Known for the extensive I-95, I-91, Route 34 interchange project in New Haven, described by Gov. Dannel P. Malloy as the “largest and most complex transportation renewal initiative ever undertaken in the state of Connecticut, O&G has completed hundreds of construction projects on highways, schools and museums across the state.
The fourth generation family owned company employs more than 1,000 highly skilled construction industry professionals in the state and is uniquely positioned as one of the most diversified construction companies in the region.
For the first time, the Torrington-based company has been ranked in the annual Hearst Connecticut Top Workplaces survey in the fifth spot of the large-sized brand.
“We’ve been around for 92 years and run 15-20 major projects at any given time. That doesn’t even include the 40-plus facilities we operate. You don’t have that kind of success without talented, dedicated people making contributions at every level of the organization and at every site,” said David Oneglia, president of O&G.
He said the true testament to the company’s culture is its employees’ tenure and family roots.
“Almost half of our workforce has been with O&G for over a decade. We have 50 employees with 30 or more years of service and two employees with over 50 years of service,” Oneglia said. “We also have over 200 employees who are either related in some fashion or who are part of a multi-generational O&G family.”
Though the workplace environment might change from the project site to the main office to the quarry and to the equipment maintenance facility, one thing stays the same.
“The one constant across those sites is family,” Oneglia said. “A lot of companies throw around that term to make employees feel a part of something but our team is truly a family. Not only are we a fourth generation family owned company, the family theme also extends into our workforce. We have over 200 employees who are either from a multi-generation O&G household, or are related through a family relationship. Add our long employee tenures to that context and it all leads back to the success of a family culture.”
Because employees are often spread out throughout the state at various sites, it’s common for some employees to feel a disconnect to the rest of the company.
“In the past year we’ve really put an emphasis on communications and keeping all of our people in the loop in regard to what’s happening on other project sites and back at the main office,” Oneglia said. “We’ve really invested in our employee communications and are seeing the benefit. The other aspect of our company that you don’t see much in big corporations is an ownership presence. We don’t just sit in our offices all day. We make it a point to be hands-on, visit our project sites and plants, to be involved in the work and try to know each of our employees.”
Whether working at great heights, on busy roads or in active quarries with equipment that is constantly moving, Raymond Oneglia, vice chairman of O&G, said safety undoubtedly becomes a concern.
“As a company, we’ve made a strong commitment to the health and safety of our people. We constantly provide safety training, we’ve set up hotlines to report safety issues, we provide safety equipment and we continually analyze trends and work processes to find safer ways to work,” Raymond Oneglia said.
“Doing right” by his employees, Gregory Oneglia, vice chairman of O&G, said has resulted in long tenures, multiple-generations of families joining O&G and high quality projects and products.
“Like any company, it’s hard to always give someone recognition when they do something right. But all of the jobs we provide are good ones with competitive pay, good health insurance and a retirement plan. At the end of the day, a career is really about being able to take care and provide for your family. We’ve given our people a stable path to earn a good living and do just that,” Gregory Oneglia said.