• • • • • • • • • • • • • • • • • • • • •

McWANEP u t t i N g E N V i r o N M E N tA L H E A Lt H & s A F E t Y F i r s t • 2 0 1 5

lEADiNg thE WAy by bEiNg thE bESt

tEAM McWANE ENviroNMENtAl SAFEty AND

huMAN rESourcES MANAgErS

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 1

cross McWane, June was Environmental Health &

Safety-Human Resources (EHS-HR) Awareness Month.

While there was fun, and even games, EHS-HR matters Aas much as anything else we do as a team at McWane. This is

serious business. We must each take it seriously—around the clock,

at home and at work.

You should too. It’s your job, and your teammates, company and

community that are depending on you—and the little ones at home,

to boot. While June was EHS-HR Awareness Month, every day of

the year offers opportunities to put EHS-HR knowledge to

productive use.

Many of us participated in power-outage emergency drills to

familiarize ourselves with what might happen in a blackout. We

participated in active shooter training—we pray, of course, that we

never have to face such a situation. Managers and supervisors par-

ticipated in 30-hour U.S. Occupational Safety and Health Admin-

istration-sanctioned training. We learned how to eat healthier and

properly handle and recycle household hazardous waste—because

health and safety is important everywhere.

A few of us created “What I Live For” posters to drive home the

message that environmental health and safety can impact those

closest to us.

This is what motivated Austin Milster, a quality engineer at

Amerex, when he created his own “What I Live For” safety poster.

Milster drew the outline of his child’s hand next to his own and

wrote that he lives for the day when his child’s hands “are as big as

this one… and every day in between.”

Sometimes, lessons are learned in lighter ways too.

The Ductile Iron Waterworks Fittings Group organized high

impact training and forklift rodeos. There were even one-handed

events (making a peanut butter and jelly sandwich with one hand;

opening a bag of chips with one hand; playing Jenga one-handed)

to help everyone gain a bit more perspective on how easily simple

tasks can become diffi cult—and the other way around. The Tyler

Xianxian facility in China had their offi ce staff walk the stormwa-

ter drainage route bordering the property and remove trash and de-

bris; and Tyler Couplings’ “stream team” helped monitor/identify

critters at a local stream.

Team members were also provided daily briefs on recycling,

water conservation and the importance of stormwater/house-

keeping. Several facilities organized teams to participate in com-

munity events including walks to help fi nd a cure for cancer and

Futurecom team members volunteered to help clean the Boyd

Conservation Park.

EhS & hr AWArENESS MoNth

The point is that EHS-HR matters and whatever it takes to keep

it top of mind is what we’ll do. June may be EHS-HR Awareness

Month at McWane—but every day is EHS-HR day too. s

No matter how each facility

decided to participate in EHS-HR

Awareness month, every site included

a video message from Ruffner Page

on their activity agendas, so that

every McWane team member could

hear from the top how important

EHS is to our leadership—and how

important it is for each of us to

continue focusing on it every day.

bEiNg thE bEStby DoiNg our bEStg. ruFFNEr PAgE, Jr.

or the past 16 years I’ve had the honor to serve as President of

McWane, Inc. In that time we’ve seen amazing growth, incred-

ible innovations, and the creation of a global team of experts, Fengineers, and technologists. And we are truly one team, the Mc-

Wane Team, regardless of whether you’re paid a salary or by the

hour, whether you’re represented by a union or not, whether you

have a staff position, a management position, or work on a pro-

duction line. The only thing that matters is that we recognize and

accept the responsibility of working together as vital members of

the McWane Team. So at this special time of year when we pause

to look back on what we’ve accomplished and ahead to the op-

portunities before us, let’s recommit ourselves to being the best by

doing our best.

It’s a lesson my wife Penny and I have brought home to our

three daughters more than once. It’s simple, straight-forward, and

so commonsensical that sometimes we all need to be reminded

of it. It holds the power to motivate us to achieve our highest

potential. And it’s a basic reminder that if we don’t, we’re letting

down not only ourselves but those closest to us—our family, friends

and co-workers.

There’s an enormous amount of credit we all share in making

McWane a leader in its industries. And this credit, as our motto

suggests, spans generations. Our work today stands on the shoul-

ders of those who came before us and built this great company.

Today you and I, working together, are building an even greater

company for those who will come after us.

I want to share some thoughts with you on how we should

defi ne our success as we move forward.

INDIVIDUAL RESPONSIBILITY WHILE WORKING WITHIN TEAMS

As we work in our daily activities, let’s think about how

effective each of us are being with our time and with the quality

of our work product. It doesn’t matter whether this work product

is a piece of the product sold or information that improves our

performance. Every action requires the habit of excellence

in how we do our jobs.

GROWTH IS A CONTINUOUS EFFORT THAT

ACTUALLY HAPPENS IN SPURTS

I like to say we have a “sense of urgency in everything we do.” But

because we have a strategic vision for McWane and a well thought

out plan for growth, as long as we focus on executing well every

day, we can afford to be patient and take advantage of the right

growth opportunities when they occur.

CONTINUING TO LEARN NEW WAYS TO IMPROVE OUR BUSINESS

I believe the most successful organizations are the ones that

promote an interest in learning. This ranges from new skills in our

plants for remote monitoring and computerized equipment auto-

mation, to our executive team learning more about the competitive

opportunities and threats in our markets and around the world.

Our businesses are more secure if we invest and learn to remain

low cost producers. We are also more secure in the long run if we

have responses to competitive threats such as a strong US dollar

making imports less expensive over time.

LEADERSHIP THAT EMBRACES GRATITUDE AND HUMILITY

In my fi rst point I said every Team Member has an individual op-

portunity and responsibility as part of his or her team. Each of

us also have multiple opportunities to be a Leader. Every job at

McWane provides a chance for all of us to demonstrate interest in

our team members, ensure safe behavior, help others when they

need it, make suggestions on ways to improve our work, and ap-

preciate the work and chance for success. Our latest Wellness Pro-

gram, “Feel like a Million,” has a box I checked daily on feeling

gratitude. It was, for me, an exercise that reminded me to take a

moment to be thankful for family, work, and friends.

As you read the following articles about the great work our

colleagues across the McWane family of companies have done in

2015, let’s recommit ourselves to better serving our customers and

the communities in which we operate and to being our best by

doing our best. It’s the McWane Way. s

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 2 McWANE 3

After nearly a year of planning, the McWane Pipe Group

retired the brands of Pacific States Cast Iron Pipe,

Atlantic States Cast Iron Pipe, Clow Water Systems and

McWane Cast Iron Pipe in favor of our new name, McWane

Ductile—uniting all U.S. ductile iron pipe sales under one brand.

McWane Ductile combines the strengths and talents of many teams

into one seamless unit, and ensure a better and more consistent custom-

er experience. This is McWane Ductile, Iron Strong.

“We are bringing the best practices from each of our divisions

and are standardizing those to McWane Ductile,” said Mike

Dodge, VP of Sales and Marketing, McWane Ductile. “This

change makes sense given today’s marketplace with more of our

customers expanding to larger geographic markets.”

Building on the successful installation of the first high-efficiency

casting machine installed at McWane Ductile—Utah, our Utah

foundry added a second high efficiency machine this last June.

The two new units, which replaced four of the older waterbox

style machines, incorporate modern design principles along with

improved controls and automation.

“The capabilities of these new machines far exceed our older

machines,”said Kent Brown, VP/GM for McWane Ductile—Utah.

“Even as we are still climbing the learning curve, you can see the

potential of these machines.”

A third machine arrived at McWane Ductile—New Jersey in Sep-

tember and is scheduled for a fourth quarter installation.

Meanwhile, McWane Ductile—Ohio had a large capital

expansion of its own. And next door at McWane Poles, there’s

a new state of the art assembly line in the newly purchased

building. Once a collection of used equipment cobbled to-

gether to press and drill utility poles, the booming demand for

McWane’s ductile iron poles required real change. McWane

Poles now boasts a state-of-the-art line, the result of an inter-

continental McWane collaboration.

McWane Poles Director of Operations Keith Mallett and a team

from McWane Ductile—Ohio developed a conceptual layout for

the newly purchased building adjacent to the Ohio foundry. Loop-

ing in the McWane team from MSPL in Coimbatore, India, al-

lowed for detail design work, the procurement of components and

run-off inspections. MSPL’s Praveen Kumar and Senthil Natarajan

worked closely with Keith to produce the final drawings. From

there, Gopi Ramanathan and his team produced RFQs, and a final

machine shop was selected.

“The new line is undergoing testing and debugging right now,

but it is amazing,”said Mallett. “I have already started using some

portions of the new line for orders. It resolves many of the inef-

ficiencies of the original line. We are going to have so much more

capability. Everything will improve—lead times, quality, cost. They

are all going to be better.” s

McWANE DuctilE iroN StroNg

tand gaskets for storm and sanitary drain, waste, and vent (DWV)

plumbing systems. The MPG companies—Tyler Couplings; Tyler

Pipe; AB&I Foundry; Bibby-Ste-Croix; Fonderie Laperle; and

Anaco-Husky—have made considerable changes to stay ahead of

the curve, and the competition.

The investments the Plumbing Group are making today will

help us produce even better products more efficiently—as well as

to support clean air and water in all of our communities. Some

examples from across the MPG show just how much has already

been done to keep costs down without losing focus on quality:

n At Bibby-Ste-Croix in Quebec, Canada, improvements to the

cupola, a refractory-lined steel stack used in the metallurgical pro-

cess of melting iron, are increasing efficiencies in the iron melting

process—reducing the need for high amounts of coke and reducing

overall fuel consumption. Substantial improvements include the

installation of a 48” ID refractory lined cupola, a dehumidification

system and heat insulation of the hot air blast piping.

n We recently installed 10,000kW generators to manage trans-

mission costs and reduce expenses at Tyler Pipe in Tyler, Texas,

where the state is considering imposing a $9kW surcharge on elec-

tricity.

n At AB&I Foundry in Oakland, California, we recently part-

nered with Samjim and state utility Pacific Gas & Electric Com-

pany (PG&E) to replace and reduce light fixtures in both the

foundry and office spaces with efficient LED fixtures and lighting

controls. The new system will reduce energy consumption and in-

crease lighting efficiency—allowing the facility to stay just as bright

but at a lower cost. AB&I also received energy rebates for its new

induction furnace and new air compressor—added to the very large

rebate from PG&E for the lighting upgrades.

The McWane Plumbing Group is on a constant hunt for in-

novation and efficiency. The team at Tyler Pipe has been working

to shrink its footprint on the 871-acre property to achieve higher

efficiencies. At the Anaco facilities, the team invested in new and

refurbished manufacturing equipment, including a new DESMA

injection machine in their gasket department and new multi-press

units in their clamping department to bring down costs while im-

proving efficiency. These constant improvements help us control

costs while creating healthier and safer products for our customers.

Continuous improvement and sustainability matter.

Each year, MPG reclaims thousands of tons of post-consumer

scrap metal for use in the production of sustainable building prod-

ucts. Besides using scrap material in the production of its prod-

ucts, AB&I also recycled more than 800 tons of waste sand that

is reused in concrete plants. AB&I upgraded their Baghouse #4

to capture even more particulates—further reducing fugitive emis-

sions in their shakeout area.

The Plumbing Group doesn’t just focus on savings. We are also

committed to giving back. Every MPG member company main-

tains ongoing community outreach programs from supporting

food banks to building playgrounds at schools in under-privileged

areas; supplying books for their libraries; and participating in mul-

tiple fundraisers including Race for a Cure for Breast Cancer and

blood drives.

Our commitment isn’t new. It’s in our bones, going back more

than a century for some. Just this past May, for instance, Oakland

Mayor Libby Schaff recognized AB&I for its 109 years of giving

and investing in its community.

“One hundred and nine years in business doesn’t happen by

chance,” said Kurt Winter, Executive Vice President of the McWane

Plumbing Group said. “It takes all of us working together as a team.”s

he six companies that comprise the McWane Plumbing

Group (MPG) manufacture cast iron soil pipe and fit-

tings, multiple drainage products and an array of couplings

thE McWANE PluMbiNg grouP (MPg) iNvEStiNg iN our vAluES

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 4 McWANE 5

he McWane Technology group, uniting a raft of diverse

and dynamic companies under one banner, is busy at work

solving customer problems that didn’t exist 10 years ago. tUntil recently, these five promising tech firms were considered

startups. Today, they’re directly taking on the challenge of transi-

tioning from startups into reliably growing companies innovating

their way forward.

McWane Technology Group companies are developing and

delivering products in two primary spaces, the Internet of

Things (IoT) (or “Connected Devices”) and “Wireless Anywhere.”

Synapse (Huntsville, Alabama) and Nighthawk (Dallas, Texas)

build solutions that connect devices over wireless or WiFi “mesh”

networks, and add Internet-powered intelligence into more and

more applications—such as intelligent lighting for large parking

structures, and remote temperature and vibration monitoring for

Kennedy Valve.

For Zinwave (Cambridge, United Kingdom), Futurecom

(Toronto, Canada) and Comtech (Seoul, Korea), “Wireless Any-

where” is about making sure that you will never lose your wireless

connectivity—whether you work on a large enterprise campus, play

in a sports stadium or music venue, or work as a first-responder

using mission critical public safety communication gear.

For a view of tomorrow, one need only visit a company in the

McWane Technology group today. And this isn’t just about what

they’re making, but how they’re making it too. It is hard work, and

will continue to be—because nothing, and certainly not success, is

guaranteed in life. But the challenge of scaling up our technology

companies into vibrant market forces over the long-term is one we

are tackling head on.

At Zinwave, which works to provide in-building wireless solu-

tions that serve all major global carriers and wireless protocols, they

decided to pay better attention to “Voice of the Customer” (VOC)

feedback. This led to the creation of a customer-centric product

roadmap and a revitalized partnership between sales, product and

engineering teams. It is also providing another chance to recapture

missed sales opportunities.

Futurecom’s Digital Vehicle Repeater System (DVRS) provides

police and fire radio coverage in mission critical, first-responder

situations. The DVRS Black Box sits in a police car or fire truck

and provides reliable wireless coverage extension at a fraction of

the cost of a large infrastructure purchase (such as towing around

an extra cell-phone tower). In these days of outsourcing everything

to the lowest bidder, Futurecom has built an exclusive channel

relationship with Motorola Solutions (the #1 Public Safety com-

pany) through tight integration of their product with Motorola’s

solution. So tight and responsive is this product integration that

Motorola turns to Futurecom when they need to deliver running

changes for must-deliver customer deliveries—knowing that Future-

com will deliver again.

Synapse is on a mission to connect devices (sensors, lights, and

anything else you can think of) to the Internet, providing custom-

ers with one-stop shopping to monitor and run their businesses,

organizations and cities more efficiently. As a leading innovator

in the IoT space, Synapse builds products from hardware to soft-

ware, serving clients from industrial applications to City Bikes, to

automated pest control. When the market hype gets out of con-

trol, that’s when you know you need to have a disciplined business

strategy to compete—and that is exactly what the Synapse team has

taken on in 2015. Evaluating their business at the beginning of

this year, the Synapse team realized that the power of their product

solutions lay primarily in being an enabler to their customers for

connected device solutions. With this sharpened focus, the team

quickly established a Core IoT Business, creating products that

can be sold into many different industry verticals, but leaving the

customization to the industry experts, thereby creating a simple

number of product SKUs that can be sold over and over again. The

team also realized that there were a handful of industries where

their product or industry expertise did enable them to compete,

and is taking the time to build out these “engine of growth” solu-

tions; lighting solutions being the focus this year, with a view to

build sustainable innovation and growth within five years.

What do you do if your electric utility remote monitoring com-

pany gets acquired by McWane, a company with industrial plants

and foundries around the world? If you’re Nighthawk, you look

for opportunities to take your core wireless remote monitoring ca-

pability and partner with your industrial parent to develop new

and innovative solutions that can be used for internal efficiencies

and sold to external clients as well. And if you’re smart, you’ll do

it the way the Nighthawk team did: by pulling together a team of

subject matter experts to act as your voice of the customer, and le-

veraging other McWane assets like MSPL to develop your software.

Given all of this innovation, it isn’t hard to imagine some of the

great opportunities on the horizon:

n Synapse intelligent devices and Nighthawk monitoring

& control systems that sit at the edge of a wireless network

delivered by Zinwave;

n A Futurecom Public Safety system that acts as an

“incident hub” using Synapse WiFi modules;

n Combined wireless and public safety systems for new

building construction, leveraging product and expertise

from Zinwave and Futurecom;

n Reducing the product cost and improving the delivery time

by strengthening partnerships with Comtech (Hardware) and

MSPL (Software);

n Building a product innovation portfolio through disciplined

product execution and constant voice of the customer feedback.

For the McWane Technology group, 2015 was a year of change

and focus. For 2016, the sky is the limit. s

McWANE tEchNology grouP thE iNNovAtioN hAS AlrEADy StArtED

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 6 McWANE 7

McWANE uNivErSity EhS/hr lEArNiNg NEtWorKiNg AND ShAriNg bESt PrActicES

Sharpening skills and forging friendships was the focus of the

2015 McWane University EHS-HR forum September 22-25

at Birmingham’s Renaissance Ross Bridge.

The event brought together 125 McWane EHS and HR profes-

sionals from around the company and around the world to learn,

network and share best practices.

The meeting started with a general session where all three groups

(environmental, health & safety and human resources) met jointly

for a half day to learn about topics of common interest. Updates on

major activities and plans in each of the three functional areas were

followed by a riveting active shooter training session.

After the general session, each group met in separate breakout ses-

sions to learn and brainstorm about specific topics pertinent to each

group. Topics included crane & rigging safety, machine risk assess-

ments, air emission estimating and permitting, waste management,

paperless inspections, laws and regulations, electronic document

management, storm water management, labor negotiations, social

media, wellness initiatives, and computer based training.

To balance out the busy agenda, time was set aside for some fun

including mountain biking, zip lining, and golfing. There was also

plenty of time for networking, which many said was the one of the

most valuable parts of the meeting.

Of course no McWane University EHS-HR meeting would be

complete without the traditional talent show. Once again, contes-

tants demonstrated the wealth of talent that our team members pos-

sess: everything from a bagpipe performance, comedy routines, and

a rousing Tina Turner-style performance of Proud Mary, to surprise

appearances by Jake & Elwood, the Blues Brothers, and Manuel the

Tank Man.

The awards for farthest distance traveled went to Jacqui Mann

from Manchester Tank who came in from Echuca, Australia; Len-

ny Ding and Phil Zang from Tyler Xianxian in China; and Ajith

Raveendran from McWane Gulf in Abu Dhabi.

Since McWane’s companies are positioned around the globe this

meeting is a great opportunity for team members to meet one an-

other, develop friendships, and exchange ideas and best practices.

Now that they know one another they won’t hesitate to call or email

their new friend to ask a question or get advice.

McWane University was originally established as a forum for dis-

cussing the mission and direction of McWane, but it’s become much

more. Each McWane University meeting brings together collective

ideas and experiences from which team members can learn and gain

motivation. It’s also a vehicle for training that gives participants a bet-

ter understanding of our commitment to our shared values and goals.

Everyone left the meeting energized and ready to get back to their

respective facilities to put what they had learned into action. s

The McWane Team’s meeting in Birmingham this year was one of the best meetings yet!

McWane University

gives team members

across the globe

the opportunity to

meet and exchange

ideas and best

practices.

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 8 McWANE 9

cWane’s Environmental, Health and Safety (EHS)

Steering Committee is continuing its work to help

drive continuous improvement for our industry-lead-Ming EHS programs and systems. It consists of leaders from our

operating divisions and corporate and was inaugurated in the fall

of 2012. The primary purpose was to develop a strategic plan to

take EHS performance at McWane to a new level. Since then,

the EHS Steering Committee has worked tirelessly behind the

scenes to accomplish its mission. Steering Committee initiatives

and projects are aimed at streamlining our programs and systems

and looking for newer ways to improve our EHS performance

while reducing burdens on our operating divisions. Major issues

tackled to date include improvements to EHS training, audit and

electronic data systems and setting EHS standards for interna-

tional operations based on input from team members through-

out the company.

McWANE EhS StEEriNg coMMittEE iS AlivE AND KicKiNg

Greg Simmons

Assistant General Manager at Tyler Pipe

Company located in Tyler, Texas

“The time has come for all of our

facilities and team members to take

EHS to an even higher level. We have

a mission. The only way I know how

to get this done is show results.

Otherwise, it’s just talk.”

Larry WhiteheadCEO Manchester Tank

“The vision the EHS Steering Committee

has for McWane is straightforward:

To become a values-based company that

naturally results in compliance…

Dale SchmelzleVP General Manager at McWane Ductile

New Jersey

“Over the last decade McWane has

made major improvements in all facets

of EHS and has become a leader in our

industry as our injury numbers reflect.

But we risk falling behind if we spend

Tony OrlowskiGeneral Manager at M&H Valve

in Anniston, Alabama

“We’re by no measure perfect, but

our robust compliance efforts as a

company are giving us fewer and

fewer opportunities for gain while

at the same time we want to make

too much time patting ourselves on the back. Like many organi-

zations that are good at EHS, achieving a Zero Injuries culture

requires real effort. That’s work, and work we can be proud of

engaging in. Making this shift in values requires the full

commitment at every level in the organization.

I am excited to be part of it.”

quantum leaps. The steering committee is working on that

dilemma—looking for ways to maintain our progress

while streamlining and freeing up resources so we can

better act on our values and get to that next level

of performance.”

We’re conveying the ideas and vision that will help us

accomplish this. It’s not always easy, but that’s maybe part

of why it’s worth doing.”

vAlvE & hyDrANt grouP 25 YEArs & CouNtiNgi

t has been an active year for capital improvement projects for

the McWane Valve and Hydrant Group (V&H), as well as

at Tyler/Union. After 25 years, the V&H Group continues

finding synergies.

Clow Valve Company team members are anxiously awaiting

the arrival of a new 1800 MM horizontal machining center that

will allow them to machine up to a 72” resilient wedge gate valve—

as well as many other valves and fittings now outsourced by

McWane. M&H Valve continues to expand its rubber coating

operations and will soon have the ability to satisfy the majority of

internal demands for the entire Valve & Hydrant Group. Kennedy

Valve Company has acquired equipment that will allow it to pro-

duce nuts and bolts for the V&H Group, putting us in position

to better comply with the “Buy America” Act. Tyler/Union has

installed equipment allowing them to better provide the industry

with domestic restraints and companion flanges. As well, Tyler/

Union continues to make improvements to their recently installed

large diameter “fast trac” molding line which supports our position

as the number one domestic waterworks fittings company in the

U.S. All of this coordination and effort across the V&H Group

allows us to supply quality domestic products that support the

American worker and our country’s vital infrastructure.

McWane’s Valve & Hydrant Group came together as part of a

complex realignment of companies and divisions across the North

American continent in shared purpose and support. The prom-

ise of improved savings and better customer service is already be-

ginning to emerge from the newly assembled V&H Group. This

is a foundation, built on companies whose histories date back a

century and a half, that will help McWane’s V&H Group continue

to grow as one team.

In May, the stateside V&H Group held its national sales meet-

ing in Denver under the banner of “Three Companies, One

Team.” Sustaining teamwork and team culture requires more than

compelling mottos, however. It requires hard work. Fortunately,

the companies that make up the V&H Group in the U.S. have

built reputations on exactly that for generations. The first V&H

company, M&H (est. 1854) joined the McWane family in 1984;

Clow Valve (est. 1849) joined in 1995; Kennedy Valve (est. 1877)

in 1988; and Concorde and McAvity (est. 1854) in 1990, when

McWane acquired and merged them into Clow Canada.

It’s no small feat to merge a handful of proud companies that

have spent well over a century competing in the marketplace.

For 25 years, we’ve been doing more than saying “team,” we’ve

been acting like one.

Today, the V&H Group does more than $80 million annually

in intercompany business, producing enormous and measurable

efficiencies across McWane. Consider that Clow Valve manufac-

tures and provides nearly all the brass casting used in our valve &

hydrant products; M&H provides nearly all the rubber coated iron

wedges for the RW Valve line; Kennedy provides all of the indica-

tor posts and check valves; M&H provides all the butterfly valves.

Up close, and from afar, the increasingly seamless and synergistic

operations of the V&H Group produce benefits across McWane.

Vitally, Clow Canada provides critical access to the Canadian

market, allowing its three U.S. sister companies to boost volumes

while reducing costs. The savings and efficiencies the V&H Group

has produced are so much a part of the way we do business that

many of us likely don’t even notice. Other times, the teamwork

across operations can’t escape notice.

Recently Chris Prendergast, the Clow Valve Lean Coordinator,

was trying to resolve a problem and determined that the valve stems

Clow was providing Kennedy had a higher cost than the stem used

by Clow itself. The part number for the Kennedy stem was differ-

ent than Clow’s but the same as the part number for M&H, which

also carried the higher cost. Switching to the lower cost Clow stem

produced about $150,000 in annual savings to M&H.

And the V&H Group isn’t just about savings, it’s also about

Environmental Health and Safety—as it is across the McWane

family of companies. We continually look for ways to improve

our practices. This is exemplified by Clow Canada’s success in low-

ering their VOC (volatile organic compound) emissions as well as

Clow Valve’s efforts to reduce waste in its iron grinding room.

All team members of McWane’s V&H Group—just as Tyler/

Union’s and all the other members of the McWane family—are com-

mitted to supporting their communities and colleagues. The success

of our entire business is rooted in this collaborative spirit. s

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 10 McWANE 11

MANchEStEr tANK DrivES coNtiNuouS iMProvEMENt With “SQDc”

Mbusiness. Our operating priorities—SQDC (Safety, Quality,

Delivery and Cost)—are the driving factors for setting targets

and measuring progress for Manchester Tank that result in and

support a Continuous Improvement culture.

Manchester Tank is driving SQDC improvement across the or-

ganization with metrics for each category. Goals are set to measure

year over year performance, and these goals are cascaded out to

each level of the organization. Each department sets goals in sup-

port of the plant goals and they are communicated and reviewed

in an effort to find a better way to service our customers. This

is done to engage and align all members of the organization to

work toward common goals that support and drive a Continuous

Improvement culture.

“S” for SAFEty We all understand our company’s passion for protecting our

people and the environment. EHS must be the first priority of

every action we take. Manchester Tank’s focus on Safety, and more

broadly EHS, is supported by McWane’s values and focus in this

area, and this focus has led to significant progress. Of particular

note is that the Crossville, Tennessee, plant had no recordable

injuries in the first six months of 2015, remarkable considering

the plant produces 900 20-pound grill cylinders every hour. As an

organization, we work to reinforce with team members that

anchester Tank’s vision to “Find a Better Way,” captures

the company’s single-minded focus on Continuous

Improvement across all facets of Manchester Tank’s

they are the most valuable asset of the organization, and returning

home safe at the end of each shift is our first priority.

“Q” for QuAlity Producing quality work is important to every aspect of the orga-

nization. This means changing the way we think about the output

of our work and how it is received by our co-workers,

be it on the line or in the office. Quality of

product and service are “table stakes” in

today’s competitive business environ-

ment, and poor quality can cost

dollars and customers. For

example, the Manchester

Tank Elkhart, Indiana,

plant recognized that

the traditional way of

welding on the alu-

minum forklift line

was not yielding the

desired first pass

quality results. The

production team

reviewed their meth-

od, and through

some automation and

improved flow dramati-

cally improved first pass

yield on the line to deliver

a higher quality product. In

2016, Manchester Tank will

further refine its measure of Qual-

ity through a “Cost of Poor Quality”

measure that will be tracked and targeted

for improvement.

“D” for DElivEry The obvious first thought when thinking about delivery is mak-

ing sure products are delivered on-time and complete. Manchester’s

Quincy plant takes it one step further, making sure that every part

number includes a packaging specification to ensure product is de-

livered in good order. The plant tracks the results and changes speci-

fications where needed. Delivery also means much more than prod-

uct delivery. Turning around a quote, getting a drawing back

to a customer in a timely manner, and replying to a phone call

or email quickly and accurately are all ways Manchester Tank

measures its Delivery. Many of these things go unrecognized

but are key ways customers measure their suppliers. Manchester

Tank is known in the marketplace for its delivery and service.

It is an important differentiator that gives us an advantage over

the competition.

“c” for coSt Driving down Costs is

critical to ensuring we can of-

fer pricing that is competi-

tive in a market filled

with low-cost suppli-

ers from Asia. But

why would it be the

fourth priority? At

Manchester Tank,

Cost is never

placed in front

of the other three

operating priori-

ties. If the orga-

nization is work-

ing safely, making a

quality product and

servicing the custom-

er—then we feel we have

earned the right to work

on cost. Not before. If Cost is

moved up in priority it will dimin-

ish the company’s focus over time as

poor decisions will be made that compro-

mise the other areas of SQDC. The result could lead

to less competitive products, services and workplaces. This

would impact sales and ultimately diminish our ability to sup-

port our employees and their families who count on the com-

pany for their livelihood.

In the spirit of Manchester Tank’s focus on Continuous

Improvement, the work on SQDC is never over. Goals are set

and actions are taken to improve the organization around the

clock and around the calendar. Each year the goals are ad-

justed to focus the teams on achieving the next level of perfor-

mance. Continuous Improvement is a culture and a mindset

that builds a stronger and more competitive company. s

SQDc

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 12 McWANE 13

iMProvEMENt ProcESSiMProvEMENt ProcESS

in 2014, McWane Ductile—Utah Plant Manager Scott Jarvis

and General Manager Kent Brown decided that creating a

better work environment required a change in workplace

culture. No longer would workplace accountability be someone

else’s concern. Instead, everyone would work toward common

goals, and everyone would have a voice and role to play.

We are more effective when we all work with common purpose

toward shared goals.

Last year, managers at McWane Ductile—Utah convened for two

days of discussions and work to develop a set of “cultural beliefs”

that would help everyone fi nd effective ways to boost effi ciencies,

engage employees and grow our company wisely.

Earlier this year, we convened multiple Culture Workshops

chANgE thE culturE chANgE thE gAME

to share these principles anew. At McWane Ductile—Utah, day-

long classes led by internal facilitators Nathan Sweat (Engineering

Manager), Nathan Thayne (Melting General Supervisor), Jeremy

Stewart (Continuous Improvement Engineer) and Jessica Stones

(Human Resources) included workshops for new employees and

management team members.

No matter how simple the message, and how common sense it

may sound, focus and effort are required. Many workplaces fall

short. We cannot be one of them.

Changing workplace culture never happens overnight. It takes a

lot of effort, persistence, and patience. The work is far from done,

but we’re all on a journey that will improve our lives and bottom

lines for generations. s

n oWN it I achieve the Key Results through ownership of my actions and behaviors

n SPEAK uP I communicate frequently and openly without fear and listen with an open ear

n All iN I collaborate with all employees to achieve our Key Results

n EXcEED EXPEctAtioNS I provide quality products and exceptional customer service

n lEArN AND groW I learn from mistakes and seize the opportunity to improve

Jonathan Correa, (Cement Line) “It’s pretty good, shows

how what you do is valuable to the Company.”

Supervisor, Derek Webster recognizing Darien Carter, Mold Repair. Darien has received multiple focused recognitions and has also recognized a

co-worker who helped him watching the knurlers. Darien had put in a 12 hour shift, but needed to get some molds ready for production.

Having the help and support of his co-worker meant a lot to him.

Culture Workshops (above and below)

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 14 McWANE 15

McWANE ProDuct SightiNgS...

tiME-tEStED ProDuctS oN NotrE DAME cAMPuS

After a training session for the Fabrication 101 class hosted

by Manchester Tank in Elkhart, Indiana, Ryan Pogotis, MTE’s

Safety Tech spotted something old and something new: a 2013

Clow Valve hydrant and a Clow hydrant from 1986. Both are

standing the test of time alongside the original log cabin chapel at

the entrance of the Notre Dame Campus.

At McWane, we think our products are works of art, but it’s

nice to know that others think so as well. We received a picture of

a Clow Eddy hydrant that looks perfectly at home in a beautiful

garden. The water is flowing through the hydrant at a fraction of

the rate it would flow when fighting a fire—but it works and looks

beautiful all the same.

hAvE you EvEr SEEN AN AMErEX MiNioN? Solberg’s Jaclyn Barlament and Amanda Wilcox stumbled across

this Amerex Minion while shopping at the local Farmers Market

in Green Bay, Wisconsin. This particuar vendor takes what is

otherwise tossed into a landfill and upcycles it into unique

garden decorations. Too bad the little guy was sold; otherwise

he was going home with them!

McWANE ProDuctS ArE PErFEctly At hoME iN A bEAutiFul gArDENM

cWane’s 27th manufacturing facility now rises above the

sands of Abu Dhabi, on two dozen acres of land. This is

the company’s fifth valve manufacturing plant, and when

the complex in Musaffah, Abu Dhabi is at full production, some 70

skilled team members will be busy in the machine shop, the coating

facility, the grinding and shot blast operation, among other places.

There will also be warehousing for finished goods as well as shipping

and administrative offices.

The beneficiary of a $28 million McWane investment, the new

facility will produce water, plumbing and sewer products to inter-

national specifications – including ductile iron fittings, valve and

hydrants, drainage products, and soil pipe fittings and couplings.

McWane’s global footprint is making a positive impact around the

world, and its growing global operations are expanding its efforts to

bring water to the world. “We recognize a significant opportunity

to manufacture and supply water, sewer and plumbing products for

the Middle East and North Africa regions,” said G. Ruffner Page,

Jr., McWane President. “It is our next step toward bringing quality

McWane products to even more of the world with our new facility

in Abu Dhabi, and it’s just another milestone along McWane’s long-

term commitment to water distribution infrastructure development

across the region.”

The timing is opportune, given McWane’s vision for growth

across the world and the United Arab Emirates’ focus on economic

diversification. In October, the UAE’s Minister of Economy noted

during the World Economic Forum that his aim is to build up man-

ufacturing industry in the country to reduce the country’s reliance

on energy revenue from 30% to 20% in the next 10 to 15 years.

McWane established its new Gulf division to serve the growing

demand for McWane brands like Kennedy Valve, Tyler Pipe, and

Wade Drains in the Middle East, Africa and Asia. McWane Gulf

will produce water, plumbing and sewer products to international

specifications, including ductile iron fittings, valves and hydrants,

drainage products, and soil pipe fittings and couplings.

“The McWane team is working on innovative ways to deliver our

most valuable resource-water. For almost a century McWane has

built durable, sustainable and efficient water infrastructure products

that meet these needs,” says, Page. “McWane Gulf will use technol-

ogy and experience acquired by McWane over the years to produce

these products. That includes safeguarding the health and safety of

every team member and protecting the environment in the commu-

nities where we operate. Everyone at McWane understands and sup-

ports the three principles of our Environmental, Health and Safety

policy; compliance, protection and improvement.” s

McWANE oPENS NEW FAcility iN MuSAFFAh, Abu DhAbi

Front row: Barbara Leaf, U.S. Ambassador to UAE, Rufner Page, HE Sheikh Nahyan bin Mubarak Al Nahyan, Minister of Culture, Youth and Community of UAE and Phillip McWane

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 16 McWANE 17

ABI adopts local elementary school by helping with clean-up

Futurecom helps clean-up Boyd Conservation Park Clow Canada donates to local soup kitchen

tEAM McWANE rEAchES out to our coMMuNitiES iN A big WAy!

Tyler/Union Anniston Runs in 35th Annual Historic Woodstock 5K Run

ABI Breast Cancer Walk

McWane Ductile-Ohio EWaste Day

Tyler Pipe Texas 2nd Annual Fresh 15 Run

Kennedy Valve Frank Eschelman Bowling Event

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 18 McWANE 19

tfrom 15 different locations, which surpassed our previous years’ in-

volvement and number of projects. Last year’s McWane Ergo-Cup

winner, Manchester Tank Quincy, competed in the March 2015 Na-

tional Ergo-Cup Competition in Nashville, and brought home the

National Ergo-Cup title. This is the second year in a row we have

won national ergo-cup titles and the third time a team from Mc-

Wane has brought home the national trophy. Our previous national

winners were Manchester Tank Elkhart 2014 and Clow Valve Oska-

loosa 2010. McWane Ductile-Utah received a national special award

for risk reduction during the 2013 National Ergo-Cup in Dallas.

Can we keep our streak going? This year’s projects, as in past years,

were outstanding and our esteemed panel of judges had a tough task

in choosing our winning projects:

The judging criteria for the Ergo-Cup are rigorous.

Each project is judged on the following with an emphasis on innova-

tion and ergonomic risk reduction.

Innovation: The entry representing newly created devices or processes for the workplace,

or was created or signifi cantly improved through study and experimentation.

Simplicity: The solution is simple and straight forward

Cost Savings: The entry provides an attractive return on investment (ROI)

Ergonomic Risk: The solution or approach reduces or eliminates ergonomic risk

Presentation Quality: The problem, solution, and impact are clear and concise

he sixth annual McWane Ergo-Cup was held on October

21st and once again the McWane family of companies raised

the bar. This year 169 team members completed 24 projects

As for the streak, we’ll have to wait until next March when our

outstanding project winner, Clow Corona, will travel to Orlando to

compete in the National Ergo-Cup competition.

Winning the National Ergo-Cup competitions, is a great recogni-

tion but the real benefi t of this competition is all the great ergo-

nomic improvements we are making that directly affect the safety

and wellbeing of McWane Team Members. The past six years of

the McWane Ergo-Cup competition have involved more than 650

McWane Team Members who have completed 112 Ergo-Cup proj-

ects. Each one of the projects represents a signifi cant reduction in

the risk of McWane team members being injured, and most all the

ergo-cup projects have added benefi ts such as increased productivity,

improved quality, and cost savings. The Ergo-Cup also provides an

opportunity for any Team Member with an idea or an ergonomic

concern to bring it forward and become part of a team to fi nd solu-

tions that will directly impact their work environment.

Congratulations to all the facilities and team members who par-

ticipated in this year’s competition. Every year we are amazed at how

many great projects are submitted. Every project is a winner because

each project reduces the risk of injury to McWane team members.

Thank you to all that have supported, promoted and participated

in the Ergo-Cup over the years. Your teamwork, creativity, enthusi-

asm, and drive for continuous improvement makes this competition

special each year. Keep those ideas coming and who knows you may

have the next Ergo-Cup winner. s

2015 suBMittED Ergo CuP ProJECts (24)

toP sEMi-FiNALists Ego CuP ProJECts (11)

McWANE 6th ANNuAl Ergo cuP coMPEtitioN

Judges (pictured from L-R): Dale Schmelzle General Manager, McWane

Ductile-New Jersey Claudiu T. Lungu PhD, Associate Professor at the UAB School of Public Health and Director of the Deep South Center for Occupational Health and Safety Andrew D. Perkins M.S., CIH, CSP, Senior Industrial Hygienist, Corporate Safety & Health Department, Alabama Power CompanyPat Tyson OSHA attorney and partner in the Atlanta based law fi rm of Constangy, Brooks & Smith

AB&I Foundry .............................................................. PhilaPack Lifting Device

Amerex ....................................................................... Charge Station

Amerex ....................................................................... Chemical Mixing Project

Amerex ....................................................................... Iron Worker Ergo

Amerex ....................................................................... VSS Packout Work Table

Bibby Ste. Croix .......................................................... Shaking Pan Project

Bibby Ste. Croix .......................................................... Stuck Pipe

Clow Canada ............................................................... Bending of Cotter Pin

Clow Canada .............................................................. Service Box Rod Preparation

Clow Corona ............................................................... Break Off Assembly Table

Clow Corona ............................................................... Wet Barrel Hydrant

Clow Valve .................................................................. 180 Platform Connection

Clow Valve .................................................................. Large Valve Track Jack

Kennedy Valve ............................................................ Shakeout Hoist

M&H Valve .................................................................. Degate Improvements

McWane Ductile-Ohio ................................................ Manual Chill Iron Handling

McWane Ductile-Utah ................................................ Poles Saw

Manchester Tank-Elkhart .......................................... Auto Brushing

Manchester Tank-Quincy ........................................... Low Impact Weld Tab Removal

Tyler Couplings .......................................................... Screw Raking

Tyler Pipe .................................................................... Shuttle Hub/End Grinder

Tyler Union ................................................................. Tuff Grip

Kennedy Valve ........................................................... Shake Out Hoist

Bibby Ste. Croix .......................................................... Shaking Pan Project

Tyler Union .................................................................. Tuff Grip

Clow Corona ............................................................... Break-Off Assembly Table

Clow Corona ............................................................... Wet Barrel Hydrant

Tyler Pipe .................................................................... Aker II Automated Hub Core Setter

Clow Canada .............................................................. Bending of Cotter Pin

Manchester Tank-Elkhart .......................................... Auto Brushing

McWane Ductile-Ohio ................................................ Manual Chill Iron Handling

Amerex ....................................................................... Charge Station

Manchester Tank-Quincy ........................................... Low Impact Weld Tab Removal

thiS yEAr’S WiNNErS ArE:

McWane Outstanding Project – First Place

Clow Corona – Wet Barrel Hydrant

First Place Runner Up

Manchester Tank-Quincy – Low Impact Weld Tab Removal

Best Innovation (most innovative project)

Manchester Tank-Elkhart – Auto Brushing

Best Risk Reduction (highest overall risk reduction)

Amerex – Charge Station

• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••

McWANE 20 McWANE 21

DAviD vAzQuEz: McWANE DuctilE-utAh’S rEAl liFE ActioN FigurE

David Vazquez is a familiar face at McWane Ductile-Utah,

where over the course of six years since joining the Mc-

Wane family he has risen to Safety Manager. Legendary for

his dollops of wisdom, Vazquez is also legendary for his grit.

Not many Marines, after all, are honored with a tribute on

the floor of the U.S. Congress. In 2001, after 23 years of service,

Vazquez was.

“Master Sergeant David Vazquez will not retire from the United

States Marines without having left his mark,” said Rep. Jose Ser-

rano of New York, in November 2001. “His sharp-shooting skills

won him a record of 247 bulls-eye shots out of 250 and allowed

him to shoot a perfect score in the Marine Security Course. Master

Sergeant Vazquez also holds the record for the highest number of

sit-ups done by any member of the Armed Forces. This Marine as-

tonished everyone when he completed 2,101 sit-ups in 58 minutes.”

It is no wonder Vazquez is fond of quotes like: “Whatever

the mind of man can conceive and bring himself to believe it

can achieve.”

And is it any surprise that a Marine with this kind of grit and

determination was cast to play the U.S. Serviceman who saves the

president in the action movie blockbuster “Sum of All Fears?”

At this point, we’d have to say no. Vazquez humbly calls this

cinematic bit part his “two minutes of fame.”

Born in Puerto Rico, Vazquez and his wife Viviana lived all

over the world during his military service. From Madagascar to

Japan and all manner of places in between, Vazquez protected U.S.

embassies in five different countries.

A father of two and a grandfather of one, Vazquez is driven to

succeed wherever he goes. He has a motto for that, too: “I prefer to

be a barracuda in the ocean than a great white at the aquarium.” s

thE McWANE WAy iS thE SuStAiNAblE WAy

For gENErAtioNSAt McWane, we believe in doing things the sustainable way.

While protecting the health and safety of our employees, we are

committed to the environment, striving to take every possible measure

to preserve our planet through caring corporate responsibility.

The McWane way is the sustainable way.

WAtEr.It’s a vital part of everything we do.

Whether you’re fi ghting fi res,

watering crops, or just taking

a morning shower... chances are,

that water is being brought

to you by the McWane family

of companies.

McWANE INC • P.O. BOX 43327 BIRMINGHAM, AL 35243 • www.McWANE.COM • © 2015 MCWANE, INC. • ALL RIGHTS RESERVED

DuctilE iroN PiPE DiviSioN

McWane Ductile-New Jersey

Canada Pipe Company, LTD

McWane Ductile-Ohio

McWane Cast Iron Pipe Company

McWane Ductile-Utah

iNtErNAtioNAl SAlES & trADiNg

McWane Global

McWane Poles

McWane International

McWane Coal Company

WAtErWorKS vAlvES

& FirE hyDrANtS

Clow Canada

Clow Corona

Clow Valve Company

Kennedy Valve

M&H Valve

WAtErWorKS FittiNgS

Tyler/Union Foundry Company

Tyler Xianxian

Soil PiPE, Soil FittiNgS & couPliNgS

AB&I Foundry

Anaco

Bibby-Ste-Croix

Fonderie Laperle

Tyler Pipe Company

Tyler Couplings

Wade

ProPANE & coMPrESSED

Air tANKS

Manchester Tank & Equipment Company

MTE Cemcogas, SA

FirE EXtiNguiShErS

& FirE SuPPrESSioN

Amerex

Getz Manufacturing

Janus

Solberg Scandinavian AS

tEchNology

ComTech Korea

Futurecom Systems Group

Synapse Wireless

Nighthawk

Zinwave

mcwane.com

briNgiNg thE WAtEr you NEED

to thE PlAcES you NEED it.