Ruberrized Roof & Flashing Cement - 15 Year

Black Jack® Rubr-Seal Rubberized Roof & Flashing Cement is our best quality roof cement. This highly flexible product can be used year round in any weather condition to stop and seal leaks. This high performance product provides an exceptionally long lasting seal, formulated to repair cracks, seams and holes in roofing materials. It is also designed to be used in new construction and in setting flashings, drip edges and other roofing edges. It seals and provides a rubberized layer of waterproofing protection. Dries black.

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The combined company will benefit from a highly experienced management team and Board of Directors, drawing from both organizations.

Olin Corporation (NYSE: OLN) and Huntsman Corporation (NYSE: HUN) today announced that they have entered into a definitive agreement to combine in an all-stock merger of equals to create a leading North American chemicals company. The transaction is expected to generate significant value for shareholders of both companies, with more than $400 million in total identified cost synergies and integration benefits.

The combined organization, which will be renamed OlinHuntsman Corporation ("OlinHuntsman") following the close of the transaction, will benefit from enhanced scale, scope and expanded chlorine optionality, enabling it to create value across markets and cycles. The vertical integration of Olin and Huntsman's highly complementary upstream and downstream businesses brings together cost-advantaged North American assets and feedstocks with differentiated formulations and high-value advanced materials. From its global manufacturing platform, OlinHuntsman will deliver to diverse and growing end markets including automotive, construction and infrastructure and industrial applications. OlinHuntsman will have a structurally lower cost position and an expanded ability to convert advantaged Electrochemical Units production into downstream materials, unlocking more opportunities to grow.

"This combination provides a compelling opportunity for Olin and Huntsman to create a more resilient and value-focused chemicals company anchored in North America," said Ken Lane, president and chief executive officer of Olin. "Huntsman has built an impressive portfolio of polyurethane systems, formulation technologies and advanced materials serving technical, application-driven end markets. By integrating those capabilities with Olin's world-scale chemicals assets and operations and identified synergies and benefits, we will create an industry leader with greater flexibility to serve customers across the value chain, generate stronger cash flow across the cycle and pursue opportunities that neither business could fully capture on its own. I'm excited by the opportunity to lead OlinHuntsman and deliver long-term value for our shareholders, customers, employees and communities."

"As our industry continues to globalize, we compete more today against countries, than companies, trade policies and global supply chains than ever before," said Peter Huntsman, chairman, president and chief executive officer of Huntsman. "The opportunities this merger creates enable us to generate greater value for our shareholders, deliver exceptional service and products for our customers and provide greater stability and opportunities for our associates. This merger of equals takes two great companies and creates a much stronger global leader."

Strategic and financial rationale

• Creates a $12B+ North American chemicals leader. Together Olin and Huntsman would have 2025 revenue of approximately $12.5 billion on a combined company basis. Complementary portfolios and enhanced geographic footprint, including a significant presence in the U.S. Gulf Coast, will position OlinHuntsman to capitalize on regional sector dynamics. This, along with its presence in Europe and Asia, will enable it to better serve customers across key markets. Olin's ammunition business, Winchester, will continue to operate as a key business within the combined company, growing its industry-leading brand and deepening its long-term relationships with sporting, law enforcement and military customers.
• Vertical integration improves cost position. The transaction will combine Olin's manufacturing and feedstock capabilities, including chlorine and caustic soda, with Huntsman's downstream products and formulation expertise. This platform will enable OlinHuntsman to grow with customers at multiple points in the value chain, utilize lower-cost producer economics to drive value globally and improve margins and cash flow through a more efficient operating model.
• $400M+ cost synergies and integration benefits. Olin and Huntsman have identified more than $300 million of cost synergies and integration benefits, with the vast majority realized within 24 months and all expected by the end of year three. These synergies will be driven by purchasing and raw material integration, optimization of operations and SG&A savings. The companies have also identified an additional $100 million of raw material integration benefits starting in 2031. In addition to the $400M+ synergies, OlinHuntsman expects to realize approximately $125 million of cash tax benefits through the acceleration of net operating losses.
• Enhanced scale and disciplined capital allocation drive shareholder value. The all-stock merger of equals structure will preserve balance sheet strength, and the combination is expected to improve earnings and cash flow generation through the cycle. OlinHuntsman will prioritize disciplined capital allocation focused on deploying maintenance capital to support safe and reliable operations, a stable dividend policy, near-term deleveraging and the deployment of future excess cash toward shareholder returns and high-return organic and inorganic growth projects.

Leadership, governance and headquarters

The combined company will benefit from a highly experienced management team and Board of Directors, drawing from both organizations. Upon closing of the transaction, current Olin president and chief executive officer, Ken Lane, will serve as chief executive officer of OlinHuntsman. Current chairman, president and chief executive officer of Huntsman, Peter Huntsman, will serve as non-executive chairman of OlinHuntsman's Board of Directors. Current Huntsman executive vice president and chief financial officer, Phil Lister, will serve as the chief financial officer of the combined company.

OlinHuntsman's Board of Directors will consist of ten members, with equal representation from Olin and Huntsman, including Peter Huntsman and Ken Lane.

To underscore the commitment to deliver on the identified synergies, Todd Slater, current senior vice president and chief financial officer of Olin, will serve as chief integration officer of OlinHuntsman, reporting to the chief executive officer. A Strategic Integration Committee of OlinHuntsman's Board of Directors will oversee the integration and synergy realization.

Upon closing of the transaction, OlinHuntsman will be headquartered in The Woodlands, Texas.

Transaction details

Under the terms of the agreement, Huntsman shareholders will receive 0.5476 shares in Olin for every one (1) share of Huntsman. Upon completion of the transaction, Olin shareholders will own approximately 54.5% and Huntsman shareholders will own approximately 45.5% of the combined company.

Peter Huntsman further stated, "Ken and I agreed to use an at-the-market exchange ratio using volume-weighted average prices over the trailing 30 days, measured as of the close of June 12, 2026. This delivers a premium to Huntsman's shareholders relative to the historical averages while reflecting current market conditions. It is also equitable for Olin's shareholders, smoothing out share price movements from last week's trading. Looking ahead, our shared focus is on capturing the significant long-term value this transaction creates for both sets of shareholders."

The transaction has been unanimously approved by the Boards of Directors of both companies and is expected to close in the first half of 2027, subject to the satisfaction of customary closing conditions, including receipt of required regulatory approvals and the approval of Olin's shareholders and Huntsman's shareholders.

Advisors

Lazard is serving as financial advisor to Olin, and Cravath, Swaine & Moore LLP and Sidley Austin LLP are serving as legal counsel.

Citi and Morgan Stanley & Co. LLC are acting as financial advisors to Huntsman and Kirkland & Ellis LLP is serving as legal counsel. David Fox & Co. LLC acted as advisor to Huntsman.

Conference call and additional materials

Olin and Huntsman will host a joint investor conference call today at 8:00 a.m. Eastern Time to discuss the transaction.

The conference call will be available via live webcast on the investor relations section of each company's website at www.olin.com/investors/investors-overview/ and www.huntsman.com/investors, or directly at the following web address:

https://event.on24.com/wcc/r/5394127/E052E3C66157E626B1E63E314E310A1E.

Associated presentation materials will also be available for viewing on the respective websites prior to the call.

The conference call can also be accessed by dialing:

Participant Toll-Free Number:

800-420-1459

Participant Direct/International Number:

203-518-9861

Conference ID:

OLNHUN

About Olin

Olin Corporation is a leading vertically integrated global manufacturer and distributor of chemical products and a leading U.S. manufacturer of ammunition. The chemical products produced include chlorine and caustic soda, vinyls, epoxies, chlorinated organics, bleach, hydrogen and hydrochloric acid. Winchester's principal manufacturing facilities produce and distribute sporting ammunition, law enforcement ammunition, reloading components, small caliber military ammunition and components, industrial cartridges and clay targets.

By Emma Peterson. 

By taking a proactive approach to roof maintenance, this church avoided costly repairs, improved performance and reduced energy costs. 

When the facilities team managing the Community United Methodist Church in Florida realized their 1/12 pitch roof was getting close to 12-years-old, they called McHale Roofing for help. The current roof was actually in quite good shape, with no ponding areas or leak issues; however, the church wanted to get ahead by extending the life of the roof system before any of those issues cropped up.  

The McHale team took a look at the roof and determined the GacoFlex S4200 fluid-applied system would be a perfect fit for the job. The plan was to clean the roof thoroughly, apply GacoFlex A4271 BleedTrap to prevent asphalt bleed-through and maintain reflectivity throughout the life of the coating, install SF4200 Seam Seal along coping, flashings and curbs; and finish with the S4200 silicone roof coating. The resulting roof would not only be able to handle the heavy rains of Florida, but it also provides a 10-year labor and material warranty to put the church team’s minds at ease.  

There were a few challenges for this project, such as scheduling around the rain as well as material shortages. The contractor’s primary supply partner, Sunniland, only had a few components left in stock, but luckily the Gaco team was able to work with a variety of Sunniland branches to transfer the products needed to complete the project on time. Now that the project is complete, the church can expect savings in the form of reduced energy costs (thanks to the reflective nature of the system) and the fact that the roof will be eligible to recoat at a fraction of the original cost in 2031.  

This project is a prime example of the power of preventative maintenance and care. It was only because of the Community United Methodist Church’s proper maintenance of the original roof that this project was able to takeoff so smoothly and stay within budget.  

Learn more about the project.

By Heidi J. Ellsworth. 

NRCA’s people-centered initiatives strengthen leadership, workforce opportunity and well-being across the roofing industry. 

Throughout my years in the roofing industry, I have learned one simple truth: Our greatest asset is our people. They are the ones who create the products we rely on, run the equipment that keeps projects moving and install the roofs that protect homes and buildings. They show up every day ready to work and solve problems while supporting their teammates. 

That is why I love the strong focus that National Roofing Contractors Association (NRCA) continues to place on people-centered initiatives. As an NRCA board member, I have the privilege of seeing firsthand how the association invests in developing leaders, creating opportunities for workforce growth and supporting the well-being of the individuals who make our industry so strong. Those efforts matter because when we invest in people, we invest in the future of roofing.

Building leaders 

One of the recent topics highlighted by NRCA was about leadership and the importance of creating positive workplace cultures. That message resonated with me because great companies are built by great leaders. The best leaders are not simply experts in roofing. They are people who listen, communicate, mentor and create an environment where others can succeed. Every person in our industry wants to know that their contributions matter, and leadership plays a critical role in making that happen. NRCA’s focus on helping companies recognize the impact of leadership is an important reminder that the way we treat people directly influences the success of our businesses and our industry. 

That same people-first philosophy is reflected in NRCA’s partnership with The GLO Group. As our workforce continues to grow and evolve, communication becomes more important than ever. Through this partnership, they are able to offer an Executive Leadership Bilingual Program. This program is about far more than language; it is about helping individuals become confident leaders, strengthening relationships among team members and ensuring talented people have opportunities to advance within their organizations. When companies invest in leadership development, they are investing in the people who will guide the industry forward for years to come. 

Commitment to people 

I also love NRCA’s focus on and promotion of National Hispanic Heritage Month. The association recently highlighted that Latinos make up 35.4% of the construction workforce, and that statistic tells an important story about our industry. Every day, Hispanic professionals contribute their talents, dedication and leadership to roofing by manufacturing products, managing crews, operating equipment, running businesses and installing roofs in communities across North America. Their work helps drive our industry forward, making it essential that we recognize their impact while continuing to create opportunities for growth. We are proud to share these initiatives on RoofersCoffeeShop en Español because celebrating people and expanding access go hand in hand. 

It is this recognition that supporting our workforce means caring about the whole person, not just their training, that I appreciate most about NRCA. Roofing is demanding work, and recent resources have highlighted physical wellness, nutrition and mental health awareness. The ongoing conversation around mental health and suicide prevention in construction is especially important because it acknowledges that the people who make this industry great need support both on and off the jobsite. Through initiatives like BeToughEnough.com, NRCA is helping bring needed tools and awareness to the industry. When we invest in people’s well-being, we create stronger teams, stronger companies and a stronger industry. 

Closing thoughts 

As I look at these initiatives together, I see an association that understands what truly drives success in roofing. Yes, we need innovation. Yes, we need outstanding products and technical expertise. But at the center of every achievement is a person. It is the contractor developing the next generation of leaders, the supervisor helping a crew work more effectively, the manufacturer training employees for advancement and the team member who shows up every day committed to excellence. Roofing has always been a people business and NRCA’s continued investment in people is helping ensure a strong future for all of us. 

As someone who believes deeply in this industry and the people who make it great, I encourage you to become involved with NRCA. Together, we can continue building stronger leaders, stronger companies and a stronger roofing industry by investing in the people who make it all possible. After all, roofing has always been about people, and the stronger we make our people, the stronger we make our industry. 

By Jesse Sanchez. 

Building use, existing conditions and moisture assessments all play a role in selecting a low-slope roofing system. 

Choosing a low-slope roofing system requires more than matching products to climate. MuleHide emphasizes that a building’s purpose, operating conditions and existing roof assembly can all influence which system is best suited for long-term performance. Different buildings can have very different needs even when they share the same environment. An office building in a cooler climate, for example, may benefit from a black EPDM roof that absorbs more solar energy, while a hospital with significant internal heat loads may be better suited for a reflective white TPO roof. 

Manufacturing facilities also require attention to building movement because machinery can create vibration that affects the roof system. Restaurants and food processing facilities introduce another consideration: exposure to grease, oils and animal fats, which can damage some membranes over time. 

Existing roofs require additional investigation before contractors determine whether to recover, coat or replace them. A visual inspection can identify conditions such as open seams, ponding water, damaged membrane, deteriorated flashings and wet insulation or substrates. 

Moisture surveys provide a deeper look at roof conditions. Contractors can use core cuts to examine the roof assembly or nonintrusive technologies such as surface meters, infrared cameras, electronic leak detection and nuclear resonance imaging to identify potential moisture. When scans reveal wet areas, core samples can help confirm the findings and determine the extent of saturation. 

Coating projects also require an adhesion test to determine whether the coating is compatible with the substrate and whether underlying conditions could interfere with performance. 

Together, these assessments give contractors the information needed to match a system to the building’s location, purpose and existing conditions while identifying repairs or alterations needed before work begins. 

Learn more about selecting the right low-slope roofing system with MuleHide!

A new benchmark study from APOC and Cotney Consulting Group is highlighting the growing business advantages of commercial roof restoration compared to traditional reroofing. Analyzing 118 commercial roofing projects, the report found that restoration projects generated nearly twice the gross profit per crew day while requiring smaller crews, less labor intensity and significantly faster completion times. 

Key Findings from the APOC Roof Restoration Index Include:

• Significantly higher profit productivity: Restoration projects generated approximately 85% higher gross profit per crew day—due to smaller crew sizes and fewer days needed to complete a job—compared to reroofing benchmarks, with average returns of ~$8,000 per crew day versus ~$4,300.
• Major time savings: Restoration projects averaged ~8 crew days for a 30,000 SF roof, compared to 13 for recovery and up to 30 for tear-off, enabling faster project turnover and increased annual capacity.
• Improved labor efficiency: Restoration required up to 85% less labor intensity than tear-off methods and could be completed with crews approximately one-third smaller.
• Stronger, more consistent margins: Restoration delivered average gross margins around 43%, with typical ranges between 30%–60%, outperforming many reroofing scenarios.

Access the full report for free!

By Cotney Consulting Group. 

Learn about planning roof work around an occupied building. 

When a building remains occupied during a roofing project, the work can affect employees, tenants, customers, residents, deliveries, parking, access and normal day-to-day operations. Noise, dust, odors, equipment movement and temporary closures can create problems even when the roofing installation itself is being completed correctly. 

That is why a successful project requires more than an installation plan. It also requires a plan for protecting the people and activities beneath the roof. 

Whether the property is an office, school, retail center, healthcare facility, apartment building or private home, the owner and roofing contractor should discuss how the work will affect occupants before the project begins. Good planning may not eliminate every inconvenience, but it can reduce disruption, improve safety and prevent unnecessary conflict. 

Begin with a preconstruction meeting 

A preconstruction meeting allows the property owner, manager and roofing contractor to review how the project will be performed. The discussion should include the proposed start date, anticipated duration, daily work hours, staging areas, material deliveries, equipment locations, access restrictions and communication procedures. 

The owner should explain how the building is used throughout the day. An office may have peak arrival and departure times. A school may have bus traffic, testing schedules and outdoor activities. A retail property may receive deliveries through the same area the contractor plans to use for equipment and materials. These details can affect the work plan. 

The contractor should identify the activities most likely to cause disruption, including tear-off, deck replacement, mechanical fastening, material loading and work directly above entrances or heavily occupied spaces. The earlier these conditions are discussed, the easier it becomes to develop a realistic plan around them. 

Establish clear points of contact 

Every occupied roofing project should have a clear communication structure. The property owner or manager should designate one person as the primary contact for the contractor. The contractor should also identify the project manager, superintendent or foreman responsible for daily communication. 

This prevents employees, tenants or residents from receiving conflicting information from several different people. The primary contacts should communicate about weather delays, schedule changes, unforeseen conditions, access restrictions and any complaints or concerns that arise during the project. 

For larger properties, department managers, tenant representatives, facility personnel or security teams may also need regular updates. However, the main communication should still move through the designated contacts so decisions remain organized and consistent. 

A good communication process prevents minor concerns from becoming larger problems. 

Plan deliveries and staging carefully 

Roofing materials and equipment require space, and their delivery can affect traffic throughout the property. Shingles, insulation, membranes, metal, dumpsters and lifting equipment may need to be placed close to the building. Delivery trucks can temporarily block entrances, driveways, loading docks or parking areas. The contractor and property owner should agree on delivery and staging locations before materials arrive.  

The plan must account for emergency access, customer traffic, employee parking, tenant access and scheduled deliveries from other vendors. Fire lanes and accessible routes should remain open at all times. Materials should not be staged where they obstruct visibility, create trip hazards or interfere with normal drainage.  

On some projects, deliveries may need to take place early in the morning or during lower-traffic periods. On others, materials may need to arrive in phases because the property cannot safely accommodate everything at once. A controlled delivery plan protects the property and reduces confusion for everyone using the building. 

Protect entrances and pedestrian routes 

People entering and leaving the building should not have to pass through an active roofing work zone. The contractor should identify entrances, exits, sidewalks and common travel routes around the property. Areas exposed to falling debris, equipment movement or overhead roofing activity may require temporary barriers, controlled access, overhead protection or alternate routes. 

Some entrances may need to close temporarily while work is taking place directly above them. When that happens, signs should clearly direct occupants and visitors to a safe alternative. The owner should notify employees, tenants, residents and regular visitors before access changes take effect. 

Accessibility requires particular attention at apartment buildings, senior living properties, medical facilities and other locations used by people with mobility limitations. Temporary routes must remain practical for those using wheelchairs, walkers or other mobility assistance.  

The objective is to separate normal building traffic from the roofing operation as much as reasonably possible. 

Prepare occupants for noise and vibration 

Roof replacement is noisy. Tear-off equipment, nail guns, mechanical fasteners, saws, loading activity and workers moving across the roof can all be heard and felt inside the building. The level of disruption depends on the roof system, deck type and activities being performed. 

Metal and concrete roof decks can transmit sound and vibration across large portions of a building. Fastening insulation or roof membranes may be especially noticeable in the spaces directly below the work. 

The owner should identify noise-sensitive areas before the project begins. These may include conference rooms, classrooms, medical treatment areas, call centers, recording spaces or offices where virtual meetings are common. 

The contractor may be able to sequence the work so the loudest activities occur during less disruptive periods. A school may avoid working above testing areas during scheduled examinations. A medical office may adjust appointments while work is taking place overhead. A business may relocate an important meeting to another part of the building. 

The project will still create noise, but planning allows occupants to make reasonable adjustments. 

Address dust, debris and interior protection 

Removing an existing roofing system can release dust and small debris, particularly when the roof deck contains gaps, openings or deteriorated areas. Loose material may fall into attics, ceiling spaces or occupied rooms below. Vibration can also disturb dust that has accumulated above suspended ceilings. 

Before work begins, the contractor and owner should review what is located directly beneath the roof. Sensitive equipment, merchandise, files, furniture or personal belongings may need temporary protection. Ceiling spaces may require inspection, and attic storage may need to be moved or covered. 

Manufacturing facilities, healthcare properties, food-service operations, laboratories and technology environments may require additional controls because even a small amount of dust can interfere with operations. 

Interior protection should be planned before tear-off begins, not after occupants report material falling from above. 

Discuss roofing odors in advance 

Some roofing materials and installation methods can create noticeable odors. Adhesives, primers, coatings, sealants and asphalt-based products may produce odors that enter the building through outside air intakes, open doors or ventilation systems. 

A noticeable odor does not automatically mean occupants are being exposed to a dangerous condition, but it can still cause discomfort, concern or complaints. The roofing contractor should identify products likely to produce odors and discuss their planned use with the property owner. The locations of outdoor air intakes should also be identified before the work begins. 

Work near an intake may need to be scheduled when the HVAC system can be adjusted or when fewer people are in the building. Different products, application methodsor temporary ventilation measures may be appropriate depending on the project. 

The contractor should provide relevant product information when requested, and the owner should communicate honestly with occupants before odor-producing work begins. People are less likely to assume something has gone wrong when they understand what to expect and who to contact with concerns. 

Coordinate with building operations 

Occupied properties often have activities that cannot simply stop because roofing work is underway. Retail stores must serve customers and receive deliveries. Offices may have important meetings. Schools have arrival, dismissal and activity periods. Apartment buildings have residents coming and going throughout the day. The contractor should understand these operational demands when planning the sequence of work. 

Roofing above a restaurant entrance during the lunch rush may create an avoidable conflict. Blocking a loading dock on a major delivery day can disrupt several businesses. Performing the loudest work above occupied hotel rooms early in the morning may generate complaints that better scheduling could have prevented. 

The contractor cannot organize the entire project around every individual preference, but major operational conflicts should be identified and addressed. A reasonable level of coordination can protect both the construction schedule and the owner’s relationship with building occupants. 

Plan for parking and vehicle protection 

Roofing projects frequently reduce available parking because space is needed for dumpsters, material storage, equipment and safety zones. The property owner should determine which spaces will be unavailable and how vehicles will be redirected. Employees, tenants and residents should be notified before parking restrictions begin. Signs, cones or barriers should clearly identify areas that must remain open. 

Vehicles should not be parked near active tear-off areas, beneath material-loading operations or within crane and equipment zones. Dust, nails, falling debris and equipment movement can damage vehicles when work areas are not properly controlled. 

Homeowners should move vehicles away from the house before work begins. Commercial property managers may need to establish temporary employee parking so closer spaces remain available for customers, residents or visitors. The parking plan must also preserve access for emergency vehicles, deliveries and people with disabilities. 

Protect HVAC and other building systems 

Roofing work can affect more than the roofing system. Dust and debris may enter rooftop HVAC equipment if units are not properly considered during the project. Vibration can affect older components, and roofing odors may be drawn into the building through outside air intakes. 

The contractor and facility manager should identify rooftop equipment before work begins and determine what protection or coordination is required. HVAC units should not be covered, restricted or shut down without approval from the appropriate building personnel or mechanical contractor. Improperly limiting airflow can damage equipment or affect indoor conditions. Satellite dishes, communication systems, exhaust fans, pipes and other rooftop components may also require protection or temporary relocation. 

Equipment that must be disconnected, raised or removed should be coordinated with the responsible trade before roofing work reaches that area. The roofing contractor should also be involved whenever changes affect curbs, supports, penetrations or flashing. 

Establish daily cleanup and weather protection expectations 

A professional roofing contractor should maintain the property throughout the project, not only after the final day of work. Debris should be placed in designated containers. Loose materials should be secured. Entrances, walkways and parking areas should remain clear. Magnetic nail sweeps may be needed around driveways, sidewalks and landscaped areas. 

At the end of each workday, the exposed roof should be left watertight and prepared for changing weather. Materials remaining on the roof should be secured against wind and positioned so they do not interfere with drainage. The owner should also understand which areas will remain restricted overnight and whether equipment, dumpsters or materials will remain on the property. 

Daily cleanup is especially important on occupied buildings because people continue to use the property while construction is underway. A clean, controlled site improves safety and gives occupants confidence that the project is being managed responsibly. 

Prepare for weather and schedule changes 

Roofing schedules depend heavily on weather. Rain, wind, extreme heat and other conditions can change the planned sequence of work. The contractor should explain how weather decisions will be made and how the property owner will be notified. 

Occupants should not be given a completion date that assumes every workday will have ideal conditions. A realistic project schedule should include some flexibility. 

Unexpected roof conditions can also affect timing. Wet insulation, deteriorated decking, structural damage or concealed conditions may require additional work before the new roofing system can be installed. The owner should understand how these discoveries will be documented, priced and approved. 

A clear process for managing delays and unexpected work reduces frustration and prevents inaccurate information from being distributed to occupants. 

Communicate before and during the project 

The people using the building should know when the project will begin, how long it is expected to last and how the work may affect them. Notices should explain normal work hours, parking restrictions, temporary entrance closures, anticipated noise, possible odors and whom to contact with questions. 

For commercial properties, tenant notices may need to be distributed several days before construction begins. Apartment residents may require regular updates as the work moves from one section of the building to another. 

Homeowners should also consider notifying nearby neighbors when the project will create significant noise, delivery congestion or temporary access concerns.Communication does not need to be complicated. A brief written notice, email update, text alert or posted schedule may be sufficient. The important point is that occupants are not surprised by activity that could have been explained in advance. 

Occupied buildings require additional planning 

A quality roof installation remains the primary goal, but the way the project is managed around an occupied building matters as well. The owner and contractor should work together to control access, coordinate deliveries, protect building operations, manage noise and odors, maintain safe pedestrian routes and communicate schedule changes. 

The best projects are not necessarily the ones that create no inconvenience. Roofing work will cause some disruption. The best projects are the ones where that disruption is anticipated, controlled and clearly communicated. 

Planning around the people inside the building improves safety, reduces complaints and allows the roofing contractor to work more efficiently. A roof protects the entire property. The project used to repair or replace it should also respect the people who live, work and conduct business beneath it. 

By The Coffee Shops®. 

The MRCA Leadership Summit offers the opportunity to learn from four featured speakers.

Strong leadership plays an important role in every roofing business, from guiding teams and communicating priorities to preparing an organization for its next opportunity. The Midwest Roofing Contractors Association (MRCA) Leadership Summit creates dedicated space for industry professionals to step away from daily responsibilities, consider new ideas and invest in their professional development.

The featured speaker lineup includes Richard Branch, Nick Espinosa, Dr. Richard Griff and keynote speaker Greg Bolt. Together, these presenters give attendees access to several voices within one leadership-focused program.

That variety is an important part of the summit’s value. Leadership challenges rarely have one universal answer, and hearing from multiple speakers can encourage attendees to examine familiar business questions from different perspectives. Each seminar provides another opportunity to reflect on how leadership ideas may connect with an attendee’s company, team and responsibilities.

The sessions can also help company owners, managers and emerging leaders make professional education a priority. Setting aside focused time for learning allows attendees to think beyond immediate projects and consider the broader decisions that influence their organizations.

The value continues after the presentations. Attendees can bring their notes, questions and observations back to their businesses, where the ideas introduced during the summit can support further conversations among team members. The seminar setting also gives roofing professionals shared topics to discuss as they connect with others attending the event.

With Richard Branch, Nick Espinosa, Dr. Richard Griff and Greg Bolt taking the stage, the MRCA Leadership Summit offers a concentrated opportunity to listen, learn and consider leadership from multiple points of view.

Learn more about the speakers and educational opportunities on the MRCA website.

CCS Influencer John Kenney says the best coating contractors don’t fight the weather.

Fluid-applied roofing systems offer contractors tremendous flexibility, but they also demand respect for weather, climate and installation conditions.

After decades in roofing, I’ve learned that some of the most expensive problems begin with a simple decision: pushing ahead when conditions are telling you to stop.

Weather is not just an inconvenience during installation. It is part of the installation. Temperature, humidity, dew, rain, surface moisture and substrate condition can all influence how a coating applies, cures and ultimately performs. That is why successful contractors do more than check the forecast. They understand the product they are installing and the environmental conditions that product requires.

Different coating systems have different application windows and cure requirements. What works for one chemistry may not apply to another. That is exactly why contractors should never assume that experience with one product automatically translates to another.

I’ve always believed the data sheet is part of the installation. If the manufacturer specifies temperature limits, substrate requirements, cure times or weather restrictions, those are not suggestions. They are part of the system.

Regional climate makes this even more important. A contractor working in Florida may be dealing with high humidity, afternoon thunderstorms and hot roof surfaces. In the Southwest, extreme surface temperatures may become the bigger concern. Northern contractors may face shorter installation seasons, colder nights and rapidly changing temperatures. The coating may be the same product, but the installation strategy should not necessarily be the same.

Timing becomes part of production planning. Crews may need to start earlier, adjust application timing, break large roofs into manageable sections, or stop work sooner than they would on another type of roofing project. Contractors also need to understand how overnight dew, falling temperatures and changing humidity may affect curing after the crew has already left the site.

That is one reason I don’t like the phrase, “We should be fine.” Roofing should not be managed around hope. If the weather window is questionable, understand exactly what the manufacturer allows before putting material on the roof.

Ponding water presents another area where contractors need to make careful distinctions. Some coating systems are designed to tolerate prolonged exposure to standing water better than others. Even where a product can handle ponding conditions, that does not automatically mean the drainage problem should be ignored. A roof that holds water may be telling you something about slope, drains, insulation or the underlying assembly.

A coating should not become the solution to a design problem simply because it can tolerate the condition. Evaluate why the water is there. Can drainage be improved? Is insulation creating low areas? Has the deck moved? Is equipment discharge contributing to the problem? Should localized repairs or tapered insulation be incorporated before restoration? Those questions should be answered before deciding how the coating fits into the solution.

The same discipline applies to substrate condition. Surface appearance alone does not tell the full story. Adhesion testing, moisture investigation and proper surface preparation may all be necessary depending on the roof and the system being installed.

Details deserve just as much attention. Flashings, penetrations, seams, transitions and drainage areas are often where roofing systems are tested the hardest. Weather increases that stress. Heavy rain finds weak details. Heat creates movement. Cold temperatures can affect material behavior. Freeze-thaw cycles expose openings. Constant UV exposure accelerates aging.

The coating over the field of the roof may receive most of the attention, but the details often determine whether the completed system performs. That is why inclement weather can also become an opportunity. When contractors understand climate and installation limitations better than their competitors, they can plan work more intelligently, communicate more accurately with owners and avoid problems that lead to callbacks and warranty disputes. 

They can also use weather history and regional conditions when evaluating which restoration system makes the most sense for the building. That is a much more professional approach than selecting a coating first and hoping conditions cooperate. Fluid-applied roofing systems can perform extremely well across very different climates, but successful installation requires matching the product, substrate, details and weather window.

The best coating contractors don’t fight the weather. They understand it, plan around it and make it part of the roofing decision.

By Emma Peterson. 

A slower hurricane season offers contractors and property owners an opportunity to improve roof performance with products like APOC’s Polyset AH-160 tile adhesive system. 

This Atlantic hurricane season has been unusually quiet so far. As Alex Schneider reported at the beginning of September, “Historically, about ⅔ of all Atlantic hurricane activity occurs between August 20 and October 10. This is only the eighth time in the satellite era that we've started September with no hurricanes in the Atlantic.” But the current quiet we are experiencing is not a reason to let our guards down. In fact, a Yale Climate Connections article stated that “recent research suggests climate change could supercharge swings between quiet years and hyperactive seasons packed with dangerous storms.” 

So, how do we prepare for this? Use the time we have when it’s quieter to prepare for the busier, more dangerous seasons. An example of what this might look like is roofers proactively installing APOC’s Polyset AH-160 onto their clients’ roofs.  

What is Polyset? It is roof adhesive that adheres concrete or clay tiles more strongly than nails, screws, mortar or wire tie system. How? Polyset utilizes a two-component, low-pressure polyurethane foam formula to adhere each individual tile in place. Not only does this provide improved wind resistance and stronger holding power, it also virtually eliminates the creation for roof deck penetrations to hold tile in place, reducing potential pathways for water intrusion. 

Polyset has been approved by Miami-Dade, the Florida Building Code and the Texas Department of insurance, as well as certified by NEMO. Overall, if you are looking to build stronger roofs that are ready to face whatever the next storm season has in store, APOC’s Polyset is a crucial addition to your toolbox. 

Prepare for storm season with Polyset.