This week Strand had a major milestone, hitting the bottom of the hole and marking the start of upward construction for three of its upcoming rental communities in Vancouver.
Graham / Graham Dalman
Very early Wednesday morning, a Graham superintendent captured these amazing shots of the northern lights, from East Selkirk, Manitoba.
ATCO
ATCO crews are in Jasper helping restore power following a devastating wildfire.
After 40 years of fixing everything from bulldozers to bobcats, Jacob Bros’ legendary Head Mechanical Superintendent Rick Weir, centre, is finally hanging up his wrench to enjoy retirement.
NuFrame’s team, in collaboration with Omicron, is making progress on its Telus Living Project in Sechelt.
LMS Reinforcing Steel Group
A worker with LMS Reinforcing Steel Group shows how to place rebar tie wire. With fully galvanized and PVC coating on the surface, it offers excellent flexibility and corrosion resistance mainly used for tying and bundling reinforcing steel bar.
Finning
On a recent site, Finning helped install 40’L x 16’W x 20’H GroundWorks Safety Systems trench boxes with an end wall and high arches for maximum clearance.
Faber Construction
Faber crews haul lumber at a site under sunny skies.
Key Takeaways:
B.C. Conservative Party Leader John Rustad discussed his administration’s views on the construction industry shortly after a major political shift where B.C. United Leader Kevin Falcon suspended his campaign to endorse Rustad’s Conservatives.
The BC Construction Association (BCCA) highlighted prompt payment legislation as the industry’s top priority, urging Rustad to commit to enacting such legislation if elected. Although Rustad expressed interest in ensuring prompt payment, he did not make a firm commitment during the discussion.
Rustad emphasized the need to address B.C.’s housing and infrastructure challenges by streamlining project permits, upgrading municipal water infrastructure, and focusing on building rental apartments. He also noted the importance of managing the province’s construction capacity and addressing labor shortages through immigration and retaining young talent.
The Whole Story:
Just hours after a massive political shakeup in B.C. was announced, Conservative Party Leader John Rustad joined the Vancouver Regional Construction Association (VRCA) and the BC Construction Association (BCCA) to chat about what his administration would do to support the province’s builders.
Earlier that day, B.C. United Leader Kevin Falcon announced that he would suspend the Official Opposition’s campaign and endorse Rustad’s B.C. Conservatives, completely shaking up the race.
“The political landscape is changing a fair bit so it’s hard to know exactly how this will play out, but obviously removing one of the opponents off the ballot, that is going to be helpful,” said Rustad.
While introducing Rustad, BCCA President Chris Atchison stressed that ensuring the flow of payment remains the number one issue the industry faces and urged Rustad to enact prompt payment legislation if elected in October.
“It’s important to us that all parties seeking election in October understand what matters to our industry. We are after all about 250,000 strong in the province of British Columbia and the number one goods sector employer,” said Atchison. “That’s a lot of voters for a party looking to bridge a narrowing gap.”
He added that B.C.’s construction industry has diligently met with officials time and time again to advocate for the issue, even producing a cross-jurisdictional analysis of prompt payment, but little movement has happened.
“Our industry has been patient, but the time to act is long overdue, and our province faces considerable housing and infrastructure challenges, and it needs a healthy and confident construction industry now, more than ever,” said Atchison. “We need the will of the political party to make prompt payment happen.”
During the conversation, Rustad did not make a firm commitment to advance prompt payment legislation but did note that he is very interested in making sure that there is a process that goes forward that ensures people are getting paid for work.
“We need to de-risk projects and part of that is a commitment that people get paid,” said Rustad. “We got to make sure that we don’t end up, you know, passing the problem down the line in terms of how that works, I want it to flow all the way through.”
Our industry is suffering because of government inaction on issues like the enactment of Prompt Payment Legislation, Lien Reform and Adjudication. We are looking for firm commitments from candidates of all parties. These issues must be dealt with in the next legislative cycle.
Chris Atchison, President, BC Construction Association
He added that another part of de-risking major projects is ensuring there is a full scope so that contractors know exactly what they are bidding on.
“Then the contractor has the opportunity to get it done in a timely way because everyone knows if you get it done fast, you can make money,” he said.
Rustad recognized that to address many of the province’s needs, an immense amount of construction must be undertaken. When it comes to speeding the process up, he plans to consolidate things into a single project permit process. On the municipal side, he intends to use support for water infrastructure upgrades to motivate cities to do pre-zoning as part of their official community plan.
Rustad also noted that he believes government is building too many things at once, stretching its resources thin.
“There are so many projects going on right now. We don’t have the capacity to build all at the same time,” said Rustad. “That means the cookie jar is not only empty but tomorrow’s money is gone too. And so we’ve got to figure out how we structure that in a way that is manageable.”
On housing, Rustad intends to focus on building apartment rentals.
“We will work with the federal government on a program that allows for the rapid appreciation of capital so that projects can get built much faster,” he said. “It worked then. Most of our rental stock was built back in the 60s and 70s.”
He believes the biggest barrier to achieving more housing and building out the province’s infrastructure is labour.
“We are actually seeing housing starts decline in British Columbia at a time when they need to expand.”
He intends to take control of immigration in B.C. and adopt a strategy similar to Quebec.
“That will allow us to work with foreign colleges and universities to make sure that the people coming have the same kind of credentials and skill sets that we expect them to have,” said Rustad.
In addition to immigration, Rustad wants to try to keep young people from leaving the province. He noted that one in two young people in B.C. are considering leaving. This means bringing down the cost of living, increasing safety and improving services.
“Everybody that came to this province, whether it’s our generation with this five generations or seven generations, but whatever it may be, we all came here because we believed that British Columbia was a place we could build a future,” said Rustad. “That’s being lost. And we have all the resources we could want. We have all of the opportunities you could ever want. We have a well-trained, well-educated population, but we are hopelessly mismanaged at all levels.”
VRCA President Jeannine Martin noted that Rustad’s party platform seems to have consistent and significant support for forestry, mining and B.C.’s resource Industries. She stated that construction has a similar economic impact on GDP, $27 billion which is 10% of GDP, and asked if he would consider creating a Minister of Construction position to ensure that the sector is getting the attention it deserves.
Rustad did not make any commitment on the issue, saying that it would be something safer to explore after the election.
“We have a lot of work to do to get there but if we have the honour of framing government. I will be looking at realigning ministries,” he said.
The province’s construction associations thanked Rustad for taking time to meet with construction leaders and expressed how important these conversations are.
“It is essential that all political leaders and candidates understand the issues that affect our members and the broader construction community,” said Martin. “This conversation was an opportunity to ensure that the Conservative Party leader is well-informed about our sector’s priorities and that our members’ voices are heard during this election period.”
“That Mr. Rustad kept his engagement given the events of yesterday is admirable,” said Atchison. “He rightfully described the construction industry as resilient and adaptable, but make no mistake: our industry is suffering because of government inaction on issues like the enactment of Prompt Payment Legislation, Lien Reform and Adjudication. We are looking for firm commitments from candidates of all parties. These issues must be dealt with in the next legislative cycle.”
Key Takeaways:
BC Hydro will invest approximately $1 billion in the Fraser Valley over the next decade to upgrade and expand the electricity grid.
The projects are part of BC Hydro’s updated 10-Year Capital Plan, which includes $36 billion in infrastructure investments across B.C.
Major projects include an $800 million expansion of transmission capacity in Abbotsford, Chilliwack, and Hope, and $75 million to increase the capacity of substations. Additionally, $80 million will be invested in dam safety improvements and equipment upgrades at key generating stations.
The Whole Story:
BC Hydro will construct approximately $1 billion worth of capital projects in Chilliwack, Abbotsford, Mission, Hope and Harrison Hot Springs over the next decade to upgrade and expand the electricity grid.
“Expanding electricity capacity in the Fraser Valley will help people and businesses get the clean and affordable power that they need to run their homes and keep the economy growing,” said Premier David Eby. “These new projects will make sure B.C. continues to be a leader helping people switch from fossil fuels to clean energy while creating thousands of good-paying jobs.”
In January 2024, the province announced BC Hydro’s updated 10-Year Capital Plan, which contains $36 billion in regional and community infrastructure investments in B.C., a 50% increase in investments over its previous capital plan. These new construction projects are forecast to support 10,500 to 12,500 jobs annually on average, as well as increase and maintain BC Hydro’s capital investments, as major projects like Site C are completed.
The plan reflects growing demand for electricity across sectors due to population growth and housing construction, increased industrial development, and people and businesses switching from fossil fuels to clean electricity, among other factors.
“In growing regions like the Fraser Valley where we are seeing substantial population growth, and residential, commercial and industrial electrification, we are embarking on significant upgrades to our electricity system, including investments in our substations, transmission lines and distribution network to ensure we can continue to provide reliable and clean electricity to our customers,” said Chris O’Riley, president and CEO of BC Hydro. “We are also investing millions on dam safety improvements at generating stations in the area and making important changes to our customer connections process to speed up timelines for newly constructed homes and buildings.”
According to the province, the Fraser Valley is one of the fastest growing regional districts in B.C. Population growth along with increasing residential, commercial, industrial and agricultural electrification is set to drive up energy needs. To meet this surge in demand, approximately $1 billion is being invested in several projects, including:
Approximately $800 million to expand transmission capacity, especially within the systems serving Abbotsford, Chilliwack and Hope.
Approximately $75 million to expand capacity of the following substations:
Atchelitz substation in Chilliwack, powering up to 14,000 new homes by 2027;
Clayburn substation in Abbotsford, powering up to 17,500 additional homes by 2028; and
Mount Lehman substation in Abbotsford, powering up to 35,000 more homes by 2029.
Approximately $80 million will be invested in dam safety improvements and equipment upgrades at Wahleach, Stave Falls and Ruskin generating stations.
Twenty-five million dollars will be set aside for extending underground infrastructure and expanding distribution capacity in Mission, Abbotsford and Chilliwack.
BC Hydro also recently launched a call for power to acquire approximately 3,000 gigawatt hours per year (GWh/y) of clean electricity. This is BC Hydro’s first competitive call for power in more than 15 years and will add 5% to its current supply. Officials stated that it will be the first in a series of calls for power as BC Hydro requires more power to electrify the province.
Key Takeaways:
Building codes in Canada are based on the National Building Code of Canada, first drafted in 1941. BC Building code requirements regarding SES designs had not been updated since 1998.
The province has updated the BCBC to remove the code requirement for a second egress, or exit, stairwell per floor in buildings up to six storeys.
The BCBC SES changes were drafted following the release of the report, Single Egress Stair Building Designs: Policy and Technical Options, in June 2024.
The Whole Story:
The BC Building Code (BCBC) is changing to allow single egress stair (SES) designs in low- and mid-rise buildings.
“With people struggling to find housing that meets their needs, we have to find ways to innovate and build differently,” said Ravi Kahlon, minister of housing. “By adjusting B.C.’s building code to allow single egress stair buildings, we can not only boost housing supply, but also create more options for people and families who need larger layouts and more bedrooms. This will allow people to live, grow and prosper in the communities they call home.”
The province has updated the BCBC to remove the code requirement for a second egress, or exit, stairwell per floor in buildings up to six storeys. Officials say this change will make it possible to build housing projects on smaller lots and in different configurations, while allowing more flexibility for multi-bedroom apartments, more density within areas of transit-oriented developments and the potential to improve energy efficiency in buildings. Previously, the BCBC called for at least two egress stairwells in buildings three storeys and higher.
To ensure safety, all new SES designed buildings will require specific safety measures, including sprinklers, smoke-management systems and wider stairwells.
B.C. officials explained that single egress stair building designs build on advancements in fire and life safety, while requiring only one egress stairwell. These building designs are currently implemented in major cities, such as Seattle and New York, and support the supply of more homes for people where development was previously not possible due to lot size, cost of land assembly and other limitations.
The BCBC SES changes were drafted following the release of the report, Single Egress Stair Building Designs: Policy and Technical Options, in June 2024. The report was informed through engagement with industry professionals, including engineers, architects and representatives of the fire services community.
From July 2024 to August 2024, representatives from the fire-service community, and specific groups from the building sector and local governments were invited to review and comment on draft code language. The Ministry of Housing, working with the Office of the Fire Commissioner, will undertake further engagement to address the safety concerns raised.
The province says it will continue working with other partners across Canada to carry on discussions about how their building codes can be innovated to include SES designs and other features aimed at helping increase housing supply. This includes looking to see how government can develop standards to permit other design innovations, such as mixed-use occupancies, underground parking, and alternate requirements for two- to three-storey SES buildings.
Key Takeaways:
Crews have wrapped up work on the Bay of Quinte Skyway Bridge in Ontario.
Constructed in 1967, the bridge sees roughly 5,200 vehicles per day.
The $63-million rehabilitation project included the replacement of the bridge deck, repairs and reconstruction of bridge supports and widening of bridge shoulders to increase safety for vehicles and pedestrians.
The Whole Story:
The Ontario government has completed major improvements to the Bay of Quinte Skyway Bridge that serves as an important connection to Highway 401 for communities in Prince Edward County and hundreds of thousands of tourists who visit wine country every year.
“Under the leadership of Premier Ford, our government is making historic investments in roads, bridges and highways to connect communities in every corner of our province,” said Ric Bresee, parliamentary assistant to the minister of transportation. “From widening Highway 401 from Pickering to Belleville to completing the Skyway Bridge, we will continue to stand up for drivers and families in eastern Ontario.”
The $63-million rehabilitation project included the replacement of the bridge deck, repairs and reconstruction of bridge supports and widening of bridge shoulders to increase safety for vehicles and pedestrians crossing between Prince Edward County and Tyendinaga Mohawk Territory. With both lanes now open, the bridge will help support the region’s growing businesses and economy.
“I congratulate Premier Ford and the Ministry of Transportation for successfully completing the necessary safety upgrades to the Skyway Bridge,” said R. Donald Maracle, Chief of the Mohawks of the Bay of Quinte. “Our council acknowledges the extensive consultation and excellent working relationship established between the Mohawks of the Bay of Quinte community and the provincial government throughout this vital project. We look forward to maintaining a mutually beneficial working relationship in the spirit of reconciliation.”
The 850-metre Bay of Quinte Skyway Bridge serves as a connection between Highway 401 and Prince Edward County, via Highway 49, which runs north-south through Tyendinaga Mohawk Territory. Over the next decade, Ontario is investing $28 billion to build and repair highways, roads and bridges to tackle gridlock and get Ontarians moving quickly to their destinations.
Key Takeaways:
Toronto is exploring innovative solutions to address its homelessness crisis, such as converting underutilized office spaces into shelters. This approach not only meets immediate housing needs but also repurposes vacant urban areas.
Converting office buildings into shelters offers several advantages, including faster project timelines and potentially lower costs due to existing infrastructure.
However, challenges such as insufficient natural lighting and unforeseen structural or mechanical issues can complicate these conversions.
Projects led by RJC Engineers have significantly increased Toronto’s shelter capacity, adding hundreds of beds. These conversions are crucial as the city’s shelter system is near or at full capacity every night, highlighting the urgent need for expanded infrastructure.
The Whole Story:
As Toronto is facing a worsening homelessness crisis, officials are looking for innovative solutions to house some of the city’s most vulnerable people.
According to the city’s Shelter System Flow Data, an estimated 10,627 individuals were “actively homeless” over the past three months. Meanwhile, as per Daily Shelter and Overnight Service Usage, 9,718 people utilized the city’s shelter system just this past Sunday and the numbers are trending up.
One solution that has gained traction is transforming empty office spaces into shelters. Experts say this approach offers a pragmatic solution for addressing immediate housing needs while repurposing underutilized urban areas, serving a dual purpose for the community.
4117 Lawrence Avenue East involved the significant redevelopment of an existing 16,000 sq. ft., two-storey commercial office into a 90-bed homeless shelter. Work included a total building interior renovation and space layout, commercial kitchen, complete overcladding and re-roofing, seismic upgrades and structural reinforcing, a new elevator shaft, upgraded ventilation, heat recovery, plumbing, power, and lightings systems, and new outdoor amenity space and asphalt paved parking lot.
The 101 Placer Court project involved retrofitting an existing 18,000 sq. ft., two-storey commercial office building for use as a shelter. RJC was the prime consultant, contract administrator, and structural, building envelope, and civil engineer for the new 87-bed facility.
These conversions have been part of the city’s overall strategy to rapidly increase shelter space for years.
RJC Principal Paul Fritze explained that in 2018 there was an initiative from Toronto City Council to create 1,000 new homeless shelter beds in three years and expand the homeless shelter infrastructure.
“At the time there was an acknowledgement that there was a growing need as homelessness is becoming more prevalent and present in day to day life,” said Fritze. “And it was acknowledged that the infrastructure required expansion.”
Fritze noted that the infrastructure that existed was also getting run down and needed investment to fit those spaces out and increase the available capacity to offset buildings receiving repairs.
The city committed money and had a timeline to deliver new shelter buildings. Conversions were part of the solution from the city side to expedite the construction process and reduce the schedule of when these spaces could open.
You need nimble, solutions-driven people to think on their feet who are not intimidated by a site condition coming up.
RJC Principal Paul Fritze
“Schedule is the primary driver,” said Fritze. “You are able to accelerate the delivery of a functional building by virtue of already having the building envelope in place, already having the structure in place. You are not dealing with unforeseen planning, site approval applications and you are mitigating risks when it comes to shoring and excavation.”
If all things go well, the price point can be reduced if you get a solid building. Fritze explained that with a good building you can retain a lot its existing infrastructure including mechanical, HVAC and elevator systems. This was extremely useful during the pandemic when many mechanical system parts were challenging to source and often had long lead times.
But that in essence is the risk: what kind of building are you going to get? Sometimes when stripping a building down to its bones, surprises can emerge, require an agile team that excels in solving problems. One of the primary constraints is lighting as the building code requires living areas have ample lighting while offices layouts allow for windowless rooms.
Unforeseen issues with a building’s systems which surface after it’s stripped down. Fritze said these projects often take the building right down to their structure which can reveal fires separations, deficiencies with mechanical or electrical systems, or even structural conditions concealed by finishes.
“You can’t put it back together without complying with the local building code so planning for some unplanned items to come up is a necessity,” said Fritze. “The main way to mitigate these issues is to have a team of consultants and contractors familiar with these projects. You need nimble, solutions-driven people to think on their feet who are not intimidated by a site condition coming up.”
Another major consideration is how the building has been laid out.
“That’s the biggest challenge—to fit the project into that floor plate as it is conflicting in terms of their ideal shapes and where windows are,” said Fritze. “That’s the primary constraint that makes these conversions difficult, if the building is not well laid out with windows.”
Typically, for a shelter, the city is looking for a four to five-storey building with around 25,000 square feet that could create 75 to 100 shelter beds. They are generally class B or C office buildings which often have floor plates more favourable for shelter spaces.
“Our team has been responsible for directly creating 404 beds in the Toronto Shelter system and that system is near or at 100% every night,” said Fritze. “We probably wouldn’t have been able to turnaround these projects if it wasn’t for a conversions approach.”
Fritze noted that Toronto Shelter & Support Services has been an excellent client to work with and is fighting hard for unhoused people in the region.
“As a structural engineers, we don’t necessarily get to do such socially impact work every day, so this is near and dear to us as it creates a tangible difference,” said Fritze.
PURA, Surrey’s first sustainable mass timber housing project, has achieved Fitwel Certification. With this achievement, PURA is one of only eight multi-family residential buildings in B.C. with a 1-star Fitwel Certification.
Located in Surrey’s Central West Village, PURA is comprised of 248 one- and two-bedroom homes across two six-storey buildings. Designed as a transit-oriented development, PURA aims to provide high-quality, accessible homes for first-time homebuyers and young families.
Fitwel, a global certification system dedicated to enhancing health for all, focuses on promoting the health and well-being of building occupants. Through its use of specialized scorecards, Fitwel ensures that buildings adhere to and maintain health-focused protocols and amenities. Buildings certified by Fitwel benefit from strategies that place the well-being of residents at the core, leading to improved physical and community health, increased occupant safety, and overall well-being.
Adera, the project’s developer, explained that the Fitwel Certification for PURA underscores their commitment to sustainable construction and wellness-oriented design. By leveraging the innovative SmartWood technology, PURA exemplifies Adera’s commitment to building healthier, stronger, and more beautiful homes for future generations.
“Achieving Fitwel Certification for PURA is a significant milestone for Adera, marking our commitment to creating healthier and more sustainable living environments,” said Sarah Bingham, vice president, development & sustainability at Adera. “This certification reflects our dedication to integrating wellness-focused design and building practices that enhance the well-being of our residents. We are proud to lead the way with our first Fitwel-Certified project and look forward to continuing this journey in future developments.”
Adera officials explained that PURA’s design harmoniously blends natural light, green spaces, and health-promoting features such as accessible recreational areas, secure bicycle storage, and a well-equipped fitness centre. By using sustainable materials, PURA ensures superior indoor environmental quality. Every unit boasts access to green spaces and natural scenery, while rooftop and courtyard green spaces further enrich residents’ well-being by fostering seamless integration with nature.
“Adera’s pioneering work with the PURA Residential Development exemplifies the importance of prioritizing both the health of people and the planet,” said Joanna Frank, president and CEO of CfAD, operator of Fitwel. “As one of the first multi-family residential buildings in British Columbia to achieve Fitwel Certification, PURA sets a new standard for integrating occupant health and wellness and serves as an inspiration for other developments. We applaud Adera’s efforts and are thrilled to have them join us in the healthy building movement.”
Adera stated that its commitment to advancing health through PURA is evident in several thoughtful design and construction practices. Brightly lit stairwells encourage physical activity by making stairs an appealing alternative to elevators. At PURA, superior air quality is ensured through the use of low-emission materials, operable windows, mold-resistant materials, and a tobacco- and smoke-free environment, reflecting a strong commitment to health and comfort for all residents. Community initiatives and programs are also designed to foster resident connections, enhancing overall well-being.
Key Takeaways:
The Vancouver Regional Construction Association (VRCA) and the BC Construction Association (BCCA) are advocating for the creation of a new provincial cabinet role, the Minister of Construction, to provide a dedicated voice for the construction industry in B.C.’s legislature.
The associations argue that the sector’s significant impact on the economy justifies the need for its own ministerial representation.
The proposed Minister of Construction would address critical issues such as Prompt Payment legislation, permit complexities, and the skilled labor shortage. This role is supported by multiple regional construction associations, who see it as essential for the industry’s future growth and efficiency in B.C.
The Whole Story:
With only two months left before B.C. voters hit the polls, the Vancouver Regional Construction Association (VRCA) and the BC Construction Association (BCCA) are aiming to turn the campaign spotlight on the construction industry by proposing a bold new provincial cabinet role: the Minister of Construction.
“The BC Construction Association has been calling upon the Government to create a Ministry of Construction since 2019,” said BCCA President Chris Atchison. “Given the importance of BC’s construction industry, not to mention its size, complexity, and impact on communities across the province, we remain steadfast in asking for this commitment.”
“Construction isn’t just about buildings,” said VRCA President Jeannine Martin. “It’s about communities, infrastructure, and the future of this province. We need a minister who will ensure our industry gets the voice and attention it deserves. It’s time we had someone in charge of this vital, economy driving, entrepreneurial industry.”
We’re not just building buildings here. We’re building the future. And we think it’s time the government had someone in charge who gets that.
Jeannine Martin, VRCA President
The associations envision this new minister as the ultimate project manager who can cut through the red tape and lay the groundwork for a smoother, more efficient construction process in B.C. From introducing Prompt Payment legislation to navigating the complexities of permits to addressing the skilled labour shortage, the Minister of Construction would be the go-to for everything construction-related in B.C.
With the provincial election on the horizon, the associations call on all parties to consider this forward-thinking proposal.
“We’re not just building buildings here,” Martin said. “We’re building the future. And we think it’s time the government had someone in charge who gets that.”
The Northern Regional Construction Association (NRCA) and the Southern Interior Construction Association (SICA) also offered their support for the Minister of Construction proposal.
This month of People Moves is brought to you the Construction Leaders Forum. Use promo code PEOPLEMOVES to get 25% off tickets to attend the event on Sept. 25 in Toronto. Act now as this offer expires Sept. 6.
Sameer Hasham has been named a Top 10 Under 40 Canadian Consulting Engineer. An associate and group leader, Hasham has been with RJC Engineers for almost 15 years ever since his co-op placement back in 2010.
Michelle Ajibola is QM Environmental’s new chief operating officer. She brings nearly 20 years of experience in the engineering and construction industry to QM and has a track record of strategic initiatives that drive growth and strengthen stakeholder relationships.
Luke Forrest is now vice president of sales at Bridgit. Forrest brings extensive experience in construction technology and the SaaS startup space.
I am ecstatic to join Bridgit and lead our future go-to-market sales efforts. I believe one of the biggest changes coming to construction is how companies globally will manage and allocate their most valuable resource: their people.
Luke Forrest, VP of Sales, Bridgit
Amanda Jarl has started a new position as Transportation Investment Corporation’s senior communications and engagement manager for the Surrey-Langley SkyTrain Project. Previously, Jarl worked as senior communications and engagement manager for marketing firm SitePartners.
Brittany Robertson and Jurgen Koehler have been named partners at land development and building industry consulting firm Crozier. Robertson oversees large-scale residential development projects in some of Ontario’s fastest growing municipalities in Simcoe County. Koehler led the opening of Crozier’s latest office location in Guelph, Ontario in 2023, and manages a growing team that provides land development engineering services in Guelph, Kitchener-Waterloo, London, and the surrounding areas.
Crozier has named two new partners, Jurgen Koehler, P.Eng., and Brittany Robertson, P.Eng. – Crozier
Greg Weimholt has been named PCL’s national director of data centres and mission critical. With over 30 years of design and construction experience spanning all phases of project development, including colocation, hyperscale campuses, enterprise and telecom facilities, Weimholt brings a wealth of expertise to the role.
Past Canadian Construction Association President Don Chutter recently celebrated his 100th birthday. The association stated that Chutter’s visionary leadership and 22 years (1950 to 1973) of dedicated service have significantly shaped the industry and paved the way for future generations.
Scot Paterson has joined Pretium Construction West as its new vice president, operations and project execution. Paterson brings 15 years of extensive experience in the construction industry having held senior leadership positions as both a general contractor and owner advocate consultant.
Damien Stoneham is now managing principal of RJC Engineers’ Vancouver office. Over the past five years, he has been mentored by Jeff Corbett, the former managing principal, who held the position for 22 years.
Elia Edwards is now vice president of integrated water solutions for Associated Engineering. Most recently, Edwards was the division manager, water in the Toronto office and has been with the company for over 27 years.
The Alexandra Park Passive House Pilot Project was designed by Nigel Tai, principal at Diamond Schmitt Architects. – Diamond Schmitt
Tim Murphy has been welcomed by Aecon as its new executive vice president and chief strategic affairs officer. Most recently serving as managing partner and CEO of McMillan LLP, as well as managing director of McMillan Vantage Public Affairs, Murphy joins Aecon with over three decades of experience.
Rob McKinney has joined SALUS as its new construction safety evangelist. He brings more than 20 years of experience to the role. McKinney first began as a site safety manager at J.M. Wilkerson, advanced to safety director, and later ventured into the construction software space with companies like JBKnowledge,Rhumbix, and Safesite.
Ed Mocnik has been named vice president of construction at Yellowridge Construction. Starting from the ground, Mocnik has accumulated more than 30 years of hands-on experience in the construction industry.
Peter Davoren and Javier Sevilla will helm Flatiron Dragados as chairman and CEO, respectively. The new company is the result of a merger between Flatiron Construction and Dragados in North America.
Bill Tucker, CEO of Omicron, has been appointed the bridge CEO to oversee the restructuring and expansion of green building technology company NEXII (formerly Nexii).
Megan O’Flaherty has been appointed chief financial officer at Emil Anderson Group. She joined the team in February 2023. Her background includes ten years in public practice accounting at MNP and two years as CFO at Ntityix Development Corporation.
Dante Gamboa has officially joined the business development team at 505-Junk. Gamboa has been with the company for more than two years, starting as a sales coordinator.
His transition into this new role is a testament to his hard work and commitment to our mission. We’re excited to see Dante continue to drive our growth and create even more opportunities for 505-Junk.
505-Junk
Robert Buchmann is now president at Ideal Welders Ltd. Buchmann started his career at IWL 19 years ago where he learned about their business and operations, embraced their culture and witnessed the high value they bring to clients.
Marc DiMarco has joined Ledcor as HS&E manager in the infrastructure group, supporting the Surrey/Langley skytrain, SkyLinkGP project.
Rhianon Chow, strategic partnership manager at Turner Construction, has joined the board of directors for the International Facility Management Association’s BC Chapter as program and event director. In her new role, Chow will be leading the planning and execution of key events for the association, fostering connections between the construction and facility management communities.
Pier-Luc Napert is now manager of project management at Canam. He has been with the company for more than two years.
Ziad Boustany is stepping into a new role as CEO of BDI. He will focus entirely on building its team, sourcing and assessing prospective partnerships, and driving growth and new initiatives at the affiliate level. He will be transitioning out of his role at RAM and will now serve solely as a director on its board.
Words cannot fully express my gratitude to the directors, managers, and every single employee at RAM who has contributed to building this incredible company and supported my transition. I am eager to see how RAM continues to expand and excel under Joe’s vision and the most capable leadership team I have ever seen.
This year saw over 160 ConTech startups apply for the accelerator, with startups applying from around the world.
TheConTech Accelerator Program, led by EllisDon’s Digital & Data Engineering team, is a first in Canada and is unique to the industry. Finalists are toured on a selected EllisDon project, spend time with EllisDon’s teams for networking and industry knowledge, and build relationships with EllisDon’s ConTech Ecosystem partners. Their final pitches are made in private to a panel of judges, ranging from project team members, management, and executive leadership representatives, each hand-picked for their expertise in their respective sector of the construction industry.
“As the construction sector confronts escalating challenges, including rising costs, labour shortages, and environmental concerns, embracing innovation is crucial for maintaining competitiveness and promoting growth,” said accelerator officials. “EllisDon is spearheading this effort by fostering collaborations with top-tier global start-ups and offering a dynamic environment for testing, validating, and scaling their technology solutions.”
Below are the eight finalists for the 2024 ConTech Accelerator Program:
BoxLock is a leading provider of smart padlocks and software solutions that enhance security, efficiency, and accountability for businesses. Their platform enables businesses to lock anything, log everything, and automate their processes, ensuring the safety of assets and driving productivity.
Dig Robotics is developing technology for optimal excavation machinery operation. Their goal is to provide customers with a cost-effective solution to reach net-zero emissions while ensuring full buckets and reducing cycle time, energy consumption, and GHG emissions.
EHAB helps the construction industry measure, minimize, and mitigate weather risk. Their platform combines hyper-local data, machine learning, and advanced modeling to provide a one-stop shop for managing weather risk. EHAB envisions a world where construction projects can optimize their work in the face of weather and use data to better manage contracts and insurance claims.
GanttAI revolutionizes project scheduling by leveraging AI models trained on your company’s data. Their technology enables teams to generate, review, and compare future schedules in minutes, saving time and optimizing resource allocation.
Salus is a safety management platform that connects businesses to field workers for increased compliance. They specialize in industries like construction, oil and gas, mining, and manufacturing. Salus aims to reduce the administrative burden of safety programs, connect the field to the office in real-time, and simplify complex environments with their safety software.
Sensytec provides real-time performance data for critical infrastructure. Their patented technology unlocks insights into the performance of concrete infrastructure, introducing process efficiencies, structural health monitoring, and CO2 reduction benefits.
Siiv uses AI to automate the payment application review process. It captures incoming documents, automates audits, and generates reports for accounting teams. Siiv’s mission is to automate construction accounting and provide project insights and predictions from construction accounting data.
Specter Automation digitizes lookahead planning for construction sites. Construction managers can identify upcoming tasks, access relevant data, and plan ahead, resulting in a dynamic 3D model-based to-do list and a live overview of the site’s status. Specter aims to become the “Google Maps” of the construction industry, assisting managers in making optimal decisions for project planning and execution.
EllisDon and Impulse Partners stated that they are proud to announce these finalists and look forward to welcoming each of them to Mississauga, Ont. on October 7th, 8th, and 9th for EllisDon’s 2024 ConTech Accelerator.
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The Construction Leaders Forum, set for Sept. 5 at the Royal York in Toronto, will be a gathering of award-winning construction leaders. After five years of the Top 40 Under 40 in Canadian Construction program, we are calling on past and current winners for an unforgettable time of high-level discussions and network.
This group includes CEOs, vice presidents, top lawyers, directors and many others who are helping get billions of dollars worth of construction projects across the finish line for some of the nation’s largest, most sophisticated companies.
The one-day event will feature the following speakers and more:
WZMH Architects has launched Giraffe, an independently owned software company aimed at revolutionizing the architecture, engineering, and construction (AEC) sectors.
Giraffe’s software suite includes eight smart technology solutions, such as digital construction measurement, autonomous site navigation, AI-driven planning, and environmental analysis tools.
The software has already secured pilot tests and collaborations with industry leaders like Infrastructure Ontario and Microsoft.
The Whole Story:
WZMH Architects has launchd Giraffe, an independently owned software company dedicated to revolutionizing the architectural-engineering-construction sectors. The firm noted that Although Giraffe draws on WZMH’s extensive industry expertise, it operates as a separate entity with its own state-of-the-art software suite designed to enhance efficiency, sustainability, and collaboration in building design and construction.
The firm has made a effort in recent years to push the construction innovation forward. In 2017, the WZMH established sparkbird, a research and development lab dedicated to driving innovation in IoT (Internet of Things), design efficiency, modularity, and sustainability. Giraffe represents the latest evolution of this commitment, integrating practical architectural and construction knowledge with advanced AI and digital twin technology.
“At WZMH Architects, we are committed to pushing the boundaries of what’s possible in AEC (Architecture, Engineering, and Construction), and bridging the gap between traditional architectural and building practices, and the innovative potential of emerging technologies,” said the founding team at Giraffe.
They added, “Giraffe isn’t just about envisioning the future; we’re building it with solutions born from deep industry understanding and not just IT expertise. With the DNA of Giraffe rooted in WZMH Architects, we bring over 60 years of experience, more than 250 million square feet of designed and constructed buildings, and over 10 million hours of IP production and expertise. Our team of experts transforms visionary ideas into tangible outcomes for the architecture, engineering, and construction industry.”
The team stated that Giraffe addresses key issues in the AEC industry, such as fragmented and inefficient design processes, inconsistent standards and documentation, a declining skilled workforce, and limited automation. They believe that by streamlining the entire lifecycle of a building — from design and construction to management — Giraffe’s software solutions are designed to accelerate project timelines, automate tasks, and improve quality assurance.
The software suite features eight smart technology solutions and includes:
doton – A digital construction measurement and inventory tracking solution utilizing standard camera technology and unique markers to enhance measurement accuracy, locate and determine the final placement of materials and construction site safety.
ska-ana – A cutting-edge tool for autonomous site navigation, real-time data collection, and remote construction monitoring, reducing operational time and increasing efficiency.
AiM (Ai Massing) – An AI-driven planning tool for rapid generation and adjustment of real estate development massing models, integrating creative vision with technical specifications.
PARRiT – A centralized platform for managing design and furniture information, facilitating real-time updates and collaboration across project stakeholders.
SOVAi – A site surveying tool that leverages advanced environmental analysis to provide rapid, comprehensive BIM models and reports, enhancing project planning efficiency.
PLAiNNED – An AI-powered app that simplifies architectural design by quickly generating building code-compliant layouts for complex building components, epitomizing efficient ‘design by spreadsheet’.
mySUN – An eco-conscious gaming app that tracks and suggests improvements to users’ environmental footprint, encouraging sustainable daily choices through automated activity.
VOLPAi – An AI-powered application that redefines RFI management in the construction industry by expediting responses to improve project flow and serving as an educational resource on design and construction practices.
With ongoing beta testing and plans for commercialization by 2025, the team behind Giraffe believes their solution is poised to become a transformative force in the AEC industry.
They noted that it has already achieved significant milestones, including pilot tests and collaborations with industry leaders such as Infrastructure Ontario, RBC, Microsoft Cloud Infrastructure and Operations and major general contractors and subcontractors.
Key Takeaways:
Slate Technologies has launched a new 13-month internship co-op program in collaboration with the University of Toronto’s Faculty of Applied Science and Engineering. The partnership aims to provide students with real-world experience in software development and contribute to the long-term collaboration between Slate and U of T.
The program integrates data engineering interns into Slate’s software development team, where they will work on advanced technologies like data science, big data interfaces, and language model development.
Slate’s initiative not only aims to address the current labor shortage by attracting young talent but also to establish a permanent co-op program.
The Whole Story:
Construction software company Slate Technologies has launched a new internship co-op program in collaboration with the Professional Experience Year Co-op (PEY Co-op) Program at the University of Toronto (U of T) Faculty of Applied Science and Engineering. Slate stated that the program, which runs from June 2024 through July 2025, marks a significant step in fostering industry-academic partnerships aimed at equipping the next generation of engineers with real-world experience.
Throughout the 13-month internship co-op program two data engineering interns will be integrated into Slate’s software development team and work under the mentorship of senior development managers. They will engage in various aspects of Slate’s technology, including data science, big data interfaces, language model development, and feature build for Slate’s Decisioning Platform. This hands-on experience will allow the interns to tackle real-world software development challenges and contribute to cutting-edge solutions. Additionally, they will receive specialized training and participate in workshops designed to enhance their professional and technical skills.
Slate noted that the candidates were carefully selected from U of T’s Faculty of Applied Science and Engineering’s top-performing students and were identified for their exceptional technical and analytical abilities. The rigorous selection process involved a thorough review of academic performance, coursework, and prior experience, followed by a series of interviews with Slate’s team members to assess aptitude and skill set overall.
“We are thrilled to partner with the Faculty of Applied Science and Engineering at the University of Toronto to launch this internship co-op program. This initiative not only provides students with invaluable industry experience but also allows us to nurture and potentially onboard the next generation of talented engineers,” says Senthil Kumar, chief technology officer and Head of AI at Slate Technologies. “Our goal is to create a lasting impact on the industry by investing in young talent and fostering innovative research collaborations with one of the leading engineering schools in the world.”
The new internship co-op program aims to create a long-term partnership between Slate Technologies and the University of Toronto, fostering collaborative research in advanced areas of computational science. Slate says it intends to make the co-op program a permanent fixture, continually providing students with opportunities to gain practical experience and contributing to the future of technological innovation. By integrating young talent into their projects, Slate aims to drive forward their mission of maximizing efficiency and improving outcomes in the construction industry while addressing the current labor shortage.
“For over four decades, the PEY Co-op Program has demonstrated leadership in experiential learning in the field of engineering,” said Roger Francis, Executive Director, Engineering Career and Experiential Learning at U of T Faculty of Applied Science and Engineering. “Our collaboration with Slate Technologies marks a significant stride in our commitment to fostering innovation and excellence in engineering education, empowering students to thrive in the fields of technology and engineering.”
Key Takeaways:
B.C. is making its largest-ever investment in on-campus student housing, allocating $560 million to build 1,508 new beds at UBC’s Vancouver campus.
The project aims to provide affordable housing for students, which will help alleviate pressure on the local rental market and contribute to the province’s goal of building 12,000 student beds by 2028.
The new development will include five buildings, child care spaces, a dining hall, and academic facilities.
Construction is set to begin in fall 2026. The project is expected to be open for students in phases, starting in fall 2028 and completing in fall 2029.
The Whole Story:
B.C. has announced its largest investment ever in on-campus student housing.
The project will lead to more than 1,500 new post-secondary beds on the University of British Columbia’s Vancouver campus.
“We know people want to find homes near where they live, work and study in British Columbia,” said Premier David Eby. “Our government is building on-campus housing at an unprecedented pace – including our biggest project to date right here at UBC – helping more students find a safe, secure and affordable place to call home and relieving pressure on the rental market. This is just one way our government is tackling the housing crisis so everyone can find a good home at every stage of life.”
The $560-million student housing project includes 1,508 student beds and is the province’s largest capital investment and the largest number of student beds. Officials stated that this puts B.C. on track to meet or exceed the provincial target of building 12,000 beds by 2028. To date, 5,260 of these are complete and are now home to students.
“Student housing is an important part of our work to tackle the housing crisis and deliver more homes for people, faster,” said Ravi Kahlon, minister of housing. “With more affordable housing on campus, students can travel less, save more, and have more opportunity to focus on their studies. Increasing the supply of student housing also takes significant pressure off the local rental market. This project is a win-win for students and for the community.”
The complex will be built in the Lower Mall Precinct at UBC. It includes:
five buildings, ranging from eight to 18 storeys, with 1,508 new student housing beds (1,333 new and 175 replacement);
a 400-seat dining hall;
37 new child care spaces;
common amenity space; and
academic and administrative office space to accommodate the displaced St. John’s College.
The new buildings will focus on providing homes to graduate students. Child care on campus will make it easier for students, faculty and staff with children to streamline their daily routines through one nearby drop-off and pickup location.
The total project cost is approximately$560 million, with the provincial government providing $300 million and UBC providing the remaining $260 million. Construction is set to begin in fall 2026. The project is expected to be open for students in phases, starting in fall 2028 and completing in fall 2029. Design and construction of the complex will target LEED Gold. One of the five buildings will be built using mass timber.
“We are grateful to the B.C. government for this historic $300-million investment in the UBC Vancouver campus,” said Benoit-Antoine Bacon, president and vice-chancellor of the University of British Columbia. “This support, along with UBC’s contribution of $259.9 million, will be transformative in providing much-needed additional student housing and child care for our community. By working together, we are alleviating significant pressures on our students and the local rental market, and further enhancing an environment where academic excellence and personal well-being can flourish.”
Key Takeaways:
A prolonged rail worker strike could severely impact the Canadian economy. Some experts say it has the potential cause a recession.
The construction industry is highly dependent on a healthy economy to generate demand.
There is significant pressure on the federal government to intervene and prevent the strike.
The Whole Story:
The federal government is facing pressure to help avoid a rail worker strike set to begin on Aug. 22 that could cripple the Canadian economy.
Jock Finlayson, chief economist at the Independent Contractors and Businesses Association (ICBA), explained that a protracted rail strike could be devastating to the construction sector. The initial impact of not being able to receive materials would pale in comparison to the effects it would have on drive demand.
“The Canadian economy is barely growing right now. If this ballooned into a multi-week shutdown, it would likely throw us into a recession,” Finlayson said. “This is in the federal government’s bailiwick. It is their responsibility and they need to use all the tools.”
Finlayson noted that Canada exports more than $700 billion of goods every year, and it import goods worth almost as much. Both exports and imports are vital part of Canada’s $3 trillion national economy. Many traded goods, at some point, are moved by rail. Today, some $380 billion of goods are shipped by Canadian rail carriers every year. He noted that avoiding a strike is particularly important right now as the economy is posting very sluggish growth and Canada’s prosperity is declining as measured by real GDP per capita.
“in recent years, Canada’s ranking in global competitiveness surveys has been slipping, and our reputation as a reliable and efficient supplier of traded goods has suffered one blow after another,” said Finlayson. “A rail strike would compound these problems, potentially doing incalculable harm to our economy.”
CN Rail, CPKC and Teamsters must do the hard work necessary to reach agreements at the bargaining table and prevent a full work stoppage.
He explained that the construction industry ultimately depends on a vibrant, productive and growing Canadian economy to create demand for the work done and the services provided by it.
“If the economy stalls, falters and is rendered less efficient as a result of labour disputes, construction companies and their workers will suffer,” he said.
The federal government also faced criticism from officials in Alberta, who accused Ottawa of creating a labour crisis.
“First the British Columbia ports, then WestJet, now the railways. It is one strike after another,” said Devin Dreeshen, Alberta’s minister of transportation & economic corridors. “These continuous strikes are eroding Canada’s reputation around the world as a reliable trading partner. The federal government must fix the labour problems it has created and exercise its responsibility to ensure labour stability within federally regulated transportation workplaces.”
Federal Labour Minister Steven MacKinnon released a statement Monday saying that collective bargaining negotiations belong to CN Rail, CPKC and TCRC workers alone, but their effects will be borne by all Canadians.
“The parties must do the hard work necessary to reach agreements at the bargaining table and prevent a full work stoppage. Canadians expect the parties’ efforts to be equal to the trust conferred on them,” he said.
After negotiations collapsed, 9,000 unionized rail workers from the Teamsters Canada Rail Conference (TCRC) are set to walk off the job, effectively bringing the nation’s rail system to a standstill and disrupting a critical link in the supply chain for nearly everything.
Parties involved, include:
Teamsters Canada Rail Conference (TCRC): The union representing over 9,000 rail workers at both major Canadian railways.
Canadian National Railway (CN): One of Canada’s two major freight rail companies.
Canadian Pacific Kansas City (CPKC): The other major Canadian freight rail company, formed in 2023 through a merger.
Federal Government: Represented by Labour Minister Steven Mackinnon, who has called on the parties to negotiate but has not indicated willingness to intervene directly.
The main points of contention between the union and the rail companies include:
Safety and Fatigue: The union claims both companies are trying to reduce safety provisions related to worker fatigue.
Work Conditions: CN is accused of proposing changes that would require workers to relocate across Canada for extended periods.
Contract Negotiations: Labor agreements for both railway companies expired at the end of 2023, and negotiations have been ongoing since then.
The impact of strikes can have on Canada’s construction industry and the broader economy are massive. A 2023 strike by port workers in B.C. reduced Canada’s gross domestic product by between $730 million and $980 million, and affected merchandise shipments having a total value of $10 billion.
The strike caused major delays in receiving construction materials and equipment imported through the Port of Vancouver. Many construction projects faced shortages of essential supplies, leading to slowdowns or temporary halts in work.
But Finlayson noted that a rail strike would be vastly larger in scale.
“We are talking about the entire national freight network,” he said. “This country is incredibly dependent on linear infrastructure, including rail. We are geographically huge and need efficient transportation infrastructure operating 24/7. The federal government needs to do its job.”
Key Takeaways:
Over two-thirds of Ontario small businesses have been disrupted by local construction projects in the past five years, with 23% reporting major impacts.
These disruptions have led to an average revenue loss of 25% during the most significant projects and additional costs of around $10,000 for cleaning and repairs.
The top issues faced by these businesses include traffic congestion, dust, noise, difficulties in customer and staff access, logistical disruptions, and decreased sales, all of which contribute to significant stress for business owners.
The CFIB is advocating for government compensation for businesses severely impacted by public construction projects.
The Whole Story:
According to new analysis by the Canadian Federation of Independent Business (CFIB) over two-thirds (67%) of Ontario small businesses have experienced disruptions due to local construction projects in the past five years, and 69% have been affected by multiple projects during the same period.
The report, titled Hard hats and hard times: Public construction impacts on small businesses, found that of small- and medium-sized enterprises in Ontario that were affected, 23% (or 104,362) report that construction disruptions have had a major impact on their business. On average, Ontario small firms have been forced to endure 481 days of construction-related disruptions, which represents 26% of the time over the past five years.
“Infrastructure needs continue to increase with our growing population and aging infrastructure,” said Julie Kwiecinski, CFIB’s director of provincial affairs for Ontario. “Everyone – including small business owners – loves a finished project, but small firms have to survive to the project’s end before they can benefit.”
“Small businesses face a myriad of issues when local construction projects take place, from traffic congestion and dust and debris, to losing customers and navigating logistical disruptions,” said Emily Boston, CFIB senior policy analyst and an author of CFIB’s report. “A large portion of construction costs can be avoided with better planning and execution, and by giving more consideration to the realities of local businesses.”
Ontario small firms lost on average 25% of their revenues during the most significant construction project affecting them over the past five years, and on top of that, spent around $10,000 in extra expenses such as cleaning and repairs.
While each construction project is unique in its duration, scale and disruptiveness, the top construction impacts affecting Ontario small businesses are traffic congestion, dust, debris or noise (61%), customers and staff having trouble accessing their business or finding parking (52%), delivery and logistics disruptions (49%), sales decreases (42%), and business owners suffering significant stress (25%).
Over two-thirds (69%) of Ontario small businesses say they should be compensated by government when a public construction project has a major impact on their business operations. CFIB urges governments to establish comprehensive construction mitigation plans with compensation to offset costs for impacted businesses, improved planning and communication strategies, and clarified roles for all levels of government involved.
“In Ontario, we’re asking the province to create a clear legal path for municipalities to provide direct funding or property tax holidays to small businesses for revenue losses caused by major municipally-funded construction projects,” said Kwiecinski. “At the same time, the Ontario government should introduce a small business construction mitigation fund for provincially-funded and controlled construction, like Metrolinx transit projects.”
Ontario and Nova Scotia have signed an MOU to facilitate the movement of skilled tradespeople between the provinces, addressing labour shortages and enhancing workforce competitiveness.
Both provinces aim to create more pathways for apprentices and journeypersons, with Ontario specifically seeking to improve the labour supply and Nova Scotia focusing on removing barriers to credential recognition.
Ontario’s partnership with Nova Scotia builds on previous agreements with Alberta and other Atlantic provinces, aiming to harmonize efforts and remove barriers to the flow of skilled labour across Canada.
The Whole Story:
The governments of Ontario and Nova Scotia have signed a Memorandum of Understanding (MOU) to improve interprovincial mobility for skilled tradespeople, including post-journeyperson certification.
Ontario is seeking new ways to improve the labour supply and create the opportunity for qualified skilled tradespeople to become certified in Ontario and address labour shortages. At the same time, Nova Scotia aims to create a competitive workforce by opening up pathways into trades for more apprentices and removing barriers for credential recognition to meet labour market demands.
“Under the leadership of Premier Ford, our government has an ambitious plan to build the highways, hospitals, and homes our growing communities need, which means we need to create more pathways for apprentices and journeypersons who will help us build Ontario,” said David Piccini, Minister of Labour, Immigration, Training and Skills Development. “Building on the success of our MOU with the Government of Alberta last month, we’re excited to partner with Nova Scotia to improve interprovincial mobility for skilled tradespeople and explore new opportunities with the Atlantic provinces. This will help fill in-demand jobs across both provinces and support our mutual goals of building stronger communities.”
Ontario’s MOU with Nova Scotia builds on the MOU Ontario signed with Alberta in July to collaborate on growing the skilled trades and remove barriers for the flow of labour between these two jurisdictions, complementing ongoing work to harmonize Red Seal trades nationally. Ontario is also working with the governments of Prince Edward Island, New Brunswick and Newfoundland and Labrador to exchange innovative ideas on removing the interprovincial barriers in the skilled trades.
“Nova Scotia is a growing province and we need even more skilled trade workers to build our homes and hospitals infrastructure and provide services to Nova Scotians,” said Jill Balser, Minister of Labour, Skills and Immigration. “We are making bold decisions to make it easier to fairly assess qualified professionals and improve labour supply.”
The Memorandum of Understanding between Ontario and Nova Scotia will be reviewed in 18 months.
The Vancouver Regional Construction Association (VRCA) has unveiled the Silver Award winners for the 2024 Awards of Excellence. This year’s competition saw with 91 submissions representing 61 projects and a total construction value exceeding $2.9 billion.
In its 35th year, the Awards of Excellence continue to spotlight the exceptional work of the VRCA’s member companies. This year, 50 Silver Award winners were chosen across 17 diverse project categories, highlighting the best of industrial, commercial, institutional, multi-family residential, and special projects in the Lower Mainland region.
The VRCA will celebrate these accomplishments at two premier events this fall. First, the association will honour the Silver Award winners at the Silver Winner Reception in September. Then, on October 24th, the association will host the Awards of Excellence Gala, where one Silver Award winner from each category will be crowned as the Gold Award Winner.
“We are incredibly proud of the exceptional work that VRCA members continue to deliver year after year,” said VRCA President Jeannine Martin. “This year’s submissions set a new benchmark for excellence in the construction industry, and we are thrilled to recognize and celebrate these achievements as we mark the 35th anniversary of the Awards of Excellence.”
General Contractors – Tenant Improvement – Up to $5 Million
