Month: July 2024

Key Takeaways:

• The Calgary Construction Association (CCA) has partnered with TELUS Spark Science Centre and the Government of Alberta, investing $100,000 in the BLUprint Program to inspire youth to pursue careers in skilled trades. This is the largest single investment made by the CCA Education Fund since 2001.
• The initiative aims to tackle the growing demand for skilled tradespeople in Alberta, driven by rapid population and economic growth.
• The BLUprint Program will feature hands-on activities and STEAM (Science, Technology, Engineering, Arts, and Mathematics) education, with exploration spaces designed to educate youth about trades-based science concepts.

The Whole Story:

The Calgary Construction Association (CCA) has announced an new partnership and historic investment with TELUS Spark Science Centre and the Government of Alberta, cumulating in the launch a pioneering program designed to inspire youth to pursue careers in the skilled trades.

The association explained that as Alberta’s population and economy continue to grow rapidly, demand for skilled tradespeople continues to increase, highlighting the need to encourage youth to consider the skilled trades as a career path. To that end, the Calgary Construction Association Education Fund is investing $100,000 towards the (BLU)print Program – the largest single investment made by the Fund since its inception in 2001.

“The Calgary Construction Association is pleased to support TELUS Spark’s skilled trades and STEAM installation,” said Bill Black, President & CEO, Calgary Construction Association. “This initiative underscores our ongoing commitment to highlighting the rewarding careers offered in construction and our efforts to cultivate a vibrant, skilled workforce that is essential for the growth, success, and sustainability of the construction industry.”

Recognizing the critical need to address the skilled labour shortage and invest in future tradespersons, the CCA is dedicated to fostering the next generation of trades professionals. The group stated that its partnership with TELUS Spark Science Centre will create a series of exploration spaces called BLUprint—standing for “Building, Learning, and You.” These spaces are designed to educate youth about trades-based science concepts in a fun and engaging way. Featuring hands-on activities related to carpentry, plumbing, and electrical trades, BLUprint integrates STEAM (Science, Technology, Engineering, Arts, and Mathematics) education.

Phased Approach

• Phase 1: Soft-launched on July 11, 2024, and now open to the public, inviting Albertans of all ages to explore the outdoor space and participate in activities related to skilled trades exploration.
• Phase 2: Launching in December 2024, includes indoor exhibits that will delve into the trades using a blend of virtual reality job simulators and hands-on activities to meet the interests of kids of all ages.

“Investing in the next generation of skilled tradespeople is crucial for Alberta’s future,” said Rajan Sawhney, Minister of Advanced Education. “By partnering with TELUS Spark Science Centre, we are creating engaging and educational experiences that inspire young people to explore rewarding careers in the trades. This initiative not only addresses the growing demand for skilled workers but also highlights the importance of STEAM education in building a competitive and innovative workforce.”

In the next decade, 700,000 of the four million Canadians who work in the trades are expected to retire. According to data analyzed by Alberta Jobs, Economy and Trade, there were 7,560 construction trades and management job vacancies in the Calgary economic region in Q3 2023, representing a staggering one-quarter of all job vacancies (30,500) in the city.

Key Takeaways:

• NEXII Inc. acquired the assets of Nexii Building Solutions on June 28, 2024, under Canadian court authority, and is set to relaunch NEXII’s products. This acquisition includes significant investments in the company’s infrastructure and workforce to enhance production capacity, quality, and safety.
• NEXII specializes in precision-manufactured structural wall and roof panels that significantly reduce construction timelines and the carbon footprint compared to traditional concrete.
• Experienced professionals, including Bill Tucker as the interim CEO, are leading the restructuring and expansion of NEXII. The company is investing $8 million into upgrading its flagship Squamish, B.C. manufacturing plant.

The Whole Story:

NEXII Inc. has completed the acquisition of Nexii Building Solutions’ assets under the authority of the Canadian court on June 28, 2024, setting the stage for the relaunch of NEXII’s products.

NEXII specializes in precision-manufactured structural wall and roof panel systems for the building industry, addressing rising construction costs, the demand for shorter schedules, and the need for a reduced carbon footprint. NEXII’s technology aims to accelerate construction timelines and reduce the carbon footprint to a third of that produced by traditional concrete walls. Leading multinational companies such as Walmart, Chase Bank, AECOM, and Starbucks have used NEXII’s panels, known for their durability, energy savings, and efficient installation.

Russ Lambert, a principal with 3 Gates, noted that, “NEXII’s construction techniques are truly superior in every way to conventional methods. We believe that with the relaunch, the restructured NEXII will be a very successful North American tech success story – NEXII is a winner.”

NEXII has retained many of its current employees and is investing $8 million into retrofitting the flagship Squamish, B.C. manufacturing plant to enhance its production capacity, quality, and safety.

“We were immediately impressed with the quality and commitment of the Squamish workforce, and it was an easy decision to remain there and continue to invest in the plant, with plans to upgrade and expand operations,” said Blake Beckham, another principal with 3 Gates. “Both the Canadian workforce and the Squamish plant are crucial elements of our goal to create high quality, environmentally friendly buildings throughout North America.”

Omicron CEO Bill Tucker has been appointed as the bridge CEO to oversee the restructuring and expansion of NEXII. Tucker will later transition to the Board of Directors as the Canadian representative.

“I am pleased to be a part of this important effort to restructure and expand NEXII,” said Tucker. “Our collective vision is to build a profitable company driving impactful change in carbon reduction and schedule enhancement in the North American construction industry.”

Tucker noted that operations transitioned from the old company to NEXII, Inc. on July 24, 2024.

The buyer’s principals, based in Dallas, Texas, are experienced in restructuring and distressed workouts. These Principals have the experience and expertise necessary to foster an environment for NEXII to thrive and grow into a powerful force in the North American construction industry.

Before being placed under creditor protection earlier this year, Nexii boasted that it was fastest company in Canadian history to reach “unicorn” status, a $1 billion valuation.

Key Takeaways:

• B.C. is investing $2 million to establish a state-of-the-art battery innovation centre at UBC Okanagan, aimed at advancing battery technology and enhancing the province’s battery supply chain.
• The centre will be the first in Western Canada dedicated to testing and scaling up next-generation battery technologies, which promise improved energy density, safety, and cost-effectiveness.
• The centre will boost regional economic development by supporting a circular battery supply chain, utilizing locally available materials to reduce reliance on overseas minerals, and contributing to the clean-energy transition through the production of commercial-scale pouch cells.

The Whole Story:

B.C. is contributing $2 million through its Innovative Clean Energy (ICE) fund to establish a battery innovation centre at the University of British Columbia’s Okanagan campus (UBCO).

This cutting-edge facility will focus on research and development of new battery technologies, advancing B.C.’s battery supply-chain sector and growing the Okanagan region’s role as a battery and critical-mineral hub.

“The battery innovation centre is a monumental step forward for British Columbia’s clean-energy transition, demonstrating the quality, leading-edge work emerging from the sector,” said Josie Osborne, Minister of Energy, Mines and Low Carbon Innovation. “People and industry are increasingly relying on battery-powered devices for cellphones, electric vehicles, medical equipment and more. This project will see multiple benefits, opening up new research and development opportunities and creating quality jobs for British Columbians.”

The battery innovation centre will be the first of its kind in Western Canada, serving as a critical hub for testing and scaling up next-generation battery technologies that have the potential to offer increased energy density, higher safety, and lower-cost alternatives to lithium-ion batteries.

In addition, the centre will support regional economic development through the battery sector’s circular supply chain, incorporating battery recycling and metal processing in the Kootenay region, battery manufacturing in the Lower Mainland, and critical mineral mining throughout B.C. Locally available materials, such as sulphur from mining and oil refineries, and tellurium recycled from smelting wastes, will be used to reduce the reliance on overseas critical minerals and support domestic production.

“We are grateful to the government of B.C. for this significant investment in the Battery Innovation Centre,” said Lesley Cormack, principal, UBC Okanagan. “Effective energy storage is a critical element of a low-carbon energy future and the work of our research team has already improved Canada’s battery supply chain. This investment will elevate that work even further by providing the necessary space to create and test battery prototypes on a larger scale.”

B.C.’s $2-million investment will go toward construction and equipment costs for a 2,000-square-foot pilot pouch cell facility within the battery innovation centre. The facility will produce commercial-scale pouch cells for use in medical devices and other applications.

Technology is moving at a blistering pace. 

Artificial intelligence, cloud computing, digitization and smart devices have exploded and tech companies that serve the industrial sector are popping up left and right.

Sorting through the hype to find something that suits your needs is nearly an impossible task.  

For the past year, full-service technology consulting firm SiteTechnology has been helping industrial businesses keep up by making sure they don’t have to go on that journey alone.  

While it’s easy for large, multi-billion dollar enterprises with deep pockets and lots of staff, medium operations looking to modernize and scale up face a daunting task. With limited time and resources, they can’t afford to waste it on efforts that don’t work. 

SiteTechnology aims to fill that need and guide businesses to success. The full-service technology consulting firm is focused on building long-term partnerships with clients, helping them identify and implement technology solutions that make a real difference to their bottom-line.

Each engagement is tailored to an individual client’s needs, but generally it falls into one of five categories:

1. Digital Advisory: helping to understand, assess and recommend technology solutions to your challenges.

2. Business Applications: implementing software (CRM, ERP, PMIS, and other acronyms), and developing custom applications.

3. Automation & AI: developing automated solutions for repetitive business processes.

4. Data & Analytics: making data more accessible and relevant to help you make better decisions.

5. Managed IT Services: protecting your business, and helping make your team more productive.

We caught up with Brandon Peterson, President of SiteTechnology, to learn about the challenges companies face when looking to digitize their business and his team’s unique approach. 

SiteNews: Tell me about your background and how you got into tech and the industrial sector. 

Peterson: I’ve always been an entrepreneur, running my own businesses since I was a teenager. While I was running those businesses I had to solve my own tech problems—learning customer relationship management (CRM) software, doing software development, running accounting systems. Eventually I began doing that for other businesses with similar problems. I’ve worked in internal positions as well as an outside consultant and was always involved in a whole variety of platforms related to CRMs, custom software, IT management, infrastructure, basically anything that a business needs to scale to the next level and solve a problem. That’s where I like to get my hands dirty and what really led to SiteTechnology. And there is a huge impact that can be made in the industrial sector. Manufacturing, mining, oil, gas, and construction alone accounted for more than 25% of Canada’s GDP in 2020. And there is a huge digital gap there so this work can make a big difference. 

What unique challenges do lower and mid-market companies face when trying to modernize their operations?

One of the biggest challenges is just how many digital products there are in the market and it’s only going to keep growing. And artificial intelligence, everyone’s hot topic right now, makes it more complicated. Does a solution integrate with AI? Will your business see cost savings? Will it make things more efficient? You don’t know who to listen to and that creates a need for a trusted advisor to tell you what parts of the market you can ignore, to bring that experience from working with other clients and help you implement something that is going to pay off. We come from a place of understanding your business. We slow down and take the time to know who your customers are. It is impossible to sift through it all on your own and do the research from scratch. 

Why is having a trusted advisor important and what does SiteTechnology do to earn that trust? 

We do it by being very long-term oriented with the customer. We will work with you and your team for years. Most of our clients we have had since the beginning and there are many years to go. The journey of technology transition is never done and we would never want to think short term and just quickly sell a solution that won’t be beneficial in the long term. That’s what being a trusted advisor is. It’s about approaching each client uniquely and making sure we are solving their specific problem and not imposing the same solution to everyone. At the end of the day, it’s all about trust. You are taking claims made by providers on trust. Just like other professional services, like a law firm or an accounting firm, we are there to help you navigate things. 

What are the most common questions or concerns you get from clients around digital adoption? 

Some clients haven’t identified exactly what they are looking to do but they know pain points. We are often trying to understand their needs, evaluate them and then give our opinion. We help them go to the market and implement something. A lot of times, clients don’t even know what’s possible out there so it’s hard for them to articulate their needs. Sometimes it is just getting an honest assessment of what their team looks like and what they have. If you are a CEO you might be frustrated with your software solutions, IT team or other partners, but you don’t necessarily know if this is what you should expect. We can be a great sounding board for determining what is or is not the problem and what you can do to improve. 

What is the importance of long term technology strategy

Technology is changing so rapidly and everywhere you turn there’s a new solution someone has heard of, or you have seen someone else with great results. The temptation is to chase all these new solutions and implement them and get moving with them, but that can be as prone to error as resisting all technology.

Technology needs to have a level of investment associated with it, KPIs, people in charge of it, ROI tracking and more so that you can evaluate if those investments are working and if it’s driving value for your business, changing customer experience, and improving efficiency. Because if it’s not and it’s just a bunch of software, you might as well go back to paper. Technology can make things simpler, but it often is a lot more complicated, especially if you are a large, growing, complex company. That’s why it’s important to evaluate it objectively and actually hold technology accountable to see if it’s delivering the results that you need. And if not, you can change your approach.

At the end of the day, you can’t tackle it all at once; it will be a journey, especially if you are a larger business. You might be in the process of transitioning from a software business run in the 90s or earlier 2000s and bringing it into the modern area. You need to have a concrete plan, a concrete level of investment, and a method to hold that to account.

Tell me about the growth of SiteTechnology over the past year

We started off with a goal: to be a full-service technology provider. We knew that would mean taking on a smaller number of clients and larger engagements. That’s exactly how things have panned out. For some of our current clients we handle everything, including managed IT services, CIO services, strategic planning, ERP and we sometimes even sit in on executive team meetings to help navigate the path forward. That growth has led to large, all-in, heavy efforts with each new engagement. We have grown significantly when it comes to the size of engagements so we are very selective of who we work with now and we want to find that right partnership. We want clients looking to partner with us in an integrated way across our service offerings. 

What is the SiteTechnology process like for assessing and guiding clients? 

We try to start off with discrete, individualized engagements where someone has a particular need and wants a trusted advisor. The scope is slimmed down but they often come with larger questions. Either way, we start with an on-site discussion before closing anything. We want to see their job sites, factories or facilities. We want to meet with their executive team, understand their business model, understand historically what they have tried, what’s worked, what hasn’t, who the key stakeholders are. We spend as much time on site as possible throughout an engagement. The vast majority of strategic work and relationship building is done in person. I think that this approach makes us different. We are oriented for the long term. We align resources to get those quick wins and then build that longer-term relationship.  

What sort of impact can digital adoption have on a business? 

Put simply, it’s about system integration. For example, in the construction sector we partner with agave to help companies connect their ERP and accounting systems with their project management systems. This ensures cost information is not duplicated and your project costs are the same no matter who is looking at it. Lots of construction companies have multiple accounting staff whose only job is duplicating costs so everyone has the same information. Integrating these systems are notoriously tricky and many just assume it’s easier to do on paper. But this is often the first step to greater integration. You also have integration of timekeeping data so timecards on projects are synced and labour costs are associated with the correct job. You can analyze your costs, improve efficiency and find areas of inefficiency. You also have cybersecurity and making sure your business is safe. Because staff have access to so many things through cloud computing, they are one of the most common attack vectors. And then you have AI and finding out which use cases are meaningful and how to leverage it to save time and improve the customer experience. 

What does a successful engagement look like for SiteTechnology?

One of our biggest success stories was working with a distributor in the agricultural space. We took over from another tech firm and had a very tight timeline. We put together a small team to work alongside them to hit a go-live for new ERP systems in eight weeks. It involved inventory and procurement and financial accounting and multiple team members on their side. We have continued to improve the functionality. That spoke to our ability to be nimble and agile when needed and work in collaboration with a client. 

If someone is interested to learn more about SiteTechnology and starting their digital journey what should they do?

If you are interested to learn more about SiteTechnology and how to start your digital journey reach out to me (Brandon@sitetechnology.com) or visit SiteTechnology.com

Key Takeaways:

• Umicore has paused the $2.8 billion project for a battery-materials manufacturing plant in Ontario and is reviewing its North American expansion plans.
• This decision is influenced by declining revenues, including the loss of an anticipated contract with a Chinese manufacturer and faster-than-expected conclusion of current contracts. The review results will be announced in the first quarter of next year.
• The Canadian and Ontario governments had pledged substantial financial support for the project, with contributions of up to $551.3 million and $424.6 million, respectively. The project was expected to generate around 1,000 construction jobs and several hundred highly skilled operational positions.

The Whole Story:

Belgian company Umicore announced on Friday that it is pausing its $2.8-billion battery-materials manufacturing plant project in Ontario.

The company, which operates in Europe and Asia, has delayed construction spending on the Loyalist, Ontario plant and initiated a review of its North American expansion plans. The results of this review will be made public in the first quarter of next year.

This decision comes as the company faces declining revenues. Last month, Umicore disclosed that an anticipated contract with a Chinese manufacturer would not come to fruition, and that current contracts were “tailing off faster than anticipated.”

Umicore officials explained that a a sharp slowdown in the growth of demand for EVs is impacting the entire supply chain and customers’ demand projections for Umicore’s battery materials have steeply declined. They expect that 2024 volumes for battery materials could be equal or slightly lower than last year.

“In recent months, short- and medium-term growth projections for the electric vehicles market have been scaled back substantially, significantly affecting Umicore’s Battery Materials business,” said Bart Sap, Umicore CEO. “Today, we share the elements of how we are adjusting to this new reality. The large impairment of our battery materials assets is painful and reflects the changed situation as we see it today. In the coming months, we will continue to thoroughly reassess our battery materials activities, with energy and an open mind, always in close alignment with our customers and partners.”

The updated guidance reflects a reduction in cathode materials sales which is driven by:

• Volumes from legacy contracts coming to an end faster than anticipated;
• A delay in the anticipated volume ramp-up of new contracts in Europe as customers are scaling back their electrification ramp-up plans. The take-or-pay mechanisms of these contracts come in gradually during ramp-up;
• The volumes for a Chinese battery OEM not materializing in 2024.

Crews broke ground on the project in October last year. Umicore stated that the facility would combine the production of precursor (pCAM) and CAM, the most critical components for a rechargeable battery’s performance. By doing this, the production facility will complete the “missing link” in North America’s EV battery value chain, from natural resources to EVs. The plant will be fully equipped to produce advanced high-nickel technologies and is prepared for future battery chemistries, including manganese-rich HLM and solid-state batteries.

The project received substantial support from the government. Based on the full scope of the envisioned project, the Government of Canada is contributing up to $551.3 million, while Ontario is supporting the project with up to $424.6 million.

During the construction phase, the plant was expected to generate approximately 1,000 employment opportunities, while several hundred highly skilled positions would be created in operations. 

According to report this summer by Goldman Sachs, the global sales momentum for EVs is slowing, with hybrids (HEVs) and plug-in hybrids (PHEVs) becoming more competitive. Key factors contributing to this slowdown include rising concerns about EV capital costs, uncertainty around government policies, and a shortage of rapid-charging stations.

Senior Project Coordinator – Peterborough, Ont. – Matheson Constructors

Site Superintendent – Vancouver, B.C. – Kindred Construction

Senior Estimator – Vaughan, Ont. – Buttcon

Digital Construction Coordinator – Winnipeg, Man. – Bird Construction

Superintendent – Calgary, Alta. – Delnor Construction Managers

Senior Project Planner – Pickering, Ont. – CRG Energy Projects

Construction Supervisor – Toronto, Ont. – Formstructures Construction

Controller, Single Family – Calgary, Alta. – Jayman BUILT

Key Takeaways:

• Out of 188 local governments, 162 have passed the necessary bylaws to comply with the new legislation, with nine more actively working on it.
• Fifteen communities have requested extensions beyond the June 30, 2024, deadline, with two communities, the District of Wells and the Northern Rockies Regional Municipality, granted extensions due to wildfire impacts.
• The legislation is part of a broader effort to address the housing crisis by creating more diverse and attainable housing options.

The Whole Story:

Provincial legislation to fix outdated zoning rules and create more small-scale multi-unit homes (row homes, triplexes and townhouses) has now been adopted into local bylaws, or will soon be adopted, by almost 90% of communities throughout B.C.

“People expect governments to work together to tackle the housing crisis and provide more homes for people,” said Ravi Kahlon, minister of housing. “We are encouraged that the vast majority of local governments have worked hard to adopt much-needed provincial legislation to fix old zoning rules and deliver the types of homes that people need.”

Out of 188 local governments in B.C., 162 have adopted the small-scale multi-unit legislation by passing local bylaws, with another nine communities actively working to adopt the legislation.

Local governments were required to make changes to zoning bylaws by June 30, 2024, to allow either a minimum of one secondary suite or detached accessory dwelling unit; a minimum of three to four dwelling units; or a minimum of six dwelling units in areas near bus stops with frequent transit service, depending on location.

Fifteen communities have requested a formal extension on adopting the legislation beyond the June 30, 2024, deadline. Those requests are being reviewed by the Province. Two communities, the District of Wells and the Northern Rockies Regional Municipality, have been granted an extension due to recent or current impacts of wildfire and evacuation orders.

One community, the District of West Vancouver, rejected passing bylaw amendments and is currently not in compliance with small-scale multi-unit housing legislation. This community has been sent a 30-day non-compliance notice. At the end of that 30 days, a ministerial order could be issued.

A full listing of bylaw compliance and requested extensions by community is available in backgrounders.

In the coming months, the Province will evaluate the implementation of the legislation by local governments to ensure its success in helping to deliver more small-scale multi-unit homes.

In November 2023, the Province passed housing legislation to help deliver more small-scale multi-unit housing in communities. In December 2023, the Province also provided local governments with regulations and a policy manual to support the implementation of the legislation with a deadline for local governments to amend local bylaws by June 30, 2024.

According to the Province, small-scale multi-unit housing creates more options for the kinds of housing people are looking for, whether it is seniors looking to downsize while staying in their neighbourhoods, or young families searching for more attainable homes with outdoor spaces for pets, children and gardens.

Key Takeaways:

• PCL Construction has been selected to support the engineering, procurement, and construction (EPC) works for Nova Scotia’s first grid-scale battery energy storage system (BESS) projects, partnering with Canadian Solar’s e-STORAGE.
• The projects, totaling 150 MW / 705 MWh DC, will be located in Bridgewater, Waverley, and White Rock.
• Construction is set to be completed by the end of 2026, with the first site operational in 2025.

The Whole Story:

PCL Construction has announced it will support the engineering, procurement and construction (EPC) works for Nova Scotia’s first grid-scale battery energy storage system (BESS), which will be built by Canadian Solar’s e-STORAGE.

PCL has been selected to complete the E House with switch gear, all civil scopes, landing invertors, BESS systems and electrical and mechanical connections for the  three energy storage projects in Nova Scotia totaling 150 MW / 705 MWh DC. The project sites are in Bridgewater, Waverley and White Rock.

“This is an unprecedented milestone for the local communities and for renewable energy as a whole in Nova Scotia,” said Andrew Moles, general manager of PCL’s solar division. “We look forward to working with Canadian Solar’s e-STORAGE on this exciting new venture to deliver Nova Scotia Power’s flagship energy storage projects.”

“We are thrilled to select PCL to work with us on this significant benchmark in the renewable energy sector. Their strong portfolio as a premier utility-scale solar solutions provider is invaluable for the project,” said Colin Parkin, president of e-STORAGE. “Together, we’re proud to be setting a new precedent for North America by creating local jobs and enhancing grid reliability.”  

These projects will play a crucial role in enhancing grid reliability and stability while supporting Nova Scotia’s transition to cleaner energy. Construction will be complete by the end of 2026, with the first site expected to be operational in 2025.

Jason Kuiack has started a new role as director of business development at Thompson Construction Group. Previously, Kuiack spent two years at Bothar Inc. as manager of crane and logistics.

Ray Licari has taken on the role of president at Buttcon East. Prior to this position, Licari worked in Ottawa as a director for Turner Townsend. He has more than 30 years of experience in global consulting, large-scale real estate and business operations, utilizing a leadership expertise and collaboration.

We are excited to see the growth and success he will bring to our Ottawa team. With Ray at the helm, we are confident that Buttcon East will continue to thrive and exceed expectations in the construction industry. We are honoured to have Ray Licari as the new President of Buttcon East, leading us towards a future of growth, quality, and sustainability.

Buttcon

Marlon Bray is Clark Construction Management’s new executive vice president. Bray has more than 20 years of experience, including roles at Faithful & Gould, A.W. Hooker and Associates and Altus Group.

Steven MacKinnon is Canada’s newest minister of labour. In his previous role as leader of the government in the House of Commons, MacKinnon accumulated experience building consensus and working with partners to pass legislation.

Allen Moon has began a new role as project coordinator for Scott Construction Group.

Michael Tymko is starting a new position as vice president, operations, at Inline Group. Since he joined the company more than three years ago, it has expanded across nine territories and provinces and grown to more than 250 employees. 

Aaron Yohnke is returning to Canada to assume the role of vice president, corporate and integrated construction services at PCL’s North American headquarters. This comes after Yohnke spent five years as president, California buildings in the U.S. for PCL.  

Dianne L. Watts has joined EllisDon’s board of directors. As a former Mayor of Surrey, B.C., and a seasoned executive, Watts brings a wealth of experience in innovation, economic stability, and community advocacy.

I am honoured to join EllisDon’s board of directors at an exciting time in the company’s growth and evolution. The future is bright with EllisDon, and I look forward to working with a great team supporting the entrepreneurial spirit.

Dianne Watts

Joel Weerdenburg is QM Environmental’s new vice president, operations Eastern Canada. He has been at the company for four years, previously serving as director and vice president, demolition and hazardous materials. 

Octavio Flores has joined Kiewit as an infrastructure sponsor. Over the years, Flores has collected numerous awards, including being named Top 40 Under 40 in Canadian Construction and one of Construction’s Most Influential People.

Christian Nielsen has joined Low Tide Properties as its new head of property technology and innovation. He is a business technologist with over 15 years of hands-on experience helping clients achieve their goals through the strategic use of technology.

Ryan Hall is Calgary’s newest senior planner. Previously, Hall served as housing manager for Siksika Nation. Hall has extensive experience in policy development, housing initiatives, and Indigenous community engagement.

Landon Aldridge has announced a new role as chief operating officer at SkyFire Energy.

Stan Hussey and Mark Bemister are the latest inductees into the Electrical Contractors Association of British Columbia’s Hall of Fame.

Rob Caldwell is now general manager for Anthem Properties. Part of his duties will be overseeing the operations of Ottawa’s Carlingwood Shopping Centre.

Brett Armstrong has joined Avison Young as a new principal in Vancouver. Armstrong has spent 12 years at the company, excelling in office leasing and advisory services while serving as its practice leader for the downtown Toronto team. 

Chad Fournier has accepted a new role as director, major projects, for Allnorth’s project delivery group. He brings 20 years of experience in project portfolio delivery, engineering and operations across the energy, natural resource, manufacturing and industrial infrastructure sectors. Centre.

Kirby Putnam is Avondale Construction’s new director of business development. Putnam, a civil engineer, operated as a private construction and business development consultant for the past five years, prior to which he served as an owner and vice president of Lindsay Construction.

Chad has the necessary ability to lead with energy, flexibility, and integrity. His drive to succeed, coupled with his practice of business process improvement, will deliver exceptional results for our clients.

Nick Stoneberger, director, project delivery group, Allnorth Consultants

Maksym Hil is SiteMax Systems’ newest senior full-stack developer. Before SiteMax, Hil worked as the head of the production and technical department at one of Europe’s most influential railway companies. During his tenure, Maksym not only excelled in operational leadership but also discovered his love for coding. 

Matt Beedling is SureLine Projects’ new director of marketing and sales. Beedling has experience in marketing in the oil and gas sector. He will work to expand SureLine’s client roster. 

Key Takeaways:

• The Ontario government is providing up to $73 million to the City of Toronto to accelerate the Gardiner Expressway construction, allowing for 24/7 work. This will move the completion date from April 2027 to April 2026.
• Measures to improve traffic flow include modifications to on-ramps, opening a left-turn lane, and relaxing noise restrictions and overnight lane closures, all of which will make travel more convenient and efficient.
• Once completed, the improvements will save drivers an average of up to 22 minutes per trip, enhancing travel efficiency and safety for the more than 140,000 vehicles that use the Gardiner Expressway daily.

The Whole Story:

The Ontario government aims to accelerate construction on the Gardiner Expressway by at least one year by providing up to $73 million to the City of Toronto on the condition that work may be allowed to proceed up to a 24/7 basis. This accelerated timeline moves the construction completion date from April 2027 to at least April 2026, which will benefit Ontario’s economy by an estimated $273 million by getting drivers and goods out of gridlock a year faster than planned.

“Our government is helping get the 140,000 drivers from Toronto, Peel, Halton, York, Hamilton and across Ontario who use the Gardiner Expressway each day out of gridlock and where they need to go faster,” said Prabmeet Sarkaria, Minister of Transportation. “The practical solutions we are implementing to speed up construction, like 24/7 work, will provide major economic benefits to Ontario and make life easier and more convenient for drivers from across the province, and in the local community.”

Ontario’s investment will support contractors working 24 hours a day, seven days a week, with multiple shifts per day. Additional measures also being supported through this funding agreement to improve traffic flow include modification of the Jameson to West Bound Gardiner on-ramp, opening a left-turn lane at Spadina Avenue from Lake Shore East Boulevard and relaxing noise restrictions and overnight lane closures.

“Together with the provincial government, we can rebuild the Gardiner Expressway more quickly and ease the painful congestion in downtown Toronto,” said Olivia Chow, Mayor of Toronto. “Working together, we can repair our aging infrastructure, ensure that the Gardiner Expressway is safe and help people get around our city easier.”

The current phase of work on the Gardiner Expressway involves the full demolition and rebuilding of 700 metres of elevated roadway from Dufferin Street to Strachan Avenue, rehabilitating the supporting structures and adding a new traffic management system and streetlights.

The Gardiner Expressway is one of Canada’s busiest corridors with more than 140,000 vehicles travelling on it on an average weekday. A recent study found that travel times on the Gardiner Expressway have increased up to 250 per cent in the morning rush hour and 230 per cent in the afternoon rush hour.

A study of Greater Toronto and Hamilton Area residents by the Toronto Region Board of Trade found that 73 per cent of respondents support 24-hour road construction and 74 per cent support 24-hour public transit construction.

Once construction is complete, drivers will save on average up to 22 minutes per trip, saving commuters time and allowing visitors to get to world-class events, like the FIFA World Cup, quickly and safely.

In November 2023, the Ontario government and the City of Toronto reached a New Deal to help ensure Toronto’s long-term financial stability, including up to $1.2 billion in provincial operating supports over three years and uploading the Gardiner Expressway and Don Valley Parkway to the province, subject to third-party due diligence.

Key Takeaways:

• Cross Fraser Partnership, a consortium of construction companies, will lead this project.
• It will be wider (eight lanes), toll-free, and include dedicated public transit lanes and a multi-use pathway for pedestrians and cyclists.
• The environmental assessment is ongoing, and several improvements along Highway 99 are happening before major tunnel construction begins in 2026. This includes the Steveston Interchange project and adding an extra southbound lane. 
• The entire project is expected to be completed by 2030.

The Whole Story:

Cross Fraser Partnership has been selected by the province of B.C. to build the George Massey Tunnel Project. The team consists of Bouygues Construction Canada Inc., Fomento de Construcciones y Contratas Canada Ltd., Pomerleau BC Inc. and Arcadis Canada Inc.

The team can now proceed to the the next stage of design for the new toll-free, eight-lane tunnel.

“This is a huge step for the Fraser River Tunnel Project, which will see a new toll-free, eight-lane tunnel built to replace the aging George Massey Tunnel,” said Rob Fleming, Minister of Transportation and Infrastructure. “With this team in place, we can finalize the project design and ready it for construction, helping us improve travel for people moving along Highway 99 between Richmond and Delta.”

The new crossing will replace the George Massey Tunnel with a toll-free, eight-lane immersed tube tunnel that includes three general-purpose travel lanes and a dedicated public transit lane in each direction. The new tunnel will also feature a separate multi-use path to support walking, biking and other active transportation options.

“We’re addressing traffic congestion at this bottleneck to make it quicker and easier for people to get where they’re going,” said Dan Coulter, Minister of State for Infrastructure and Transit. “Dedicated lanes through the tunnel will make public transit along the corridor faster and more reliable, and for the first time ever at this location, people will be able to cross the river on foot or by bike.”

Building on the extensive design work already completed by the province, the project now enters the development phase, which allows a transparent and collaborative approach to tunnel design, and agreement on project costs and risks between the Province and Cross Fraser Partnership. The final design and cost submission will culminate in a design-build agreement.

The environmental assessment continues in parallel with the development of the project design and early works with major construction starting in 2026.

In advance of tunnel construction, the province is delivering several corridor improvements along this vital stretch of Highway 99 to improve travel. Transit and cycling upgrades along Highway 99 are already complete and the Steveston Interchange Project will reach a key milestone this year with construction of the first half of the new interchange.

In June 2024, crews began erecting the 21 concrete girders that will support the first half of the new interchange. Steveston Highway traffic will then move on to the new structure so the old overpass can be removed and work can begin on the second segment. The Steveston Interchange Project is on schedule for completion in 2025.

“Along with the new eight-lane tunnel, the new five-lane Steveston Interchange under construction will make it easier for people to travel within our community,” said Kelly Greene, MLA for Richmond-Steveston. “Improved transit connections, facilities for biking and walking, reduced traffic congestion and easier access to, from and across Highway 99 all make this project an important one for Steveston and Richmond residents.”

Also in Richmond, preloading of soil for an additional southbound lane between the Westminster and Steveston highways will get under way this summer. The additional Highway 99 lane will result in a consistent, eight-lane configuration from Westminster Highway in Richmond to Ladner Trunk Road in Delta once the new eight-lane tunnel is in place in 2030.

With these Highway 99 corridor improvements complete and the new tunnel in place, vehicles will travel along the corridor at 80 kilometres per hour, unlike the current average of 30 kilometres per hour.

Key Takeaways:

• The provincial government is allocating $260 million to the Skills Development Fund, bringing the total investment to $1.4 billion. This is their largest investment yet and aims to address Ontario’s labour shortage.
• The training will target industries like manufacturing, construction, and technology. 
• The funding is open to a wide range of organizations, including employers, training providers, and community groups. 

The Whole Story:

The Ontario government has announced it is investing up to an additional $260 million through the Skills Development Fund (SDF) Training Stream to tackle the province’s labour shortage.

This will be the largest round of funding since the SDF Training Stream was launched in 2021 and brings Ontario’s total investment through the Fund to up to $1.4 billion. The government is also investing over $7.2 million through a previous round of SDF to train nearly 3,300 workers in the Kitchener area and across Ontario.

“Our government’s record investments in the Skills Development Fund are helping connect workers here in Kitchener and across the province to better jobs and bigger paycheques,” said Premier Doug Ford. “By continuing to work for workers and make these important investments, we are also tackling Ontario’s labour shortage and bringing back good-paying jobs in manufacturing and the skilled trades.”

Building on the success of the previous four rounds, Ontario will open the fifth round of SDF Training Stream on July 29, 2024, to address challenges for recruiting, training and upskilling workers for in-demand sectors such as manufacturing, construction and technology. Organizations eligible for funding include employers, employment service, training providers, labour unions, community organizations, business and industry organizations, municipalities, hospitals, Indigenous Band offices, Indigenous skills and employment training agreement holders and service system managers.

“Under Premier Ford, our government has revived our province’s manufacturing and construction sectors – and the key to our success is Ontario’s workers,” said David Piccini, Minister of Labour, Immigration, Training and Skills Development. “That’s why our government is launching the biggest round of our Skills Development Fund yet by investing up to $260 million to train even more workers across the province. Whether your passion is developing the next generation of EVs, building nuclear power stations or creating homes for new families, our government is making sure you have the opportunity to thrive.”

The announcement was made in Kitchener, where the government also announced an investment of over $7.2 million through the fourth round of SDF to train nearly 3,300 local workers and jobseekers for careers in manufacturing and construction. This brings Ontario’s total investment in training for Kitchener area workers to over $20 million. These projects include:

• Canadian Tooling and Machining Association: $5,466,080 to create technical skills development opportunities for at least 3,000 high school students in manufacturing technology programs. This funding will also deliver 300 paid job placements for approximately 160 young people and create 30 new apprenticeships in the precision metalworking industry across Ontario, including tool and die makers, mould makers and computer-numerical-control (CNC) machinists.
• Grand Valley Construction Association: $1,086,058 to deliver free job-ready training for careers in construction such as painting, drywall, carpentry, roofing and masonry work, as well as health and safety training, and match participants with local employers through paid job placements. Participants will include jobseekers and people from underrepresented and vulnerable groups such as Indigenous people, newcomers, and justice-involved individuals in Waterloo, Brant and Wellington regions.
• Christian Labour Association of Canada: $723,688 to provide free training and paid job placements for workers in construction. The training will focus on the basics of construction and essential skills in health, safety and wellness. Participants will include women, Indigenous people, newcomers, young people, underrepresented people and justice-involved individuals across the province.

Key Takeaways:

• A development permit application for the facility was submitted on July 19 by the project team, consisting of CAA ICON, HOK-DIALOG, and CANA/Mortenson.
• Scheduled to open in fall 2027, the site will be a 10-acre city block that includes a community rink, outdoor and indoor plazas spaces, four restaurants, the Calgary Flames Team Store, and future development opportunity in the northeast corner.
• The team worked with an Indigenous Advisory Group that included representatives from the Treaty 7 Nations, the Métis Nation of Alberta, Region 3, and the Urban Indigenous community throughout the design process.

The Whole Story:

The City of Calgary and Calgary Sports and Entertainment Corporation (CSEC) have revealed the design for Calgary’s new event centre – formally named Scotia Place.

The project team stated that the design is influenced by the ancestral and historical land of Indigenous Peoples and the culturally significant site that embodies a shared purpose – to gather. It brings together Indigenous cultural perspectives with Calgary’s and the region’s natural beauty, reflecting the four elements of nature – fire, ice, land and air.

A striking feature of the building is the central structure with a textured flame motif that emulates a home fire, which is further amplified when it is lit at night. The home fire, a place of warmth and energy that brings people together to share stories of the past and create stories for the future, rises from the white, glacial-like forms that define the lower parts of the building.

“When you consider that Calgary is already the envy of other cities with a new world-class convention centre in the heart of the Culture + Entertainment District, the addition of Scotia Place is another signal to investors that our city understands how to build a future that leverages hospitality and hosting as its core strengths,” said Mayor Jyoti Gondek. “We are also acknowledging and honouring the foundational role that Indigenous communities have played for generations in making Calgary, and now Scotia Place, a space where we all belong.” 

Scotia Place, which is scheduled to open in fall 2027, will be a 10-acre city block designed for community and connection and includes a community rink, outdoor and indoor plazas spaces, four restaurants, the Calgary Flames Team Store, and future development opportunity in the northeast corner. It will provide gathering places and amenities for the 8,000 people who will live in the new downtown neighbourhood.

“Calgary has a long history of hosting world-class events, drawing millions of visitors to the city each year, generating revenue for local businesses, and boosting the economy,” said Danielle Smith, Premier of Alberta. “With construction on the Calgary Rivers District and Event Centre now underway, Calgary is one step closer to a revitalized downtown that will bring new energy into the city, attract more exciting events, and create jobs to improve the quality of life for Calgarians.”

A development permit application for the facility was submitted on July 19, 2024. This was a significant milestone for the project team, consisting of CAA ICON, HOK-DIALOG, and CANA/Mortenson. People interested in following or commenting on the permit can find the application at Calgary.ca/dmap. The application is expected to be heard by the Calgary Planning Commission by end of 2024.

“At CSEC, a key component of our mission is to be the heartbeat of our community, create connections and bring people together,” said Robert Hayes, CSEC President and CEO. “Scotia Place will become the perfect home to achieve and share this mission with all Calgarians. Seeing the design brings the vision of so many contributors to life. We are especially thankful to the City of Calgary and the Province of Alberta for their leadership and support to help bring us to this point. In stride with our partner Scotiabank, we are very proud to play our role in presenting Scotia Place as the culmination of diligence and passion, that is now visual in this breathtakingly beautiful and meaningful facility.”

Acknowledging the significance of the building’s location at the confluence of the Bow and Elbow Rivers on the ancestral land of the Treaty 7 Peoples and the Metis Nation, The City, CSEC, HOK-DIALOG and CAA ICON worked with an Indigenous Advisory Group that included representatives from the Treaty 7 Nations, the Métis Nation of Alberta, Region 3, and the Urban Indigenous community throughout the design process.

“It was great to be part of a truly representative voice that included all indigenous peoples of southern Alberta regarding the design of this center acknowledging the historic significance of the land it sits on to the Metis people,” said Carmen Lasante Captain of the Calgary Elbow Metis District. “Inclusivity is a core part of who the Metis are. The City has worked hard to include many diverse histories together in creating this space.”  

A key theme heard often during the Indigenous engagement sessions was “Come in, there is room”, making it clear that Scotia Place needs to be a place that is designed for all.

The public plazas are designed to honour the deep-rooted connection that Indigenous Peoples have with the land, incorporating representations of the tipi, Métis Trapper’s Tent, and elements of Alberta’s world-renown natural landscape.

An important design decision was to lower the event and ice surface so that the primary concourse will be at street-level. Calgarians and visitors will be able to move seamlessly between the curb, the primary concourse and the outdoor public plazas.

“We at DIALOG are thrilled to join forces with HOK and combine our unique expertise to transform Calgary’s Event Centre into the catalyst for a dynamic new urban community,” says Doug Cinnamon, Partner Architect at DIALOG.

“Other design principles including public realm activation, the integration of indigenous influences, public art & storytelling, sustainability, and a balance between past, present, and future is central to our vision. The ultimate goal is to ensure seamless accessibility, promote mixed uses, and create vibrant public areas for everyone to enjoy. This joint redesign represents an opportunity to spur investment into the area and enhance its cultural vitality, anchoring Calgary’s position as a thriving, bustling community hub.”

Scotia Place is a generational investment in Calgary’s emerging vibrant Culture + Entertainment District. A modern event centre with universal accessible design throughout and with energy and water conservation built in to maximize efficiencies and the ability to be net-zero by 2050, Scotia place is designed to serve Calgary’s growing community for decades to come.

Key Takeaways:

• The Ontario government is building a new state-of-the-art hospital in Waterloo Region.
• The hospital will be located on the University of Waterloo lands, making it convenient for people in the area to access care.
• The new hospital will offer a wider range of services, including emergency care, critical care, maternal care, and more. It is expected to open in 2035.

The Whole Story:

The University of Waterloo has been chosen as the site for the new state-of-the-art hospital being built for Waterloo Region in partnership with St. Mary’s General Hospital and Grand River Hospital. The Ontario government has invested $5 million to support the early planning and construction of the new hospital that will expand services and add more beds.

“The new site for the Waterloo Region hospital at the University of Waterloo will foster innovation, enhance research and better connect the growing region to convenient care closer to home,” said Premier Doug Ford. “Right across the province, our government is investing more than $50 billion to support more than 50 major hospital projects. When it comes to your health, we’re building a health care system that people across Ontario can count on.”

The new hospital site is located on University of Waterloo lands west of Bearinger Road and Hagey Boulevard in Waterloo, making it more convenient for people living in the area and surrounding communities to access. The new hospital will include the facilities to provide the following care:

• emergency services and critical care
• medical imaging, diagnostic services and enhanced surgical spaces
• maternal, newborn, and pediatric care
• modernized medical and surgical inpatient units
• cardiac clinics

Planning work between the hospitals and the University of Waterloo is underway, with the new hospital expected to open in 2035.

“Under the leadership of Premier Ford our government is making record investments to build a health care system that lasts, connecting more people to the care they need, when they need it,” said Sylvia Jones, deputy premier and minister of health, “The new Waterloo hospital is the next step our government is taking to ensure families in the rapidly growing Kitchener Waterloo region are provided with the right care, in the right place, for decades to come.”

Practice Lead – Abbotsford, B.C. – SiteTechnology

Senior Estimator, Pipeline – Edmonton, Alta. – Ledcor

Vice President, Procurement – Toronto, Ont. – Infrastructure Ontario

Estimator, Sewer & Water Construction – Vancouver, B.C. – Castle Rock Enterprises

Senior Construction Project Manger – North Vancouver, B.C. – Naikoon Contracting

Project Manager, Electrical Construction – Vancouver, B.C. – Centre Electric

Design Manager – Nelson, B.C. – Kalesnikoff

Project Engineer – Richmond, B.C. – Flatiron Construction

Matt Roberts has been on both ends of the construction labour shortage and is using his real life experiences both, good and bad, to build a unique platform for workers and companies in the temporary labour space in Canada. 

After leaving the UK construction industry to settle in Vancouver, the experienced carpenter struggled to find connections and make a living wage. And after starting his own contracting company, he had to build out his own international network to source quality workers. 

With the Canadian industry facing a critical shortage of workers, Roberts felt his approach could solve two problems at once: support overseas workers looking for a better life and providing high quality and legal labour for construction. 

The result was A Few Good Lads, a labour service that specializes in construction and related sectors, and adopts a long-term approach to reinforcing the industry’s ranks. 

Raised in Sheffield, a historic steel-producing city in South Yorkshire, Roberts was immediately drawn to the trades. His family has a rich history of carpentry, furniture making and steel production, so he decided to also work with his hands.

“I went down the non-academic path and I love it,” said Roberts. “I really took a shine to it, and I was lucky enough to get trained by a master carpenter in the UK. I learned good, standard carpentry and was fortunate to work on some beautiful properties. I fell in love with it straight away and I never thought about doing anything else. I’ve always loved construction and have an interest in architecture. It’s being able to put your stamp on something.”

Coming to Canada

At 23, Roberts was at a crossroads. He could play it safe and put a downpayment on a house in his hometown or try something new. Coming from a poor background, he’d never been able to travel. So, he decided to pack his bags and explore the world. It was a years-long journey that transformed his thinking and eventually landed him in the Canadian industry. 

He saw Israel, India, parts of Asia and even lived in Australia for several years. All along the way he made friends and learned about other cultures. 

“I met some Canadians and Irish people who’d settled in Vancouver, so I decided to come see them for a few months and here I am 13 years later,” said Roberts, who also recently became a Canadian citizen.

But early on it wasn’t easy. Despite his extensive trades experience, Roberts struggled to have his credentials and experience recognized in Canada and be compensated accordingly.  

Eventually he was able to familiarize himself with the local industry, earned more and started his own contracting company. He then ran into the same problem construction companies across the country are familiar with finding quality labour. 

“I used the general labour companies that existed then and it wasn’t cutting it,” said Roberts. “The quality wasn’t there, and the guys weren’t working out.”

He began tapping into his global network that was built up from years of traveling and sourced labour from the expat community. 

“I won a project in Shaughnessy doing a big house and used my lads and all the subtrades were saying asking where I found such good workers and that’s kind of how A Few Good Lads was created.”

A home away from home

Unlike other labour services, Roberts wanted to create the kind of community and support that wasn’t there when he was starting out in Canada. 

“I wanted to give us immigrants a fair landing pad and a fair wage,” said Roberts, whose team helps workers by providing insights into moving to Canada, securing a job and finding housing. They also provide social events, meetups and support for whatever may arise. 

The process starts even before workers get on a plane. Lads has strategic partners in several countries that help vet candidates and prep them for Canadian life and the local industry. 

“We’re a home away from home and offer support all the way through, so I don’t think other competitors in our field have the same retention that we do,” said Roberts.

He noted that this feeds into long-term upskilling, which means higher wages for their workers and more experienced people for clients. 

“That’s our ethos. We want to develop people who are going to stay in Canada, be a part of the Canadian lifestyle and want to work in the industry,” said Roberts. 

Lads has been able to take people with little or no construction experience, provide relevant training and help them build careers as a foreman or site superintendent. Roberts believes that Lads is a social enterprise as much as it is a business and can be a force for good.

“It’s the same feeling I get when I have built or renovated a house for a family. This is my replacement for swinging a hammer, it’s helping these guys make a go of it,” said Roberts. 

“It’s also about giving back to Canada and being a part of the Canadian experience,” he said. “I’m a really proud recent citizen here, and it’s great knowing that some of our lads will become citizens and contribute back into the Canadian way of life.” 

Lads has its eye on expansion. They’ve seen remarkable success in Vancouver and Toronto and currently have their eye on setting up shop in Calgary, Kelowna and Vancouver Island. The big picture isn’t just helping construction. It’s about helping Canada solve a real problem that is driving up construction costs and housing prices.  

Demographic cliff

With massive parts of the construction sector forecast to retire, Roberts really believes a more refined immigration strategy could be key to maintaining the workforce. 

A recent report by BuildForce Canada found that Canada’s immigration system heavily favors university-educated applicants and overlooks individuals with trade certificates or competencies needed in the construction sector. A small percentage of applicants admitted to Canada have apprenticeable or non-apprenticeable trade certificates (4%), while a large chunk have university education (69%).

“I think focused immigration is the key solution to mitigating the current labour issues. We need to target immigration more specifically towards the industry then offer pathways to continuing training and certification in the Canadian system’” said Roberts. .” We are really proud that a Few Good Lads is able to play such a key role in connecting aspiring workers with good quality local companies” 

If you are looking for labour or recruitment services, contact the team at A Few Good Lads.

Key Takeaways:

• This summer, construction will begin on a new interchange at Highway 400 and Simcoe County Road 88, along with a new southbound lane on Highway 400 connecting to the future Bradford Bypass.
• The government believes these improvements will help tackle gridlock, shorten travel times, and improve commutes across the Greater Golden Horseshoe.
• The construction phase is expected to create up to 2,200 jobs annually and contribute significantly to the province’s GDP.

The Whole Story:

The Ontario government is getting shovels in the ground on a new interchange at Highway 400 and Simcoe County Road 88 and a new southbound lane on Highway 400 that will connect to the future Bradford Bypass. Construction begins this summer and officials believe the work will play a key role in fighting gridlock across the Greater Golden Horseshoe.

“Our government is delivering on its promise to build the Bradford Bypass, expand our highway network and get people where they need to go,” said Prabmeet Sarkaria, Minister of Transportation. “Combined with the widening of Highway 400, these investments will help tackle gridlock, shorten travel times, and drive economic growth.”

The construction contract has been awarded to Dufferin Construction Company and includes building part of a southbound lane on Highway 400 that will connect to the new Bradford Bypass, reconstruction of the Highway 400-Simcoe County Road 88 interchange and its underpass bridge, widening Simcoe County Road 88 from two to four lanes and widening the Highway 400 platform to accommodate future expansion to 10 lanes.

“Today’s announcement demonstrates the government is choosing to build much-needed transportation infrastructure,” said Walid Abou-Hamde, CEO, Ontario Road Builders’ Association (ORBA). “ORBA and its members commend Premier Ford and his government on taking another step towards building the Bradford Bypass, an important part of the province’s plan to improve connectivity, relieve congestion and promote economic growth.”

In May, the Ontario government awarded AECOM the contract for the detail design of the west section of the Bradford Bypass, which will run 6.5 kilometres from Highway 400 to Simcoe County Road 4. The Bradford Bypass will be a vital link for communities in York Region and Simcoe County, providing better connections to jobs and housing. During construction, the project is expected to support up to 2,200 jobs annually and contribute up to $286 million to the province’s gross domestic product (GDP).

“The people of York-Simcoe have been asking for the Bradford Bypass for nearly 50 years,” said Caroline Mulroney, MPP for York-Simcoe. “Under the leadership of Premier Ford, our government is getting it done. We’re building new highways and expanding area roads that will ease congestion around Bradford West Gwillimbury, making life easier for area residents and commuters across York Region and Simcoe County.”

History has a way of repeating itself. 

In 2009, Mike Maierle, then a Construction Manager for a major general contractor in BC, packed up his bags and left Vancouver for the Bahamas to lead the nation’s largest infrastructure project ever—the Lynden Pindling International Airport Expansion for Nassau Airport Development and Vantage Group. It was a monumental responsibility. He had rapidly climbed the ranks and was on track to be a critical part of the company’s leadership.

But he dreamed of starting his own company, nimble enough to tackle the most interesting, complex projects imaginable.

“The construction industry has been stuck doing things the same way for decades and I was tired of the status quo. I wanted to start a company that would be disruptive and change the building game. I wanted a speed boat, not a cruise ship.”

Fifteen years later, Maierle is once again heading to the Bahamas for another massive project. But this time, as the Founder and President of ETRO Construction, with his own team.

Smooth landing

Maierle’s previous employer, in Joint Venture with local Bahamian General Contractor Woslee Construction, was tasked with expanding the airport to accommodate service for 2 million more travellers annually. While Maierle was already a veteran of large complex commercial projects, he was thrown into the deep end on an island in the Caribbean 5000 kilometres away from home.

“When I first landed in Nassau, we were learning on the fly,” said Maierle, recalling the airport project. “There was one trailer on-site. No desks. No chairs. No internet. And I was the first full-time team member to mobilize. We built a team of roughly 35 people with me leading the project as a 27 year old Construction Manager.”

Among them was Hrvoje Pavic and Dan Chyzowski who would go on to be some of ETRO’s first employees and remain part of its leadership team today. Pavic is a General Superintendent and Chyzowski is ETRO’s Vice President of Construction.

The project included a new International Arrivals and International Departures/Domestic Terminal, and a fully renovated and expanded US Departures Terminal. 

While he already had been making plans to launch his own construction company well before heading to the Bahamas, Maierle believes the experience he gleaned was invaluable. 

“I had a lot of autonomy to run the things out there, and I learned a lot about the business that I wasn’t exposed to before,” he said. 

The project was a huge success and foreshadowed some of the advanced construction methods ETRO now uses daily. His team worked with the owner and design consultant to develop new ways to pre-fabricate and revise standard construction sequencing so work could be accelerated. They utilised Building Information Modeling (BIM) and 3D scanning in its infancy and when others questioned its value to complete the 50 month project almost three months early under an accelerated schedule that accommodated a continuous flow of arriving and departing passengers throughout the three complex phases.

Coming full circle

Maierle is going back to the Bahamas, this time with his own company, ETRO, to build the 486,000 square foot Four Seasons Ocean Club Resort Residences, a curated collection of 67 turnkey private residences managed by Four Seasons, located in close proximity to The Ocean Club, A Four Seasons Resort.

The project includes four towers (three are six stories tall and one nine stories tall). It will be built on a two level podium, one for parking and back-of-house space, the other for restaurants, a spa, fitness facilities, and other luxury amenities. The entire project is expected to take roughly 40 months, wrapping up in 2028.

“It’s high-end finishes, everything is imported—whether it’s Italian stone, custom millwork, you name it. It’s a very unique project,” said Lee Cavazzi, Senior Project Manager with ETRO with vast experience managing large and complex out-of-town projects. “It’s a branded resort, so you have high standards you must comply with.”

But the biggest challenge is obvious. Located on Paradise Island near the Bahamian capital of Nassau in the Caribbean, it’s a long way from ETRO’s headquarters in Burnaby, BC. If you are missing an element of the project, it will take at least three weeks to have it shipped over, so coordinating the project and managing procurement before shovels get in the ground will be key to success.

“Everything has to be shipped in via container, so it’s a logistics challenge,” said Cavazzi. “We’ve spent a lot of time pre-planning, and we still are. There are a number of design-assist trade contractors on board, many of which will be formally awarded in the coming weeks so we are planning installation processes and sequence of deliveries with them. We will kickstart 3D  modelling of all the mechanical and electrical systems shortly as design is finalized so any conflicts can be resolved. ETRO is on the forefront of this kind of technology.”

Building with friends

ETRO is not going at it alone. 

In addition to working with Florida-based client Two Roads Development and New York-based Access Industries, ETRO has Joint Ventured with the same Bahamian company that contributed to the success of the airport project, Woslee Construction. Woslee’s experience, reputation and deep knowledge of the local industry, large fleet of equipment, and self perform capabilities pair well with ETRO’s cutting-edge pre-construction, project management, and VDC expertise. The partnership between Maierle and Woslee, forged during the airport project, has grown stronger over the years, built on mutual respect and shared successes.

“I’ve maintained a great relationship with Ashley Glinton, President, and Marc Hewison, Vice President, of Woslee since the airport project,” said Maierle. “Their expertise and local knowledge are invaluable, and combining that with our advanced construction process really creates an incredible partnership.”

This relationship has been immensely beneficial. When Woslee was looking for a JV Partner on its complex Four Seasons project, they reached out to a team with a proven record of success and sophisticated construction skills. 

“Projects of this size and scope only happen every so often in the Bahamas,” said Maierle. “Marc called me in late 2022 and asked if we would be interested and the rest is history.” 

Since then, ETRO has been engaged on the project for the past 18 months leading the  preconstruction services, budgeting, scheduling, logistics planning and trade engagement. . ETRO will deploy 10-12 management and supervisory staff to the Bahamas over the next two years and the JV are committed to ensuring at least 75% of the workforce on the project are local Bahamians. They expect to have 500-600 construction workers onsite at the peak of the project.

“We are talking to trades from all over the world: Europe, the U.S., Canada, Mexico, South America. It’s a global project,” said Cavazzi.   

ETRO doesn’t plan for this to be a one-time opportunity. Maierle explained that the close bond he’s formed with Woslee’s team could lead to more opportunities in the future.

“We will hopefully be there for the long term and continue to grow the market with our JV Partner,” said Maierle. “The staff we have sent there think it’s awesome. They can often walk to work. They are on the beach. Paradise Island is a beautiful place to be. It’s a cool opportunity. And we have always just wanted to build cool projects with great people.”

More often than not, people are visiting a hospital during a challenging time in their life.

The doctors, nurses and other staff have a critical role to play in ensuring patients get the care that they need, but the building itself can also assist in healing. Architecture firms like Parkin Architects, which specializes in designing medical facilities, are experts in creating spaces that provide privacy, efficiency, dignity and comfort.

They have worked on some of the nation’s largest and most sophisticated healthcare projects, including South Niagara Hospital, Surrey Memorial Hospital (Critical Care Tower), Royal Inland Hospital, Royal Columbian Hospital and more.

One of their recent projects, the new Western Memorial Regional Hospital in N.L. recently opened. It features a top floor designed specifically for mental health care.

The mental health care floor includes an adult unit, medical unit, a small child and adolescent unit, two observation rooms, a day program area and separate and secure outdoor terraces that have views of the mountains and harbour to promote mental healing.

SiteNews spoke with Parkin Principal May Chow, an expert in sustainable and healthcare design, about what goes into creating a modern healthcare facility.

SiteNews: What prompted you to specialize in the healthcare sector as an architect and what sort of training and knowledge does it take to get into this niche?

Chow: As an architect, I have a passion for creating built environments that focus on improving people’s quality of life. This is especially true by specializing in the healthcare sector as the spaces we design will be experienced by almost everyone at one stage or another, and most often, in the case of patients, it is during their most vulnerable time.

As part of our role as healthcare planners, we have the opportunity to work collaboratively with clinicians, hospital staff and key stakeholders through many rounds of user group meetings. One of the most invaluable skill sets is problem solving; finding design solutions through listening, understanding and prioritizing the clients’ requirements. Experience through internship training and knowledge gained through working in the healthcare facilities are keys to successfully navigate the design process in this niche. In recent years, studies in healthcare architecture as a specialization are also available at various schools of design and architecture across the country.

I understand your team recently wrapped up work on the Western Memorial Regional Hospital Project in Corner Brook. Can you tell me about how Parkin got involved in the project and what its role was?

Parkin is an award-winning architectural firm and a leader in healthcare design. In 2018, in response to the RFP issued by the Government of Newfoundland and Labrador to design and build a replacement facility to the aging Western Memorial Regional Hospital at a new site in Corner Brook, Parkin was invited by Corner Brook Healthcare Partnership to be the project architect in joint venture with B+H Architects and John Hearn Architect. As the lead healthcare architect, Parkin designed and planned most of the clinical departments. Our objective was to create a healing environment that reflects Western Memorial Regional Hospital’s vision to offer the best patient experience and to provide excellence in care.

My understanding from learning about the role general contractors play in hospital projects is that they are often extremely challenging. From a design perspective, what are some of the unique challenges that come with working on a medical facility?

Today, in the field of architecture, the fundamental design principles such as sustainability requirements to combat climate change, universal and accessible design are constantly evolving. In the specialization of healthcare design, there are additional specific standards that require our knowledge for implementation. Being cognizant of the best practices of evidence-based design and the latest breakthroughs in medical technologies and equipment are keys to a successful healthcare project. Another unique challenge involves the understanding of the principles and protocols of Infection Prevention & Control which affects all aspects of design including room layouts, material selection, locations of sinks and other mechanical systems.

How did the idea of including a mental health care floor come about? 

The requirement of a 24-bed adult inpatient mental health unit and a 2-bed pediatric and adolescent inpatient unit were the contractual programmatic requirements of the Project Agreement. At the start of the design process, after many iterations of departmental configurations, we concluded that the mental health program should be a department by itself on the top floor. For safety reasons, no other patient, visitor nor staff will need to come to this floor without reason. This top floor offers the patient rooms with the best panoramic views of Corner Brook, while at the same time offers the most privacy as other portions of the hospital cannot overlook the rooms, nor overlook the dedicated outdoor terraces on this floor.

What sort of research, expertise or inspiration did the team draw on when designing this portion of the hospital?

The objective of our design is to create healing environments that provide a sense of safety and promote positive behaviours. Our team draws on experience from similar projects, best practice knowledge, mental health guidelines and evidence-based design (EBD) research to develop the
design of this unit.

What are some of the features included in the mental health floor that can support a person who is experiencing a mental health issue?

Safety and security are key principles that are embedded in every aspect of the design on this floor. When a patient is experiencing a mental health issue, physical safety, mitigating the risk of self-harm and harm to others are crucial. The program provides for a safe room and two high observation rooms for patients who need a sense of refuge away from other patients. To access these rooms, on-floor discreet routes that preserve patient privacy and dignity are provided for the adult patients and are completely separate and distinct from the route for the child and adolescent patients. Once the patient is ready, they can go back to their own room, back to their community on the floor.

Is mental health becoming more of a consideration when it comes to designing hospitals and other buildings?

Mental Health affects all of us and yes, mental health programs and departments have become an integral part of hospitals. It is not enough to just address medical conditions as studies have shown that patients with medical issues are more likely to have mental health issues. It is important to design an environment that promotes both physical health and psychological well- being.

What does it mean to you and the rest of the design team to be able to support mental health patients and others for years to come?

I, and the design team at Parkin, feel very privileged to work on this important project, the new Western Memorial Regional Hospital. This hospital will be providing important services such as mental health support to the communities in western Newfoundland and Corner Brook. Every project we work on, we are cognizant of the patients and staff for whom we are designing. And every mental health project such as this one has its unique challenges. Resolving them will add to our learned experience to contribute, improve upon, and inform other future mental health design projects.