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Combustion Engineering
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Combustion Engineering (C-E) was a multi-national American-based engineering firm that developed nuclear steam supply power systems in the United States. Originally headquartered in New York City, C-E moved its corporate offices to Stamford, Connecticut, in 1973. C-E owned over three dozen other companies including Lummus Company, National Tank Company and the Morgan Door Company. The company was acquired by Asea Brown Boveri in early 1990.[1] The boiler and fossil fuel businesses were purchased by Alstom in 2000,[2] and the nuclear business was purchased by Westinghouse Electric Company also in 2000.[3]

History

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Welders making boilers for a ship, Combustion Engineering Co, Chattanooga, Tenn. (1942)
Maintenance man at the Combustion Engineering Co working at the largest cold steel hydraulic press in the world, Chattanooga, Tenn. (1942)

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Founding

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Combustion Engineering was organized in 1912 through the merger of the Grieve Grate Company and the American Stoker Company, two well-known manufacturers of fuel burning equipment. The company was originally headquartered on 11 Broadway and at 43 - 5 - 7 Broad Street (Manhattan), both in Lower Manhattan. The city block was leased from the Alliance Realty Company in April 1920. In May of the same year the firm began construction of an eight-story office building on the same site.[5]

During the 1920s, C-E's signature boiler equipment was the English designed Type-E stoker. C-E also offered several other types of underfeed stokers in addition to the Type-E. During the 1920s, all of C-E's stokers were fabricated in manufacturing plants along the Monongahela River south of Pittsburgh.

In 1925 C-E entered the steam boiler business, beginning with a steam boiler installed at the Ford Motor Company's River Rouge Plant in Dearborn, MI. C-E also acquired two boiler companies in Chattanooga, TN to augment its manufacturing capabilities.

Merger with the Superheater Company

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During the Great Depression, C-E formed a partnership with the Superheater Company. The Locomotive Superheater Company was founded in 1910 to further the use of superheated steam in locomotives. The Superheater Company's primary manufacturing facility was located in East Chicago, Indiana.

In December 1948 stockholders approved a merger between the Combustion Engineering Company and Superheater Company. Following consolidation the corporation was called Combustion Engineering-Superheater Inc.[6] In September 1950 the firm announced plans to build a large high-pressure generating unit for Virginia Electric & Power Company in Chester, Virginia.[7]

In 1953, the name Superheater was eliminated and the company took the more familiar name - Combustion Engineering, Inc. At this time, C-E primarily designed and built boiler assemblies for conventional power plants; those powered by coal and oil.

In the mid-1950s, C-E also expanded its operations into oil and gas exploration, production, refining, and petrochemicals with the acquisition of the Lummus Company located in Bloomfield, New Jersey. Lummus also supplied small industrial steam supply systems for oil field enhanced recovery.

C-E was one of the major suppliers of boilers for US Navy steam-powered warships, including Liberty ships during World War II. Amongst many other warships, all of the 46 Knox-class frigates built during the 1960s and 1970s were equipped with a 1,200-pound-per-square-inch (8,300 kPa) C-E power plant.

C-E also was a leader in the development of large coal utility steam supply systems which were used worldwide. C-E pioneered the tangential firing process used in modern large pulverized coal utility boilers. C-E maintained a large coal burning test unit at the Windsor, Connecticut site which allowed the Power Systems Group to test changes to boiler air-flow and other critical boiler design factors.

Nuclear steam supply systems

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C-E's nuclear power activity began in 1955 under Arthur Santry Jr. The history of the C-E Windsor, Connecticut campus dates to the early development of the nuclear submarine. From the mid-1950s through the early 1960s, Combustion Engineering, under federal government contract, produced nuclear fuel for the US Navy's "Nuclear Navy" nuclear submarines. Also located at the Windsor site was the prototype marine nuclear propulsion training facility known as S1C, which was designed and constructed by C-E adjacent to its main campus. The S1C prototype was operated by C-E for more than ten years as an R&D and Naval training facility. After expiration of C-E's contract, the S1C contract was subsequently awarded to Knolls Atomic Power Laboratory (KAPL), who operated the unit until its decommissioning and dismantlement in the late 1990s and early 2000s.[8]

In the 1960s, C-E began selling nuclear power steam supply systems. The first commercial nuclear steam supply system was sold to Consumers Power Company of Michigan for the Palisades Nuclear Generating Station, which closed in 2022. C-E competed aggressively with General Electric and Westinghouse in this domain.

In the late 1960s the company supplied nuclear reactor systems and fabricated uranium fuel for electric utility companies. A joint venture was announced in April 1968, involving the Combustion Engineering Company, Houston Natural Gas, and Ranchers Exploration & Development Corporation. The three businesses combined to search for uranium on 250,000 acres (1,000 km2) in New Mexico.[9]

C-E was generally credited with a superior design, evidenced by the fact that the megawatt yield of its nuclear reactors was typically about 10% higher than that of comparable Westinghouse plants. The basis for this increase in efficiency was a computer-based system called the Core Operating Limit Supervisory System (COLSS) for design, and the Core Protection Calculator (CPC) for real-time control room operation,[10] which leveraged almost 300 in-core neutron detectors and a patented algorithm to allow higher power densities. [citation needed] Combustion also fabricated a number of the Westinghouse reactor vessels and steam generators at its Chattanooga manufacturing facility under contracts with the Westinghouse company.

C-E maintained a sophisticated nuclear reactor operator training simulator at the Windsor facility for support for customers of its nuclear steam supply systems.

Structure and organization

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In the 1960s, and continuing through 1988, C-E acquired a number of companies, many not directly related to the core utility steam supply business. As a result, the company structure evolved so that it had five and later six major business groups or divisions. C-E Power Systems comprised the original utility steam supply components, C-E Industrial Group, C-E Lummus & Engineering Services Group, C-E Refractories & Minerals Group, C-E Oil & Gas Group, and last C-E Instrumentation & Controls Group were formed to provide management focus as the company and its products base expanded. The Power Systems Division included the original major manufacturing facilities at Chattanooga, St. Louis, Monongahela, Birmingham; and in Canada, Brantford, Cornwall, and Upper Canada Manufacturing. A number of companies were acquired or developed and added to the division including, American Pole Structures, C-E Controls, the P.F. Avery Co., C-E Impel, C-E Maguire (Charles A. Maguire & Associates) and C-E Metals (primarily a specialty scrap metal operation in Chattanooga); and was basically divided into three major sub-groups: Fossil, Nuclear, and Services (which included field erection, aftermarket spare parts, and engineering services). The Industrial Group included C-E Industrial Boiler (part of the original base of CE in East Chicago, IN and Detroit & Saginaw, MI), C-E Bauer (Pulp & Paper Equipment), C-E Raymond (Crushing and Conveying Equipment), C-E Air Preheater (Ljungström® technology), C-E Tyler Screening (Industrial Wire Screens), C-E Ehrsham (Conveyors & Grain Elevators). C-E Enterprise Manufacturing, C-E Tyler Elevator, CERREY, and other industrial supply companies. The Oil & Gas Group included such companies as C-E Natco, C-E Grey Tool, Beaumont Well Works, C-E Vetco, OilField Engineering, C-E Houston Forging, etc. The Refractories & Minerals Group included C-E Minerals, C-E Refractories, C-E Cast Industrial Products, C-E Building Products (C-E Aluminum Building Products, C-E Morgan, C-E Stanley Artex), Georgia Kaolin, Pryor-Giggey, C-E Transport, C-E Glass, C-E Hordis Bros. Glass, etc. The Instrumentation & Controls group included C-E Taylor Instruments, C-E Resource Recovery Systems, C-E Process Analytics (acquired from Bendix), et al. Each group had a separate headquarters and support staff which coordinated each group's companies actions with the C-E Corporate support functions of Administration, Information Systems, Insurance, Treasury, Accounting, Audit, and Personnel.

C-E had a large presence in Canada, including fossil and nuclear steam supply manufacturing facilities. A number of the Industrial Group companies had manufacturing facilities there as well, primarily located in the province of Ontario. The Oil & Gas Group had operations in the provinces of Alberta and Saskatchewan. C-E maintained offices as well as a number of manufacturing sites on a worldwide basis, including the UK, Ireland, Austria, Germany, Italy, South Africa, Belgium, Mexico and France. C-E's technology on a wide range of products was licensed worldwide.

Leadership and management

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For much of the existence of the company, the Santry family controlled the management of C-E. Joseph Santry was President of the company until 1963. Arthur Santry, Jr., Joseph's nephew, was named president in 1963 and Chairman of the C-E Board of Directors in 1982 and held both titles until he resigned his post as president in 1984. He remained as chairman until 1988. Charles Hugel was named President of C-E in 1984 and remained in that position until 1988 when he succeeded Mr. Santry as chairman of the board. George Kimmel was named president and Chief Operating Officer in 1988 and remained in that position until the sale of the company to ABB in 1990.[11][12]

Ownership changes

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In 1990 C-E became a wholly owned subsidiary of ABB (Asea Brown Boveri), a Swiss-Swedish multinational conglomerate based in Zürich and one of the largest electrical engineering companies in the world.

C-E's financial debt and lingering asbestos liability brought ABB to the brink of bankruptcy in the early 2000s. ABB was able to resolve asbestos claims filed against Combustion Engineering and Lummus Global in 2006 with a billion-plus dollar settlement agreement.[13]

ABB and Alstom merged their power groups in 1999 creating a 50/50 joint venture, ABB-Alstom Power. In 2000, Alstom bought out ABB.

In 2001, the nuclear steam supply system vendor portion of the company, operating as Combustion Engineering, was bought by Westinghouse Electric Co., a then subsidiary of British Nuclear Fuels.

On November 2, 2015 GE Power announced it had completed the acquisition of Alstom's power and grid businesses.[14]

See also

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References

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Revisions and contributorsEdit on WikipediaRead on Wikipedia

Combustion Engineering

View on Grokipedia
from Grokipedia
Combustion Engineering, Inc. (C-E) was an American multinational engineering firm founded in 1912 through the merger of the American Stoker Company and the Grieve Grate Company, initially focused on fuel-burning equipment and later expanding into boilers and power generation systems. The company pioneered advancements in boiler design, including the adoption of to replace riveted construction, and became a leader in utilization technologies with numerous patented improvements. In the mid-20th century, C-E entered the nuclear sector, developing nuclear supply systems starting in the 1950s, including the first commercial system sold to Consumers Power Company in , which powered early pressurized water reactors. Acquired by ABB Asea Brown Boveri in 1990 for $1.6 billion, the firm contributed to global energy infrastructure but faced significant controversies over asbestos-containing products used in insulation and gaskets, leading to thousands of lawsuits, bankruptcy filing in 2003, and establishment of a $1.43 billion trust fund for claims. Legacy sites, such as in , also required remediation under federal programs for radiological contamination from nuclear research activities.

History

Founding and Early Innovations

Combustion Engineering was established on January 25, 1912, through the merger of the Grieve Grate Company and the American Stoker Company, two established manufacturers of fuel-burning equipment, with headquarters in . The Grieve Grate Company had specialized in grate designs for , while the American Stoker Company focused on mechanical stokers that automated the feeding of into boilers, addressing inefficiencies in manual firing methods prevalent in early 20th-century industrial steam generation. This consolidation enabled the production of integrated systems for more reliable and efficient burning of in stationary boilers used for power and heating applications. In its initial years, the company prioritized innovations in combustion efficiency, developing stokers and grates that minimized fuel waste and improved heat transfer in industrial boilers. By refining mechanical feeding mechanisms, Combustion Engineering reduced labor requirements and enhanced control over air-fuel mixtures, which was critical for scaling steam production in factories and early electric utilities amid rising demand for reliable energy sources. These advancements stemmed from practical engineering solutions to the challenges of incomplete combustion and ash accumulation in lump coal firing, drawing on empirical testing to optimize grate designs and draft systems. A key early expansion occurred in 1923 when Combustion Engineering acquired the Raymond Brothers Impact Pulverizer Company, integrating pulverized coal technology into its offerings. This allowed the company to provide complete systems for grinding coal into fine particles, enabling more uniform combustion and higher efficiencies compared to traditional methods—pulverized could achieve burnout rates exceeding 99% under controlled conditions, as demonstrated in subsequent tests. Such developments positioned the firm as a leader in transitioning industrial power from hand-fired to mechanized systems, supporting the growth of coal-fired steam plants in the .

Mergers and Expansions in Fossil Fuel Technology

In the late , Combustion Engineering acquired the Heine Boiler Company and the manufacturing facilities of the Hedges-Walsh and Weidner Company in , enhancing its capabilities in production for -fired systems. These acquisitions integrated specialized designs and expanded production capacity, allowing the company to scale up fabrication of stoker-fired and early pulverized units critical for industrial and utility applications. By 1929, the company had advanced its boiler technology through the erection of the first capable of producing 1 million pounds of steam per hour, installed for New York Edison's East River station, marking a milestone in high-capacity steam generation. This expansion coincided with innovations like the development of radiant boilers, such as the VU40 and VU50 vertical units, which improved efficiency in and combustion processes. A pivotal merger occurred in 1948 with the Superheater Company, proposed in November and completed on December 31, forming Combustion Engineering-Superheater, Inc. The Superheater Company, established in 1910, specialized in superheater elements that increased steam temperature and efficiency in locomotive and stationary boilers, directly complementing Combustion Engineering's fossil fuel combustion systems. Post-merger, the combined entity reported earnings of $7.25 per share for the period, reflecting synergies in power plant equipment for fossil-fired generation. By 1953, the company rebranded as Combustion Engineering, Inc., solidifying its dominance in boiler and superheater technologies for coal and oil power plants before shifting focus toward nuclear applications.

Entry into Nuclear Power Systems

Combustion Engineering's entry into began with internal feasibility studies on generating from nuclear fuels initiated in 1946, reflecting a strategic pivot toward atomic energy in the post-World War II era. This decision positioned the company to leverage its expertise in high-pressure boilers and steam systems for emerging nuclear applications, particularly under U.S. government contracts. By 1955, Combustion Engineering secured its first major nuclear contract with the U.S. Navy to manufacture enriched uranium fuel assemblies, initiating production for the "Nuclear Navy" program. That same year, the company acquired land in Windsor, Connecticut, to establish dedicated nuclear facilities, including a critical assembly building and a prototype reactor site, which eventually supported up to 3,000 employees focused on nuclear research and fabrication. Under the leadership of Arthur Santry Jr., these efforts expanded to designing and building complete nuclear steam supply systems (NSSS), starting with naval prototypes like the S1C reactor core, the first self-sustaining nuclear reactor for submarine propulsion. Through the late 1950s and early , Combustion Engineering supplied elements for over 20 U.S. submarines and surface vessels, while developing (PWR) technology integral to NSSS designs. This military foundation enabled transition to commercial , with the company fabricating vessels, generators, and control systems certified for utility-scale plants. Operations at Windsor emphasized fuel fabrication and testing under strict Atomic Energy Commission oversight, though later addressed legacy handling.

Post-War Growth and Organizational Changes

Following the end of , Combustion Engineering capitalized on the economic expansion and rising demand for power generation infrastructure, broadening its operations beyond traditional boiler and stoker systems into emerging fields such as nuclear energy and petrochemical processing. In 1946, the company initiated feasibility studies for applications, positioning itself for contracts with the U.S. Atomic Energy Commission (AEC). This strategic pivot was driven by the anticipated growth in for both military and civilian uses, reflecting the company's recognition of nuclear technology's potential to complement combustion systems. A key organizational milestone occurred on December 31, 1948, when Combustion Engineering merged with the Superheater Company, a longtime collaborator in generation technology, forming Combustion Engineering-Superheater, Inc. Stockholders had approved the consolidation earlier that month, integrating Superheater's expertise in high-pressure equipment to enhance the company's capabilities in utility and industrial boilers. By 1953, the entity adopted the name Combustion Engineering, Inc. (C-E), streamlining its corporate identity amid post-war diversification. This merger not only consolidated manufacturing assets but also supported expansion into marine and locomotive applications, aligning with the era's industrial rebound. In the mid-1950s, C-E pursued further growth through the acquisition of The Lummus Company, which extended its engineering scope into oil and gas exploration, refining, and petrochemical facilities. This move diversified revenue streams beyond combustion equipment, capitalizing on the post-war surge in energy demands from reconstruction and . Concurrently, in 1955, the company purchased a 530-acre site in , to establish a new corporate campus, marking a significant organizational relocation and investment in research infrastructure; construction of facilities began that year, with over 400 employees and families relocated by July 1960, eventually peaking at approximately 3,000 workers. The Windsor complex, comprising over 30 buildings by the 1970s, housed research and prototype operations, including the S1C Prototype Reactor facility established in 1960 for U.S. training—sold to the AEC that year but operated by C-E until 1970. From 1955 to the mid-1960s, C-E supplied fuel under AEC contracts for submarines and commercial reactors, underscoring its rapid ascent in nuclear steam supply systems. Under CEO Arthur J. Santry, Jr., starting in 1963, C-E formalized a diversification that emphasized balanced growth across fossil fuels, nuclear systems, and ancillary services like municipal incineration and . This period saw the company evolve from a boiler-focused manufacturer into a multinational firm, with organizational adaptations including decentralized divisions for nuclear and operations to manage increasing complexity and regulatory demands. Such changes enabled C-E to navigate the competitive landscape of utility-scale projects, though they also introduced challenges in integrating diverse technologies amid evolving federal oversight of . ![Welders constructing ship boilers at Combustion Engineering's Chattanooga facility][float-right] The post-war era's emphasis on verifiable technological advancements, supported by government contracts and private sector demand, propelled C-E's workforce and output; for instance, its divisions contributed to large-scale pulverized-coal , exemplifying the company's role in scaling efficient for baseload power. These developments laid the groundwork for later international expansions, though domestic growth was tempered by the need for sustained investment in R&D to address efficiency and safety in high-pressure systems.

Technologies and Products

Boiler and Combustion Systems

![Welders constructing boilers for maritime applications at Combustion Engineering's Chattanooga facility]float-right Combustion Engineering pioneered advancements in boiler design and combustion technologies for steam generation, focusing on fossil fuel applications such as coal. The company entered the boiler market in the early 20th century, introducing innovations that became industry standards, including early steam generators developed prior to 1925. These systems facilitated efficient heat transfer from combustion to water, enabling large-scale steam production for industrial and power generation purposes. Initial products included underfeed stokers, mechanical devices that supplied to the firebox from below, promoting controlled and improved boiler efficiency by maintaining consistent fuel feed into the furnace. Combustion Engineering expanded its offerings to encompass a range of fuel-burning equipment, such as industrial , traveling grate stokers, and pulverizers, which ground into fine particles for more complete burning and higher . These systems were integral to early power plants, where converted from fuels into for turbines. In the mid-20th century, the company developed radiant designs, including the VU-40 and VU-50 models (vertical units with radiant and radiant-reheat configurations), optimized for utility-scale and industrial operations. These featured vertical furnace arrangements that enhanced heat absorption through , reducing reliance on and allowing for higher pressures and capacities, often exceeding 500,000 pounds of per hour. systems incorporated advanced burners and controls to minimize excess air and emissions while maximizing utilization. Founded in , Combustion Engineering's technologies emphasized durability and scalability, with manufacturing facilities producing components like pressure vessels under massive hydraulic presses capable of exerting thousands of tons of force for forging heavy plates. The integration of such systems supported the growth of coal-fired power infrastructure, though later adaptations addressed evolving efficiency and environmental demands.

Nuclear Steam Supply Components

Combustion Engineering (CE) specialized in nuclear steam supply systems (NSSS) for pressurized water reactors (PWRs), providing integrated components that generated from heat while maintaining primary coolant isolation. These systems featured a two-loop primary , distinguishing CE from multi-loop configurations by competitors like Westinghouse. Key components included the , which contained the fuel core and directed heated primary coolant flow under , typically around 2,250 psi, to prevent . CE vessels were fabricated from forged to endure irradiation, stresses, and seismic loads, with capacities supporting up to 3,800 MWt power in later designs. Steam generators formed the heat exchange boundary, employing inverted U-tube bundles with approximately 8,400 tubes per unit, yielding 86,000 square feet of heat transfer area to produce saturated at 550-600°F for drive. The egg-crate tube sheet design minimized impurity accumulation and flow stagnation, enhancing operational reliability. The pressurizer regulated primary system pressure via electric heaters and spray mechanisms, ensuring subcooled conditions during normal operation. Four reactor coolant pumps, two per loop, circulated the primary fluid at rates exceeding 80,000 gpm total, with canned motor configurations for containment integrity. Control element assemblies (CEAs) managed reactivity through cluster-type rods inserted via top-mounted drive mechanisms. CE's NSSS evolved with the design introduced in the 1970s, incorporating standardized modules for improved constructability and safety features like enhanced emergency core cooling. This culminated in the + variant, a 1,400 MWe advanced PWR certified by the U.S. NRC in 1997, emphasizing probabilistic risk assessment-derived redundancies. CE's nuclear division, active from the mid-1950s, supplied components for naval and commercial plants, leveraging prior expertise for scaling.

Other Engineering Contributions

Combustion Engineering advanced pressure vessel fabrication through innovative manufacturing techniques, including the operation of the world's largest cold in 1942 at its plant, which shaped plates up to 15 inches thick for high-pressure applications. This 6,000-ton press facilitated the production of large-scale components essential for steam power equipment and later nuclear systems. In 1930, the company conducted tests on the first fusion-welded boiler drum, a milestone that demonstrated the viability of all-welded and led to widespread industrial adoption of welded vessels, replacing riveted designs for improved strength and reliability. Beyond core steam and nuclear technologies, Combustion Engineering designed and manufactured control equipment, heavy vessels, and machinery to support energy-related systems and environmental compliance. These contributions extended the company's expertise into ancillary engineering fields, enabling integrated solutions for operations.

Corporate Structure and Leadership

Organizational Evolution

Combustion Engineering, Inc. (CE) was established in 1912 through the merger of the American Stoker Company and the Grieve Grate Company, initially concentrating on stoker-fired boilers and related fuel-burning equipment for industrial applications. The company expanded its capabilities in 1923 by acquiring the Raymond Brothers Impact Pulverizer Company, which allowed it to offer integrated coal pulverizing and combustion systems. Further consolidation occurred on December 31, 1948, when the Superheater Company fully merged into Combustion, enhancing its steam generation technologies; by 1953, the entity formalized its name as Combustion Engineering, Inc. This period marked the transition from a specialized boiler manufacturer to a diversified engineering firm with operating divisions, including Combustion Engineering-Superheater, Ltd. for Canadian operations and National Tank Company for pressure vessels. In the post-World War II era, CE underwent significant internal reorganization to support growth in power generation and nuclear technologies, relocating its headquarters from to , in 1960, which facilitated expansion to over 3,000 employees at the site. Under CEO Arthur J. Santry, Jr., starting in 1963, the company diversified into municipal boilers, equipment, and systems, evolving its structure to include specialized groups for these sectors alongside core and emerging nuclear divisions. By the 1980s, CE had developed a multi-division framework encompassing power systems, nuclear components, and , reflecting adaptations to market demands for integrated energy solutions. A pivotal shift occurred in 1983 when CE acquired Taylor Instrument Company from Sybron Corporation, integrating it into an Instrumentation & Controls group that bolstered process and capabilities. This acquisition expanded CE's organizational scope beyond heavy engineering into precision measurement and control systems. In 1990, ABB Asea Brown Boveri Ltd. purchased CE in a $1.6 billion , transforming it from an independent into a focused on power technologies; between 1990 and 1995, CE divested 32 underperforming businesses to streamline operations and mitigate financial losses amid industry downturns. Facing mounting asbestos-related liabilities, CE filed for Chapter 11 bankruptcy protection in 2003, leading to a court-confirmed reorganization plan in December 2005 that established a $1.43 billion trust fund for claimant resolutions while channeling future liabilities away from ongoing operations under ABB oversight. This restructuring preserved core engineering assets but dismantled legacy sites like Windsor, marking the culmination of CE's evolution from a standalone innovator to an integrated component of a multinational conglomerate.

Key Executives and Management Decisions

Arthur J. Santry Jr. assumed the role of of Combustion Engineering in 1963, succeeding prior leadership and implementing a strategic diversification program aimed at transforming the company into a multifaceted corporation beyond its core and equipment manufacturing. This shift involved expanding into diverse end-use markets, including acquisitions such as the proposed purchase of National Tank Co. in 1965 for an undisclosed sum to bolster storage and capabilities. Under Santry's tenure as president and later chairman, the company also made pivotal decisions, such as acquiring a 530-acre tract in , in 1955 for a new corporate campus and relocating over 400 scientific, technical, and managerial staff there by 1960 to accommodate post-war growth. These moves supported expansion into nuclear and other sectors, positioning Combustion Engineering as a leading manufacturer of power generation equipment by the late . Charles E. Hugel became president and chief executive officer in 1984, adding the chairman title in 1988 amid efforts to address declining core markets in and plants, oil, gas, and . Hugel's management emphasized international expansion, including a 1988 joint venture agreement with Soviet entities for and site preparation in and other cities to support energy projects, reflecting a push for overseas amid domestic challenges. He also revamped structures without altering core incentive programs and brokered significant agreements, such as a multibillion-dollar deal contributing to the company's eventual acquisition trajectory. These decisions occurred during a period of broader 1980s restructuring, which involved cost-cutting and portfolio adjustments in response to market contractions. Following the 1990 acquisition by Asea Brown Boveri (ABB), George S. Kimmel was appointed president and chief executive of the rebranded Asea Brown Boveri Inc., overseeing the integration of Combustion Engineering's operations into the larger conglomerate and managing the subsequent dismantling of the Windsor campus. Earlier leadership, including George Leamard, who formed the corporation in 1914 through the acquisition of grate and boiler manufacturers, laid foundational management focused on fuel-burning equipment production.

Ownership and Acquisitions

Pre-1990 Developments

was established in via the merger of the Grieve Grate Company and the American Stoker Company, both prominent manufacturers of fuel-burning equipment for steam generation. This consolidation created a unified entity focused on advancing technologies for industrial applications, initially headquartered in . In the mid-1920s, the company expanded its manufacturing base by acquiring production facilities in , including operations linked to the Heine Boiler Company and the consolidated Hedges-Walsh-Weidner entity, which had formed in 1928 from earlier firms dating back to 1888. These acquisitions, occurring around 1925–1929, augmented Combustion Engineering's capacity for steam production and integrated regional expertise in design, supporting growth in systems amid rising demand for power generation equipment. A significant restructuring occurred in 1948 when Combustion Engineering merged with the Superheater Company, a longtime collaborator in , forming Combustion Engineering-Superheater, Inc. The merger, approved by shareholders on December 31, 1948, combined complementary strengths in and combustion processes, enhancing the firm's position in and supply markets. By 1953, the company reverted to the name Combustion Engineering, Inc., operating as an independent, publicly traded entity through the ensuing decades without further major ownership shifts until the close of the period.

Acquisition by ABB and Subsequent Divestitures

In November 1989, ABB Asea Brown Boveri Ltd., a Swiss-Swedish multinational conglomerate, agreed to acquire Combustion Engineering Inc. for $1.6 billion in cash, equivalent to $40 per share, providing ABB with a significant foothold in the U.S. power generation market. The transaction, announced on November 14, 1989, positioned Combustion Engineering as a wholly owned of ABB upon completion in 1990, integrating its boiler manufacturing, nuclear components, and engineering services into ABB's broader portfolio of electrical and automation technologies. This acquisition expanded ABB's capabilities in and systems, leveraging Combustion Engineering's established expertise amid global demand for energy infrastructure. Following the acquisition, ABB restructured Combustion Engineering's operations through a series of divestitures, driven by strategic shifts in the sector, including declining demand for new power and mounting asbestos-related liabilities inherited from Combustion Engineering's historical operations. In 2000, ABB sold its 50% stake in the ABB Power joint venture—which encompassed much of Combustion Engineering's conventional power generation assets, including boiler and systems—to for €1.25 billion (approximately $1.1 billion at the time), effectively transferring those core activities out of ABB's direct control. Separately, ABB divested its and services business, which included elements derived from Combustion Engineering, to British Nuclear Fuels Limited (BNFL) for $485 million in 2000, focusing ABB's remaining portfolio away from nuclear supply components. Further divestitures targeted Combustion Engineering's process engineering segments; in August 2007, ABB sold ABB Lummus Global Inc.—a downstream oil, gas, and unit tracing roots to Combustion Engineering's acquisitions—to CB&I for an undisclosed amount, streamlining ABB's holdings amid a pivot toward and . These transactions left Combustion Engineering primarily as a liability-holding entity, culminating in its Chapter 11 filing in February 2003 to manage over 111,000 claims, with ABB contributing reserves exceeding $900 million while having offloaded operational assets years prior. The divestitures reflected ABB's pragmatic response to Combustion Engineering's underperforming segments and legal exposures, preserving ABB's financial stability without fully absorbing the subsidiary's legacy burdens.

Asbestos Exposure and Litigation

Combustion Engineering incorporated into numerous products, including boilers and insulation materials, beginning prominently during for manufacturing asbestos-lined boilers. Workers at company facilities, such as the plant, faced exposure during production processes involving , pressing, and assembly of these components. End-users and installers also encountered asbestos fibers from the company's supply systems and related equipment. The first asbestos-related lawsuits against Combustion Engineering emerged in the , targeting the company for worker illnesses linked to product exposure. By 2002, the firm confronted approximately 111,000 pending claims from individuals alleging asbestos-induced diseases, including and . Notable early litigation included settlements, such as an 1988 case involving a deceased worker who contracted asbestos-related cancer. The company defended against these claims for nearly four decades, with cumulative liabilities escalating due to mounting verdicts and settlements. Overwhelmed by obligations, Combustion Engineering filed for Chapter 11 on February 17, 2003, following its acquisition by ABB, which had assumed certain liabilities. The filing addressed an estimated $1 billion in claims and prompted a pre-packaged reorganization plan negotiated with claimants and creditors. Upon emerging from in 2006, the company established the Combustion Engineering 524(g) Personal Injury Trust, funded initially at around $1.44 billion to compensate verified claimants, channeling future payouts through the trust to resolve ongoing and prospective litigation. This structure, under Section 524(g) of the Code, aimed to provide equitable distribution while protecting the reorganized entity from further suits.

Nuclear Safety and Regulatory Issues

Combustion Engineering operated the Nuclear Fuel Fabrication Plant in under NRC License No. SNM-1067, where it produced fuel assemblies for commercial reactors, subjecting it to strict safeguards and safety regulations. In 1978, an NRC identified two violations: to post required criticality alarm limits at fuel loading workstations and storage areas, contravening Amendment No. 17 to the license's Section 8.2; and non-compliance with 10 CFR 71.12(b) for shipping containers, including missing referenced drawings and use of incorrect bolts (eight instead of ten with washers and nuts) on Model 927A1 containers certified under Compliance No. 6078. Subsequent inspections at revealed ongoing compliance lapses. A 1995 NRC review cited a Level IV violation for untimely cleanup of contaminated areas exceeding action levels (5,000–11,996 dpm/100 cm²), violating Safety Condition S-1 and Procedure 307 due to poor communication between and operations; non-cited violations included workers entering airborne radioactivity zones without respirators and unauthorized removal of radios from restricted areas without surveys. These incidents highlighted deficiencies in procedural adherence and , prompting NRC demands for reinforced and 30-day corrective responses under 10 CFR 70.9, though no escalated occurred. In reactor applications, Combustion Engineering's steam generators experienced recurrent tube degradation, including fretting wear from vibration and outer-diameter , affecting like San Onofre and Palisades. By 1993, over 1,400 replacement steam generator tubes across 41 (including four CE designs) required plugging due to such issues, per industry assessments. The NRC responded with enhanced regulatory frameworks, such as 10 CFR 50.55a updates and Generic Letter 95-03, mandating performance-based tube integrity programs with eddy-current inspections and leakage limits to prevent tube ruptures (SGTRs), which could challenge during accidents. Consequential SGTR analyses for CE confirmed vulnerability in severe accidents but affirmed adequacy of emergency core cooling under revised high-pressure safety injection systems. Additional component-specific concerns included failures of mercury-wetted matrix relays in CE-designed control systems, with 31 incidents reported by 1980, prompting NRC Bulletin 80-19 requiring verification and replacement to mitigate spurious actuations risking safety functions. Post-Three Mile Island (1979), CE incorporated safety function analyses into emergency procedures and instrumentation upgrades, though initial designs lacked some redundant features exposed by the accident. Overall, while no CE-supplied systems contributed to major radiological releases, these issues underscored the need for rigorous in fabrication and component design, influencing NRC's evolution toward risk-informed oversight without compromising deterministic safety margins.

Legacy and Impact

Contributions to Energy Infrastructure

Combustion Engineering played a pivotal role in developing technologies that underpinned coal-fired power generation infrastructure during the . Formed in through the merger of fuel combustion firms, the company manufactured industrial , stokers, and pulverizers that enhanced production efficiency for electricity utilities. These systems supported the expansion of centralized power plants by enabling reliable, high-capacity generation from and other solid fuels. Key innovations included early advancements in pulverized firing, with pioneering installations in the that improved combustion control and fuel utilization in utility boilers. By 1923, Combustion Engineering integrated complete pulverizing systems, facilitating the design of larger, more efficient units for grid-scale power output. The company also developed the tangential firing process, which became standard for modern pulverized boilers by optimizing flame stability and reducing emissions through even fuel distribution. Additionally, a 1939 steam design using pumps for circulation evolved into controlled circulation boilers, with the first major U.S. installation in at the Somerset Station in , allowing operation at higher pressures and temperatures for increased . Beyond systems, Combustion Engineering contributed to diversified energy infrastructure through specialized boilers such as chemical recovery units for pulp mills, designs, and later involvement in (IGCC) repowering projects, exemplified by the 1992 Combustion Engineering IGCC initiative aimed at enhancing coal plant efficiency and reducing environmental impact. These technologies supplied numerous power plants, industrial facilities, and even naval vessels during , bolstering national energy capacity and reliability. The company's boilers, including models like VU-40 and Tower types, underwent upgrades in global projects, such as low-NOx retrofits in the U.S. and pollution controls in , extending the lifespan of legacy infrastructure.

Economic and Technological Influence

Combustion Engineering exerted substantial technological influence through advancements in and systems critical to power generation. Formed in 1914 from mergers focused on fuel-burning equipment, the company developed early designs that enhanced in industrial s, stokers, and dryers, laying groundwork for scalable steam production. By the mid-20th century, CE pioneered pulverized-coal-fired technologies, including a 325 MW plant in 1960 that advanced steam-electric parameters such as higher temperatures and pressures for improved . These innovations enabled utilities to generate at larger scales, supporting the post-World War II expansion of electrified infrastructure. In the nuclear domain, CE contributed steam generators and systems, fabricating assemblies from the late 1960s onward, which facilitated early commercial deployment. The company's boilers also adapted to alternative fuels, including municipal waste, integrating with waste processing to promote in power plants and refineries. Such developments influenced industry standards, with CE's designs powering a significant share of conventional and emerging energy facilities until its 1990 acquisition by ABB. Economically, CE's technological leadership drove job creation and , employing thousands in , , and R&D across sites like , and , where specialized facilities produced components for global power projects. As a key supplier to the sector, CE supported the growth of a multi-billion-dollar industry by enabling reliable, high-capacity supply that underpinned U.S. industrial and from the through the . Its innovations reduced fuel consumption per unit of output, yielding cost savings for utilities and indirect economic benefits through lower prices that fueled and consumer sectors.

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