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Contents
Awards & Recognition
2.
On the Right Track: A Message from Avis & Teddy
3.
Past to Present
5.
Core Safety Concepts
9.
Building an Enterprise
15.
From Disaster Relief to ROW Maintenance: An Evolution of Vegetation Management
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Featured Projects
23.
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Awards & Recognition
North Fork Spillway & Embankment Improvement Project wins 2021 ASDSO National Rehabilitation Project of the Year
Boone Dam Rehabilitation Project wins 2022 USSD Constructed Project of the Year
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A MESSAGE FROM AVIS & TEDDY On the Right Track
P&J started as a small-town family venture in 1952. We traversed mountains and valleys from our home base in Robbinsville, North Carolina, crisscrossing the Southeast to work our way up from clearing and grubbing projects in pick up trucks to large-scale earth moving with a fleet of heavy equipment. We learned on the job, never shied away from challenges, and seven decades later P&J is a national contractor with decades of experience under our belt. On our 70th anniversary, it’s truly impressive to take a look back at all that we have accomplished. Our scope of work has expanded into complex infrastructure and sensitive material handling. We’ve responded to some of the largest federally-declared disasters of the last 30 years and followed the trends of our industry to apply our growing skillset to new ventures and markets. With the creation of Phillips Infrastructure Holdings (PIH) in 2018 and the addition of RowCon and National Fleet Services (NFS), the Phillips Family of Companies has come together to share knowledge, skills, and resources. We believe that this collaborative structure is the key to our continued, sustainable evolution that will take us into the future. What started as my late husband Ted’s family story now includes multiple generations of smart, dedicated professionals building important infrastructure across the United States. As we continue our growth in this new decade of P&J, I am thrilled to say we remain a family company. Our people are at the heart of everything we do, and I look forward to seeing where you take the P&J enterprise next.
Avis A. Phillips Shareholder & Chairman of the Board
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One of our biggest strengths at P&J is the way we’re willing and able to reinvent ourselves. Over 70 years in business, we’ve been a small-town contractor, moved to the ‘big city’ of Knoxville, and expanded into distinct, regional offices that operated independently. Each of these identities has enhanced our understanding of the work we do and our own identity. Today’s P&J has been shaped by these experiences. We carry our commitment to family and our pioneering spirit from Robbinsville, our plan for growth from our venture forth, and our broad skillset and market capabilities from our regional offices. I grew up in P&J, like many of our team members, and seeing who we can be together, as One P&J is one of my proudest moments. We have so many skills and so much experience throughout this company, and I’m excited to see what we can do when we combine them to tackle new projects and new frontiers. This next chapter in our story is one of collaboration and expansion; of finding innovative, comprehensive solutions to the pressing problems of our communities; and of remembering that at our foundation we’re in this together. Thank you for being a part of our 70-year legacy. Thank you for being part of One P&J.
W.T. “Teddy” Phillips, Jr. CEO
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As P&J marks our 70th year in business, we have a unique opportunity to look back and see the ways in which our projects have benefited their communities for decades. Infrastructure construction is a true investment in our shared civic growth, and we are proud to see many of our contributions still serving their purpose years later. Past to Present
Ray Roberts Dam - 1987
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Ray Roberts Dam - 1987
Lower Bois D’Arc Reservoir - 2022
Ray Roberts Dam construction - 1980s
Begun in 1982, the Ray Roberts Dam in Denton County, Texas, was one of our first major heavy civil construction projects. P&J employed a workforce as large as 225 employees and eight (8) subcontractors at the peak of construction, and we moved more than 20 million cubic yards of high-plasticity clays to create the 2-mile embankment. The dam was completed in 1987, and the Ray Roberts Reservoir continues to serve as a water resource and recreation area to this day. This large project for the US Army Corps of Engineers was the last major reservoir constructed in that part of Texas for more than 30 years, until construction began on the Lower Bois d’Arc Reservoir in 2018, and P&J is proud to be a part of this effort as well.
TEXAS
Arbuckle Reservoir - 2020
P&J has constructed several water reservoirs in Texas
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Lower Bois D’Arc Reservoir construction
Located in Honey Grove, Texas, the Lower Bois d’Arc Reservoir is a state-of- the-art water storage and treatments system designed to meet the needs of rapidly growing communities in North Texas. Water impoundment began in April of 2021, and when complete, the reservoir will hold more than 350,000 acre-feet of water, providing a stable, potable source to the region. P&J spent the decades between Ray Roberts Dam and Lower Bois d’Arc Reservoir expanding our heavy civil construction skills, and we have been responsible for many of the more complicated elements of this project, including the 120’- tall intake tower and cast-in-place concrete service and emergency spillways.
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Lower Bois D’Arc Reservoir
These two reservoirs, completed more than 30 years apart in the same region, represent not only the longevity of our work, but also our willingness to grow, change, and learn new skills. While the Ray Roberts Dam still serves its established community as both a water source and recreation area, the Lower Bois d’Arc Reservoir will help support growth
and development in North Texas. Building the long-lasting infrastructure necessary for civic life is what we are most proud of at P&J, and both the success of past projects and the ways in which we have expanded our abilities over seven decades are what make P&J a proven solution.
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Over the past year, we have provided an inside look at our safety culture by breaking down our five Core Safety Concepts. These core concepts illustrate and communicate the driving principles behind our philosophy on safety, helping team members and their families understand what the safety of each individual means to P&J. The communication of these concepts starts at the top level of management, with the involvement of our executives. Our leaders keep communication constant and reflective, so team members are active participants in the culture that brings everyone home safe at the end of the day. Core Safety Concepts
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A split-second mistake on site can make a lifelong impact on a team member. Take-2 asks each of our employees to take two minutes to assess potential risks/hazards and check in with one another on how to best approach a task with safety in mind. Being mindful of safe practices allows us to see when things are amiss and keeps each of us engaged in a way that protects against becoming so complacent in routine that we miss potential dangers.
Daily, consistent actions like thorough look-aheads set my crew up for success and put my people first.
Luis Guerrero Foreman
P&J’s safety policies and practices have bled into my personal life. There’s nothing better than having everyone go home the same way they came in.
We believe in empowering teams with the capability and authority to stop work when something looks, sounds, or feels wrong. Stopping work is hard, but we cannot improve policies, create change, or power success without speaking up. Finding the solution begins with spotting the risk.
Richard Root Superintendent
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For me as a Supervisor, it’s key to maintain open lines of communication and make sure my team has their eyes on me. Safety is a team effort.
Validation builds understanding. When using 3-Way Communication, team members use call-and-response to describe tasks, communicate needs, and relay instruction. The repetition and confirmation required encourage active listening. When repeating the message, a listener affirms that the message is received, and the task can be completed safely. Our “You See It; You Own It.” culture started with our founder and his philosophy on work done well. Ted fostered community in our first employees by instilling a sense of responsibility and autonomy throughout P&J. Projects are safely completed when employees make good catches, speak up when they see opportunities for changes, and stop work when policies aren’t being followed. Long before it was said aloud, one P&J worked as One Team to build a culture around this concept – by owning what we see, team members have always been putting people first.
Sally Blackwell Supervisor
As a Safety Professional “You See It, You Own It” means taking personal responsibility for any concerns you observe and taking immediate action to correct. It’s simple, we look out for each other.
Bryan S. EH&S Director
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At its heart, putting people first is a process of actively caring. We care about the why, as well as the how of everything we do, because our safe practices must be built on solid principles. The dynamic nature of our safety culture is driven by P&J employees—from executive leaders to skilled workers in the field—tuning in to the health and safety of each individual. Caring about one another and the environment we are in daily keeps our people at the forefront of our essential work
Safety, to me, is family. As long as I get to see my coworkers go home safely to their families, that’s what I like. It’s a brother system out here.
Byron S. Safety Engineer
need a quote from Steve Thompson
Steve Thompson Sr. Vice President of Risk
P&J’s Core Safety Concepts are individually strong, but they make our daily interactions consistently safer when they are combined. A foundation of these universal principles makes carrying out our more specialized safety policies second nature. We are proud of our P&J family for making safety a priority and choosing to put People First.
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Building an Enterprise
When Ted Phillips started his clearing company 70 years ago, he primarily did one thing, and he did it well. P&J’s first big break was clearing sections of the West Virginia Turnpike, followed by thousands of acres of land for TVA throughout the Southeast as part of the Federal Aid Highway Act of 1956. Our earthwork capabilities expanded, and so did our
company. We grew our in-house fleet of heavy equipment, hired dedicated professionals, and learned on the job. In the 1980s, we began branching out from our mountain hamlet in Robbinsville and establishing regional offices in Knoxville, Tennessee, which is still our corporate headquarters, and outside of Tampa, Florida.
1952
Ted Phillips & Ted Jordan start P&J
1959 Flaming Gorge Reservoir Clearing
2002
P&J’s 50th Anniversary; P&J wins USACE Contractor of the Year Award
TN
NC
2001 WTC Forensic Recovery
1980
1986
P&J moves its headquarters from Robbinsville, NC to Knoxville, TN
P&J Florida Group is established; Avis Phillips starts Avisco, Inc.
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2017 Arbuckle Reservoir Construction
2016
2018
Avis Phillips becomes Chairman of the Board
2022
William “Ted” Phillips, Sr. Passes
P&J’s 70th Anniversary
2009 Southern Loop ROW Construction
2019
Foundations Group is formed
2021 C-51 Reservoir Construction
2009
The Power Group is formed; W.T. Phillips, Jr. becomes CEO
P&J has made a point of finding ways to build on our existing skillset to meet the markets where we work. For more than 20 years, we built regional offices and operated with small, self-sufficient divisions that focused on building long-term relationships with local clients. These divisions honed unique capabilities based on those local clients’ needs, like our Western divisions’ experience with oil pad site preparation
and wildfire recovery efforts, our Florida division’s extensive site preparation services for Industrial & Commercial projects, and our Knoxville division’s Power Generation expertise gained by working with TVA for decades.
As we’ve grown, we’ve always been willing to reassess our organization and structure, and that has allowed us to continue
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TODAY’S P&J DOESN’T LOOK MUCH LIKE THAT OF THE 1950s, 1980s, OR EVEN THE 2000s, AND THAT’S ONE OF OUR BIGGEST STRENGTHS.
to stay in business for decades. We’ve shifted in and out of different disciplines, like pipeline and oil and gas, depending on the season. When our smaller, regional structure began to stifle our potential, we broadened our perspective and saw opportunities for cross-divisional skill sharing. While our team had honed their skills in these more targeted, agile operations, we saw an opportunity to come together offering more comprehensive and turnkey packages for our clients. In recent years, we have continued to invest in specialized, state-of-the-art equipment including deep foundation drills to expand our ROW Construction service offerings and a small fleet of dredges for marine operations in the Power Generation discipline. Harnessing this capability and turning it into an opportunity has made us a more complete,
P&J’s specialized, state-of-the-art equipment; deep foundations drill and a large-format swinging ladder dredge
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full-service contractor, building on our core skillset to self- perform a greater percentage of work.
Our work can be classified in three distinct markets: Heavy Civil Construction, Power, and Disaster Response. While these represent different scopes of work and a variety of smaller, more specialized disciplines, the seed of each was planted in one simple task—clearing. Before we moved dirt, laid pipe, and poured concrete for heavy civil projects; before we drilled foundations and erected poles on power projects; and before we became a trusted name in disaster debris management of all kinds, we cleared the land. We have built on this core capability slowly and deliberately, and we’re constantly looking for ways to mix and match our new skills to build a more complete product. When we saw the opportunity to build something bigger, we created the Phillips Family of Companies. With corporate services and strategy in our parent company Phillips Infrastructure Holdings (PIH) and fleet maintenance and union capabilities in our sister companies National Fleet Services (NFS) and RowCon, LLC, P&J has the support to truly become a construction enterprise.
P&J’s essential land clearing operations
Today’s P&J doesn’t look much like that of the 1950s, 1980s, or even the 2000s, and that’s one of our biggest strengths.
The Phillips Family of Companies
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“In the last 10 years, we have been squarely confronted by the fact that we have to have one culture. P&J is not manageable or sustainable if it’s multiple companies inside of one, so our focus on the One Team. One P&J. is to build on the foundation of our shared values, build on the legacy of Ted & Avis, but share that legacy as one team of people,” our President Patrick McMullen explains. As One Team. One P&J., we can offer a big-picture approach, beyond siloed offices with limited areas of expertise. We continue to look toward opportunities for skills sharing and collaboration between our seasoned professionals. While our investment in our Foundations discipline has primarily been within the Power market, we see the potential for self-performing deep foundation drilling on Industrial & Commercial projects as well. Our increased capabilities with concrete in Water Resources can also be applied to
other Heavy Civil projects, and this cross-market and inter- disciplinary collaboration will make us not only a more effective contractor with the ability to provide more value add to our clients, but a more interesting place to work by providing a variety of experiences for our employees. Entering this new phase of P&J, we are continuing to build new facilities where we see opportunity. Our regional offices and full-service mechanics shops are an investment we make in our future, but we remain connected to a unified purpose: building, maintaining, and modernizing resilient critical infrastructure. We can do more, and do it more effectively, when we view success for one P&J market as success for all of P&J, because working together allows us to think more creatively and more holistically.
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P&J IS MORE THAN A COMPANY . IT’S A GROUP OF DEDICATED, TALENTED INDIVIDUALS WHO TAKE IMMENSE PRIDE IN THEIR WORK. THE #ONETEAM CAMPAIGN HIGHLIGHTS THE RICHNESS OF THE P&J BRAND STORY BY CELEBRATING THE TEAM MEMBERS WHO EMBODY THE COMPANY’S LEGACY AND BRIGHT FUTURE.
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From Disaster Relief to ROW Maintenance: An Evolution of Vegetation Management
Transmission line cooridoor being inspected by P&J’s Integrated Vegetation Management program
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P&J has extensive experience responding to natural and man-made disasters
In 1989, P&J entered the disaster response market with Hurricane Hugo’s impact on the South Carolina coast. At the same time, we had spent the last several decades building a name for ourselves as a land clearing contractor, we saw clear applications for our clearing and grubbing skills, and we quickly evolved our own sets of practices on the job. Since this response effort, P&J has responded to significant disasters ranging from hurricanes to ice storms to man-made disasters, including the 9/11 World Trade Center Terrorist Attacks. Our Disaster Response market has focused mainly on vegetative debris, and through that work, we gained extensive experience clearing hazardous debris under challenging
conditions. As we responded to disasters in the 2000s, we started to develop tracking technology and began exploring Automated Debris Management Systems (ADMS). Storm, our in-house ADMS, was deployed in 2011 when P&J responded to the tornado outbreak in Alabama. This innovative technology was the first ADMS developed from a contractor- led perspective, and our use on this US Army Corps of Engineers project streamlined quality assurance procedures to help reconcile and process load tickets more quickly and with less user error than on previous projects.
Having a direct technology partnership has allowed us to tweak and update our ADMS as we continue to use it on the job,
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P&J debris removal crew ... I need help with these 2 captions
P&J technical tree felling crews training in the skills yard.
and we have taken advantage of technological developments to start using mobile devices and cloud-based tracking software to help our clients track trends and potential errors prior to invoicing. P&J is always looking for ways to utilize innovative tools to improve efficiency and accuracy as we help communities return to normal after a disaster, and our customizable ADMS has helped us get our clients FEMA reimbursements more quickly.
Around the same time as we began deploying our ADMS, P&J began expanding our Power market and gaining ROW Services experience clearing trees along power lines. Disaster and ROW Services collided in 2015 when P&J performed debris removal services following the Butte Fire in Calaveras County, California. Our team had both technical tree-felling experience working along power lines in difficult terrain, as well as mobilizing quickly and making diverse debris
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reduction plans, and our successful completion of multiple phases of work led to a multi-year hazardous tree management program. This expanded tree management program required P&J to oversee crews throughout the state, in 12 counties, as they traversed remote and difficult terrain. To manage and track the data, we tailored our ADMS to apply to this non-disaster work, and we were better able to serve the client and keep them apprised of this wide-ranging effort.
P&J’s Integrated Vegetation Management Program is the natural evolution of these decades of work.
P&J’s Workplanners use SmartTrack to record real-time data on a hazard tree’s condition, species, defects, location, and more
Now one of the nation’s largest ROW and access contractors, our Power market has developed a combination of management approaches, including site assessment, control, and evaluation, to maintain existing ROWs. This systematic approach integrates cutting-edge technology, stemming from our ADMS development, with P&J’s technical expertise and a dedicated training program for Work Planners to remove vegetation and hazardous trees efficiently and effectively from ROWs.
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Our organized program includes a variety of service options that can be customized to tailor a plan for a specific region, grid, or service area. First, our skilled Work Planners evaluate the trees and vegetation around regulated utilities along with the facilities themselves, using a variety of tools, including range finders. Evaluations are logged in our SmartTrack platform, an evolution of our original ADMS customized to track hazardous trees and site conditions throughout the project. It uses cloud-based ticketing and business administration software to collect data including evaluations and GPS locations, allowing P&J and clients to have real-time updates and analysis anywhere with an internet connection.
Skilled P&J Technical Tree Fellers climb trees to remove limbs and safely remove hazard trees in close proximity to power lines
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OUR ORGANIZED PROGRAM INCLUDES A VARIETY OF SERVICE OPTIONS THAT CAN BE CUSTOMIZED TO TAILOR A PLAN FOR A SPECIFIC REGION, GRID, OR SERVICE AREA
SmartTrack includes a comprehensive cloud-based tracking software to create detailed logs for all customer contacts associated with transmission line projects. This database stores contact records, client-specific access requirements, environmental conditions, and access concerns, amongst other fields. This real-time analysis allows P&J to plan our felling approach more efficiently and dispatch the correct crews where they are needed on any given day, equipped with all the location- specific access or notification requirements of the project. Our Integrated Vegetation Management Program builds on decades of tree felling and systems development experience to create a versatile, responsive ROW maintenance service.
P&J’s Work Planners are certified arborists who use an array of tools, including rangefinders to identify potential hazard trees
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Featured Projects
500kV Transmission Line Rebuild Florida • 442 drilled shafts: 6’ diameter, avg 37’ depth • 15,200 CY of concrete • 1170 tons of rebar • 23 miles of transmission line ROW
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Residential Site Preparation Florida
• need stats for Mirada
Lyman Lake Spillway Repair South Carolina
• need stats for Lyman
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Hazard Tree Removal Program Various States
• 104,722 Trees Identified & Marked • 88,199 Trees Removed
• 6,434 Miles of Transmission Line Inspected • Listing & Felling Operations across 5 states • 383 Pieces of Equipment on Project
Plant Yates Georgia
• need stats for Plant Yates, also alternate name I can use besides the plant name, also need to see if I can find a better photo
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Solar Farm Construction Virginia
• 300 AC solar site • 100 AC of tree clearing, removal, and burning • 900,000 CY of earthwork • Construction of permanent and temporary sediment basins • Demolition of existing structures
C-51 Reservoir Florida
• Public Private Partnership • 500,000 CY Embankment Fill
• 20,000 LF Soil-Bentonite Slurry Wall • 200 LF Soil Cement Bentonite Wall • 170,000 CY Roller Compacted Concrete • 2,200 LF 96” TBM Tunneling • 40’ Tall Gated Water Control Structure • 1,800,000 Cell Excavation • 15,000 CY Riprap & Bedding Material
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Castle Mountain Pad 1A Construction & Contract Mining California
• 160 AC of Clearing & Stripping • 208,000 CY of Topsoil Removed • 767,942 CY of General Excavation & Embankment • 200,070 CY of Leak Detection Gravel Loaded/Hauled/Placed • 208,637 CY of Overliner Gravel Loaded/Hauled/Placed
• 19,880 LF 18” HDPE Pipe Installed • 594 LF 20” HDPE SDR Pipe Installed • 13,359,660 SF Liner • 17,837,185 CY of Ore & Waste
• 13,360 LF of 2” HDPE Pipe Installed • 18,570 LF 4” HDPE Pipe Installed
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Transmission Line Resiliency Improvements Florida
• 1200 AC of clearing along 186 miles • Crossing 7 counties and 2 time zones • 35% of terrain crossing through wetlands
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