of our own closure operations, we can reduce CCR handling, stockpiling, and landfilling costs for utilities.
To improve our ability to serve our clients, we have also recently invested in four of our own new dredges, one conventional cutter suction
For more than a decade, we have safely hauled and disposed of millions of tons of coal ash. In routine closure, emergency
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Expanding Our Approaches to CCR
conditions, and throughout our involvement with the industry, we have maintained a close eye on innovations in removal, disposal and handling options. We closely monitor new opportunities in CCR beneficial use to offer diverse options for our power utility clients to safely, efficiently, and productively meet the energy challenges of tomorrow.
WE HAVE SAFELY HAULED AND DISPOSED OF MILLIONS OF TONS OF COAL ASH THROUGHOUT THE SOUTHEAST
P&J’s Ash Handling History
Dry Fly Ash Stack Closure Gypsum Handling Facility
Structural Fill Cap Construction
CCR Landfill Construction
CCR Emergency Handling CCR Landfill Construction
2006
2007
2008
2009
2010
2011
2012
2013
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CCR Landfill Construction
Railcar Loading
Ash Handling
Conveyance Channel Construction Ash Pond Closure Bottom Ash Pond Closure Ash Pond Closure Sluice Channel Construction
Process Water Basin Construction
CCR Landfill Closure
Ash Stack Closure
Ash Basin Closure & Dredging
CCR Landfill Cell Closure Landfill Construction CCR Pond Stockpile Removal
Emergency CCR Dredging
Ash Basin Improvements
Stilling Pond Closure
2014
2015
2016
2017
2018
2019
2020
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Construction
?
This year made us evaluate and re-evaluate our priorities, and the construction industry proved itself an unquestionable essential industry. Throughout 2020, the P&J team remained on the job, building critical infrastructure projects across the country. We take our role as essential workers very seriously. Our projects in the power and heavy civil construction industry are part of the great, collective work to help move our country and our communities forward and meet tomorrow’s challenges. We are grateful to everyone who does their part to limit the spread of COVID-19 and protect those working to keep our country moving.
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P&J’s work helps provide utilities like water and power to municipalities, and without construction, communities can’t function. Roads don’t stay open, utilities don’t run, and without us when the tree falls in the road during an ice storm, there’s no one to clear the way. As a Laydown Yard Manager, my team needs me to help them work safely and
The men and women who make up the P&J field construction team are reporting to work every day despite personal risk and anxiety to ensure critical infrastructures, such as dams, power plants, transmission lines, and mining facilities, continue to progress. They, like many others, make up the backbone of this country.
have the right tools for the job, and the project needs my team to complete our critical work - that’s what makes me essential.
Kadarius Armstrong Working Foreman, ROW Construction
Thank you to all the construction trades and crafts for your sacrifice. We appreciate you. Stay Safe and Stay Healthy.
I mostly coordinate water and power jobs, so my work keeps the power on and clean water flowing. Our other divisions work on jobs that improve infrastructure and ensure America continues to move forward.
I also think having women on the job is incredibly important - we’re an asset to an essential field.
Patrick McMullen President
Courtney Weymouth Project Coordinator, Heavy Civil
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What Makes Construction Essential?
My crew works directly with power and the power lines, getting things started by setting up the foundations for new lines. People like us working
with power companies are what ensure people have electricity. We’re the first step in providing an essential service; that’s what makes us essential.
Construction is essential because it keeps the lights and heat on, provides water supply, and encourages economic growth; the essential nature of construction has never been more apparent than through the winter storm that has impacted the southern states in February 2021. P&J provides construction services that both build new and rehabilitate existing critical infrastructure that is essential to human life and economic growth. Our projects ensure that the power grid is resilient; water supply is abundant, safe, and reliable; precious metals are available; and industrial and commercial
Cedric Roberts Crew Leader, Foundations
Construction connects all of society. Infrastructure is what helps a country flourish in my opinion - whether it be water resources, dams, right of way, bridges. Without infrastructure – without us – society is limited.
development continues economic growth— all while responding to disasters as they impact the lives of fellow Americans.
Gerry Arvidson Senior Vice President, Heavy Civil
Brian Bowling Superintendent, Heavy Civil
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Construction is an essential industry because it provides critical services for the people, from building houses, hospitals, and transit facilities, to helping provide utility services. Our work is a necessity, and without estimators and project managers jobs don’t start. Right now we’re working on estimating some emergency/critical power line structure replacements that if not started immediately could cause a large number of people to face mass power outages, so as an estimator I’m an essential part of that process, and of keeping the power on.
Construction projects facilitate rapid deployment of capital so that labor, supplies, materials, and services can reach the people and business owners who need them to make a living and provide for their families. The markets P&J serves–Power Delivery, Water Resources, Industrial & Commercial, Power Generation, Mining, and Disaster Response– have been strategically selected to support critical infrastructure, and our employees are vital to executing these projects. Access to water and power are basic human needs, and P&J builds infrastructure in support of water storage, water conveyance, power transmission, and power generation, making our services and employees essential to public health and safety.
Paulina Jaworski Estimator
We’re working on new construction to improve the power grid - if this doesn’t happen now, by the time this pandemic
is over, everyone will be behind. Power grid developments must continue for our country to safely and efficiently operate.
Morgan Pierce Senior Vice President, ROW Construction
Chase Whittaker Operator, ROW Construction
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Featured Projects
CCR Landfill Construction Kentucky 570,000 CY of excavation & embankment 284,000 CY of chemically conditioned soil embankment 4,900 CY of cast-in-place concrete paving, foundation, & structures
Castle Mountain Mine Site Development, Leach Pad & Contract Mining Hart, California
160 acres of clearing & stripping 767,942 CY of general excavation & embankment 200,070 CY of leak detection gravel loaded, hauled, & placed +50,000 LF of HDPE pipe installed, various diameter
Contract mining 18MM CT 76 acre leach pad & pond
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Lower Bois d’Arc Reservoir Construction Honey Grove, Texas
10,400’-long, 90’-tall earthen embankment
170,000 CY of soil cement armoring 150,000 CY of internal drainage filters 30,000 CY of cast-in-place concrete
Ash Pond Closure Dredging Project Alabama
10,738,000 CY of bulk dredging 10,738,000 CY of surge pond slurry feed 39-month ash pond water management
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Lake Hancock Solar | Bartow, Florida 350-acre solar site 150,000 CY of pond excavation 1200 LF of 18-24” RCP storm drainage pipe
Nucor Micro Mill | Frostproof, Florida Mass grading and site work on micro mill facilities
128 acres of clearing and grubbing 567,000 CY of cut/fill excavation
Hazard Tree Removal Program | Multiple States P&J uses specialized, cloud-based technology to track hazardous trees and manage assets throughout the project to methodically plan removal. This approach to tree management improves reliability for utilities and creates rapid ROI with short-term work orders. Previous experience has shown marked improvement in reliability for utilities after storm events, with fewer downed lines where crews have completed vegetation management work on circuits.
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North Florida Resiliency Connector | Florida This ROW improvement contract connects two separate electrical systems to improve reliability. 186 miles of ROW, spanning 7 counties and 2 time zones +1,200 acres of clearing ~35% of work completed through wetlands
Resiliency Project | Middleburg & Loxahatchee, Florida P&J’s Foundations Group is continuing work on additional phases of this 500kV resiliency program upgrade to improve critical infrastructure for wind and reliability purposes throughout the state of Florida. Previous phases completed by P&J have allowed us to optimize our field operations on the project, resulting in direct cost savings and tangible value benefits for our client. ~20,500 LF of drilled shafts along ~83 miles of ROW
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