McNaughton emphasized the importance of skilled trades in building Canada and highlighted efforts in both Ontario and Alberta to attract and support skilled workers, including newcomers, to address labour shortages and enhance local economies.
He focused on making the trades more inclusive, particularly for women, by introducing measures such as properly fitting PPE and women-only facilities on job sites, aiming to create a more welcoming and equitable work environment.
He discussed Ontario’s “Working for Workers” reforms, which introduced significant labour rights improvements, such as banning non-compete clauses, enhancing rights for gig workers, and guaranteeing washroom access for truck drivers, reflecting a broader commitment to worker empowerment.
The Whole Story:
Ontario’s former Minister of Labour, Monte McNaughton, may have exited politics, but he is still advocating for the construction sector.
McNaughton delivered a keynote speech at Premier Danielle Smith’s third annual Summit on Fairness for Newcomers in Calgary, focusing on the importance of skilled trades and government efforts to support newcomers and workers across Canada.
Speaking at the summit, McNaughton emphasized the critical role tradespeople play in building the country, building it from coast to coast to coast. He praised Premier Smith’s leadership and highlighted the partnership between Alberta and Ontario, both of which have shared initiatives to bolster the trades and welcome skilled newcomers.
McNaughton meets with Alberta Premier Danielle Smith.
Reflecting on his time as Minister of Labour, McNaughton underscored the need to shift societal perceptions of skilled trades, which he described as “meaningful, well-paying, and exciting” careers. He pointed to Ontario’s success in increasing apprenticeship registrations by 24%, including a 30% rise in the number of women entering the trades.
McNaughton’s efforts in Ontario included the launch of the “Level Up” skilled trades career fairs and the creation of Skilled Trades Ontario, a new agency aimed at streamlining the path to becoming a tradesperson. These initiatives, he explained, were designed to address the long-standing challenges in attracting youth to the trades, starting as early as Grade One to get students excited about careers in fields like carpentry, plumbing, and electrical work.
He also focused on making the skilled trades more inclusive for women.
“For far too long, the skilled trades have been unwelcoming to many women,” McNaughton said, highlighting legislation that mandated properly fitting personal protective equipment (PPE) for women in construction, ending the days of “pink it and shrink it.” Ontario also introduced rules requiring private, enclosed washrooms on job sites, including at least one women-only facility.
McNaughton also touched on his work in supporting newcomers, particularly in skilled trades. He lauded Alberta’s and Ontario’s efforts to give provinces more control over immigration, allowing them to better meet local labour market needs.
“Provinces should have a greater say in the immigration system—both in selecting the skilled immigrants our provinces need and in terms of numbers,” he stated.
Monte McNaughton meets with training group Hammer Heads during his time as Labour Minister. – Monte McNaughton / Twitter
Turning to labour rights, McNaughton discussed his “Working for Workers” initiatives in Ontario, which included landmark labour reforms. These changes included guaranteeing washroom access for truck drivers, banning non-compete clauses, and providing new rights for gig workers.
He noted, “We passed legislation in Ontario—I’m very proud of our Working for Workers bills,” which he framed as critical steps to empower workers and support their rights.
In closing, McNaughton emphasized the shared vision between Alberta and Ontario in building a working-class future. He praised the leadership of Alberta’s Premier Smith and her government’s recent pro-worker initiatives, including updates to private sector pension plans for construction trades, ensuring security for 180,000 workers and pensioners across Canada.
“Our mission is to leave no one behind and help lift everyone up through meaningful employment, creating purpose-driven lives,” McNaughton concluded, expressing optimism for the future of Canada’s skilled workforce and the broader economy.
McNaughton announced his resignation from provincial politics on Sept. 22, 2023, to pursue a career in the private sector. McNaughton had served as an MPP for 12 years and held his cabinet position for over four years.
Key Takeaways:
The Ontario government is introducing the Building Highways Faster Act, which aims to accelerate highway construction for key projects like Highway 413, the Bradford Bypass, and the Garden City Skyway bridge.
The proposed legislation will streamline utility relocations, speed up property acquisitions, and allow 24/7 construction on priority highway projects to tackle traffic congestion more effectively.
With Ontario’s population set to grow by 2 million residents by 2031, these changes are designed to expand highway capacity and address gridlock, which costs the economy $11 billion annually in lost productivity.
The Whole Story:
The Ontario government is introducing legislation that would, if passed, allow the province to build highways faster, getting drivers out of gridlock and where they need to go. The Building Highways Faster Act would designate priority highway projects to speed up construction, with Highway 413, the Bradford Bypass and the Garden City Skyway bridge all set to receive this designation.
“Every minute wasted in traffic is a minute that could be spent with friends, family, and the people who matter most,” said Prabmeet Sarkaria, Minister of Transportation. “Our government understands how frustrating it is to be stuck in bumper-to-bumper traffic, and the need to build highways and roads to help get people moving. That is why we’re moving forward with the common-sense changes, like 24/7 construction, proposed in this legislation.”
The act would streamline utility relocations, accelerate access to property and property acquisitions and introduce new penalties for obstructing access for field investigations or damaging equipment. The legislation would also allow regulation making authority to facilitate around-the-clock, 24/7 construction on priority highway projects.
“Ontario is experiencing unprecedented population growth, with an additional two million residents expected by 2031,” added Minister Sarkaria. “If we don’t accelerate an increase in capacity beyond our existing highway and rapid transit projects, all 400-series highways in the GTHA, including Highway 407, will be at or exceed capacity within the next decade.”
To further streamline the building process, the government is also proposing legislation that would create an accelerated environmental assessment process for Highway 413, allowing the province to proceed with early works while maintaining Ontario’s stringent oversight of environmental protections.
The government’s proposed changes are part of upcoming legislation that will kick off the fall sitting of the Ontario legislature on October 21, 2024, with a focus on tackling gridlock and getting drivers and commuters across Ontario out of traffic.
Toronto commuters face the longest travel times in North America, spending an average of 98 hours each year in rush-hour traffic, according to the Toronto Region Board of Trade. The board says Gridlock on Ontario highways and roads costs the economy $11 billion annually in lost productivity.
Key Takeaways:
Vancouver will cut permitting times for multiplex housing applications by 50% starting in 2025, aiming to accelerate the development of “missing middle” housing.
The new process combines the development and building permit stages, reducing redundancies and streamlining the approval process for smaller multiplexes.
The City plans to expand this pathway to include more multiplex types, enhancing housing diversity in Vancouver.
The Whole Story:
Effective early 2025, the City of Vancouver says it will cut permitting times for certain multiplex applications by approximately 50% through a streamlined Development Building Permit application pathway.
“As Vancouver grows and evolves, it’s crucial that our housing options meet the diverse needs of our community,” said Mayor Ken Sim. “The streamlined development building permit for multiplexes is a key example of how we’re cutting red tape and prioritizing the approval of more ‘missing middle’ housing, which bridges the gap between single-detached homes and large apartment buildings.”
Currently, multiplex projects are required to apply for a separate development permit followed by a building permit. The development building permit combines these two processes into one application. This eliminates redundancies and significantly reduces both staff review time and applicant revision requirements. Multiplex applications with up to four dwellings on a single site and no more than two units per building will qualify.
“This change will streamline the journey from planning to construction for multiplex developers,” says Corrie Okell, General Manager, Development, Buildings & Licensing. “It underscores our commitment to transparency, predictability, accuracy, consistency, and timeliness in the permitting process.”
Looking ahead, the City plans to expand the development building permit pathway to encompass more types of multiplex developments, further supporting the growth and diversity of Vancouver’s housing market.
From substantial government investments in critical minerals infrastructure to groundbreaking advancements in sustainable building technology, companies are actively pushing the boundaries of efficiency, environmental responsibility, and expansion. It has been a busy few weeks for the industry.
Notable deals include Giatec’s advancement in AI-powered concrete solutions, Englobe’s strategic acquisition to broaden its services, and Anthem Properties’ pioneering real estate IPO. These updates reflect a dynamic sector, driven by cutting-edge technologies, strategic partnerships, and ambitious infrastructure projects that promise to boost both the economy and sustainable development in Canada. Check out all the business moves below:
Canada has announced up to $60 million in conditional funding through the Critical Minerals Infrastructure Fund (CMIF) to support two significant infrastructure projects in British Columbia’s Golden Triangle and Yukon. One project involves the Galore Creek Mining Corporation’s plan to build a 43-kilometre access road to its copper mine in Tahltan Territory. The second project focuses on pre-feasibility activities for a 765-kilometre high-voltage transmission line network in Yukon.
Concrete technology company Giatec has secured $17.5 million from the Strategic Innovation Fund (SIF) to advance sensor technologies and AI-based software solutions aimed at reducing carbon emissions in the concrete industry. This funding will enhance the Giatec SmartMix digital platform, which optimizes concrete mixes for cost efficiency and lower CO2 emissions. Giatec plans to implement these technologies in the world’s first smart ready-mix concrete plant, featuring automated production equipped with sensors and AI solutions.
Engineering and environmental services firm Englobe Corporation has announced the acquisition of Goodkey, Weedmark & Associates Ltd. (GWAL), an Ottawa-based, employee-owned consulting firm specializing in mechanical and electrical engineering. Following the successful close of this transaction, all 100 GWAL employees and leaders will join the Englobe family.
This transaction represents a major milestone in our company’s history, as it will help us expand our reach from local to national. Our team is delighted to join this highly reputed Canadian firm whose client approach and genuine caring for its people, communities and clients closely reflect our own values.
Frank Bann, P.Eng., Managing Principal at GWAL
CAI Capital Partners has announced the successful closing of CAI Capital Partners VII, L.P. and CAI Capital Partners VII (Sponsor), L.P. (collectively known as CAI Fund VII) at $153 million, surpassing its target of $150 million and previous fund size of $125 million. The fundraising, which began with its first close in June 2023 and concluded in September 2024, attracted over 90 investors, including institutional investors, financial institutions, family offices, and individuals.
We are grateful for the tremendous support we received from our existing limited partners as well as from new investors. Raising capital during this cycle has been challenging, but it is in precisely this type of environment that great funds are built. We are very proud to have exceeded our target under difficult market conditions.
Tracey McVicar, Partner, CAI Capital Partners
Vancouver-based Anthem Properties Group Ltd. is set to launch an initial public offering (IPO) aimed at raising up to $82 million for its Citizen project, a 66-storey mixed-use development in Burnaby’s Metrotown. This offering will complement the $269 million already secured from pre-sales for the project, making it the first real estate IPO of its kind in Canada.
Egis has announced a strategic partnership with SvN, a Toronto-based multidisciplinary design firm, to enhance its global Architecture Line, which now includes bespoke brands that provide a wide range of architectural services. This collaboration aims to address the climate emergency by promoting sustainable urban design, complementing the existing offerings of award-winning practices like WW+P, 10 Design, Omrania, and U+A.
Sam The Concrete Man, the largest residential concrete company in North America, recently announced they have expanded their operations into Canada. With the opening of franchises in Vancouver and Toronto, Sam The Concrete Man continues its steady growth.
Spectra Precision has announced its acquisition of Unicontrol, a machine control technology company that has been active in 27 countries since its founding in 2018. The deal brings Unicontrol into Spectra Precision’s portfolio, alongside Seco and Loadrite, under parent company Precisional LLC. The acquisition aims to enhance construction efficiency through a broader range of machine control solutions.
The Canadian Equipment Dealers Association (CEDA) has approved a merger with the Associated Equipment Distributors (AED), set to be finalized by Nov. 1. CEDA President Beverly J. Leavitt, who will become AED’s Vice President, emphasized that AED’s robust dealer education and industry advocacy were key factors in the decision. The merger will grant CEDA’s 160 members access to AED’s extensive resources, including educational programs, industry reports, and advocacy efforts, while maintaining provincial representation in Ontario. Both organizations see the merger as a strategic alignment to strengthen dealer support across Canada.
Monster Industries and First Nations partner, Kitsumkalum, collectively the Monster Kitsumkalum JV (MKJV) has been awarded a 3-year Brownfield Mechanical Contract with LNG Canada. Working alongside the LNG Canada Team, Members of the MKJV will provide safety oversight, quality control, subcontractor coordination, project management and a variety of skilled mechanical tradespeople to support scopes of work involving mechanical fabrication, mechanical installations, support for emergency repairs and general labour as and when requested.
Slate Asset Management, a global alternative investment platform targeting real assets, announced the firm is accelerating its focus on essential real estate. Slate will continue to invest globally across asset classes and the risk spectrum in real estate that supports the non-discretionary needs of day-to-day life, including grocery, residential, industrial and logistics, and healthcare.
Our decision to sharpen Slate’s focus on the theme of essential real estate will allow us to redeploy capital, expertise, and resources to asset classes within our portfolio that we believe are highly defensive and generate the best risk adjusted returns for our investors
Brady Welch, Co-Founding Partner of Slate
AngloAmerican has sold its Peace River Coal operation in northeast B.C. to Conuma Resources, marking a notable shift in Canada’s coal industry. The mine, which has been inactive since 2014 due to declining coal prices, was AngloAmerican’s only coal asset in Canada. The sale also reflects a commitment to sustainability, as AngloAmerican partnered with Conuma and First Nations to contribute to the Caribou Recovery Project, relinquishing part of the mine to protect wildlife habitat. While the sale price and production timeline remain undisclosed, the deal is expected to boost the local economy and job creation.
Grosvenor is moving forward with Phase 1 of its Brentwood Block master-planned project in Vancouver, partnering in a joint venture with an unnamed Canadian pension fund and Westerkirk Capital Inc. This joint venture completes the capital needed for the $1.5-billion development, which will include 1,730 housing units, a multi-storey community centre, and 200,000 square feet of commercial space.
PCL Construction has signed a multi-year deal with safety intelligence software company HammerTech to help make job sites safer and boost efficiencies across global operations. Built on the premise that efficient and effective workflows are key to robust safety programs, HammerTech’s safety intelligence platform will provide PCL with agility and adaptability to changing processes, enhanced reporting and data management, and greater efficiencies when collecting and analyzing safety documentation.
EnviCore, a Calgary-based sustainable materials technology company, announced the successful closing of its seed funding round, raising $4.2 million. The round was led by prominent industry investors, including CSN Inova Ventures (the corporate venture capital arm of Companhia Siderúrgica Nacional, Brazil’s largest fully integrated steel producer), Heidelberg Materials, Techstars, Hillside Ventures, and Angel Investor Mark and Faye McGregor.
Premier Construction Software, a global leader in financial cloud ERP solutions for the construction industry, announced a strategic partnership withLumber, a modern payroll and workforce management platform.
In today’s fast-moving construction landscape, successful project delivery relies on accurate, real-time data flow and seamless software integration. Partnering with Lumber allows us to build a powerful, well-architected API that drives both efficiency and scalability, ensuring that clients are empowered to make timely, informed decisions across their operations.
Karoline Lapko, CEO of Premier Construction Software
RSG International has announced a new partnership with Mark’s Commercial aimed at providing inclusive personal protective equipment (PPE) to all field employees across its businesses. As part of this initiative, RSG International has been trialling women’s shirts in the Health and Safety department at Powell Contracting, which has achieved accreditation under ISO 45001:2018, the global standard for occupational health and safety.
CDPQ, a global investment group, and Nuveen Green Capital (NGC), a leader in sustainable commercial real estate financing solutions, announced today the launch of a USD 600-million (CAD 830-million) integrated sustainable commercial real estate financing program. This offering combines Commercial Property Assessed Clean Energy (C-PACE) financing and senior bridge and construction financing aimed at the U.S. commercial real estate (CRE) market.
Canada-based AtkinsRéalis Group Inc. is set to work with the UK’s largest listed water company to deliver a major environmental program. United Utilities has appointed three design and development partners (DDP) in a contract worth a potential £90 million for each DDP over 11 years. AtkinsRéalis’ local delivery teams will create detailed designs for schemes across United Utilities’ water and wastewater sites, as well as bio resource and rainwater management projects.
Lafarge Canada and Geocycle Canada, part of Holcim Group, along with Natural Resources Canada, have opened Geocycle’s first low-carbon fuel plant at Lafarge’s Brookfield Cement Plant in Nova Scotia. The $10-million facility, supported by $3.53 million from Canada’s Energy Innovation Program, will divert 14,000 tonnes of waste annually from landfills to produce low-carbon fuel, reducing the plant’s carbon emissions by over 12,000 tonnes per year.
Canada’s latest Labour Force Survey for September reports an overall employment increase of 47,000 (+0.2%). Employment increased in sectors such as information, culture, and recreation (+22,000; +2.6%) and wholesale and retail trade (+22,000; +0.8%), but there was no specific mention of growth in construction or industrial jobs.
Employment in professional, scientific, and technical services also grew by 21,000 (+1.1%) in September, offsetting a prior decline in August.
Employment gains were strongest in Ontario (+43,000; +0.5%) and Quebec (+22,000; +0.5%), regions. Employment did decline in British Columbia (-18,000; -0.6%) and New Brunswick (-4,100; -1.0%).
Wage Growth and Full-Time Employment Up
Average hourly wages for all employees rose 4.6% year-over-year to $35.59 in September, a positive indicator for workers. Full-time employment saw a robust increase of 112,000 jobs (+0.7%), the largest gain since May 2022. However, part-time work fell by 65,000 (-1.7%).
Broader Labour Market Trends
The unemployment rate edged down to 6.5% in September, driven by lower unemployment among youth, which fell 1.0 percentage points to 13.5%. Despite the slight decline, the overall youth unemployment rate was still up 2.8 percentage points compared to September 2023.
Private sector employment continued to rise, increasing by 61,000 (+0.5%), while public sector employment fell by 24,000 (-0.5%).
Key Takeaways:
Toronto’s new 10-year economic plan, Sidewalks to Skylines focuses on improving transit, enhancing public safety, and increasing affordable housing, with a goal of building 285,000 new homes by 2031, particularly near transit hubs to create sustainable communities.
The plan emphasizes revitalizing Toronto’s main streets by supporting small businesses through initiatives like the Main Street Resiliency Fund. Additionally, it seeks to create quality jobs by investing in high-growth sectors such as technology, life sciences, and creative industries to bolster the city’s global competitiveness.
Recognizing the need for cooperation, the plan stresses the importance of collaboration between the City, provincial and federal governments, the private sector, and community leaders to achieve its goals. This includes securing long-term funding agreements to address infrastructure needs and economic development while fostering an inclusive, equitable economy.
The Whole Story:
Toronto is setting its sights on a future defined by inclusivity and economic growth with Mayor Olivia Chow’s newly unveiled Sidewalks to Skylines: An Action Plan for Toronto’s Economy. The 10-year roadmap aims to tackle some of the city’s biggest challenges: traffic congestion, housing affordability, and growing inequality.
The plan’s vision is this: Toronto must strengthen its economic foundation and leverage its assets to remain competitive globally.
“Toronto is now at a crossroads,” the report states. “Prosperity and wealth creation have not been equitably distributed, with significant disparities emerging.”
The report calls for action to address these challenges, emphasizing the need to “Get the Basics Right” by focusing on housing affordability, public safety, and efficient transit. According to the plan, failure to act now could lead to “losing our global position as the best place to live and invest.”
Tackling Congestion and Improving Transit
One of the most pressing issues the plan seeks to address is traffic congestion, which has long plagued Toronto. The Congestion Management Plan outlined in the action plan includes improving enforcement of bylaws that slow traffic, using new technologies, and creating strategic traffic mitigation measures.
According to the report, “we must tackle congestion head-on,” highlighting how transportation inefficiencies are draining both time and productivity in the city.
Housing Affordability Front and Centre
With Toronto’s housing market increasingly out of reach for many residents, the action plan focuses heavily on increasing the supply of affordable homes. The City aims to build 285,000 new homes by 2031, prioritizing affordable housing units near major transit hubs to create “complete communities.”
The report acknowledges that housing costs have become a severe issue, threatening Toronto’s ability to retain and attract talent.
“The average cost of a home in Toronto in 2023 was more than $1.1 million,” the report notes, underscoring the urgency of addressing this crisis. The city will work with provincial and federal governments to ensure housing developments are prioritized, while streamlining approval processes to get homes built faster.
Toronto Mayor Olivia Chow addresses business leaders.
Strong Main Streets and Quality Jobs
The action plan also stresses the importance of revitalizing Toronto’s main streets, which are crucial to the city’s economic vitality.
“Toronto’s unique small business neighbourhoods are vital anchors for vibrant, prosperous communities city-wide,” the report says. To support local businesses, the City will introduce a Main Street Resiliency Fund to help mitigate the impacts of rising rents and construction disruptions.
Additionally, the plan sets its sights on creating quality jobs and fostering a more inclusive economy. Investing in high-growth sectors like technology, life sciences, and creative industries is a priority, with the goal of making Toronto a top global competitor. “Investing in an inclusive economy that adds good jobs and leverages the diverse talent… of people who live here” is central to the strategy.
Collaboration with All Levels of Government
The plan makes it clear that the City cannot succeed alone. “This Action Plan is the City’s, but the City cannot do it alone,” the report states. Chow and her administration are calling on the provincial and federal governments, as well as the private sector and community leaders, to collaborate on efforts to make Toronto’s vision a reality. A long-term funding agreement with these partners will be crucial for addressing infrastructure needs, housing shortages, and economic development.
Path to Global Competitiveness
Ultimately, the goal of Sidewalks to Skylines is to make Toronto a more prosperous, inclusive city that can compete globally.
“It is our ultimate aspirational goal that, taking all these actions together, Toronto will be on a path to double its GDP in 25 years,” the report says.
With annual progress reports planned, Toronto’s leadership is set to provide regular updates on key outcomes.
Key Takeaways:
The Ontario government is investing up to $1.25 million in the construction of a new five-bed hospice on Six Nations of the Grand River, the first Indigenous-led, operated, and on-territory hospice in Canada. This facility will provide culturally appropriate end-of-life care for Indigenous people.
The hospice will incorporate Haudenosaunee teachings and traditional practices to offer physical, emotional, and spiritual support for patients. It will include culturally reflective spaces, sacred areas for ceremonies, traditional medicines, and healing practices to honor Indigenous cultural identity during end-of-life care.
The hospice will create a supportive environment for families, allowing them to gather, share meals, and process grief together. It will offer services such as nursing, personal support, symptom management, and culturally relevant bereavement workshops, ensuring that Indigenous traditions and needs are fully respected.
The Whole Story:
The Ontario government is investing up to $1.25 million to support the construction of Six Nations of the Grand River’s new five-bed hospice which will help Indigenous people and their loved ones connect to comfortable, culturally appropriate and dignified end-of-life care, close to home.
“Our government is ensuring people and their families have access to the care they need in their community, close to their loved ones,” said Sylvia Jones, Deputy Premier and Minister of Health. “Our investment to expand access to end-of-life care that recognizes the importance of Indigenous-led traditional healing on Six Nations of the Grand River is another step our government is taking to deliver compassionate and specialized care for patients and their loved ones.”
The new hospice – currently named Six Nations of the Grand River Community Hospice – will be constructed on Six Nations of the Grand River and will be the first Indigenous-led, operated and on-territory hospice in Canada. Its community-led services will incorporate traditional Haudenosaunee teachings to provide physical, emotional and spiritual support that will help Indigenous community members connect to equitable quality care that recognizes and respects their cultural identity, values and beliefs as they make their journey into the spirit world.
“Having our own hospice will be amazing for our members to be taken care of our way,” said Chief Sherri-Lyn Hill of Six Nations of the Grand River. “Our members will be able to live out their lives with loved ones and family surrounding them.”
The hospice will provide families the ability to gather with generations of loved ones and bond over food to process grief, loss, and transition. It will also connect people to traditional medicines and practices, specific to each individual’s end-of-life journey. This can include supports to help with nausea, pain, discomfort, and support relaxation. The hospice staff will all be from First Nations communities – where this is not possible, the hospice will ensure non-First Nations staff receive cultural sensitivity training on end-of-life traditions and care for Indigenous clients and families.
The hospice will include:
Decor that is reflective of cultural traditions, including colours and artwork
Sacred spaces for ceremonies
A garden space reflective of traditional medicines and the offerings of nature, providing opportunities to watch the stars, moon, and sun
Large spaces to support multiple families to be together during end of life, share meals and comfort one another
Culturally-relevant services such as traditional healers, elders and knowledge keepers
Hospice care including end-of-life nursing and personal support
Respite and symptom management
Bereavement workshops and counselling tailored to meet the specific requirements of the community.
Key Takeaways:
Ontario has started construction on the York BESS, a facility that will store 120 MW of electricity, enough to power 120,000 homes.
The Ontario government recently secured 3,000 MW of new battery energy storage capacity, the largest procurement in Canadian history, positioning the province to have the largest battery storage fleet in the nation and the third-largest in North America.
In addition to battery storage, Ontario is advancing nuclear, hydroelectric, and transmission infrastructure projects to meet the growing demand for power.
The Whole Story:
The Ontario government has broken ground on a new battery energy storage project in York Region.
Once completed, the new York Battery Energy Storage System (BESS) will store and release 120 MW of electricity, enough to power 120,000 homes.
“Here in York Region and across the province, energy demand is rising. That is why our government is moving forward with an ambitious plan to generate and store more affordable, reliable and clean power for our families, farms, and businesses,” said Stephen Lecce, Minister of Energy and Electrification. “Thanks to projects like this one, Ontario is on track to have the largest battery storage fleet in the nation and the third largest in North America, which will result in a more efficient grid and help keep energy costs down.”
In May 2024 the Ontario government concluded the largest battery storage procurement in Canadian history, which secured about 3,000 MW of new battery energy storage, enough to power three million homes. Capital Power was selected during the government’s first procurement framework to build two battery storage projects – including the York BESS – representing a total of 170 MW of energy storage. Capital Power anticipates that the York BESS will reach commercial operation by August 2025.
“Building affordable, clean, and reliable electric generation for our growing communities in Northern York Region and South Simcoe is essential to supporting local families and businesses,” said Caroline Mulroney, Member of Provincial Parliament for York-Simcoe. “By bringing the York Battery Energy Storage System to our region, we will ensure our electricity system remains one of the cleanest electricity systems in the world.”
The York BESS is expected to help meet rising demand for power in the Greater Toronto Area and across the province. Officials also intend for it to make the province’s grid more efficient by drawing and storing electricity off-peak when power demand is low and returning the power to the system at times of higher electricity demand.
“Capital Power proudly provides reliable electricity to power homes and businesses across Ontario. With our York Battery Energy Storage System (BESS), we’re actively deploying balanced power solutions that will enhance grid reliability and support Ontario’s thriving economy. Flexible solutions like natural gas and battery energy storage are critical to supporting the urgent need for reliable power across the province,” said Avik Dey, President and CEO of Capital Power. “We’re also proud to be partnering with Ontario Power Generation on assessing the feasibility of deploying small modular reactors in Alberta. Ontario is becoming a clean energy superpower and we’re excited to be a part of that story.”
Ontario’s Independent Electricity System Operator (IESO) now forecasts that the province’s electricity demand alone will increase by 75% by 2050. Building energy storage facilities is just one part of the government’s plan to meet that growing energy demand and reduce emissions by expanding Ontario’s energy grid. Other efforts include:
Hydroelectric Energy – Investing in existing hydroelectric stations, including a $1 billion refurbishment program that the Sir Adam Beck Generating Station in Niagara Falls.
New Transmission Infrastructure – Designating and prioritizing transmission lines in Southwestern, Northeastern and Eastern Ontario that will power job creators, including EV and EV battery manufacturing and clean steel production.
Additional Competitive Procurements – Launching the largest competitive procurement of clean energy resources in the province’s history in addition to successfully re-contracting existing capacity resources at about a 30% discount.
Key Takeaways:
The Movember Construction Challenge focuses on raising awareness about men’s mental health and other medical issues, ( particularly prostate and testicular cancer).
The initiative highlights progress in addressing mental health in construction, breaking down the “tough guy” mentality and encouraging open discussions.
This year’s industry program is bigger and better than ever. Companies across the construction sector are invited to participate in a 30-day challenge to raise funds and awareness. The winning team will earn a special trophy.
The Whole Story:
The construction sector is once again uniting for the Movember Construction Challenge, a month-long initiative to raise awareness and funds for men’s mental health, suicide prevention, prostate cancer, testicular cancer and other issues facing men.
But this year it is bigger and better than ever. Companies from across the sector—ranging from suppliers and trades to builders of highways and skyscrapers—will compete for fundraising glory while championing critical health issues that impact men in construction. The victorious team won’t only earn bragging rights. They will get to take home the Construction Challenge Trophy.
Addressing Critical Health Issues
The construction industry faces unique challenges when it comes to mental health. Workers often endure long hours, physically demanding tasks, and high-pressure environments. The industry’s prevailing “tough guy” mentality further complicates conversations about mental well-being.
The statistics are alarming: men account for 75% of all suicides in Canada, and construction workers are five times more likely to die by suicide than from job-related injuries. Additionally, 83% of workers report experiencing moderate to severe mental health issues. The Movember Construction Challenge seeks to address these pressing issues and foster a safer, more supportive environment for workers.
“Bringing Movember into the workplace has had a huge impact on our team,” said Rob Reid from Ledcor. “We’ve always emphasized physical safety, but we’ve evolved to consider mental health as part of that equation.”
Progress is being made. Reid noted that after two of his grandfathers died from prostate cancer, early detection saved his father’s life. And Movember discussions at Ledcor prompted an employee to get checked. He was diagnosed, treated and has since returned to work.
“This reminded me that every one of the conversations we have about our health could save someone’s life,” said Reid.
Kevin Hatch from Twin Lions Contracting added, “Mental health often gets overlooked in construction. We believe it’s crucial to create a healthy working environment where everyone feels safe to speak up and seek help when needed.”
A Challenge with Purpose
The Movember Construction Challenge invites companies to participate in 30 days of fundraising and awareness-building activities focused on men’s health. Teams will compete through fun events and personal challenges, with the top fundraising team winning the coveted Construction Challenge Trophy, a symbol of leadership in men’s health advocacy.
“By getting involved in the Construction Challenge, construction professionals are building more than just projects; they’re building communities where health and well-being are prioritized,” said Mitch Hermansen, director of development at Movember.
How to Get Involved
Companies are encouraged to register at movember.com and join the challenge by:
– Starting conversations about men’s health and encouraging open dialogue.
Participants can contribute to Movember in various ways, from growing a moustache to taking part in the Move Challenge, which involves running or walking 60 km to honour the 60 men lost to suicide every hour. Others can host events or create unique challenges to raise funds and awareness for men’s health.
“Movember is a fun, engaging campaign that resonates with this industry and tackles issues that directly impact its workforce,” said Hermansen. “The challenge allows us to work alongside leaders in the construction industry to drive meaningful change in workplaces and communities.”
Making a difference
Movember’s impact is significant, with over 50,000 Canadians participating in 2023, raising $20 million for men’s health. Since 2013, the organization has invested over $110 million into prostate cancer research and continues to fund mental health programs such as Movember Conversations, an online tool to support people in helping their peers with mental health issues. The Canadian construction industry is doing its part. Last year, the Construction Challenge raised $411,758. Ledcor was the top team, raising more than $109,000.
“We know that working in construction comes with stress factors that can have hidden psychological impacts,” said Edward Pyle, Vice President of the Saskatchewan Construction Safety Association. “Mental health concerns are as critical as physical hazards in our industry. We encourage the construction community to use this Movember challenge as an opportunity to have conversations with their teams and share resources to ensure everyone gets the support they need.”
The federal government is set to launch the Housing Design Catalogue in December 2024, featuring up to 50 standardized designs, including row housing and accessory dwelling units.
The project has received $11.6 million in funding from Budget 2024 and involves collaboration with architects like MGA | Michael Green Architecture and LGA Architectural Partners Ltd., alongside regional experts.
The Housing Design Catalogue aligns with the government’s broader strategy to address the housing crisis by integrating various housing programs and supporting an Industrial Strategy for Homebuilding. This approach aims to improve construction efficiency, reduce costs, and provide detailed, permit-ready design packages by early 2025.
The Whole Story:
Sean Fraser, Minister of Housing, Infrastructure and Communities, unveiled plans for the Housing Design Catalogue, a key initiative aimed at expediting the construction of new housing across Canada. The first iteration of the catalogue, set to launch this December, will feature up to 50 standardized conceptual designs, including row housing, fourplexes, sixplexes, and accessory dwelling units, intended to streamline the design, approvals, and construction processes.
“We need to build more homes, faster to end Canada’s housing crisis and ensure that everyone has a safe and affordable place to call their own,” said Minister Fraser. “The Housing Design Catalogue will help get us there by expediting approval processes and building times, and reducing the cost of building.”
The design contracts were awarded to MGA | Michael Green Architecture, which will cover British Columbia, and LGA Architectural Partners Ltd., which will collaborate with five regional teams to develop designs for Alberta, the Prairies, Ontario, Quebec, the Atlantic, and the North. In addition, an open submission process has been launched, inviting industry members to contribute existing prefabricated housing designs, with submissions due by November 8, 2024.
The government is also preparing to launch a competition in November for innovative mid-rise building designs, which will inform future iterations of the catalogue. The initiative aligns with Budget 2024, which allocated $11.6 million for the development of the catalogue, underscoring the federal commitment to tackling the housing crisis through collaboration with provinces and municipalities.
MCA’s recently completed Flora project in Paris, France.
With the aim of integrating other housing programs, the Housing Design Catalogue is expected to support an Industrial Strategy for Homebuilding, expediting construction methods while reducing costs. Detailed construction packages, compliant with building code requirements, will be made available in early 2025, further facilitating the development of new homes.
The Housing Design Catalogue is a recent initiative by the Canadian federal government, announced in late 2023 as part of efforts to address the country’s housing crisis. This project draws inspiration from a post-World War II program run by the Canada Mortgage and Housing Corporation (CMHC) between the late 1940s and 1970s, which provided standardized house designs to speed up construction.
The modern iteration, supported by Budget 2024 with $11.6 million in funding, aims to provide pre-approved, standardized housing designs that can be used across the country to accelerate construction and reduce costs. The government began targeted consultations with industry professionals, technical experts, homebuilders, non-profit housing providers, and various levels of government in January 2024 to inform the catalogue’s development.
In July and August 2024, the federal government invited multidisciplinary design teams to submit proposals for the first iteration of the catalogue, focusing on low-rise designs. The initiative is expected to feature a variety of housing types, including accessory dwelling units, multiplexes, and small to medium-sized buildings, with potential expansion to higher-density constructions and innovative building methods like modular and prefabricated homes.
Key Takeaways:
Ontario plans to introduce legislation requiring municipalities to get provincial approval before installing new bike lanes if they remove traffic lanes. Municipalities must prove these lanes won’t negatively impact vehicle traffic.
Ontario is moving forward with plans to increase speed limits to 110 km/h on all 400-series highways, and potentially up to 120 km/h on newly designed highways where safe.
The government is consulting with municipalities to create a pothole prevention and repair fund for the 2025 construction season, aimed at supporting smaller municipalities and improving road conditions across the province.
The Whole Story:
Ontario plans to introduce legislation that would, if passed, require municipalities to receive approval from the province before installing new bike lanes that would result in the removal of lanes for traffic. Municipalities would be required to demonstrate that the proposed bike lanes won’t have a negative impact on vehicle traffic.
“Cities in Ontario have seen an explosion of bike lanes, including many that were installed during the pandemic when fewer vehicles were on the road and their impacts on traffic were unclear,” said Prabmeet Sarkaria, Minister of Transportation. “Too many drivers are now stuck in gridlock as a result, which is why our government is bringing informed decision-making and oversight to bike lanes as well as taking steps to increase speed limits safely and clean up potholes.”
These proposed changes are part of upcoming legislation that will kick off the fall sitting of the Ontario legislature on October 21, 2024, with a focus on tackling gridlock and getting drivers and commuters across Ontario out of traffic.
Ontario is also moving forward with plans to increase the speed limit to 110 km/h, where it is safe to do so, on all 400-series highways. This builds on the safe and successful increase of speed limits on more than one-third of provincial 400-series highways to date. The government is also developing a design standard to allow vehicles to travel safely at speeds higher than 120 km/h on new highways.
In addition, to help make Ontario roads safer and prevent accidents and damages that can occur from potholes, the government is consulting with municipalities to develop a potholes prevention and repair fund to open in the 2025 construction season. The program would support smaller municipalities with road maintenance and set standards to help improve road conditions and promote high-quality roadwork across the province.
The government is also proposing to enshrine in the legislation the current freeze on knowledge and road test fees so that any future increases would require a legislative amendment. The freeze on fee increases, which was scheduled to rise roughly 4.5% a year, is expected to save Ontarians $72 million this decade.
RSG International has announced a new partnership with Mark’s Commercial aimed at providing inclusive personal protective equipment (PPE) to all field employees across its businesses.
“We’re committed to providing PPE that goes beyond simply fitting men and women—we aim to offer safety gear that is inclusive for everyone, regardless of gender, religious beliefs, or background. The safety equipment that protects our workers should be accessible to all,” says Lisa Laronde, President of RSG International. “By focusing on inclusivity, we ensure that every team member feels valued and protected. Safety shouldn’t be one-size-fits-all; it should reflect the diversity of the workforce, allowing everyone to perform their best while staying safe on the job.”
As part of this initiative, RSG International has been trialling women’s shirts in the Health and Safety department at Powell Contracting, which has achieved accreditation under ISO 45001:2018, the global standard for occupational health and safety.
“For women in construction, finding PPE that fits well is a constant challenge. Most clothing is designed with men in mind and often doesn’t fit properly. When your equipment fits right, you can focus on the job without worrying about whether you’re properly protected,” says Jenn Eden, Health and Safety Manager at Powell Contracting.
RSG International has been collaborating with Mark’s Commercial for over a year, purchasing their VizLite vests, which feature illumination technology to enhance visibility in low-light conditions. These vests provide a crucial layer of safety for road workers, who often face life-threatening hazards due to poor visibility. The enhanced visibility helps mitigate risks posed by fast-moving vehicles and poor lighting.
“We take great pride in partnering with forward-thinking companies like RSG International and industry leaders such as Lisa Laronde, who prioritize employee safety and well-being,” said Adam Gaiser, Vice President of Mark’s Commercial. “Over the past year, we’ve been thrilled to work with Lisa and her team to develop innovative, inclusive PPE products that fit every member of RSG’s diverse workforce. By collaborating, Mark’s Commercial and RSG International are not only introducing new technologies like VizLite High Visibility PPE, but we are also making our product line truly inclusive—designing garments that accommodate all employees, including those specifically tailored for women.”
RSG International stated it is excited to test VizLite tape to further bolster its safety measures and assess its effectiveness in enhancing work zones and road safety.
Key Takeaways:
The City of Calgary and Alberta’s government have agreed to advance Phase 1 of the Green Line LRT project from 4th Street S.E. to Shepard, preserving over 700 jobs and maintaining shared investments.
Alberta reaffirmed its $1.53 billion funding commitment to support ongoing work, while AECOM develops a revised downtown alignment to improve transit connectivity.
The Calgary Construction Association praised the decision, emphasizing the project’s significance for job creation, economic growth, and future phases of Calgary’s transit infrastructure.
The Whole Story:
The City of Calgary and Alberta’s Government have reached an agreement to move ahead with Phase 1 of the Green Line LRT project, extending the line from 4th Street S.E. to Shepard.
“Over the past few weeks, the City of Calgary and Alberta’s Government have engaged in productive discussions to deliver a Green Line that meets the needs of Calgary’s commuters and preserves value from the previous Phase 1 of the project,” said the province and the city in a joint statement.
Officials stated that this decision will preserve over 700 jobs and maintain shared investments in the city’s transit infrastructure.
Alberta’s government reaffirmed its $1.53 billion funding commitment, while AECOM, in collaboration with the City, works on a revised downtown alignment to improve connectivity with Calgary’s Red and Blue lines, southeast communities, and the new Event Centre. This alignment will be either at-grade or elevated and will connect into the Red and Blue Lines, the new Event Centre, and to southeast Calgary communities.
The Calgary Construction Association (CCA) welcomed the decision, emphasizing the project’s role in job creation, economic growth, and improved transit connectivity. CCA President Bill Black called the Green Line “essential” for both commuters and Calgary’s construction industry.
“We are proud to see the City of Calgary and the Province of Alberta working together to ensure this project stays on track. Every step forward is a win for both Calgary’s commuters and the construction industry,” said Black.
The CCA stated it is also optimistic about the continued collaboration between the City and Province on refining the downtown alignment, which will improve connectivity to key destinations, including the new Event Centre and southeast Calgary communities. The CCA noted that project remains a cornerstone for future economic development and a vital piece of Calgary’s transportation infrastructure.
The group added that with over 200 people moving to Calgary every day, efficient transit infrastructure like the Green Line LRT is more important than ever to serve the city’s growing population. As the city expands, the CCA reaffirmed the need for ongoing dialogue to ensure that North-Central Calgary is also served with adequate transit connectivity in future phases of the Green Line project. The group stressed that A fully connected LRT system is essential for maintaining Calgary’s long-term mobility and economic vitality.
Initially proposed as the city’s largest infrastructure project, the Green Line was meant to be a significant expansion of Calgary’s public transit system. However, it has faced numerous challenges, especially regarding its financing. The project’s costs have escalated over time, with the most recent estimate reaching $6.25 billion for the first phase.
In September 2024, the situation reached a critical point when Alberta decided to withdraw its $1.53 billion funding commitment. This decision was based on concerns about the project’s rising costs and reduced scope, with Transportation Minister Devin Dreeshen calling it a “multibillion-dollar boondoggle”.
The funding withdrawal left the City of Calgary unable to afford the project, forcing the city council to vote for winding down the Green Line. The wind-down costs were estimated to be at least $2.1 billion, including $1.3 billion already spent and an additional $850 million needed to wrap up the project.
Key Takeaways:
The Building Material Exchange (BMEx) program, launched by Light House, connects businesses with excess construction materials to those in need of affordable resources, aiming to reduce construction waste on Vancouver Island.
The construction industry is a major contributor to waste, with 22.7% of landfill waste on Vancouver Island coming from construction and demolition materials. BMEx aims to divert thousands of tonnes of materials from landfills annually, addressing this environmental challenge.
The program, supported by regional districts and policy changes like the 2024 Hartland Landfill material ban, plans to expand with an online marketplace and events to promote reuse, highlighting its growing influence and potential for innovation in waste management.
The Whole Story:
A new program on Vancouver Island aims to revolutionize the construction industry’s approach to waste management, potentially diverting thousands of tonnes of materials from landfills annually.
The Building Material Exchange (BMEx) program, launched by Vancouver-based non-profit Light House, connects businesses with excess construction materials to those in need of affordable resources.
The free program serves the construction sector between Nanaimo and Victoria, targeting a significant environmental issue. According to a 2022 study, construction and demolition materials accounted for 22.7% of waste at one Vancouver Island landfill.
BMEx has already attracted over 100 registered companies since its launch, with materials such as concrete, asphalt, metal, wood, glass, and fixtures eligible for exchange.
The program is supported by regional districts and aligns with recent policy changes. In 2024, the Capital Regional District banned multiple types of construction materials from the Hartland Landfill.
BMEx staff recently drove by a construction site throwing away wood scraps.
Light House plans to expand the program with an online marketplace and is organizing “challenge events” in November to showcase innovative reuse ideas.
Construction waste is a significant environmental challenge in Canada, with the industry generating massive amounts of material that often ends up in landfills. According to recent studies, nearly 4 million tonnes of construction materials are sent to landfill annually in Canada, representing an estimated 1.8 million tonnes of embodied carbon.
In Metro Vancouver alone, approximately 372,000 tonnes of construction and demolition waste were disposed of in 2021. The composition of this waste is particularly concerning, with wood comprising 48% of the estimated construction and demolition waste by weight, or about 177,011 tonnes per year. Plastics and asphalt also make up substantial portions of the waste stream.
The leaders of some of Canada’s top construction firms shared insights on overcoming challenges, promoting diversity, and embracing technology in a rapidly evolving industry at a recent high-profile panel discussion.
Andy Trewick, President and CEO of Graham; Kieran Hawe, President and CEO of EllisDon; and Jeff Watt, President of Ledcor, weighed in on pressing industry issues, offering their perspectives on what it takes to navigate today’s construction landscape.
The discussion was part of the Independent Contractors and Businesses Association’s Construction Innovation Summit.
Diversity and culture are key to resilience
Jeff Watt emphasized that diversity is a key factor in creating resilient construction businesses.
“Ledcor works across North America and in a variety of different industry sectors and geographies, and that diversity really creates resilience against industry disruption,” Watt said. “When one cylinder isn’t firing as well as it should be, the other cylinder sort of picks up on that.”
He also highlighted the importance of culture in the success of construction firms.
“Culture’s a really important attribute for a constructor,” Watt said. “We need to make sure that our people are incentivized to do it in a way that we want, and they’re actually doing it in a way where they’re able to use their skills and experience to solve the problems they face.”
Watt described how Ledcor’s culture is the sum of many smaller cultures across field and district levels, noting the importance of giving grassroots teams the space to develop ideas and solutions that are meaningful to them.
“It’s about listening to the innovations that come forward, focusing on grassroots missions, and celebrating how we do it,” he said.
The role of strategic flexibility
Graham’s Andy Trewick echoed Watt’s points, stressing that diversification is crucial in today’s unpredictable market.
“As one market is progressing, something else might be declining. We have to have a business that’s able to get through that,” Trewick said. “We need to be nimble, able to react to conditions, and have a business model that can flex and shift.”
As a CEO, I’m just the herder of cats. You develop tools through your career, but in the end, you’re trying to corral people to the same place.
Andy Trewick, Graham President and CEO
Trewick pointed out that a consistent organizational culture is vital as employees move within different units of the company.
“We want to have a similar culture so people feel like it’s always the same organization they’re working for,” he said, underscoring the importance of a unified cultural approach across Graham’s business units.
He also touched on the significance of having a clear strategic direction, rather than reacting solely to market conditions.
“We aren’t just reacting to the market. We have a clear path,” Trewick said. “Culture eats strategy for breakfast.”
Embracing technology and innovation
Kieran Hawe of EllisDon steered the conversation toward technology, noting the slow pace of technological adoption in the construction industry but pointing to exciting developments.
“We have about 300 technology people back in head office in Toronto, scrum masters, programmers,” Hawe said. “We’ve been running a gamut of three or four pilot programs annually.”
EllisDon has also started an accelerator program inviting startups worldwide to present ideas that could benefit the industry.
“Last year, we had a hundred respondents, we picked three,” Hawe said. “This year we have 160 applicants.”
Hawe noted the growing sophistication of these startups and their increasing understanding of construction needs. “These people are coming from Belgium, Australia… and they want to work with construction because we have a platform. At scale, we can push it out for them and it helps our industry,” he said.
He emphasized that while technology is progressing, the challenge remains in how to manage and apply it across diverse projects.
“One software doesn’t apply to all sectors,” Hawe said. “It’s exciting, but there’s a lot of heavy lifting.”
Addressing Risk in Mega Projects
The conversation turned to the rising complexity and risk associated with billion-dollar projects, which are becoming more common. Hawe pointed out the strain on experienced personnel, many of whom retired during the pandemic, leaving less-experienced people to take on large, complex projects.
“The contract model for these billion-dollar jobs is completely different,” Hawe said. “We’ve had to send more people to projects to make sure we have all the gaps covered.”
Trewick added that Graham is highly selective about the mega-projects it takes on, focusing on risk profiles and partnerships.
“We often lobby to get a project broken into smaller components,” Trewick said. “But owners aren’t always sophisticated enough to manage multiple packages, so they push everything into one bucket.”
Work hard on the weaknesses and blind spots. Set goals and tell someone about them, so you put some pressure on yourself.
Kieran Hawe, EllisDon President and CEO
The leaders all agreed that collaboration is essential to the success of large projects.
“These jobs don’t get built when people take positions and aren’t collaborative,” said Trewick. “In order to get one of those jobs over the line, you’ve just got to be collaborative.”
Watt shared concerns about how large projects can pigeonhole personnel into specific roles, limiting their development.
“On big projects, personnel and staff get kind of pigeonholed into one activity… they don’t have the same jack-of-all-trades perspective they get on smaller projects,” he said. “We need to use small projects as springboards to develop people.”
What makes a good leader
The panelists also shared their views on leadership, emphasizing that success in construction hinges on qualities like humility and initiative. Jeff Watt, who grew up working on a farm, underscored the importance of leaders taking ownership of problems and fostering a sense of community.
“You’ve got to take the initiative to solve problems,” Watt said. “The farm taught me that there’s really nobody else around to solve your problem, so you’ve got to do it.”
Andy Trewick echoed this sentiment, stating that leaders must be “team builders” who support collaboration across diverse groups.
“As a CEO, I’m just the herder of cats,” Trewick said. “You develop tools through your career, but in the end, you’re trying to corral people to the same place.”
Kieran Hawe added that self-awareness and setting goals are key to effective leadership.
“Work hard on the weaknesses and blind spots,” Hawe said. “Set goals and tell someone about them, so you put some pressure on yourself.”
Key Takeaways:
Nearly 70% of crane activity across North America is focused on residential and mixed-use developments, signaling strong demand in these sectors.
Calgary saw a significant 20% increase in crane numbers, driven by major infrastructure projects like the Green Line LRT and affordable housing developments.
Toronto’s crane count increased slightly, with 83 cranes in the downtown core, highlighting a recovery in construction activity following a slowdown earlier in the year.
The Whole Story:
North America’s construction industry is showing resilience despite a slight downturn in activity, according to Rider Levett Bucknall’s (RLB) Crane Index for Q3 2024.
Published biannually, the index tracks the number of operating tower cranes across 14 major U.S. and Canadian cities, providing a snapshot of the industry’s workload.
While the report shows a modest 5% decrease in crane activity since Q1 2024, the construction sector remains active, particularly in residential and mixed-use projects, which make up nearly 70% of all crane activity.
Of the 14 cities surveyed, seven experienced an uptick in crane numbers, four saw significant declines, and three held steady, showcasing the ebb and flow of urban development across the continent. The mixed-use sector, which blends residential, commercial, and retail spaces, continues to drive much of the growth.
Canadian cities: Calgary leads, Toronto shows steady growth
Calgary emerged as a standout in the Q3 report, experiencing a 20% rise in crane numbers, bringing the total to 24. This growth is largely attributed to major projects like the $1.2 billion Calgary Events Centre and the $5.5 billion Green Line LRT project. Additionally, residential construction to address affordable housing needs is ramping up, with $550 million allocated to new projects.
Meanwhile, Toronto, long known for its bustling construction scene, saw a slight increase in crane numbers, with the count rising to 83 cranes in the downtown core. Residential developments continue to dominate, with 43 cranes dedicated to housing projects. This resurgence follows a slowdown earlier in 2024, suggesting renewed growth across various sectors, including healthcare and education.
International trends: Mixed-use and residential dominate
Across the United States, mixed-use and residential projects remain the key drivers of construction. Cities like Seattle, Denver, and Los Angeles are seeing stable activity, although some regions, such as downtown Portland, are feeling the effects of high office vacancy rates, resulting in fewer cranes.
Boston, which saw a 22% reduction in crane count, continues to focus on mixed-use developments and educational projects. The city’s construction remains robust, despite the overall decrease.
Looking ahead
The Crane Index points to a dynamic and evolving construction landscape. Though some areas face challenges, such as high office vacancy rates, the ongoing demand for residential and mixed-use developments indicates a strong future for North America’s urban infrastructure.
With major infrastructure projects continuing and capital investments flowing into healthcare, education, and public-sector initiatives, the industry is expected to remain resilient despite market fluctuations.
Key Takeaways:
For the first time in 35 years, the Professional Engineers Government of Ontario (PEGO) will take legal strike action after 20 months without a contract or a fair offer from the Ontario government.
The strike is expected to affect Ontario’s ability to deliver and manage key infrastructure projects, including major highway expansions and the maintenance of existing infrastructure, as PEGO members oversee $185 billion in infrastructure development.
PEGO members earn significantly less (30% to 50%) than engineers in other sectors, leading to critical recruitment and retention challenges, which could delay key government projects such as Highway 413, the Bradford Bypass, and expansions in Northern Ontario.
The Whole Story:
For the first time in its 35-year history, the Professional Engineers Government of Ontario (PEGO), the certified bargaining association representing Professional Engineers and Land Surveyors employed by the Ontario Public Service (OPS), will take legal strike action.
PEGO says the strike is in response to 20 months without a contract or a fair offer by the Treasury Board of the Government of Ontario.
PEGO-represented engineering and land surveying experts work in eleven ministries/agencies and perform project management, oversight and enforcement roles related to the provincial highway network, the Ontario Building Code, land surveying, fire safety, food and workplace safety, clean air, and safe drinking water.
In addition to working on the government’s $185 billion dollar infrastructure building plans, PEGO members also oversee the maintenance of more than $85 billion dollars worth of already existing public infrastructure in Ontario including the 400 series highways. PEGO and the Treasury Board have in place an agreement as to the maintenance of essential and emergency services during a legal strike.
This strike will begin on Oct. 8 with PEGO members initiating a work-to-rule campaign. Subsequent escalation could include strategic withdrawals of labour by certain groups of employees in the PEGO bargaining unit for limited time periods.
PEGO expects the labour dispute will impact the government’s ability to advance and deliver on key infrastructure commitments and to manage existing infrastructure and operations. PEGO officials stated that the action taken by PEGO members will be “responsible and targeted”.
“We are engineers and surveyors, we want to be building. We want to support Ontario’s ambitious infrastructure building agenda, but adequate engineering resources need to be available to deliver on it,” said PEGO President, Nihar Bhatt, P.Eng.
“These past 20 months without a contract have been exasperating because we have no time to waste, as we have watched colleague after colleague leave the public service for significantly higher compensation elsewhere thus depriving the government of the expertise it needs to deliver on its agenda. We just can’t understand why the Treasury Board negotiators has been so slow to recognize that there is a problem, despite having the data and hearing from their own managers over and over again about this problem. For nearly 16 months at the bargaining table, PEGO has presented offers and solutions that will help deliver the government’s agenda and ensure that the engineering resources are in place to ‘get it done’.”
PEGO stated that its members have been stretched to the breaking point. An analysis of the comparator market shows that PEGO members earn 30% to 50% less than they could earn in the broad Ontario market working for municipalities, other government agencies or the private sector.
Officials noted that PEGO members often write standards, direct the work and exercise oversight of professionals in these comparator employers. As such, recruitment and retention of engineering and land surveying experts have become key issues at the bargaining table. They believe mounting vacancies have now become critical and could result in significant project impacts and delays on key priorities of the government, including Highway 413, the Bradford Bypass and overdue expansion of highways in Northern Ontario.
“PEGO remains hopeful that a settlement can be reached and calls on the Premier to get his officials to the bargaining table with a fair offer that keeps Ontario’s infrastructure agenda on track,” said the group.
Key Takeaways:
Metro Vancouver’s Second Narrows Water Supply Tunnel has won the 2024 Canadian Project of the Year Under $300 Million Award from the Tunnelling Association of Canada, recognizing its high level of engineering skill and quality in underground construction.
The tunnel, built 30 meters below the Burrard Inlet, will replace aging water mains that are vulnerable to earthquakes, ensuring the continued delivery of drinking water in the event of a seismic event. It is part of a broader effort to meet modern seismic standards.
Construction of the tunnel began in 2019 and is expected to be completed by the end of 2024, with the new water mains coming into service by 2028. This project will not only improve system resilience but also increase capacity to meet the demands of a growing population.
The Whole Story:
Metro Vancouver has tunnelled its way to the top.
Metro Vancouver’s Second Narrows Water Supply Tunnel has been selected as the 2024 recipient of the Tunnelling Association of Canada’s Canadian Project of the Year Under $300 Million Award.
“I’m so proud that this major drinking-water infrastructure project, which will help us keep delivering water even after earthquakes, is being celebrated,” said Mike Hurley, Chair of Metro Vancouver’s Board of Directors. “Metro Vancouver is working on hundreds of projects at any given time. The Second Narrows Water Supply Tunnel Project is an excellent example of the kind of award-winning, high-quality, on-budget work that our organization delivers.”
The Second Narrows Water Supply Tunnel is being constructed 30 metres below the bottom of the Burrard Inlet, east of the Ironworkers Memorial Bridge, between Burnaby and the District of North Vancouver. The tunnel will replace three existing water mains built between the 1940s and the 1970s that are vulnerable to damage during an earthquake and are nearing the end of their service lives.
The Tunnelling Association of Canada’s Canadian Project of the Year Award is presented to a team that has significantly contributed to a project in Canada that has demonstrated the highest level of engineering skill and shown insight and understanding of underground construction. Other members of the award-winning project team include Traylor Aecon General Partnership, AECOM, WSP/Golder, Mott MacDonald, Malcom Drilling, and Herrenknecht AG.
“The Second Narrows Water Supply Tunnel is one of the largest tunnels ever built by Metro Vancouver,” said Malcolm Brodie, Chair of Metro Vancouver’s Water Committee. “These kinds of water-supply projects are extremely complex, yet so important to our health and well-being. It’s an honour to see this one recognized for its exceptional quality.”
Completed construction works include: two vertical shafts (one on each side of the inlet); a 6.3-metre-diameter, 1.1-kilometre-long tunnel; and three steel water mains. Valve chambers, which will connect the new mains to the existing drinking water system, are nearing completion.
Construction began in 2019 and is expected to be substantially complete by the end of 2024. The three new water mains will be tied into the drinking water system over the next few winters and are expected to be in service by 2028.
Metro Vancouver collaborates with its member jurisdictions to plan for and deliver drinking water to 2.8 million residents using a system of water supply areas, dams, treatment facilities, reservoirs, pump stations, and water mains. Upgrades are regularly made to the system to maintain the regional district’s ability to reliably provide high-quality drinking water.
This project is one of a series of new regional water supply tunnels that are being designed to meet current seismic standards to ensure the reliable delivery of drinking water in the region in the event of a major earthquake. When complete, the Second Narrows Water Supply Tunnel will also increase the capacity of the existing system to meet the long term needs of the growing population.
