Senior Project Coordinator – Peterborough, Ont. – Matheson Constructors
Site Superintendent – Vancouver, B.C. – Kindred Construction
Senior Estimator – Vaughan, Ont. – Buttcon
Digital Construction Coordinator – Winnipeg, Man. – Bird Construction
Superintendent – Calgary, Alta. – Delnor Construction Managers
Senior Project Planner – Pickering, Ont. – CRG Energy Projects
Construction Supervisor – Toronto, Ont. – Formstructures Construction
Controller, Single Family – Calgary, Alta. – Jayman BUILT
Provincial legislation to fix outdated zoning rules and create more small-scale multi-unit homes (row homes, triplexes and townhouses) has now been adopted into local bylaws, or will soon be adopted, by almost 90% of communities throughout B.C.
“People expect governments to work together to tackle the housing crisis and provide more homes for people,” said Ravi Kahlon, minister of housing. “We are encouraged that the vast majority of local governments have worked hard to adopt much-needed provincial legislation to fix old zoning rules and deliver the types of homes that people need.”
Out of 188 local governments in B.C., 162 have adopted the small-scale multi-unit legislation by passing local bylaws, with another nine communities actively working to adopt the legislation.
Local governments were required to make changes to zoning bylaws by June 30, 2024, to allow either a minimum of one secondary suite or detached accessory dwelling unit; a minimum of three to four dwelling units; or a minimum of six dwelling units in areas near bus stops with frequent transit service, depending on location.
Fifteen communities have requested a formal extension on adopting the legislation beyond the June 30, 2024, deadline. Those requests are being reviewed by the Province. Two communities, the District of Wells and the Northern Rockies Regional Municipality, have been granted an extension due to recent or current impacts of wildfire and evacuation orders.
One community, the District of West Vancouver, rejected passing bylaw amendments and is currently not in compliance with small-scale multi-unit housing legislation. This community has been sent a 30-day non-compliance notice. At the end of that 30 days, a ministerial order could be issued.
A full listing of bylaw compliance and requested extensions by community is available in backgrounders.
In the coming months, the Province will evaluate the implementation of the legislation by local governments to ensure its success in helping to deliver more small-scale multi-unit homes.
In November 2023, the Province passed housing legislation to help deliver more small-scale multi-unit housing in communities. In December 2023, the Province also provided local governments with regulations and a policy manual to support the implementation of the legislation with a deadline for local governments to amend local bylaws by June 30, 2024.
According to the Province, small-scale multi-unit housing creates more options for the kinds of housing people are looking for, whether it is seniors looking to downsize while staying in their neighbourhoods, or young families searching for more attainable homes with outdoor spaces for pets, children and gardens.
PCL Construction has announced it will support the engineering, procurement and construction (EPC) works for Nova Scotia’s first grid-scale battery energy storage system (BESS), which will be built by Canadian Solar’s e-STORAGE.
PCL has been selected to complete the E House with switch gear, all civil scopes, landing invertors, BESS systems and electrical and mechanical connections for the three energy storage projects in Nova Scotia totaling 150 MW / 705 MWh DC. The project sites are in Bridgewater, Waverley and White Rock.
“This is an unprecedented milestone for the local communities and for renewable energy as a whole in Nova Scotia,” said Andrew Moles, general manager of PCL’s solar division. “We look forward to working with Canadian Solar’s e-STORAGE on this exciting new venture to deliver Nova Scotia Power’s flagship energy storage projects.”
“We are thrilled to select PCL to work with us on this significant benchmark in the renewable energy sector. Their strong portfolio as a premier utility-scale solar solutions provider is invaluable for the project,” said Colin Parkin, president of e-STORAGE. “Together, we’re proud to be setting a new precedent for North America by creating local jobs and enhancing grid reliability.”
These projects will play a crucial role in enhancing grid reliability and stability while supporting Nova Scotia’s transition to cleaner energy. Construction will be complete by the end of 2026, with the first site expected to be operational in 2025.
Jason Kuiack has started a new role as director of business development at Thompson Construction Group. Previously, Kuiack spent two years at Bothar Inc. as manager of crane and logistics.
Ray Licari has taken on the role of president at Buttcon East. Prior to this position, Licari worked in Ottawa as a director for Turner Townsend. He has more than 30 years of experience in global consulting, large-scale real estate and business operations, utilizing a leadership expertise and collaboration.
We are excited to see the growth and success he will bring to our Ottawa team. With Ray at the helm, we are confident that Buttcon East will continue to thrive and exceed expectations in the construction industry. We are honoured to have Ray Licari as the new President of Buttcon East, leading us towards a future of growth, quality, and sustainability.
Buttcon
Marlon Bray is Clark Construction Management’s new executive vice president. Bray has more than 20 years of experience, including roles at Faithful & Gould, A.W. Hooker and Associates and Altus Group.
Steven MacKinnon is Canada’s newest minister of labour. In his previous role as leader of the government in the House of Commons, MacKinnon accumulated experience building consensus and working with partners to pass legislation.
Allen Moon has began a new role as project coordinator for Scott Construction Group.
Michael Tymko is starting a new position as vice president, operations, at Inline Group. Since he joined the company more than three years ago, it has expanded across nine territories and provinces and grown to more than 250 employees.
Aaron Yohnke is returning to Canada to assume the role of vice president, corporate and integrated construction services at PCL’s North American headquarters. This comes after Yohnke spent five years as president, California buildings in the U.S. for PCL.
Dianne L. Watts has joined EllisDon’s board of directors. As a former Mayor of Surrey, B.C., and a seasoned executive, Watts brings a wealth of experience in innovation, economic stability, and community advocacy.
I am honoured to join EllisDon’s board of directors at an exciting time in the company’s growth and evolution. The future is bright with EllisDon, and I look forward to working with a great team supporting the entrepreneurial spirit.
Dianne Watts
Joel Weerdenburg is QM Environmental’s new vice president, operations Eastern Canada. He has been at the company for four years, previously serving as director and vice president, demolition and hazardous materials.
Octavio Flores has joined Kiewit as an infrastructure sponsor. Over the years, Flores has collected numerous awards, including being named Top 40 Under 40 in Canadian Construction and one of Construction’s Most Influential People.
Christian Nielsen has joined Low Tide Properties as its new head of property technology and innovation. He is a business technologist with over 15 years of hands-on experience helping clients achieve their goals through the strategic use of technology.
Ryan Hall is Calgary’s newest senior planner. Previously, Hall served as housing manager for Siksika Nation. Hall has extensive experience in policy development, housing initiatives, and Indigenous community engagement.
Landon Aldridge has announced a new role as chief operating officer at SkyFire Energy.
Stan Hussey and Mark Bemister are the latest inductees into the Electrical Contractors Association of British Columbia’s Hall of Fame.
Rob Caldwell is now general manager for Anthem Properties. Part of his duties will be overseeing the operations of Ottawa’s Carlingwood Shopping Centre.
Brett Armstrong has joined Avison Young as a new principal in Vancouver. Armstrong has spent 12 years at the company, excelling in office leasing and advisory services while serving as its practice leader for the downtown Toronto team.
Chad Fournier has accepted a new role as director, major projects, for Allnorth’s project delivery group. He brings 20 years of experience in project portfolio delivery, engineering and operations across the energy, natural resource, manufacturing and industrial infrastructure sectors. Centre.
Kirby Putnam is Avondale Construction’s new director of business development. Putnam, a civil engineer, operated as a private construction and business development consultant for the past five years, prior to which he served as an owner and vice president of Lindsay Construction.
Chad has the necessary ability to lead with energy, flexibility, and integrity. His drive to succeed, coupled with his practice of business process improvement, will deliver exceptional results for our clients.
Nick Stoneberger, director, project delivery group, Allnorth Consultants
Maksym Hil is SiteMax Systems’ newest senior full-stack developer. Before SiteMax, Hil worked as the head of the production and technical department at one of Europe’s most influential railway companies. During his tenure, Maksym not only excelled in operational leadership but also discovered his love for coding.
Matt Beedling is SureLine Projects’ new director of marketing and sales. Beedling has experience in marketing in the oil and gas sector. He will work to expand SureLine’s client roster.
The Ontario government aims to accelerate construction on the Gardiner Expressway by at least one year by providing up to $73 million to the City of Toronto on the condition that work may be allowed to proceed up to a 24/7 basis. This accelerated timeline moves the construction completion date from April 2027 to at least April 2026, which will benefit Ontario’s economy by an estimated $273 million by getting drivers and goods out of gridlock a year faster than planned.
“Our government is helping get the 140,000 drivers from Toronto, Peel, Halton, York, Hamilton and across Ontario who use the Gardiner Expressway each day out of gridlock and where they need to go faster,” said Prabmeet Sarkaria, Minister of Transportation. “The practical solutions we are implementing to speed up construction, like 24/7 work, will provide major economic benefits to Ontario and make life easier and more convenient for drivers from across the province, and in the local community.”
Ontario’s investment will support contractors working 24 hours a day, seven days a week, with multiple shifts per day. Additional measures also being supported through this funding agreement to improve traffic flow include modification of the Jameson to West Bound Gardiner on-ramp, opening a left-turn lane at Spadina Avenue from Lake Shore East Boulevard and relaxing noise restrictions and overnight lane closures.
“Together with the provincial government, we can rebuild the Gardiner Expressway more quickly and ease the painful congestion in downtown Toronto,” said Olivia Chow, Mayor of Toronto. “Working together, we can repair our aging infrastructure, ensure that the Gardiner Expressway is safe and help people get around our city easier.”
The current phase of work on the Gardiner Expressway involves the full demolition and rebuilding of 700 metres of elevated roadway from Dufferin Street to Strachan Avenue, rehabilitating the supporting structures and adding a new traffic management system and streetlights.
The Gardiner Expressway is one of Canada’s busiest corridors with more than 140,000 vehicles travelling on it on an average weekday. A recent study found that travel times on the Gardiner Expressway have increased up to 250 per cent in the morning rush hour and 230 per cent in the afternoon rush hour.
A study of Greater Toronto and Hamilton Area residents by the Toronto Region Board of Trade found that 73 per cent of respondents support 24-hour road construction and 74 per cent support 24-hour public transit construction.
Once construction is complete, drivers will save on average up to 22 minutes per trip, saving commuters time and allowing visitors to get to world-class events, like the FIFA World Cup, quickly and safely.
In November 2023, the Ontario government and the City of Toronto reached a New Deal to help ensure Toronto’s long-term financial stability, including up to $1.2 billion in provincial operating supports over three years and uploading the Gardiner Expressway and Don Valley Parkway to the province, subject to third-party due diligence.
Cross Fraser Partnership has been selected by the province of B.C. to build the George Massey Tunnel Project. The team consists of Bouygues Construction Canada Inc., Fomento de Construcciones y Contratas Canada Ltd., Pomerleau BC Inc. and Arcadis Canada Inc.
The team can now proceed to the the next stage of design for the new toll-free, eight-lane tunnel.
“This is a huge step for the Fraser River Tunnel Project, which will see a new toll-free, eight-lane tunnel built to replace the aging George Massey Tunnel,” said Rob Fleming, Minister of Transportation and Infrastructure. “With this team in place, we can finalize the project design and ready it for construction, helping us improve travel for people moving along Highway 99 between Richmond and Delta.”
The new crossing will replace the George Massey Tunnel with a toll-free, eight-lane immersed tube tunnel that includes three general-purpose travel lanes and a dedicated public transit lane in each direction. The new tunnel will also feature a separate multi-use path to support walking, biking and other active transportation options.
“We’re addressing traffic congestion at this bottleneck to make it quicker and easier for people to get where they’re going,” said Dan Coulter, Minister of State for Infrastructure and Transit. “Dedicated lanes through the tunnel will make public transit along the corridor faster and more reliable, and for the first time ever at this location, people will be able to cross the river on foot or by bike.”
Building on the extensive design work already completed by the province, the project now enters the development phase, which allows a transparent and collaborative approach to tunnel design, and agreement on project costs and risks between the Province and Cross Fraser Partnership. The final design and cost submission will culminate in a design-build agreement.
The environmental assessment continues in parallel with the development of the project design and early works with major construction starting in 2026.
In advance of tunnel construction, the province is delivering several corridor improvements along this vital stretch of Highway 99 to improve travel. Transit and cycling upgrades along Highway 99 are already complete and the Steveston Interchange Project will reach a key milestone this year with construction of the first half of the new interchange.
In June 2024, crews began erecting the 21 concrete girders that will support the first half of the new interchange. Steveston Highway traffic will then move on to the new structure so the old overpass can be removed and work can begin on the second segment. The Steveston Interchange Project is on schedule for completion in 2025.
“Along with the new eight-lane tunnel, the new five-lane Steveston Interchange under construction will make it easier for people to travel within our community,” said Kelly Greene, MLA for Richmond-Steveston. “Improved transit connections, facilities for biking and walking, reduced traffic congestion and easier access to, from and across Highway 99 all make this project an important one for Steveston and Richmond residents.”
Also in Richmond, preloading of soil for an additional southbound lane between the Westminster and Steveston highways will get under way this summer. The additional Highway 99 lane will result in a consistent, eight-lane configuration from Westminster Highway in Richmond to Ladner Trunk Road in Delta once the new eight-lane tunnel is in place in 2030.
With these Highway 99 corridor improvements complete and the new tunnel in place, vehicles will travel along the corridor at 80 kilometres per hour, unlike the current average of 30 kilometres per hour.
The Ontario government has announced it is investing up to an additional $260 million through the Skills Development Fund (SDF) Training Stream to tackle the province’s labour shortage.
This will be the largest round of funding since the SDF Training Stream was launched in 2021 and brings Ontario’s total investment through the Fund to up to $1.4 billion. The government is also investing over $7.2 million through a previous round of SDF to train nearly 3,300 workers in the Kitchener area and across Ontario.
“Our government’s record investments in the Skills Development Fund are helping connect workers here in Kitchener and across the province to better jobs and bigger paycheques,” said Premier Doug Ford. “By continuing to work for workers and make these important investments, we are also tackling Ontario’s labour shortage and bringing back good-paying jobs in manufacturing and the skilled trades.”
Building on the success of the previous four rounds, Ontario will open the fifth round of SDF Training Stream on July 29, 2024, to address challenges for recruiting, training and upskilling workers for in-demand sectors such as manufacturing, construction and technology. Organizations eligible for funding include employers, employment service, training providers, labour unions, community organizations, business and industry organizations, municipalities, hospitals, Indigenous Band offices, Indigenous skills and employment training agreement holders and service system managers.
“Under Premier Ford, our government has revived our province’s manufacturing and construction sectors – and the key to our success is Ontario’s workers,” said David Piccini, Minister of Labour, Immigration, Training and Skills Development. “That’s why our government is launching the biggest round of our Skills Development Fund yet by investing up to $260 million to train even more workers across the province. Whether your passion is developing the next generation of EVs, building nuclear power stations or creating homes for new families, our government is making sure you have the opportunity to thrive.”
The announcement was made in Kitchener, where the government also announced an investment of over $7.2 million through the fourth round of SDF to train nearly 3,300 local workers and jobseekers for careers in manufacturing and construction. This brings Ontario’s total investment in training for Kitchener area workers to over $20 million. These projects include:
The City of Calgary and Calgary Sports and Entertainment Corporation (CSEC) have revealed the design for Calgary’s new event centre – formally named Scotia Place.
The project team stated that the design is influenced by the ancestral and historical land of Indigenous Peoples and the culturally significant site that embodies a shared purpose – to gather. It brings together Indigenous cultural perspectives with Calgary’s and the region’s natural beauty, reflecting the four elements of nature – fire, ice, land and air.
A striking feature of the building is the central structure with a textured flame motif that emulates a home fire, which is further amplified when it is lit at night. The home fire, a place of warmth and energy that brings people together to share stories of the past and create stories for the future, rises from the white, glacial-like forms that define the lower parts of the building.
“When you consider that Calgary is already the envy of other cities with a new world-class convention centre in the heart of the Culture + Entertainment District, the addition of Scotia Place is another signal to investors that our city understands how to build a future that leverages hospitality and hosting as its core strengths,” said Mayor Jyoti Gondek. “We are also acknowledging and honouring the foundational role that Indigenous communities have played for generations in making Calgary, and now Scotia Place, a space where we all belong.”
Scotia Place, which is scheduled to open in fall 2027, will be a 10-acre city block designed for community and connection and includes a community rink, outdoor and indoor plazas spaces, four restaurants, the Calgary Flames Team Store, and future development opportunity in the northeast corner. It will provide gathering places and amenities for the 8,000 people who will live in the new downtown neighbourhood.
“Calgary has a long history of hosting world-class events, drawing millions of visitors to the city each year, generating revenue for local businesses, and boosting the economy,” said Danielle Smith, Premier of Alberta. “With construction on the Calgary Rivers District and Event Centre now underway, Calgary is one step closer to a revitalized downtown that will bring new energy into the city, attract more exciting events, and create jobs to improve the quality of life for Calgarians.”
A development permit application for the facility was submitted on July 19, 2024. This was a significant milestone for the project team, consisting of CAA ICON, HOK-DIALOG, and CANA/Mortenson. People interested in following or commenting on the permit can find the application at Calgary.ca/dmap. The application is expected to be heard by the Calgary Planning Commission by end of 2024.
“At CSEC, a key component of our mission is to be the heartbeat of our community, create connections and bring people together,” said Robert Hayes, CSEC President and CEO. “Scotia Place will become the perfect home to achieve and share this mission with all Calgarians. Seeing the design brings the vision of so many contributors to life. We are especially thankful to the City of Calgary and the Province of Alberta for their leadership and support to help bring us to this point. In stride with our partner Scotiabank, we are very proud to play our role in presenting Scotia Place as the culmination of diligence and passion, that is now visual in this breathtakingly beautiful and meaningful facility.”
Acknowledging the significance of the building’s location at the confluence of the Bow and Elbow Rivers on the ancestral land of the Treaty 7 Peoples and the Metis Nation, The City, CSEC, HOK-DIALOG and CAA ICON worked with an Indigenous Advisory Group that included representatives from the Treaty 7 Nations, the Métis Nation of Alberta, Region 3, and the Urban Indigenous community throughout the design process.
“It was great to be part of a truly representative voice that included all indigenous peoples of southern Alberta regarding the design of this center acknowledging the historic significance of the land it sits on to the Metis people,” said Carmen Lasante Captain of the Calgary Elbow Metis District. “Inclusivity is a core part of who the Metis are. The City has worked hard to include many diverse histories together in creating this space.”
A key theme heard often during the Indigenous engagement sessions was “Come in, there is room”, making it clear that Scotia Place needs to be a place that is designed for all.
The public plazas are designed to honour the deep-rooted connection that Indigenous Peoples have with the land, incorporating representations of the tipi, Métis Trapper’s Tent, and elements of Alberta’s world-renown natural landscape.
An important design decision was to lower the event and ice surface so that the primary concourse will be at street-level. Calgarians and visitors will be able to move seamlessly between the curb, the primary concourse and the outdoor public plazas.
“We at DIALOG are thrilled to join forces with HOK and combine our unique expertise to transform Calgary’s Event Centre into the catalyst for a dynamic new urban community,” says Doug Cinnamon, Partner Architect at DIALOG.
“Other design principles including public realm activation, the integration of indigenous influences, public art & storytelling, sustainability, and a balance between past, present, and future is central to our vision. The ultimate goal is to ensure seamless accessibility, promote mixed uses, and create vibrant public areas for everyone to enjoy. This joint redesign represents an opportunity to spur investment into the area and enhance its cultural vitality, anchoring Calgary’s position as a thriving, bustling community hub.”
Scotia Place is a generational investment in Calgary’s emerging vibrant Culture + Entertainment District. A modern event centre with universal accessible design throughout and with energy and water conservation built in to maximize efficiencies and the ability to be net-zero by 2050, Scotia place is designed to serve Calgary’s growing community for decades to come.
The University of Waterloo has been chosen as the site for the new state-of-the-art hospital being built for Waterloo Region in partnership with St. Mary’s General Hospital and Grand River Hospital. The Ontario government has invested $5 million to support the early planning and construction of the new hospital that will expand services and add more beds.
“The new site for the Waterloo Region hospital at the University of Waterloo will foster innovation, enhance research and better connect the growing region to convenient care closer to home,” said Premier Doug Ford. “Right across the province, our government is investing more than $50 billion to support more than 50 major hospital projects. When it comes to your health, we’re building a health care system that people across Ontario can count on.”
The new hospital site is located on University of Waterloo lands west of Bearinger Road and Hagey Boulevard in Waterloo, making it more convenient for people living in the area and surrounding communities to access. The new hospital will include the facilities to provide the following care:
Planning work between the hospitals and the University of Waterloo is underway, with the new hospital expected to open in 2035.
“Under the leadership of Premier Ford our government is making record investments to build a health care system that lasts, connecting more people to the care they need, when they need it,” said Sylvia Jones, deputy premier and minister of health, “The new Waterloo hospital is the next step our government is taking to ensure families in the rapidly growing Kitchener Waterloo region are provided with the right care, in the right place, for decades to come.”
Practice Lead – Abbotsford, B.C. – SiteTechnology
Senior Estimator, Pipeline – Edmonton, Alta. – Ledcor
Vice President, Procurement – Toronto, Ont. – Infrastructure Ontario
Estimator, Sewer & Water Construction – Vancouver, B.C. – Castle Rock Enterprises
Senior Construction Project Manger – North Vancouver, B.C. – Naikoon Contracting
Project Manager, Electrical Construction – Vancouver, B.C. – Centre Electric
Design Manager – Nelson, B.C. – Kalesnikoff
Project Engineer – Richmond, B.C. – Flatiron Construction
Matt Roberts has been on both ends of the construction labour shortage and is using his real life experiences both, good and bad, to build a unique platform for workers and companies in the temporary labour space in Canada.
After leaving the UK construction industry to settle in Vancouver, the experienced carpenter struggled to find connections and make a living wage. And after starting his own contracting company, he had to build out his own international network to source quality workers.
With the Canadian industry facing a critical shortage of workers, Roberts felt his approach could solve two problems at once: support overseas workers looking for a better life and providing high quality and legal labour for construction.
The result was A Few Good Lads, a labour service that specializes in construction and related sectors, and adopts a long-term approach to reinforcing the industry’s ranks.
Raised in Sheffield, a historic steel-producing city in South Yorkshire, Roberts was immediately drawn to the trades. His family has a rich history of carpentry, furniture making and steel production, so he decided to also work with his hands.
“I went down the non-academic path and I love it,” said Roberts. “I really took a shine to it, and I was lucky enough to get trained by a master carpenter in the UK. I learned good, standard carpentry and was fortunate to work on some beautiful properties. I fell in love with it straight away and I never thought about doing anything else. I’ve always loved construction and have an interest in architecture. It’s being able to put your stamp on something.”
At 23, Roberts was at a crossroads. He could play it safe and put a downpayment on a house in his hometown or try something new. Coming from a poor background, he’d never been able to travel. So, he decided to pack his bags and explore the world. It was a years-long journey that transformed his thinking and eventually landed him in the Canadian industry.
He saw Israel, India, parts of Asia and even lived in Australia for several years. All along the way he made friends and learned about other cultures.
“I met some Canadians and Irish people who’d settled in Vancouver, so I decided to come see them for a few months and here I am 13 years later,” said Roberts, who also recently became a Canadian citizen.
But early on it wasn’t easy. Despite his extensive trades experience, Roberts struggled to have his credentials and experience recognized in Canada and be compensated accordingly.
Eventually he was able to familiarize himself with the local industry, earned more and started his own contracting company. He then ran into the same problem construction companies across the country are familiar with finding quality labour.
“I used the general labour companies that existed then and it wasn’t cutting it,” said Roberts. “The quality wasn’t there, and the guys weren’t working out.”
He began tapping into his global network that was built up from years of traveling and sourced labour from the expat community.
“I won a project in Shaughnessy doing a big house and used my lads and all the subtrades were saying asking where I found such good workers and that’s kind of how A Few Good Lads was created.”
Unlike other labour services, Roberts wanted to create the kind of community and support that wasn’t there when he was starting out in Canada.
“I wanted to give us immigrants a fair landing pad and a fair wage,” said Roberts, whose team helps workers by providing insights into moving to Canada, securing a job and finding housing. They also provide social events, meetups and support for whatever may arise.
The process starts even before workers get on a plane. Lads has strategic partners in several countries that help vet candidates and prep them for Canadian life and the local industry.
“We’re a home away from home and offer support all the way through, so I don’t think other competitors in our field have the same retention that we do,” said Roberts.
He noted that this feeds into long-term upskilling, which means higher wages for their workers and more experienced people for clients.
“That’s our ethos. We want to develop people who are going to stay in Canada, be a part of the Canadian lifestyle and want to work in the industry,” said Roberts.
Lads has been able to take people with little or no construction experience, provide relevant training and help them build careers as a foreman or site superintendent. Roberts believes that Lads is a social enterprise as much as it is a business and can be a force for good.
“It’s the same feeling I get when I have built or renovated a house for a family. This is my replacement for swinging a hammer, it’s helping these guys make a go of it,” said Roberts.
“It’s also about giving back to Canada and being a part of the Canadian experience,” he said. “I’m a really proud recent citizen here, and it’s great knowing that some of our lads will become citizens and contribute back into the Canadian way of life.”
Lads has its eye on expansion. They’ve seen remarkable success in Vancouver and Toronto and currently have their eye on setting up shop in Calgary, Kelowna and Vancouver Island. The big picture isn’t just helping construction. It’s about helping Canada solve a real problem that is driving up construction costs and housing prices.
With massive parts of the construction sector forecast to retire, Roberts really believes a more refined immigration strategy could be key to maintaining the workforce.
A recent report by BuildForce Canada found that Canada’s immigration system heavily favors university-educated applicants and overlooks individuals with trade certificates or competencies needed in the construction sector. A small percentage of applicants admitted to Canada have apprenticeable or non-apprenticeable trade certificates (4%), while a large chunk have university education (69%).
“I think focused immigration is the key solution to mitigating the current labour issues. We need to target immigration more specifically towards the industry then offer pathways to continuing training and certification in the Canadian system’” said Roberts. .” We are really proud that a Few Good Lads is able to play such a key role in connecting aspiring workers with good quality local companies”
If you are looking for labour or recruitment services, contact the team at A Few Good Lads.
The Ontario government is getting shovels in the ground on a new interchange at Highway 400 and Simcoe County Road 88 and a new southbound lane on Highway 400 that will connect to the future Bradford Bypass. Construction begins this summer and officials believe the work will play a key role in fighting gridlock across the Greater Golden Horseshoe.
“Our government is delivering on its promise to build the Bradford Bypass, expand our highway network and get people where they need to go,” said Prabmeet Sarkaria, Minister of Transportation. “Combined with the widening of Highway 400, these investments will help tackle gridlock, shorten travel times, and drive economic growth.”
The construction contract has been awarded to Dufferin Construction Company and includes building part of a southbound lane on Highway 400 that will connect to the new Bradford Bypass, reconstruction of the Highway 400-Simcoe County Road 88 interchange and its underpass bridge, widening Simcoe County Road 88 from two to four lanes and widening the Highway 400 platform to accommodate future expansion to 10 lanes.
“Today’s announcement demonstrates the government is choosing to build much-needed transportation infrastructure,” said Walid Abou-Hamde, CEO, Ontario Road Builders’ Association (ORBA). “ORBA and its members commend Premier Ford and his government on taking another step towards building the Bradford Bypass, an important part of the province’s plan to improve connectivity, relieve congestion and promote economic growth.”
In May, the Ontario government awarded AECOM the contract for the detail design of the west section of the Bradford Bypass, which will run 6.5 kilometres from Highway 400 to Simcoe County Road 4. The Bradford Bypass will be a vital link for communities in York Region and Simcoe County, providing better connections to jobs and housing. During construction, the project is expected to support up to 2,200 jobs annually and contribute up to $286 million to the province’s gross domestic product (GDP).
“The people of York-Simcoe have been asking for the Bradford Bypass for nearly 50 years,” said Caroline Mulroney, MPP for York-Simcoe. “Under the leadership of Premier Ford, our government is getting it done. We’re building new highways and expanding area roads that will ease congestion around Bradford West Gwillimbury, making life easier for area residents and commuters across York Region and Simcoe County.”
History has a way of repeating itself.
In 2009, Mike Maierle, then a Construction Manager for a major general contractor in BC, packed up his bags and left Vancouver for the Bahamas to lead the nation’s largest infrastructure project ever—the Lynden Pindling International Airport Expansion for Nassau Airport Development and Vantage Group. It was a monumental responsibility. He had rapidly climbed the ranks and was on track to be a critical part of the company’s leadership.
But he dreamed of starting his own company, nimble enough to tackle the most interesting, complex projects imaginable.
“The construction industry has been stuck doing things the same way for decades and I was tired of the status quo. I wanted to start a company that would be disruptive and change the building game. I wanted a speed boat, not a cruise ship.”
Fifteen years later, Maierle is once again heading to the Bahamas for another massive project. But this time, as the Founder and President of ETRO Construction, with his own team.
Maierle’s previous employer, in Joint Venture with local Bahamian General Contractor Woslee Construction, was tasked with expanding the airport to accommodate service for 2 million more travellers annually. While Maierle was already a veteran of large complex commercial projects, he was thrown into the deep end on an island in the Caribbean 5000 kilometres away from home.
“When I first landed in Nassau, we were learning on the fly,” said Maierle, recalling the airport project. “There was one trailer on-site. No desks. No chairs. No internet. And I was the first full-time team member to mobilize. We built a team of roughly 35 people with me leading the project as a 27 year old Construction Manager.”
Among them was Hrvoje Pavic and Dan Chyzowski who would go on to be some of ETRO’s first employees and remain part of its leadership team today. Pavic is a General Superintendent and Chyzowski is ETRO’s Vice President of Construction.
The project included a new International Arrivals and International Departures/Domestic Terminal, and a fully renovated and expanded US Departures Terminal.
While he already had been making plans to launch his own construction company well before heading to the Bahamas, Maierle believes the experience he gleaned was invaluable.
“I had a lot of autonomy to run the things out there, and I learned a lot about the business that I wasn’t exposed to before,” he said.
The project was a huge success and foreshadowed some of the advanced construction methods ETRO now uses daily. His team worked with the owner and design consultant to develop new ways to pre-fabricate and revise standard construction sequencing so work could be accelerated. They utilised Building Information Modeling (BIM) and 3D scanning in its infancy and when others questioned its value to complete the 50 month project almost three months early under an accelerated schedule that accommodated a continuous flow of arriving and departing passengers throughout the three complex phases.
Maierle is going back to the Bahamas, this time with his own company, ETRO, to build the 486,000 square foot Four Seasons Ocean Club Resort Residences, a curated collection of 67 turnkey private residences managed by Four Seasons, located in close proximity to The Ocean Club, A Four Seasons Resort.
The project includes four towers (three are six stories tall and one nine stories tall). It will be built on a two level podium, one for parking and back-of-house space, the other for restaurants, a spa, fitness facilities, and other luxury amenities. The entire project is expected to take roughly 40 months, wrapping up in 2028.
“It’s high-end finishes, everything is imported—whether it’s Italian stone, custom millwork, you name it. It’s a very unique project,” said Lee Cavazzi, Senior Project Manager with ETRO with vast experience managing large and complex out-of-town projects. “It’s a branded resort, so you have high standards you must comply with.”
But the biggest challenge is obvious. Located on Paradise Island near the Bahamian capital of Nassau in the Caribbean, it’s a long way from ETRO’s headquarters in Burnaby, BC. If you are missing an element of the project, it will take at least three weeks to have it shipped over, so coordinating the project and managing procurement before shovels get in the ground will be key to success.
“Everything has to be shipped in via container, so it’s a logistics challenge,” said Cavazzi. “We’ve spent a lot of time pre-planning, and we still are. There are a number of design-assist trade contractors on board, many of which will be formally awarded in the coming weeks so we are planning installation processes and sequence of deliveries with them. We will kickstart 3D modelling of all the mechanical and electrical systems shortly as design is finalized so any conflicts can be resolved. ETRO is on the forefront of this kind of technology.”
ETRO is not going at it alone.
In addition to working with Florida-based client Two Roads Development and New York-based Access Industries, ETRO has Joint Ventured with the same Bahamian company that contributed to the success of the airport project, Woslee Construction. Woslee’s experience, reputation and deep knowledge of the local industry, large fleet of equipment, and self perform capabilities pair well with ETRO’s cutting-edge pre-construction, project management, and VDC expertise. The partnership between Maierle and Woslee, forged during the airport project, has grown stronger over the years, built on mutual respect and shared successes.
“I’ve maintained a great relationship with Ashley Glinton, President, and Marc Hewison, Vice President, of Woslee since the airport project,” said Maierle. “Their expertise and local knowledge are invaluable, and combining that with our advanced construction process really creates an incredible partnership.”
This relationship has been immensely beneficial. When Woslee was looking for a JV Partner on its complex Four Seasons project, they reached out to a team with a proven record of success and sophisticated construction skills.
“Projects of this size and scope only happen every so often in the Bahamas,” said Maierle. “Marc called me in late 2022 and asked if we would be interested and the rest is history.”
Since then, ETRO has been engaged on the project for the past 18 months leading the preconstruction services, budgeting, scheduling, logistics planning and trade engagement. . ETRO will deploy 10-12 management and supervisory staff to the Bahamas over the next two years and the JV are committed to ensuring at least 75% of the workforce on the project are local Bahamians. They expect to have 500-600 construction workers onsite at the peak of the project.
“We are talking to trades from all over the world: Europe, the U.S., Canada, Mexico, South America. It’s a global project,” said Cavazzi.
ETRO doesn’t plan for this to be a one-time opportunity. Maierle explained that the close bond he’s formed with Woslee’s team could lead to more opportunities in the future.
“We will hopefully be there for the long term and continue to grow the market with our JV Partner,” said Maierle. “The staff we have sent there think it’s awesome. They can often walk to work. They are on the beach. Paradise Island is a beautiful place to be. It’s a cool opportunity. And we have always just wanted to build cool projects with great people.”
More often than not, people are visiting a hospital during a challenging time in their life.
The doctors, nurses and other staff have a critical role to play in ensuring patients get the care that they need, but the building itself can also assist in healing. Architecture firms like Parkin Architects, which specializes in designing medical facilities, are experts in creating spaces that provide privacy, efficiency, dignity and comfort.
They have worked on some of the nation’s largest and most sophisticated healthcare projects, including South Niagara Hospital, Surrey Memorial Hospital (Critical Care Tower), Royal Inland Hospital, Royal Columbian Hospital and more.
One of their recent projects, the new Western Memorial Regional Hospital in N.L. recently opened. It features a top floor designed specifically for mental health care.
The mental health care floor includes an adult unit, medical unit, a small child and adolescent unit, two observation rooms, a day program area and separate and secure outdoor terraces that have views of the mountains and harbour to promote mental healing.
SiteNews spoke with Parkin Principal May Chow, an expert in sustainable and healthcare design, about what goes into creating a modern healthcare facility.
SiteNews: What prompted you to specialize in the healthcare sector as an architect and what sort of training and knowledge does it take to get into this niche?
Chow: As an architect, I have a passion for creating built environments that focus on improving people’s quality of life. This is especially true by specializing in the healthcare sector as the spaces we design will be experienced by almost everyone at one stage or another, and most often, in the case of patients, it is during their most vulnerable time.
As part of our role as healthcare planners, we have the opportunity to work collaboratively with clinicians, hospital staff and key stakeholders through many rounds of user group meetings. One of the most invaluable skill sets is problem solving; finding design solutions through listening, understanding and prioritizing the clients’ requirements. Experience through internship training and knowledge gained through working in the healthcare facilities are keys to successfully navigate the design process in this niche. In recent years, studies in healthcare architecture as a specialization are also available at various schools of design and architecture across the country.
I understand your team recently wrapped up work on the Western Memorial Regional Hospital Project in Corner Brook. Can you tell me about how Parkin got involved in the project and what its role was?
Parkin is an award-winning architectural firm and a leader in healthcare design. In 2018, in response to the RFP issued by the Government of Newfoundland and Labrador to design and build a replacement facility to the aging Western Memorial Regional Hospital at a new site in Corner Brook, Parkin was invited by Corner Brook Healthcare Partnership to be the project architect in joint venture with B+H Architects and John Hearn Architect. As the lead healthcare architect, Parkin designed and planned most of the clinical departments. Our objective was to create a healing environment that reflects Western Memorial Regional Hospital’s vision to offer the best patient experience and to provide excellence in care.
My understanding from learning about the role general contractors play in hospital projects is that they are often extremely challenging. From a design perspective, what are some of the unique challenges that come with working on a medical facility?
Today, in the field of architecture, the fundamental design principles such as sustainability requirements to combat climate change, universal and accessible design are constantly evolving. In the specialization of healthcare design, there are additional specific standards that require our knowledge for implementation. Being cognizant of the best practices of evidence-based design and the latest breakthroughs in medical technologies and equipment are keys to a successful healthcare project. Another unique challenge involves the understanding of the principles and protocols of Infection Prevention & Control which affects all aspects of design including room layouts, material selection, locations of sinks and other mechanical systems.
How did the idea of including a mental health care floor come about?
The requirement of a 24-bed adult inpatient mental health unit and a 2-bed pediatric and adolescent inpatient unit were the contractual programmatic requirements of the Project Agreement. At the start of the design process, after many iterations of departmental configurations, we concluded that the mental health program should be a department by itself on the top floor. For safety reasons, no other patient, visitor nor staff will need to come to this floor without reason. This top floor offers the patient rooms with the best panoramic views of Corner Brook, while at the same time offers the most privacy as other portions of the hospital cannot overlook the rooms, nor overlook the dedicated outdoor terraces on this floor.
What sort of research, expertise or inspiration did the team draw on when designing this portion of the hospital?
The objective of our design is to create healing environments that provide a sense of safety and promote positive behaviours. Our team draws on experience from similar projects, best practice knowledge, mental health guidelines and evidence-based design (EBD) research to develop the
design of this unit.
What are some of the features included in the mental health floor that can support a person who is experiencing a mental health issue?
Safety and security are key principles that are embedded in every aspect of the design on this floor. When a patient is experiencing a mental health issue, physical safety, mitigating the risk of self-harm and harm to others are crucial. The program provides for a safe room and two high observation rooms for patients who need a sense of refuge away from other patients. To access these rooms, on-floor discreet routes that preserve patient privacy and dignity are provided for the adult patients and are completely separate and distinct from the route for the child and adolescent patients. Once the patient is ready, they can go back to their own room, back to their community on the floor.
Is mental health becoming more of a consideration when it comes to designing hospitals and other buildings?
Mental Health affects all of us and yes, mental health programs and departments have become an integral part of hospitals. It is not enough to just address medical conditions as studies have shown that patients with medical issues are more likely to have mental health issues. It is important to design an environment that promotes both physical health and psychological well- being.
What does it mean to you and the rest of the design team to be able to support mental health patients and others for years to come?
I, and the design team at Parkin, feel very privileged to work on this important project, the new Western Memorial Regional Hospital. This hospital will be providing important services such as mental health support to the communities in western Newfoundland and Corner Brook. Every project we work on, we are cognizant of the patients and staff for whom we are designing. And every mental health project such as this one has its unique challenges. Resolving them will add to our learned experience to contribute, improve upon, and inform other future mental health design projects.
Lafarge Canada Inc., a member of Holcim Group, and Canadian carbon technology innovator Hyperion Global Energy Corp, are launching Hyperion’s patented Tandem Carbon Recycling System pilot.
The process advances circularity by capturing and transforming carbon emissions into high-performance mineral components used to make sustainable building solutions such as low-carbon concrete and other materials.
The pilot project, currently in operation at Lafarge’s Bath Cement Plant in Ontario, involves the testing of Hyperion’s net-zero mineral solutions for advanced concrete such as Lafarge’s ECOPact, the broadest range of low-carbon concrete globally, which can lower embedded carbon between 30-90% compared to standard concrete without any compromise in performance.
The joint effort will further develop and scale Hyperion’s proprietary Tandem Carbon Recycling technology, a drop-in system that captures and transforms waste carbon emissions into high purity minerals that permanently store carbon. Hyperion says its novel reactive mineralization process achieves up to 98% capture efficiency of carbon dioxide emissions, producing innovative mineral components that enhance the density and strength of concrete, among other industrial uses.
“Our collaboration with Hyperion marks an exciting milestone in our decarbonization journey and the advancement of our circular construction technologies,” said David Redfern, president and CEO of Lafarge (Eastern Canada). “We look forward to advancing our Net Zero strategy by leveraging carbon utilization technology like Hyperion’s, enabling us to further reduce CO2 emissions from our operations while at the same time producing innovative and sustainable building solutions.”
The pilot currently has the capacity to remove up to 1,000t CO2/year from plant operations, with potential to scale the system 10X over the next year. This represents a 500% scale-up of Hyperion’s novel technology since its original prototype as part of the global Carbon XPRIZE competition. The current system was fully manufactured in Ontario, working with local suppliers and trades, along with Hyperion’s team of industrial engineers.
“Working together with an innovative partner like Lafarge on this exciting pilot project allows us to apply our proprietary carbon recycling technology to large-scale industries, and make an immediate, measurable reduction on carbon emissions. At the same time, we are advancing our vision to offer a scalable and affordable decarbonization solution for industry, and a market-driven profit incentive on the cost of carbon removal,” said Heather Ward, CEO and Co-Founder of Hyperion.
Superintendent – Winnipeg, Man. – Aecon Group
Construction Project Manager – Saskatoon, Sask. – Saskatchewan Research Council
Virtual Design & Construction Services Manager – Mississauga, Ont. – EllisDon
Project Director, Calgary Greenline – Calgary, Alta. – AtkinsRealis
Senior Risk Manager – Edmonton, Alta. – PCL Construction
National Construction Safety Officer – Calgary, Alta. – Haztech Energy Corp.
Site Superintendent, Civil – Victoria, B.C. – Stone Pacific Contracting
Project Manager, Civil – Kelowna, B.C. – Allnorth Consultants
Senior Estimator/Project Manager, Construction – Vancouver, B.C. – Brighouse Civil
The largest trades training provider in Western Canada is introducing collaborative robots into its welding and metal fabrication programs.
The British Columbia Institute of Technology is incorporating “cobots” into the Welding and Metal Fabrication programs. A collaborative robot, or cobot, is a type of lightweight robot arm that can safely share workspaces with humans, while performing automated tasks without the use of complex programming codes.
Mathew Smith, Director of the Centre for Welding Technologies and Metallurgy, says the cobot shows students how easy it is to implement welding automation in their everyday work.
“Students don’t need to know anything about computer programming to be able to set the system up. Learning how to use this technology will allow them to go out into the work environment and know where and how a collaborative robot could be used,” Mathew explains.
Cobots are commonly used to support manufacturing and assembly tasks. The lower cost, smaller size, and ease of use without specialized programming expertise make the cobot more favourable than traditional robots. The main difference between a traditional robot and a cobot is that the latter can detect human presence and adjust its behaviour accordingly.
“If you’re working around a cobot, it will detect you and stop if you get on its way – making it safer to work around, whereas traditional robots don’t work that way because they have already been programmed to perform a specific task regardless of the circumstance,” explains Mathew.
Students will be able to automate common tasks including the welding of pipe and structural joints, including groove and fillet welds. A camera has also been mounted on the robot arm to allow students to monitor the welding in real time.
The cobot will be used to supplement the training already provided in these programs and will not replace the learning of critical hand skills required to become a certified welder in British Columbia. For example, faculty in metal trades programs are looking to introduce a project where students will build a lifting lug using as much automation as possible. The components of the lug will be cut from steel using an automated plasma table that the students will program. The lug will then be welded together using the cobot.
“Currently, only a minimal amount of the welding work carried out in BC incorporates the use of automation,” explains Mathew. “Access and knowledge in using cobots to support the work of welders has the potential to make BC’s manufacturing environment more competitive.”
He adds, “Workers will be able to use cobots to perform simple and repetitive welding tasks, freeing up time to work on more complex welding problems. This will allow BC to expand its manufacturing base, which will ultimately create more jobs as we become able to onshore manufacturing that is currently completed outside of the country.”
Work will soon begin on a $200-million overpass project in Burnaby, B.C.
The Port of Vancouver announced that the construction of a new four-lane overpass crossing the rail lines at Holdom Avenue in Burnaby will begin in late 2024. The Vancouver Fraser Port Authority is delivering the Holdom Overpass project in partnership with the City of Burnaby, CN, and the Government of Canada.
The overpass will extend Holdom Avenue south over the rail corridor and Still Creek, connecting it with Douglas Road. Once complete, there will be an increase of rail capacity for Port of Vancouver terminals, supporting the reliable movement of goods through the region, and improved traffic flow and safety for the Burnaby community.
“By investing in projects like the Holdom Overpass, we’re addressing current transportation needs, supporting our supply chains to make life cost less for Canadians, and also building the infrastructure to support vibrant, growing communities that are great places to work, live, and raise a family,” said Pablo Rodriguez, minister of transport.
The rail corridor through Burnaby is the only rail connection to transport goods and commodities to and from port terminals located in North Vancouver, a vital link in the national supply chain that connects Canadian products like grain and fertilizer to global markets. The rail corridor moves more than 40 million metric tonnes of export cargo, accounting for more than 40% of the port’s total international exports in 2023.
The City of Burnaby identified the Holdom Overpass as an important solution to provide better access and improve safety for cyclists, pedestrians, commuters, and first responders as part of its transportation plans. The Holdom Overpass active transportation facilities will improve connections to the Holdom Skytrain station, which is a main hub for cyclists and pedestrians, making travel from the Skytrain station to areas south of the rail tracks — such as the Central Valley Greenway — safer, faster, and more reliable.
Canada’s trade through the region is growing, and the project is designed to mitigate the impacts of trade on those who live, work and commute in Burnaby. It will provide significant community benefits, including improved safety and traffic flows, reduced greenhouse gas emissions from less idling traffic at the existing crossing, better community access by creating more reliable travel times, and better emergency response options.
The project will add to the rail improvements completed by CN in 2022, which included updates to the Thornton Tunnel to reduce the time between trains travelling through the tunnel and a new rail siding track running from Willingdon Avenue to Piper Avenue.
The port authority has previously completed two phases of public engagement and continuous First Nations consultation, and input from these efforts has helped shape the overpass design. Public space surrounding the overpass will include First Nations cultural recognition, public art, and improved landscaping in the Still Creek and Beecher Creek areas.
The road enhancements are part of the Burnaby Rail Corridor Improvements Project, a series of road and rail improvements to increase transportation efficiency and trade capacity through Port of Vancouver terminals on the North Shore. The Burnaby Rail Corridor Improvements Project is funded by the Government of Canada, through its National Trade Corridors Fund, the port authority, and CN.
A great idea isn’t worth much if you don’t have the resources to make it a reality.
That’s a problem venture capital firms solve. They invest in young companies with high growth potential, and often can provide guidance to help them succeed. Recent years have seen many firms rise up with a specific focus on fostering innovation in the construction sector, highlighting how much opportunity exists.
Be sure to take note of the companies on this list as there is a decent chance construction’s next big tech breakthrough comes from one of them.
Based in Austin, Texas, Ironspring Ventures focuses on companies across the industrial supply chain, including construction, manufacturing, transportation & logistics, and alternative energy. Founded in 2020, they’ve raised over $160 million across two funds to invest in Seed and Series A rounds. They look for companies with the potential to improve productivity and solve challenges in these industries through automation and technology. They partner with their portfolio companies by leveraging their network of industrial experts and strategic investors.
Notable investments:
Brick & Mortar Ventures is a venture capital firm headquartered in San Francisco, California, founded in 2015. They focus on investing in early-stage companies that develop innovative software and hardware solutions for the industries that make up the built world. This includes Architecture, Engineering, Construction, and Facilities Management (AEC/FM). They aim to disrupt the traditional methods used in these industries by backing entrepreneurs who are creating new technologies. Brick & Mortar Ventures has a notable track record with past investments in companies like PlanGrid, BuildingConnected, and BuildZoom. Their funding comes from institutional investors, and they have a dedicated team with experience in both venture capital and the AEC/FM industries.
Notable investments:
Founded in 2014, Builders VC is another San Francisco venture capital firm specializing in early-stage investments. They target tech startups aiming to modernize established industries (construction included). Builders VC focuses on Seed and Series A funding rounds, but also participates in later stages. Their sweet spot lies in Enterprise Applications and high-tech solutions, although they also invest in sectors like healthcare, sustainability, and food & agriculture technology. For their efforts in the construction world, they have brought on venture partners with deep construction industry experience. Steve Dell’Orto, formerly a senior executive at Clark Construction, joined Builders VC to leverage his expertise and guide construction investments.
Notable investments:
As the investment arm of HOLT Cat, the largest Caterpillar tractor and engine dealer in the U.S., HOLT Ventures aims to be an engine that powers construction innovation. in early-stage technology companies that can benefit the industrial and manufacturing sectors, particularly those that can optimize and improve the services offered by Holt CAT. This includes areas like construction technology, manufacturing process improvement, rental/distribution solutions, business productivity software. Their team primarily focuses on Seed and Series A funding rounds. They look for companies with innovative solutions that address challenges faced by their parent company, Holt CAT, and its customers. They also have active partnerships with many others on this list, including Ironspring, Building Ventures and Blackhorn Ventures
Notable investments:
Fifth Wall is one of the world’s leading venture capital firm dedicated to propelling the real estate industry forward through technology. Based in Los Angeles, they focus on innovative companies tackling critical challenges that impact the built environment. Climate change, aging infrastructure, inaccessible housing markets, and unreliable supply chains are just a few areas they address. Fifth Wall is backed by a global mix of more than 100 strategic limited partners from more than 15 countries, including BNP Paribas Real Estate, British Land, CBRE, Cushman & Wakefield, Hilton, Host Hotels & Resorts, Kimco Realty Corporation, Lennar, Lowe’s Home Improvement, Marriott International, MetLife Investment Management, MGM Resorts, Related Companies, Starwood Capital, Toll Brothers, and others.
Notable investments:
Founded in 2015, MetaProp’s investment team has invested in over 150 technology companies across the real estate value chain. They claim to be the world’s largest early-stage PropTech portfolio. The firm manages funds for both financial and strategic real estate investors that represent a pilot- and test-ready sandbox of 20+ billion square feet across every real estate asset type and global market. Their partners include construction gians like Bosa Properties and Altus Group. They also run the MetaProp Bridge at Columbia University program. Each year, between six and eight of the best technology-driven real estate industry ideas are selected to participate in intensive education, mentorship, and growth hacking programs, culminating in exclusive Graduation Defense panels, Roadshows, and Demo Days for partners, investors, VCs, and media.
Notable investments:
Building Ventures is a venture capital firm with a specific focus on the built environment. More specifically, they target companies that develop solutions that impact how we design, build, operate, and experience our physical surroundings. This could include anything from construction technology to sustainable building materials. Building Ventures doesn’t just want cookie cutter companies. They say they prioritize companies that have the potential to create a transformative impact.
Notable investments:
Formwork Labs, a collaborative accelerator program, has a simple goal: to be the foundation for entrepreneurship and innovation for the construction industry. Their team focuses on nurturing early-stage startups in the Architecture, Engineering, and Construction (AEC) industry. Launched by Brick & Mortar Ventures and BuiltWorlds in 2022 as the first accelerator of its kind, they provide funding, mentorship, and industry connections to help these young companies refine their products and go-to-market strategies. Recently, they announced the launch of their third cohort, selecting five promising startups from a pool of over 70 applicants.
Current cohort:
EllisDon’s ConTech Accelerator acts as a launchpad for innovative construction technology startups. The program identifies promising young companies with solutions that address challenges in the construction industry. These startups receive mentorship, potential funding, and industry connections from EllisDon to help them refine their ideas and develop go-to-market strategies. Successful participants may even collaborate with EllisDon on real-world construction projects to test and improve their solutions, accelerating their growth and impact on the industry.
2023 program finalists:
Founded in 2017 in Denver, Colorado, Blackhorn Ventures is a venture capital firm that invests in early-stage companies using software solutions to improve efficiency and decarbonize industrial sectors like energy, construction, and transportation. They target companies that leverage digital tools to minimize resource use and environmental impact while aiming for strong financial returns. Just this month they announced the close of their third fund, Blackhorn Ventures Industrial Impact Fund II, LP (IIF II) which garnered $150 million in new commitments. The fund’s focus is seed and Series A stage investments into capital-efficient software solutions, vertical SaaS companies, and AI applications that address the urgent need for industrial resource efficiency and decarbonization at scale.
Notable investments:
Founded in Atlanta, Georgia in 2017, Shadow Ventures is a venture capital firm focused on seed-stage startups that bring innovation to the built environment. They target companies using technology to tackle challenges in real estate and construction, with a specific interest in sustainable solutions. Their investments aim to transform how we design, build, and operate buildings. They recently announced their new $34 million Seed Fund II. This fund aims to continue their mission of financing ambitious entrepreneurs with frontier technologies for the global infrastructure sector.
Notable investments:
Formerly Energize Ventures, this firm wants to make the world a healthier place. A leading climate software investor, Energize Capital partners with with innovators to accelerate the sustainability transition. Their team has decades of experience in the climate technology space, and they leverage that deep industry and operational expertise to guide a research-based, proactive and thorough investment approach. They support companies at various stages of maturity by helping them scale and realize their full potential, from early commercialization to the public markets. They have several areas of focus: renewable energy, industrial operations, electrification/mobility, infrastructure resilience and decarbonization
Notable investments:
Fraser Health and the Provincial Health Services Authority have selected the preferred proponent team for Phase 2 of the Burnaby Hospital redevelopment project.
The multi-party contract, known as a single target outturn cost alliance development agreement, involving PCL Constructors Westcoast Inc. and Parkin Architects Western Ltd., was signed and approved on June 21, 2024. This alliance agreement means the owner, builder and designer team up for full project delivery.
“The vision to redevelop the Burnaby Hospital has always been to allow more people to have access to modernized acute-care services, such as life-saving cancer care, within their community,” said Adrian Dix, Minister of Health. “With Phase 1 of the Burnaby Hospital redevelopment project well underway, Fraser Health is taking more major strides. I’m excited that we’ve reached this milestone because it means we are closer to beginning design and construction for Phase 2.”
Phase 2 of the Burnaby Hospital redevelopment includes the construction of the Keith and Betty Beedie Acute Care Tower, which will feature 160 private rooms to support general medicine, medical oncology, cardiac telemetry, intensive care and high-acuity patients, a new medical imaging department with two CT scanners, a spiritual-care suite, public spaces and hospital support services.
“We are grateful to our partners, staff and medical staff for their agility and dedication to our patients, families and communities as we make space for construction needs,” said Dr. Victoria Lee, president and CEO, Fraser Health. “This redevelopment project is not just about building a new facility, it’s about fostering hope, enhancing patient care and shaping a healthier future for everyone in Burnaby.”
The new tower will also be home to the new BC Cancer – Burnaby McCarthy Centre, which will include 54 ambulatory-care rooms, 31 chemotherapy chairs, space for five linear accelerators, space for two PET/CT scanners, an oncology pharmacy, and clinical trials and research space.
Phase 2 also includes the demolition of the West Wing building, expansion of the emergency department to 104 treatment spaces, and renovations to the endoscopy and laboratory components. Construction is expected to start in late 2025 and be ready for patients in 2030. The total cost of Phase 2 is approximately $1.7 billion with funding from the Province, Burnaby Hospital Foundation and BC Cancer Foundation.
“As a key funding partner, we are thrilled to contribute to this pivotal phase of our hospital’s transformation,” said Kristy James, president and CEO, Burnaby Hospital Foundation. “Our steadfast commitment to enhancing patient care and community health in Burnaby, East Vancouver and the surrounding areas remains unwavering. This redevelopment initiative mirrors our dedication to advancing medical excellence and innovation, setting a new standard in health-care delivery.”
In April, a Phase 1 construction milestone was reached with the removal of two cranes from the site. Phase 1 of the Burnaby Hospital redevelopment, undertaken by design-builder EllisDon, includes the construction of the new health-care pavilion, which features maternity, neonatal intensive care, mental-health in-patient and medical in-patient units. The estimated completion date for the new pavilion is 2025.
Additional work underway in Phase 1 includes a comprehensive upgrade of the Jim Pattison Surgery Centre, now with a total of 10 new or upgraded operating rooms, as well as renovations to the emergency department and other support areas as part of the expansion and renovation of the Support Facilities Building.
Commonly used in Australia and the UK, alliance agreements are an equitable and collaborative model that is well-suited for large-scale, complex projects where a high-level of co-operation and flexibility is required.
Burnaby Hospital opened in 1952 and provides a range of acute-care services, including emergency care, critical care, surgery, maternity, neonatal intensive care, palliative and adult mental-health and substance-use services.
Burnaby is the province’s third-largest city, and the number of patients requiring hospital care there is expected to increase by approximately 60% by 2036.
