GSL Connections - Winter 2013

Winter 2013/14

MOLYCORP RARE EARTH FACILITYMountain Pass, CA

PROJECTPHOENIXMOLYCORP’S

PLUS: ZERO BROKEN LIVES • THE GSL FALL MOTORCYCLE RIDE • THE PINK HARDHAT CLAUSE • TIMP WWTP • AND MORE

Also:

MountainViewHospital Expansion

MOB Remodel

w/ photos(Page 9)

GSLE L E C T R I C

GSLConnections

11 17

page 12GSL’S CENTRALIZED

ESTIMATINGSuccess in this industry depends greatly upon your ability to accurately

estimate cost.

CONTENTS

PRESIDENT’S MESSAGESystemic Accountability

03

9

5

Powering ForwardPage 07 TIMPANOGOS WWTP it can be a messy job, but we still do it. Page 8 COMPASS MINERALS one of the first boilers of its

kind to be installed. Page 12 GSL ENGINEERING a recent hire quickly turns from a skeptic into a believer. Page 13 CCSD FOOD has

a freezer as big as a football field. Page 15 OUT AND ABOUT check out what GSL has been up to lately.

Page 16 THE GSL GRILL your company could be the next to experience Jack’s famous rib-eye steak

ZERO BROKEN LIVES: COMPLACENCYThe dangers of “autopilot” on the job site

04

MOLYCORP’S RARE EARTH FACILITYTransforming the 1960’s Mountain Pass mine

05

TIMPANOGOS WASTEWATER TREATMENTMajor facility upgrades

07

MOUNTAIN VIEW HOSPITAL EXPANSIONThe $34 million expansion and renovation project

09

BEIJER ELECTRONICSA Swedish technology company moves to the U.S.

11

THE PINK HARDHAT CLAUSEWhat can happen when you don’t read the contract

14

REMEMBERING RICK ROUSSEAUHonoring the life of our dear friend and coworker

18

Since 1981TURNKEY ELECTRICAL CONSTRUCTION

C

Achieving meaningful goals.

ompany-wide, GSL Electric has made great efforts to foster a culture based on vision, commitment and accountability. Although each of these elements has unique and specific meanings in the workplace, I find that “accountability” is the most critical.

In corporate America, a lack of systemic accountability has an impact of tens of billions of dollars each year. Without a proper system of accountability, a company risks: inefficiency, re-work, return of defective products, poor customer retention, and workplace conflicts and understandings.

Developing and consistently holding accountability at all levels of an organization is made challenging by the increasing complexity of today’s marketplace, geographic separation, increasing workplace diversity, more demanding customers, discontinuities in terms of technology and service solutions and, finally, more self-reliant or independent employees.

Accountability must be understood in terms of the system as a whole.

If accountability is to really work in any group, family, or organization, it must

be the entire system of individuals, linked in mutuality, taking personal and group

responsibility to achieve something meaningful: the mission of the family, organization, or entity. Like a chain, our accountability will only be as strong as the weakest link in the system; therefore, we have developed an approach that allows us to reinforce every level or our “Chain of Accountability.”

A great example of this “chain of accountability” comes from an officer in Naval Search and Rescue, whose mission statement is, “That others might live.”

“When you are on that chopper, trained, prepared and 100 percent accountable to pick up someone who is “down,” your ability to rescue is only as good as the

mechanic who serviced the

rotors or the loader who gave you the right

ammunition or the person who checked your lifting winch.

The linkage of each person taking maximum accountability in order to fulfill the mission is vital. One break in that human chain and not only will the mission not be realized, but lives will be lost.”

TOM EWINGPRESIDENT

“ACCOUNTABILITY WILL ONLY BE AS STRONG AS THE WEAKEST

LINK IN THE SYSTEM”

ACCOUNTABILITYSYSTEMIC

3 GSL CONNECTIONS | Winter 2013/14

TURNKEY ELECTRICAL CONSTRUCTION

JACK WOODSAFETY DIRECTOR

“WE MUST KEEP FOCUSED ON THE TASK AT HAND”

SAFETY BULLETIN

A ZeroBrokenLives

ebster’s defines “complacency” as:

Self-satisfaction especially when accompanied by unawareness of actual dangers or deficiencies

Complacency is perhaps one of the biggest problems we face in completing our day-to-day tasks. We are “used” to things being a certain way each time, and unless the obvious comes right out and hits us . . . we can be oblivious to it all. This state of mind can affect many things such as productivity, quality, and safety.

COMPLACENCY(DISABLE YOUR “AUTOPILOT”)

Here is an example: Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn’t mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.

You probably didn’t have much trouble reading that paragraph. It probably took you back at first, but then you were able to zip right through the text and understand the content. This is an example of how complacency works with our mind. We get used to a word starting with a certain letter and being a certain length, and we skip right over it “thinking” we know what the word is.

In reading paragraphs, it’s not a big deal; however, when it comes to safety, complacency can be a literal “killer” on the job. Each moment we are working with hazardous energy, whether it be a large production machine, forklift, automobile, power

tools, electricity or even walking from one end of the facility to the other, we must keep focused on the task at hand.

There is much danger in going into “autopilot” when working on the job. All too often we don’t realize how complacent we are until we have a near miss or close call. Those events tend to jump start our hearts and focus our attention, at least for a little while, on the task at hand.

One technique found to be effective in battling complacency in your own actions is to watch the actions of others while they work. This has a dual-fold effect in that it raises your awareness as you examine the actions of a coworker as they are working, and it may raise your coworker’s awareness if you share with them some of the observations you made that would allow them to do their job in a safer manner. It can be a win-win.

Try this technique today as you are working if you feel yourself going into the complacent state of auto-pilot. You’ll find it can work well for everyone.

AVOIDING

W

Since 1981

www.gslelectric.com GSL CONNECTIONS | Winter 2013/14 4

WHERE YOUR iPHONEWAS BORN

Inside the rocks from this mine are rare-earth minerals, crucial ingredients for iPhones, as well as wind turbines, hybrid cars, and night-vision goggles. Minerals such as neodymium are used in magnets that make speakers vibrate to create sound. Europium is a

phosphor that creates a bright red on an iPhone screen. Cerium gets put into a solvent that workers use to polish devices as they move along the assembly line.

As Mark Smith, former Molycorp CEO, said, “Your iPhone doesn’t work without rare earths in there.“

JOSH EWINGPROJECT MANAGER

The construction process for Phase I of Molycorp’s Combined Heat and Power plant (CHP) was a critical component for the Project Phoenix operation. This phase of the project was designed to generate “off-the-grid” power to the entire mine site.

Through the use of natural gas from the nearby Kern River pipeline, generators produced the 24 megawatts of medium voltage power (12470v) needed to run the new Project Phoenix phase of construction. This process results in steam that is distributed to other buildings on site for various uses. Because this process involved Liquid Natural Gas (LNG) the project required a substantial amount of hazardous (Class I, Div II) installations.

The ability to process minerals at the new Project Phoenix facilities was dependent

upon power being available to the other construction phases as scheduled. Therefore, GSL Electric was selected to work closely with the various design and construction teams to ensure the CHP phase of work would be fully operational in the scheduled 12-month time period.

In the interest of schedule, much of the construction would proceed as the design evolved. This necessary complication demanded that all parties communicate

and coordinate their efforts to minimize rework or unnecessary mistakes.

In spite of a very aggressive schedule, long hours worked and challenging design, GSL maintained its focus on the safety and quality of the project. Even with more than forty drawing revisions and the long hours worked, the GSL Team never compromised safety or quality on the project.

MOLYCORP

CHP

MINERALS


KEN ECKERDTPROJECT MANAGER

On the heels of the successful completion of the 24 MW power plant at Molycorp Mineral’s Mountain Pass, California Facility, GSL began work on the Lanthanum/Didymium Production Facility. The facility, called “LaDidy” for short, started construction at the same location beginning in August of 2012. Both projects were part of the “Project Phoenix” modernization and expansion project of Molycorp’s rare earth mine and production facility.

“We are not competing against other companies,” stated Dr. Donald Burba, Molycorp’s Chief Science Officer in a speech in early 2012. “We are competing against another country: China.” Rare earth products, such as neodymium magnets, are in ever-increasing demand. Currently, China is the leading provider of these products. Molycorp will use the Mountain Pass facility to compete head-to-head with China.

Due to cost-cutting measures, the original plans for two new buildings to house the facilities were shelved in favor of placing both facilities inside an existing structure. Initial challenges included the removal of existing equipment and power supplies to make room for new equipment while still maintaining active areas of the existing facility that needed to remain in production. As with any production facility, downtime is unacceptable. The area that would remain in production

during the construction phase was one of the client’s most profitable lines. Only God (with utility power outages) shut the line down. The existing facility remained in production throughout the life of the project until another facility at the site came online to replace it.

Throughout the course of Project Phoenix, scheduling was a major factor and project time was limited. LaDidy was built with the same time constraints.

The new facility included a new 3.5 MW service, six motor control centers, a PLC and nine remote input/output cabinets. In conjunction with the permanent installation, GSL as the electrical and instrumentation contractor was given the assignment of getting half of the new facility, the lanthanum train, online within 53 business days of accepting the project.

The GSL crew met that challenge and met each subsequent challenge it faced during construction. Through the process, a new generation of GSL leaders emerged. Jerry Tewes and Bo Gifford stepped into lead roles and, under Chad Baldwin’s supervision, lead a talented group of electricians to a successful project completion.

GSL is completing the work on a calciner and packaging area as Molycorp’s first phase of modernization draws to a close. Over a period of two short years, an entire mountain has been transformed and Molycorp Minerals stands ready to take its place on the world market.

LaDidyMINERALS

RARE EARTH FACILITY

PROJECT PHOENIX

“WE ARE NOT COMPETING AGAINST OTHER COMPANIES... WE ARE

COMPETING AGAINST [CHINA]”

TEAM SHIRTS At the completion of CHP and LaDidy, these shirts were passed out to the GSL crew.


This project consisted of the construction of new facilities and modifications to existing facilities. Improvements were needed in order to expand the treatment capacity and improve the reliability of the facility. Now completed, the peak 30-day treatment capacity went from 18.3 MGD to 30 MGD and includes additional facilities to biologically remove nitrogen and phosphorus from the wastewater.

Work on the project included the following:

1. DEMOLITION work on a number of existing facilities, including the influent control structure, east side headworks,

east side influent pump station, east side oxidation ditches, west side headworks, west side oxidation ditches, etc.

2. HEADWORKS: A new building with a Parshall flume for influent flow measurement

3. INFLUENT PUMP STATION: A new building with two below ground wet wells and two dry pits, each housing three dry-pit submersible non-clog pumps; electrical building; HVAC; plumbing; instrumentation and control; and electrical equipment.

4. BIOREACTORS: Eight existing oxidation ditches converted into bioreactors, including concrete and FRP partition walls to provide anaerobic,

anoxic, and oxic zones; submersible mixers; submersible internal recycle pumps and piping; air piping with fine bubble diffusers; new walkways; instrumentation and control; and electrical equipment.

5. SECONDARY CLARIFIERS: One 130-foot diameter and one 140-foot diameter secondary clarifier with suction manifold headers for sludge removal; chlorine rings; scum skimmers and beaches; scum pump station; instrumentation and control; and electrical equipment.

6. RAS PUMP STATIONS: Modifications to two existing RAS pump stations and one new RAS pump station.

7. BLOWER BUILDINGS: Two new buildings with high speed turbo blowers; HVAC; plumbing; instrumentation and control; and electrical equipment.

TimpanogosWTP Expansion

TRAVIS WHITEFOREMAN



Compass Minerals (formerly known as GSL Minerals) contracted with CCC Mechanical Contractors to construct a new Central Boiler Plant consisting of (2) 90-ton state-of-the-art high efficiency boilers with the new EPA-approved Zeeco Burner system. These boilers were the first of their kind to be installed. Also included with the boilers was a supporting RO treatment system and the associated chemical feed system. The technology and automation was very high tech and sophisticated.

The new plant was required when GSL Mineral’s lease of the COGEN facility owned and operated by Rocky Mountain Power was shut down. This plant came online in March to take over as the sole provider of steam for the plant. GSL Electric was contracted through CCC to provide and install the electrical and the instrumentation for the entire facility. All of the incoming power and transformers were completed directly through Compass Minerals.

Nearly every process motor was on a Variable Frequency Drive (VFD) and fully automated with instrumentation that complemented that system. Because of the Special EPA requirements, this plant was highly instrumented and controlled to meet the air quality permit. A SIMMS monitoring system that analyzes the emissions was installed on both boilers and had a direct interface to the state monitoring system.

The most challenging part of this project was the schedule and the available space provided for us to run the cable tray and cable. In spite of the contract being delayed by two months, GSL met every milestone and completed our scope on time. The crew should be commended for their commitment to the success of the project despite challenging circumstances.

8. UV DISINFECTION: A new building over the existing chlorine contact basin with concrete channels housing UV disinfection equipment; citric acid dip tank; effluent sampler; HVAC; plumbing; instrumentation and control; and electrical equipment.

9. UTILITY WATER PUMP STATION: Retrofit of existing pump station in existing building. Work includes three new vertical turbine pumps; two strainers; piping; instrumentation and control; and electrical equipment.

10. CHLORINE BUILDING: Piping modifications in existing building.

12. DEWATERING BUILDING: A new building with offices.

13. MAINTENANCE BUILDING: A new building with offices; locker rooms; break room; library; service bays; etc.

14. GENERATOR BUILDING: A new building with offices; three diesel driven 2.5 kW standby generators; two 10,000 gallon diesel fuel tanks; and electrical equipment.

Compass MineralsBoiler buildingTimpanogos

JOHN TAFTVP OF BUSINESS DEVELOPMENT

Since 1981


he remodel and expansion at Mountain View Hospital began in June 2011. In addition to new construction, major upgrades were made to several existing floors. Hospital renovations usually add a level of difficulty as the impact on patients and hospital staff needs to be kept to an absolute minimum. Critical systems must be maintained. There can’t be any

mistakes. Lives are literally depending on uninterrupted power to the facility.

Because the funds for this project were appropriated from various phases, there were numerous contracts to manage. Accurately tracking manpower to the different phases of projects being worked on in the same day was no small feat.

The project included a complete remodel of the 6th floor of the Medical Office Building (MOB). The floor needed to be brought up to hospital standards; requiring feeders and electrical switchgear upgrades. Ultimately,

MountainView Hospital expansion

PHIL RHODUSPROJECT MANAGER

T



SEEING STARS

The next time you need to get checked out by an MRI machine, you might want to try this one here at MountainView.

GSL’s team installed a virtual starry night above the machine that can be viewed while in use. And the stars don’t just twinkle. Shooting stars and other celestial events are all part of the experience.

MountainView Hospital expansion

the 6th floor was transformed into an 18-bed rehabilitation unit. The 4th floor of the hospital also received minor renovations that coincided with the remodel of the MOB.

The emergency room expansion started out with as a 4,200 square foot expansion, all while maintaining complete access to the already overcrowded ER. This work expanded the ER from 22 beds to 42. A new PET/CT area was installed, in addition to a new 12 bed ICU. A new emergency generator and circuits were also added for more future expansion.

As work was progressing, the hospital decided to go forward with another significant expansion above the ER. This 60,000 foot expansion of the 2nd floor resulted in a new 32-bed medical/surgical unit. As work continued, the hospital again decided to expand to the 3rd floor, adding an additional 32 beds. At the completion of these phases, the newly-expanded tower was brought up to about 90,000 square feet.

In total, GSL Electric installed over one million feet of wire and 330,000 feet of conduit for these projects along with 2,800 light fixtures.

Since 1981


“This facility is our future,” said U.S. operations CEO, Barry Hobbs.

The 44,000-square-foot building is the North and South American headquarters for Beijer Electronics, a Swedish-based company, which acquired the former Salt Lake City-based QSI in 2010. The company designs and manufactures complex electronic hardware and software.

“We plan to add about 12 percent of our current workforce to our ranks in the next year alone, and the building will serve our needs as we continue to grow,” said Hobbs. “The new facility has everything a sophisticated research

and development company would need, including lab space, heavy power, water, high efficiency HVAC, lighting systems, access to fiber and ample warehouse and office space.”

◊ LOCATION: 1865 West 2100 South Salt Lake City, Utah

◊ 21,300 SQ FT Office

◊ 22,700 SQ FT Manufacturing

INSTALLATIONS

Voice Data (54,000 of CAT6 Cable)

Card Access (4 Card Access Doors, Paxton Access Control)

Audio Visual (Installed 3 Overhead Projectors and Projection Screen)

Fire Alarm (Siemens FC901 Panel, 20 Intelligent devices, 60 Horn Strobes)

JOSEPH TAFT, P.E.LOW VOLTAGE SYSTEMS

“THIS FACILITY IS OUR FUTURE”



SCOTT JENKINS, P.E., LEED AP SENIOR ENGINEER

GSL Engineering(a former outsider’s take)

In November of 2012, my good college friend Jake Taft and I met for lunch. He asked if I would like to come and work for GSL.

I had already been thinking for some time that I was ready for a change. But was design build the right change?

I’ll admit to having some preconceived notions about design build contractors; that they were the “B Team” of engineering. Having spent the last 12 years working for one of the most respected electrical engineering firms in the state, we liked to think of ourselves as the best engineering had to offer. Could I find the same opportunities and complex projects I was used to designing? Or would it just be strip malls and office buildings (not that there’s anything wrong with them)?

Soon after accepting GSL’s offer, I discovered that I had been wrong all along. I wasn’t working for the “B Team.” I was working in a group that was every bit the engineers as the firm I had just come from. I found an engineering department that included 5 registered professional engineers (P.E.). It may surprise some to learn that many consulting engineering firms may have 12-24 electrical designers, but only 2-3 P.E.’s on staff.

While we do our fair share of strip malls and office space, we also do complex food processing, mining, higher education, clean rooms, healthcare, research facilities, industrial, and manufacturing projects. In many ways our project experience is much broader in comparison to many consulting engineering firms.

It was refreshing to find that we use all of the latest software for design and system analysis including Revit, Navisworks, AGI and SKM’s Power Tools. I would put GSL’s Engineering department up against many of the engineering firms in the state and perhaps the Intermountain Region. GSL’s engineering department is unique among other design build contractors and I’m confident we can handle any of the project opportunities that come our way.

CENTRALIZEDESTIMATING

here are several ways to approach estimating, and there is little doubt that each contractor chooses to do it a little differently than everyone else. At GSL we have chosen to use a Centralized Estimating method. In a sentence, centralized estimating is the pooling of resources in order to identify the cost of a project.

Because GSL operates out of two main offices and does work in several different states, it would be very easy for one office to bid projects completely different than another. All projects other than special projects (jobs typically under $100k) are bid out of our main office in our estimating department. Although all of our estimates come out of our main office, there is a lead

estimator for each branch. He is an expert for that region and uses local vendors and subcontractors for pricing and quotes.

The estimating department is structured in the following manner: under direction of the Branch Manager, the Chief Estimator is responsible to oversee the entire bidding process. He makes sure that all estimators are estimating accurately and in a consistent manner. Lead Estimators are responsible for individual bids and capturing all scope required to bid a project. They are assisted by other estimators who handle job walks, counting and take-offs, etc. Ultimately, the respective Branch Manager will review the estimate and approve it for submission.

There are many different types of estimating software. Accubid is considered the top-of-the-line estimating software for electrical estimating, and GSL has been using it for several years. Within the last year, we have begun using Accubid LiveCount Pro, an on-screen take-off software that integrates directly with Accubid. The effort and expense of implementing the latest and greatest estimating software maximizes our accuracy and efficiency.

GSL’s success ultimately depends on our ability to accurately estimate the cost of a project. The Centralized Estimating method allows all training to be performed in one location. From our main office, we are able to pursue any type of project in any area we choose to work. Having the right number on bid day isn’t just important for GSL. When clients have confidence in GSL’s bid, it helps us all to get the job.

PHIL CAPELLCHIEF ESTIMATOR

T

Since 1981


Although GSL Electric usually performs as a subcontractor on projects, there are sometimes exceptions to the rule. Such was the case with CCSD Food Services Cold Storage Warehouse because the majority of the contract was within GSL’s scope. As the prime contractor, GSL’s Special Projects team needed to perform tasks not typically handled by electricians, like the instillation of a new guard shack, coordinating

subcontractors, direct coordination, etc.

SCOPE

New paging system installed and removal

of old while maintaining an operational system during this time.

New Intrusion system installed and removal of old while maintaining an operational system during this time.

Install a new guard shack.

UNIQUE PROJECT CHALLENGES

• Operations could not be affected

• Project was awarded 30 days before full production started for the new school year

• Working condition temperatures ranged from 110 outside to -10 in the freezer area

DUSTIN WILLIAMSSPECIAL PROJECTSDepartment Manager

ST. ROSE DOMINICAN SIENACAMPUS – NEONATAL INTENSIVE CARE UNIT 3RD FLOOR ADDITION

Installation was fast paced with the execution of contract to final inspections and close out in under 45 days

Turn-Key Factory certified installation of the Voice and Data systems with a 25-year manufacturer warranty

A new stand alone Nurse Call system with a remote Code Blue Monitor in the PBX station. Cabling for the Patient Monitoring, Security/Access Control, Paging and CCTV Systems

ONE BIG FREEZER CCSD’s existing freezer is larger than a football field and kept at a cozy -10 °F.

LET’S EAT This existing facility provides daily meals for all of Clark County School District


So I looked across the table at my painter. He looked like he could be a Duck Dynasty’s long lost cousin with his long beard and camo clothes. I said, “Well…., does the contract look OK to you?” I saw him look at the price on the contract for a few seconds. I couldn’t actually see his mouth but I did see his beard move a little where his mouth was supposed to be and heard, “yup.”

I smiled because I had worked with him on three other projects. His craftsmanship was flawless, but I knew how he was. Once he was halfway into the

job, I would tell him he had forgotten some caulking or that the hallways were required to have three coats of paint. He would have a fit and after a few hours of listening to him scream and banter, I would convince him to sit down in my office. I would show him the contract and where he had signed it. He would then nod his head, say something like “HMMph” and leave while mumbling curse words just quiet enough for me to hear.

This time it was going to be different. I asked him, “Do you have any questions?” “Nope,” he said. So I then

asked him, “What do you think about line Item 24?” He glanced nonchalantly at the contract, and then his eyes popped out of his head.

“DO YOU HAVE ANY QUESTIONS?” “NOPE,” HE SAID. SO I THEN ASKED HIM, “WHAT DO YOU THINK ABOUT LINE ITEM 24?”

the pink hardhat clause Stewart Manning cautions us to carefully read that contract before signing on the dotted line.

“WHAT THE #$&^@ IS THAT?! WE ARE REQUIRED TO WEAR PINK HARD HATS WHILE ON THE JOBSITE? I AIN’T SIGNING THAT!” I laughed and told him we could probably cross that one off. I then asked him if there were any other items he had problems with. This time he combed through the contract methodically, and though he didn’t find any other PINK HARDHAT CLAUSES, he did find a few things that he had questions about. We changed some of the contract language so there were no disputations or gray areas.

Sometimes in our effort of trying to “getter done,” people forget what exactly is contracted to be done. So to make sure all parties involved are happy with the outcome. Remember two things:

1. Always read the contract

and,

2. Look for the PINK HARD HAT CLAUSE.

STEWART MANNINGPRE-CONSTRUCTION


AGC GOLF TOURNAMENT(left to right) Che’ Renee, Kayleigh, Jessica, and Jacque set up the GSL booth at the AGC of Las Vegas golf tournament held earlier this year at Paiute Golf Club.

WOMEN’SDEVELOPMENTCENTEROn the one year anniversary of the successful “A Place to Play” campaign, many of those who were involved with the project met to celebrate and have lunch together at the site.

UNLV’S COACH TARK STATUEGSL’s Special Projects department installed the in-ground lighting for this recently dedicated statue in honor of the former UNLV basketball coach.

GSL’S CHRISTMASPARTYEmployees based out of GSL’s Las Vegas branch met at the Orleans Hotel for an evening of awards, recognition, dinner, and dancing.

GSLOut and About



CITY IMPACT CENTERGSL’s Nathan Cartwright participating in a charity fundraiser at the Foundation Room atop the Mandalay Bay in Las Vegas, NV. The event was organized by the YCF and Ambassador’s committees of the Associated General Contractors, Las Vegas Chapter.

Due to the generous donations of local contractors and Foundation Room patrons, the City Impact Center will soon receive over $14,000 worth of critical site improvements.

PAYSON, UT LDS TEMPLE(left to right) Mike Hartwell, Victor Doroghian, John Taft, Shane Weise, Tyson Taft, Casey Moon, Christopher Prince, and Chris Chadwick pose for a group photo. The placing of the Angel Moroni statue is an important part of every temple’s construction.

SAINTS TO SINNERS BIKE RACEGSL sponsors this annual bike race from Salt Lake City to Las Vegas. Teams ride through the night and proceeds benefit ALS/Lou Gehrig’s disease.

OKLANDCONSTRUCTIONWe always have a great time when Jack fires up the GSL Grill for our friends. Jack’s secret recipe gets 100% rave reviews. And the dutch oven peach cobbler is also incredible.GSL

Out and About

Since 1981


KURT JENSENCHIEF OPERATIONS OFFICER

GSL welcomes

any safe and friendly riders that would like

to join us on our semi-annual rides. Contact Kurt ([email protected])

for more information

ince 2011, riders from GSL have organized a spring and fall motorcycle ride to involve those employees (and their invited guest) to get together and socialize, away from the work place while enjoying some of the West fantastic mountain scenery. The spring ride is a good kickoff to the riding season and the fall ride, for many of us, is one of the last hurrahs of the year.

Our departure date this year coincided with the IEC of Utah’s Annual Members Breakfast. After a hearty meal we saddled up and headed down the road. The first leg of our excursion took us down I-15 to Orem and then shooting up Provo Canyon to Heber where we hopped on US 40 and worked our way East to Steamboat Springs. For those of you who have made this drive, you know that the scenic attractions are few and far between once you get East of Duchesne. The only bright side of the last leg of Friday’s trip was that with all the rainfall we had been receiving, the sagebrush flats actually had green

grass growing; instead of the dead yellow grass usually present at this time of year. The pleasant temperatures also translated into an abundance of bugs and the need to scrape off bikes, windshields and sunglasses.

On the recommendation of Billy Johnson, we decided to take a more circuitous route on the second day of our excursion. We re-routed through Rocky Mountain National Park, Estes Park and ended back up at Idaho Springs Colorado where we intercepted I-70 for our westward trip back to Glenwood Springs. After watching thunderstorms build all afternoon, we were finally force off the road at Frisco, and waited while a true “gully washer”(you can substitute “frog strangler” or “turd floater” for “gully washer”, depending on the region of the country you come from) came through. Luckily most of us had donned rain gear, and we finally arrived in Glenwood Springs that evening.

The final day of our trip was again a trip with very little scenic wonders to behold. We again encountered our nemesis, the dreaded thunderstorm, just as we were leaving Price. Being the troopers that the group is comprised of, we kept riding and made the passage up to the top of Price Canyon in a torrential down

pour. Canyon roads, heavy rain and limited visibility made for a white knuckle

ride. The only individual (I won’t mention names, “Mike”) who relaxed up the canyon was the

one whose bike had been loaded on a trailer in Wellington.

Rain or Shine, time spent in the company of good companions, with your face in the wind, is still a great time. The little inconveniences such as weather or breakdowns only tend to bring character to the stories told to friends. I would like to thank Billy for suggesting an alternate route. The country, winding roads and scenery we encountered on the second day was phenomenal; making this a ride to remember.

GSL Fall 2013

MotorcycleRide

The

S



Rick Rousseau1959 - 2013

Our dear friend and colleague, Rick Rousseau, passed away on August 8, 2013.

Rick began working at GSL Electric in September of 1994. He was a project manager in the Utah region, a member of the board of directors, and an owner of the company.

Many of us at GSL were very close to Rick. He was kind, welcoming, warm, and had an incredibly dry sense of humor. He was fiercely loyal to his crew.

And he is greatly missed.

Since 1981


www.gslelectric.com

VISION | The foundations of successful long-term relationships are based on appreciation, trust and respect. GSL’s primary objective is to help our clients be successful. GSL will exceed expectations by offering creative solutions, executing best practices, developing industry-leading systems, and fostering innovation.

COMMITMENT | GSL commits to perform our operational, business, and administrative duties in a professional and timely manner. GSL will take proactive steps to assist other trades and team members to ensure the success of our projects. We will provide a safe work environment for ourselves and others as we strive for “zero broken lives.”

ACCOUNTABILITY | GSL Electric and its employees will always stand behind the products and services we provide and we will be fully accountable for the performance of our contractual obligations. In turn, GSL expects the same level of accountability from our clients and other trades within the construction industry.

UTAH OFFICE8540 South Sandy ParkwaySandy, UT 84070(801) 565-0088

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Date post:	11-Mar-2016
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GSL Connections - Winter 2013

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