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camaraderie and pride. Several departments ran trainingconcurrently during the MILBLOCK week. The Battalion MedicalDepartment identified local training opportunities enablingeight personnel to become qualified as CPR/Basic Life SupportInstructors. The Operations Department coordinated with NECCPAC to provide war-fighter seminars, providing battalion leaderswith accurate, up-to-date assessment tools to make informedmission and project management decisions. Details departing forMalaysia, Thailand, and Indonesia utilized on-site mobiletraining teams to develop skills in new constructiontechnologies including Saebi Alternative Building System (SABS)and Explosive Remnants of War (ERW)containments. Finally, theCommunications Department workeddiligently, successfully employingthe Rapidly Deployable SatelliteTerminal (RDSAT)/Broadband Reachback system to update the TacticalData Network (TDN) therebymaintaining certification of thenetwork system.11

CHAPTER FOURSAFETY/OPERATIONSSAFETYSafety was paramount to the success of the Battalion during the2013 PACOM Deployment. Safety’s priority was to ensure allBattalion personnel align to the standards set forth inOccupational and Safety Health Association (OSHA) and amplifyingNAVFAC safety instructions. Safety also ensured that eachproject followed their project safety plans and utilizeddetailed Operational Risk Management (ORM) decision makingduring planning and execution to ensure all hazards wereidentified and adequate controls were put in place to mitigaterisk.543210CobraGsdolaenepillinhhiaClass "D" On-dutyiPhCgiukosutskYoAadioOboamGIEOOOOClass "C" Off-DutybseSaCD-C-C-C-CGHBAClass "C" On-DutyClass "D" Off-dutyDuring the deployment, NMCB 5’s safety campaign provedsuccessful by completing the deployment with only two lost timemishaps. Keys to the battalion’s success lied in the followingfocus areas.a. ORM. Operational Risk Management was fully integratedinto all project planning, taught to all hands and used as theprimary basis for the development of project Safety Plans.b. In-house safety. Inspection programs focused onteaching safety standards in the field rather than in theclassroom and assisting crews in prioritizing their corrective12

efforts by integrating the use of RAC Codes into daily projectsafety inspections. Safety Officers assisted crews indeveloping and implementing control solutions to meet the intentof all written safety and risk management standards withouthindering operations.c. Motivation. The Safety Office was able to motivatetroops and leadership to ensure the Battalion’s focus neverstrayed from mission safety. Programs, such as the Safe Seabeeof the Quarter award and spot safety awards given to crews thattook no ‘hits’ on daily job site inspections helped to reinforcedaily job site safety lectures.d. Aggressive Surveillance. Monthly Mishap Review Boardswere conducted to review any possible developing trends andallow for the timely implementation of necessary correctiveprocedures to mitigate any hazards.e. Safety Meetings. Monthly Enlisted Safety Committeemeetings with all Company and Detail Safety Representatives wereheld to discuss training, review safety programs and policies,as well as discuss any current safety issues or questions withregards to new construction methods or non work relatedrecreational activities, such as the Motorcycle Safety Program.Additionally, monthly OSHROC meetings enabled our staff toreview any concerns that were brought up during the EnlistedSafety Committee meetings and were then addressed to the command,discussed and reviewed.f. Reporting. Mishap reports were reported via chain ofcommand as prescribed and as they occurred in a timely manner.All Class D and above, to include near mishaps, were recordedinto ESAMS. Additionally, Health and Tone of the Battalionmetrics were kept current to identify trends early and mitigaterisk.13

DEPLOYMENT TOTALSFatalities# Lost Days# Lost DayCases# Light DutyDays# Light DutyDay Cases# First AidMishaps# GovtVehicleMishapsTotal NumberMishapsGovt VehicleRepair CostsGovt VehicleMiles DrivenJan 1300Feb 1300Mar 1300Apr 1309May 13014Jun 1300Jul 0220172121110871011672144 2,305 500 0 150 4,500 350 0 968Jan 13Feb 13Mar 13Apr 13May 13Jun 13Jul 30501000202010140Jan 13Feb 13Mar 13Apr 13May 13Jun 13Jul 13Total000000000001121151421101020ON-DUTY MISHAPSCases LostWork DaysLost WorkDaysCases LightDuty DaysLight DutyDaysFirst AidMishapsFatalitiesOFF-DUTY MISHAPSCases LostWork DaysLost WorkDaysCases LightDuty DaysLight DutyDaysFirst 40

OPERATIONSThroughout the deployment, NMCB 5 expended over 20K mandayssupporting 17 CRO projects worth over 6M at sites in mainlandJapan, Okinawa, Diego Garcia, Korea and China Lake, CA. NMCB 5successfully completed three PEB projects, a bollard projectconsisting of 766 individual security bollards, a 600 squarefoot CMU stock room, three concrete gazebos, 13 bus stopshelters, and produced 6K cubic yards of aggregate material ator ahead of schedule. In addition, the Battalion efficientlyand seamlessly turned over seven extended duration CRO projectsto NMCB 3 prior to redeploying back to CONUS, enabling futureNCF mission success.NMCB 5 delivered its greatest strategic impact to the PacificFleet maritime strategy through its enduring presence at threeCCAD sites and nine DOD exercises directly supporting both theIII Marine Expeditionary Force (III MEF) and Pacific Fleet(PACFLT). NMCB 5’s participating personnel were directlypartnered with nine different Pacific host nation militaries andthe mission focused on strengthening PACOM regional alliances.The three CCAD sites expended over 8K mandays resulting in thecompletion of five 300 foot water wells in Cambodia, two newschools in the Philippines, and major renovations for twoschools in Timor Leste totaling over 2.5M. In addition to thetasked work at the three CCAD sites, the Battalion also plannedand executed seven successful community relations projects,contributing to mission success by advancing the relationshipswith the citizens and militaries of the host nation.NMCB 5’s exercise support was highlighted by the completion ofthree category five hurricane proof Saebi Alternative BuildingSystems (SABS), three Explosive Remnants of War (ERW) bins (tobe used by the local villagers to store found UXO), two threeroom CMU block classrooms, and a 70 meter long steel cablesuspension footbridge that was the first of its kind everconstructed by the U.S. Naval Construction Forces. All of theexercises were executed while partnered with the host nation’smilitary and each project directly benefitted their respectivecitizens by completing an engineering project that specificallyaddressed the needs identified by the local host nationgovernments. By partnering and sharing construction methodologyduring each exercise, both U.S. and host nation militaryengineers increased their capabilities to respond to HA/DRefforts, fostered critical regional associations, and helpedachieve the U.S. Pacific Fleet mission of protecting and15

defending the collective maritime interests of the United Statesand its allies and partners in the Asia-Pacific region.ALFA COMPANYAlfa Company was responsible for horizontal construction, cranes,CESE maintenance and overall transportation for the Battalionduring the 2013 PACOM deployment. Successfully completing allassigned tasking, Alfa Company realized across the boardachievements with a focus on safety, quality and processimprovement.Alfa Company hit the ground runningin January 2013 with its AdvancedParty pairing up with NMCB 74personnel to commence turnover.Working nonstop, the two Battalionsconducted a seamless BattalionEquipment Evaluation Program (BEEP),inspecting and turning over 406 unitsof CESE valued at 42.5M. The smoothtransfer of authority in each shopand concentrated focus by both Battalions helped complete theBEEP five days ahead of schedule with zero discrepancies.Praised by the 30NCR team assisting the BEEP, NMCB 5 receivedits deployment BEEP tasking which focused in part on corrosioncontrol, disposition of Legacy equipment and processimprovements in the Crane Program.During the BEEP, the Navy Crane Center conducted an audit ofboth the NMCB 74 and NMCB 5 Crane Programs, thoroughlyinspecting the four cranes aboard Camp Shields, observing ajoint lift conducted by both Battalions and evaluating theoverall Crane Safety of the companies. With zero discrepancies,both Battalions passed the NCC Audit and were given a greenlight to continue their crane operations. In addition to theNCC Audit, the Alfa Company CraneCrew had a successful deployment,recertifying a 40 Ton crane and aCategory 4 Mk 36 MTVR Wrecker.Additionally, they conducted semiweekly lifts in the yard, increasingfamiliarity with the equipment anddeveloping their cohesion as a team.From the unending corrosion controlmeasures required on the wire ropeto both Construction Mechanics16

obtaining their licenses on the MTVR Wrecker, the Crane Crewincreased the operational readiness of the Battalion.The month of January was especially busy for Alfa personnel asthe Battalion moved immediately into a Mount-Out Exercisesimulating the stand-up of the Air Detachment. While cleaning,inspecting and dispatching 32 units of CESE for embarkation,Alfa Company personnel worked around the clock and earnedaccolades from the 30NCR’s exercise evaluators for theirtireless efforts and attention to detail.With the success of the Mount-Out Exercise behind them, theBattalion moved on to its Operational Readiness Inspection (ORI).While successfully passing the ORI, the 30NCR inspection teamidentified a discrepancy in the Company’s licensing program.During a spot check, the evaluators discovered license recordsmissing copies of the required written examinations. Thisdiscrepancy turned into a deployment long focus area for theCompany, as the License Examiner and a staff of EquipmentOperators thoroughly reviewed 556 individual license records forthe Battalion, many containing multiple equipment licenses, andre-administered every deficient written exam or pulled theequipment license from the license folder. With a systematicapproach, the team started with the equipment operators andBattalion personnel operating CESE in PACOM first, then moved onto Alfa Company and finally the remainder of the Battalion.While a challenging task, the License Examiner and crew wereable to correct Alfa Company’s ORI discrepancy prior toredeployment, successfully scrubbing license records for theentire Battalion and restructuring the licensing process forfuture operations.17

Alfa Company EquipmentOperators were spread acrossfive Okinawa CRO projects wherethey operated graders, loaders,backhoes and skid steers onvarious projects in addition toproviding daily jobsitetransportation to BarlieCompany troops. In theevenings and weekends, the EOsdirectly bolstered the morale of the Battalion with bus and taxiservice to Kadena AFB and surrounding USMC bases. Each evening,duty EOs operated the MWR bus transporting NMCB 5 personnel tothe Kadena exchange to purchase personal supply items as well asproviding access the Kadena MWR facilities.Due to the oversize vehicle restrictions on the island’sroadways, Alfa Company was required to conduct all line haul andCESE movements to the port after midnight. Without complaintand enduring long workdays, theEOs conducted over 40 midnightruns to transport CESE to variousprojects and to retrieve CESE insupport of the various PACOMExercises. Of note, duringembarkation for ExerciseBalikatan 2013, Alfa Companysuccessfully inspected, repaired,and transported 35 units of CESEto Naha Port and assisted loadingthe CESE onto ships for transportto the Philippines. Theirsupport was crucial to the success of the mission and proved theBattalion’s readiness to deploy for major contingency and HA/DRoperations.With the EOs stretched thin, Alfa continued to support theBattalion by issuing over 240 training licenses and successfullytraining and licensing 100 personnel on various light and heavyCESE including, but not limited to, the MTVR, HMMWV, 11Kforklift, bucket truck and Category 4 MTVR Wrecker.18

BARLIE COMPANYBarlie Company was responsible for vertical construction andoverall camp maintenance at Camp Shields, Okinawa during the2013 PACOM deployment; always focusing on safety and qualitywhile striving to improve established processes.Barlie Company Camp Maintenance. Barlie’s Camp Maintenanceresponsibility was to provide proper care, preventativemaintenance and construction support for facilities on CampShields. Camp Maintenance completed 1K MDs of work (double fromthe previous battalion) encompassing 506 work orders and COdiscretionary MCD projects aboard Camp Shields and in support ofadjacent units on Okinawa.The Camp Maintenance team arrived at Camp Shields and hit theground running, completing thesidewalk between buildings 7216and 7148 within the first coupleof weeks after arrival. The teamcontinued with anti-terrorismforce protection (ATFP) repairs tothe camp by replacing the barbedwire at the front gate andrepairing the drainage gratesthroughout the camp. In additionto security concerns, CampMaintenance focused on improvingthe quality of life of the Seabees aboard Camp Shields byrepairing the galley rear entrance and making it functioncorrectly for the galley crew. Camp Maintenance also renovatedthree berthing buildings on Camp Shields (66 rooms) whichexponentially improved the living conditions, increased moraleof the troops and allowed for a higher berthing capacitynecessary to support the unprecedented number of Seabees at theMain Body site. Camp maintenance closed 220 emergency serviceauthorization work orders which contributed tremendously to thestellar upkeep of Camp Shields.Barlie Company vertical construction. Barlie’s verticalconstruction responsibility was to continue the constructionprojects turned over from the previous battalion and take themto their respective completion percentages. Barlie Company wastasked with safely constructing a quality PEB located at TenganPier, communication pads located on Camp Courtney, and a gazeboand warehouse located at White Beach.19

The Construct Concrete Gazebo(JK10-820) crew started inFebruary 2013, one month after thebeginning of deployment. Theproject crew was tasked withconstructing a 21 ft x 27 ftconcrete gazebo located in thevicinity of building 1700 at NavalFacility White Beach. The projectwas estimated at 344 mandays witha total cost of 97,179. The useof Seabee labor resulted in a costsavings of 120,400 to Commander,Fleet Activities Okinawa. The project start was delayed due toa site location change from a gently sloping grassy hill to anexisting concrete pad adjacent to the water. Originally, theproject scope included utilities such as exterior lighting, asink and built in grill at a cost of 140K; however, theutilities requirement was de-scoped thereby lowering the cost toless than 100K. Despite the challenges early on, the projectprovided a great learning experience for the crew’s Builders andSteelworkers due to the extensive concrete work involved. Theschedule for the initial site and foundation work was severelyimpacted by weather but after the footers and grade beams wereplaced, the columns, pad, and roof construction was met withvery few problems. This project was particularly valuable tothe Battalion because it was the only Main Body project with anoverhead concrete placement and provided a great learningopportunity for every member involved. The project alsocontributed to high morale and a sense of accomplishment as itwas the only Main Body project tasked from 0-100%. The gazebowill improve the morale and quality of life for Commander, FleetActivities Okinawa tenants and the Sailors and Marines fromvisiting US and Japanese ships at White Beach.The Construct CTF 76 Warehouse(JK06-838) project crew was taskedwith constructing a 37 ft x 60 ftreinforced CMU storage facility atNaval Facility White Beach. Thewarehouse includes offices, atelephone/communication room, aunisex toilet and a kitchenette.The project was estimated at 2,178mandays with a total cost of 489,510. The use of Seabee laborresulted in a cost savings of20

762,300 to Combined Task Force 76. The crew had a tough startat the beginning of deployment. The level of effort requiredfor the initial site work was underestimated and the removal ofpart of a hillside at the rear of the building and a newlyinstalled stone gabion were necessary before construction couldbegin. Once the site was excavated, the crew installed a 140 ftconcrete u-ditch at the base of the hill to manage runoff water.Unfortunately, the installation of the u-ditch corresponded withthe beginning of the rainy season and work on site was oftenlimited due to flooding. Inclement weather continued tonegatively impact the project’s schedule through May andrequired re-compaction of fill material for the foundationfooters and grade beams. Originally tasked with 0-47%completion, the crew turned the project over at 32% with thecompletion of placement of the first floor columns. Despite thesetbacks, the work in places was of the highest quality. Thewarehouse will enhance the mission capabilities by providingadditional storage capacity and an office facility for CTF 76Command Operations at White Beach.The Construct ReplacementOrdinance OPS Building (JK09-813)project was turned over at 47% WIP.The project was estimated at 1,280mandays with a total cost of 685,754. The use of Seabee laborresulted in a cost savings of 448,000. The crew was taskedwith construction of a 38 ft x103 ft Pre-Engineered Building(PEB) with two electric roll-updoors, a four forklift chargingbay, a 36 ft

SCW qualified personnel, the battalion conducted over 60 review courses, administered over 100 exams, and executed 65 boards. This resulted in the battalion awarding 76 SCW qualificati